Agenda packet — Oakley City Council, May 12, 2026

AGENDA

REGULAR JOINT MEETING OF THE OAKLEY CITY COUNCIL/OAKLEY CITY COUNCIL

ACTING AS THE SUCCESSOR AGENCY TO THE OAKLEY REDEVELOPMENT

AGENCY/OAKLEY PUBLIC FINANCING AUTHORITY
Tuesday, May 12, 2026
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

1.2 Pledge of Allegiance to the Flag

1.3 Presentation of Proclamations

1. Building Safety Month (Conrad Fromme, Chief Building Official)

2. National Police Week (Paul Beard, Police Chief)

3. Public Works Week (Billilee Saengchalern, Public Works Director/City Engineer)

1.4 Liberty Union High School District Update (Denise Rugani, Superintendent)

1.5 Oakley Union Elementary School District Update (Jeff Palmquist, Superintendent)

2. PUBLIC COMMENTS

3. COUNCILMEMBER COMMENTS

4. CONSENT CALENDAR
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 4 p.m. the day of the meeting and can be submitted at https://www.oakleyca.gov/publiccomment.

Oakley City Council/Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority

1. Building Safety Month

2. National Police Week

3. National Public Works Week
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.
2 4.1 Approve Minutes from the Special Meeting held April 23, 2026 (Kim Snodgrass, City Clerk)

4.2 Approve minutes from the Special Meeting held April 28, 2026 (Kim Snodgrass, City Clerk)

4.3 Approve Minutes from the Regular Meeting held April 28, 2026 (Kim Snodgrass, City Clerk)

4.4 Report out of Closed Session Memo from the Special City Council meeting held April 28, 2026 (Derek Cole, City Attorney)

4.5 Report out of Closed Session Memo from the Regular City Council meeting held April 28, 2026 (Derek Cole, City Attorney)

4.6 Waive the Second Reading and Adopt Ordinance No. 8-26 Amending Oakley Municipal Code Section 9.1.1102 (Accessory Dwelling Units) (Jose Cortez, Senior Planner)

4.7 City of Oakley Investment Report (3rd Quarter FY 2025/26) (Jeri Tejeda, Administrative Services Director)

4.8 City of Oakley as Successor Agency to the Oakley Redevelopment Agency Quarterly Investment Report (3rd Quarter FY 2025/26) (Jeri Tejeda, Administrative Services Director)

4.9 Approval of Contract Amendment Number 1 with Consor PMCM, Inc. for OnCall Consulting Services Related to Inspection Support for Fiscal Year (FY) 2025/26 and an Extension to the contract Agreement for Fiscal Years 2026/27 Consent Calendar items are typically non-controversial in nature and are considered for approval by the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority with one single action. Members of the audience, Staff or the Oakley City Council/ Oakley City Council Acting as the Successor Agency to the Oakley Redevelopment Agency/Oakley Public Financing Authority who would like an item removed from the Consent Calendar for purposes of public input may request the Mayor remove the item. The public may request to remove an item(s) to provide input by completing a public speaker card and submitting it to the City Clerk prior to the item(s) being called by the Mayor.

Minutes
Minutes
Minutes
Memo
Memo
Ordinance No. 8-26
Staff Report

1. City of Oakley Investment Report for the quarter ended March 31, 2026

2. FY 2026 City Investment Worksheet
Staff Report

1. City of Oakley as Successor Agency to the Redevelopment Agency Investment Report for the quarter ended March 31, 2026.
3 and 2027/28 (Billilee Saengchalern, Public Works Director/City Engineer)

5. PUBLIC HEARINGS

5.1 Public Hearing and Reporting on Vacancies, and Recruitment and Retention Efforts in response to Assembly Bill 2561 (Jeri Tejeda, Administrative Services Director)

5.2 Adopt an Urgency Ordinance Extending, for 10 months and 15 days, a Moratorium on the Processing and Approval of Data Center Land Uses to give the City Sufficient time to Plan and Formulate a Permanent Ordinance Regulating such uses (Derek Cole, City Attorney)

6. REGULAR CALENDAR

6.1 Strategic Plan 27+ Update (Joshua McMurray, City Manager)

6.2 Adoption of Superseding Resolution Establishing Rules of Conduct for City Council Meetings – Amendments to Codify Technological Disruption Policy Required by SB 707 (Derek Cole, City Attorney)

7. REPORTS

7.1 City Manager
(a) City Manager
(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 (b) Requests for Future Agendas

8. WORK SESSIONS
Staff Report

1. Resolution

2. Amendment Agreement No.1 for FY 2025/26
Staff Report

1. AB 2561 FY 2025/2026 Presentation
Staff Report

1. Proposed Ordinance Extended Moratorium Concerning Data Center Land Uses Staff Report

1. Strategic Plan Dashboard

2. Oakley Strategic Plan
Staff Report

1. Updated Resolution Establishing Rules of Conduct for City Council Meetings/SB 707 Technological Disruption Policy
April New Business Licenses
4 8.1 Contra Costa County Regional Alternative Compliance (RAC) Joint Powers Authority (JPA) Work Session – Work Session to Discuss the City of Oakley’s Participation on the RCA JPA (Brianne Visaya, Assistant Engineer)

9. CLOSED SESSION

9.1 PUBLIC EMPLOYEE PERFORMANCE EVALUATION
Title: City Manager

9.2 CONFERENCE WITH LABOR NEGOTIATORS
Agency designated representatives: Mayor Henderson, Vice Mayor Meadows Unrepresented employee: City Manager

10. ADJOURN
Staff Report

1. Presentation
5 Proclamation
Building Safety Month
May 2026
WHEREAS, the City of Oakley is committed to recognizing that our growth and strength depends on the safety and essential role our homes, buildings and infrastructure play, both in everyday life and when disasters strike; and WHEREAS, our confidence in the resilience of these buildings that make up our community is achieved through the devotion of vigilant guardians––building safety and fire prevention officials, architects, engineers, builders, tradespeople, design professionals, laborers, plumbers and others in the construction industry––who work year-round to ensure the safe construction of buildings; and
WHEREAS, these guardians are dedicated members of the International Code Council (ICC), a nonprofit that brings together local, state, territorial, tribal and federal officials who are experts in the built environment to create and implement the highestquality codes and standards to protect us in the buildings where we live, learn, work and play; and WHEREAS, these modern building codes and standards include safeguards to protect the public from hazards such as wildland fires, floods and earthquakes; and
WHEREAS, Building Safety Month is sponsored by ICC to remind the public about the critical role of our communities’ largely unknown protectors of public safety––our code officials––who assure us of safe, sustainable and affordable buildings that are essential to our prosperity; and
WHEREAS, “Built to Last” the theme for Building Safety Month 2026, encourages us all to get involved and raise awareness about building safety on a personal, local and global scale; and WHEREAS, each year, in observance of Building Safety Month, people all over the world are asked to consider the commitment to improve building safety, resilience and economic investment at home and in the community, and to acknowledge the essential service provided to all of us by local, state, tribal, territorial, and federal building safety and fire prevention departments, in protecting lives and property.

NOW, THEREFORE, BE IT RESOLVED, that I, Hugh Henderson, Mayor of the City of Oakley along with the members of the Oakley City Council do hereby proclaim the Month of May 2026 as Building Safety Month.

Dated: May 12,2026
_____________________
Hugh Henderson, Mayor
6 Proclamation
National Police Week 2026
May 11-16, 2026
WHEREAS, there are more than 800,000 law enforcement officers serving in communities across the United States, including the dedicated members of the Oakley Police Department; and, WHEREAS, since the first recorded death in 1786, more than 24,500 law enforcement officers in the United States have made the ultimate sacrifice and been killed in the line of duty; and, WHEREAS, the names of these dedicated public servants are engraved on the walls of the National Law Enforcement Officers Memorial in Washington, DC; and,
WHEREAS, the service and sacrifice of all officers killed in the line of duty will be honored during the National Law Enforcement Officers Memorial Fund’s 38th Candlelight Vigil, on May 13, 2026; and, WHEREAS, the Candlelight Vigil is part of National Police Week, which will be observed May 11-16; and, WHEREAS, May 15 is designated as Peace Officers Memorial Day, in honor of all fallen officers and their families and U.S. flags should be flown at half-staff.

NOW, THEREFORE, BE IT RESOLVED, that I, Hugh Henderson, Mayor of the City of Oakley along with the members of the Oakley City Council do hereby proclaim May 11-16, 2026, as National Police Week in Oakley, and publicly salutes the service of law enforcement officers in our community and in communities across the nation.

Dated: May 12,2026
_____________________
Hugh Henderson, Mayor
7 Proclamation
National Public Works Week
May 17–23, 2026
WHEREAS, public works professionals focus on infrastructure, facilities, and services that are of vital importance to sustainable and resilient communities and to public health, high quality of life, and well-being of the people of Oakley; and,
WHEREAS, these infrastructure, facilities, and services could not be provided without the dedicated efforts of public works professionals, who are engineers, managers, and employees at all levels of government and the private sector, who are responsible for rebuilding, improving, and protecting our nation’s transportation, water supply, water treatment and solid waste systems, public buildings, and other structures and facilities essential for our citizens; and,
WHEREAS, it is in the public interest for the citizens, civic leaders, and children in Oakley to gain knowledge of and maintain an ongoing interest and understanding of the importance of public works and public works programs in their respective communities; and,
WHEREAS, 2026 marks the 66th annual National Public Works Week sponsored by the American Public Works Association.

NOW, THEREFORE, BE IT RESOLVED, that I, Hugh Henderson, Mayor of the City of Oakley along with the members of the Oakley City Council do hereby proclaim the week of May 17–23, 2026, as National Public Works Week. I urge all citizens to join with representatives of the American Public Works Association and government agencies in activities, events, and ceremonies designed to pay tribute to our public works professionals, engineers, managers, and employees, and to recognize the substantial contributions they make to protecting our national health, safety, and advancing quality of life for all.

Dated: May 12,2026
_____________________
Hugh Henderson, Mayor
8 MINUTES OF THE SPECIAL MEETING OF THE OAKLEY CITY COUNCIL HELD APRIL 23, 2026

1. CALL TO ORDER AND ROLL CALL
Mayor Henderson called the meeting to order at 9:01 a.m.

Councilmember Fuller, Councilmember Shaw, Councilmember Williams, Vice Mayor Meadows, and Mayor Henderson were present.

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

3. PUBLIC COMMENTS
None

4. REGULAR CALENDAR

4.1 Budget Retreat (Jeri Tejeda, Administrative Services Director) Councilmember Fuller inquired regarding the availability of Closed Captioning; Staff confirmed it was not available.

City Manager Joshua McMurray welcomed attendees, outlined the day’s agenda and provided an overview of significant accomplishments for Fiscal Year 2025/2026.

Administrative Services Director Jeri Tejeda presented an overview of the General Fund highlighting significant budget changes, the 10-year plan, and classification updates within the Police Department.

Police Chief Paul Beard then provided a supplemental update regarding Police Personnel.

Ms. Tejeda continued with a discussion on the Storm Water Fund, transfers from the General Fund to the Street Maintenance Fund, and a review of Capital Improvement Project funding.

Public Works Director/City Engineer Billilee Saengchalern provided a detailed review of current and upcoming Capital Improvement Projects.

Councilmembers engaged in a CIP prioritization activity to assist staff in understanding which Capital Projects are a priority for City Council. 9 City Manager Joshua McMurray then led a follow-up discussion to further understand the Council’s priorities for these Projects.

Ms. Tejeda concluded her presentation with a review of the Fund Balance Reserve Policy General Fund Reserves, CalPers and Unfunded Liability.

Ed Espinoza of Francisco and Associates provided an overview of Landscape and Lighting Assessment Districts and the Community Facilities District.

Councilmembers provided comments and asked questions throughout the presentations; Staff and Mr. Espinoza provided responses.

5. ADJOURN
There being no further business, the meeting was adjourned at 2:15 p.m.

Respectfully submitted.

Kim Snodgrass
City Clerk
10 MINUTES OF THE SPECIAL MEETING OF THE OAKLEY CITY COUNCIL HELD APRIL 28, 2026

1. CALL TO ORDER AND ROLL CALL
The meeting was called to order at 5:30 p.m.

Councilmember Shaw, Councilmember Williams, Vice Mayor Meadows, and Mayor Henderson were present. Councilmember Fuller was absent.

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

3. PUBLIC COMMENTS
None

4. CLOSED SESSION

4.1 CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: One potential case
Mayor Henderson announced the Closed Session item and mentioned the special meeting will adjourn after the Closed Session and the regular meeting will begin at 6:30 p.m.

5. ADJOURN
There being no further business, the meeting was adjourned at 6:25 p.m.

Respectfully submitted.

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

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

OAKLEY REDEVELOPMENT AGENCY AND SPECIAL MEETING OF THE OAKLEY PUBLIC FINANCING AUTHORITY HELD APRIL 28, 2026

1. OPENING MATTERS

1.1 Call to Order and Roll Call
The meeting was called to order at 6:30pm.

Councilmember Fuller, Councilmember Shaw, Councilmember Williams, Vice Mayor Meadows, and Mayor Henderson were present.

1.2 Pledge of Allegiance to the Flag
Mayor Henderson led the Pledge of Allegiance to the Flag.

1.3 Proclamation Recognizing May 3-9, 2026 as Municipal Clerks Week (Kim Snodgrass, City Clerk)
The proclamation was read by the Assistant City Manager and presented by the Mayor to Kim Snodgrass.

1.4 Contra Costa County Fire Protection District Update (Xon Burris, Assistant Fire Chief)
An update regarding the Contra Costa County Fire Protection District was provided by Assistant Fire Chief Xon Burris.

1.5 Update from Youth Advisory Council (Alicia O'Leary, Recreation and Events Coordinator)
Members of the Youth Advisory Council provided a report on recent activities.

2. PUBLIC COMMENTS
Public comments were received by the following individuals and will be entered into the public record: Jason Mendez and David Bonson.

3. COUNCILMEMBER COMMENTS
Councilmember Fuller provided a comment.
12 4. CONSENT CALENDAR

4.1 Approve Minutes from the Regular Meeting held April 14, 2026 (Kim Snodgrass, City Clerk)

4.2 Approve Minutes from the Special Meeting held April 14, 2026 (Kim Snodgrass, City Clerk)

4.3 Report out of Closed Session Memo (Derek Cole, City Attorney)

4.4 Adopt a Resolution Re-Appointing Michael Krieg to the Contra Costa Mosquito & Vector Control District Board of Trustees for a New Four-Year Term Effective May 7, 2026 through May 6, 2030 (Kim Snodgrass, City Clerk)

4.5 Adopt a Resolution Approving an Agreement with Landscape Structures, Inc. for Capital Improvement Project No. 315 – Magnolia Park Playground Resurfacing and Retrofitting Project (Billilee Saengchalern, Public Works Director/City Engineer)

4.6 Adopt a Resolution Approving an Agreement with Landscape Structures, Inc. for Capital Improvement Project No. 317 - Novarina Park Playground Expansion and Resurfacing Project (Billilee Saengchalern, Public Works Director/City Engineer)

4.7 Adopt a Resolution Approving the Agreement with Live Oak Investors, LLC for “Agreement of Property Owner for Provision of Landscaping in the Public Right of Way” pursuant to Conditions of Approval in Resolution No. 90-24 for Live Oak Industrial Park and Authorizing the City Manager to Execute the Agreement (Billilee Saengchalern, Public Works Director/City Engineer)

4.8 Adopt a Resolution Approving the Agreement with Live Oak Investors, LLC (APN 037-100-065) for “Stormwater Management Facility Operations and Maintenance Agreement and Right of Entry” for DR 07-23 Live Oak Industrial Park Project Located at 5400 Live Oak Avenue and Authorizing the City Manager to Execute the Agreement (Billilee Saengchalern, Public Works Director/City Engineer)
Councilmember Fuller pulled items 4.1 and 4.8
Councilmember Williams pulled items 4.4, 4.5, and 4.6.

It was moved by Councilmember Shaw and seconded by Vice Mayor Meadows to approve the remainder of the Consent Calendar. AYES: Fuller, Henderson, Meadows, Shaw, Williams NOES: None RESULT: Motion carried (5-0)
13 Item 4.1
Councilmember Fuller mentioned he will vote no.

It was moved by Vice Mayor Meadows and seconded by Councilmember Williams to approve the minutes as written. AYES: Henderson, Meadows, Shaw, Williams NOES:

Fuller RESULT: Motion carried (4-1)
Item 4.4
Councilmember Williams thanked Mr. Krieg for his continued service.

It was moved by Councilmember Williams and seconded by Vice Mayor Meadows to adopt the resolution reappointing Michael Krieg to the CC Mosquito & Vector Control District Board. AYES: Fuller, Henderson, Meadows, Shaw, Williams NOES: None RESULT: Motion carried (5-0)
Items 4.5 and 4.6
Councilmember Williams thanked staff for giving attention to these parks and mentioned she wants everyone to be aware that these updates are happening.

Public comments were received by the following individuals and will be entered into the record: Dwight Hodgen.

It was moved by Councilmember Williams and seconded by Vice Mayor Meadows to adopt the resolutions approving the agreements with Landscape Structures, Inc.

AYES: Fuller, Henderson, Meadows, Shaw, Williams NOES: None RESULT: Motion carried (5-0)
Item 4.8
Councilmember Fuller asked for clarification on this item, which was provided by Mr.

McMurray.

It was moved by Councilmember Fuller and seconded by Councilmember Shaw to adopt the resolution approving the Stormwater Management Facility Operations and Maintenance Agreement and Right of Entry for Live Oak Industrial Park. AYES: Fuller, Henderson, Meadows, Shaw, Williams NOES: None RESULT: Motion carried (5-0)

5. PUBLIC HEARINGS

5.1 Stonecreek Subdivision 9647 Tentative Map (TM 02-23) - Adoption of a Resolution of the City Council Regarding an Application Requesting Approval of a Tentative Map, Initial Study/Mitigated Negative Declaration, and Mitigation Monitoring and Reporting Program (APNs 033-140-020, 033-140-021, and 033- 140-028) (Jose Cortez, Senior Planner)
14 Councilmember Fuller recused himself.

Senior Planner Jose Cortez presented the report.

There were no questions from Councilmembers.

Mayor Henderson opened the Public Hearing.

Public Comments were provided by the following individuals: Pat Furlong and Jeff Schrader (Applicant).

There being no additional speakers, the Public Hearing was closed.

Vice Mayor Meadows and Councilmember Shaw provided questions and comments; responses were provided by Mr. Cortez, Mr. Schrader, and Community Development Director Ken Strelo.

It was moved by Vice Mayor Meadows and seconded by Councilmember Williams to adopt the resolution approving the Stonecreek Subdivision 9647 as conditioned and adopt the IS/MND and the MMRP as conditioned AYES: Henderson, Meadows, Shaw, Williams NOES: None RECUSAL: Fuller RESULT: Motion carried (4-0-1)

5.2 Zoning Text Amendments (RZ 2026-001) – Adopt an Ordinance Amending Oakley Municipal Code Section 9.1.1102 (Accessory Dwelling Units) (RZ 2026-001) (Jose Cortez, Senior Planner)
Senior Planner Jose Cortez presented the report.

Questions were provided by Councilmember Williams and Councilmember Fuller; responses were provided by City Attorney Derek Cole and Mr. Cortez.

Mayor Henderson Opened the Public Hearing.

Public Comments were provided by the following individuals: Rochelle Garcia.

There being no additional speakers, the Public Hearing was closed.

Councilmember Williams and Councilmember Fuller provided additional questions and comments; responses were provided by Mr. Cortez, Mr. Strelo and Mr. Cole.

It was moved by Councilmember Williams and seconded by Councilmember Shaw to introduce the ordinance amending Oakley Municipal Code section 9.1.1102.

AYES: Fuller, Henderson, Meadows, Shaw, Williams NOES: None RESULT: Motion carried (5-0)
15 6. REGULAR CALENDAR

6.1 Annual Report of Military Equipment Usage-2025 (Paul Beard, Chief of Police) Chief Beard presented the report.

It was moved by Vice Mayor Meadows and seconded by Councilmember Shaw to accept the annual report. AYES: Fuller, Henderson, Meadows, Shaw, Williams NOES: None RESULT: Motion carried (5-0)

7. REPORTS

7.1 City Manager
(a) City Manager
City Manager Joshua McMurray announced that Friday Night Bites and the Summer Concert will take place on Friday, May 1.

Councilmember Shaw attended the California League of Cities Board Call (East Bay Division), the Tri Delta Transit Board meeting, the City Council Budget Retreat, the Elected Women’s Luncheon, Oakley’s Day of Service, and the Today Will Be Great Fundraiser.

Councilmember Williams attended the Tri Delta Transit meeting, the City Council Budget Retreat, Oakley’s Day of Service, and the Today will be Great Fundraiser.

Vice Mayor Meadows attended the Contra Costa Transportation Authority Board meeting, an MCE Board meeting, the City Council Budget Retreat, and Oakley’s Day of Service.

Mayor Henderson attended a remote Ironhouse Sanitary District meeting, the Freedom High School Best Bud Talent Show and Freedom High School’s Falcon Fest. He also attended the City Council Budget Retreat, and Oakley’s Day of Service. He presented at Liberty Union High Schools Athletic Hall of Fame and attended the East Contra Costa Habitat Conservancy meeting.
16 (b) Requests for Future Agendas
Councilmember Shaw requested an item regarding inclusionary housing. Mayor Henderson supported the request.

8. WORK SESSION

8.1 Mobile Vendor Work Session - Work Session to Discuss the City of Oakley’s Current Regulations Pertaining to Mobile Vendors (Evan Gorman, Associate Planner)
Mayor Henderson called for a five-minute break.

Following the break, Associate Planner Evan Gorman presented the report.

Public comments were received by the following individuals: Savannah Rogers and Chris Giddis.

Councilmember Fuller, Councilmember Williams, Mayor Henderson, Vice Mayor Meadows, and Councilmember Shaw provided questions and comments; responses were provided by Mr. Gorman.

8.2 Short Term Rentals Work Session - The Purpose of this Work Session is to Facilitate Discussion with the City Council. Staff will Receive Direction, if any, from the City Council and Proceed as Directed (Jose Cortez, Senior Planner) Senior Planner Jose Cortez presented the report.

Vice Mayor Meadows, Councilmember Fuller, Councilmember Williams, Councilmember Shaw and Mayor Henderson provided comments.

Mr. Cortez asked if there was any feedback on the text regarding vacation rentals.

Councilmember Williams, Mayor Henderson, Vice Mayor Meadows, Councilmember Shaw provided feedback.

8.3 Overview and Update on the Residential Rental Inspection Program Authorized Under OMC 4.30 (Conrad Fromme, Chief Building Official) Chief Building Official Conrad Fromme presented the report.

Questions and comments were provided by Mayor Henderson, Vice Mayor Meadows, Councilmember Fuller, Councilmember Shaw, and Councilmember Williams; responses were provided by Mr. Fromme.
17 9. CLOSED SESSIONS

09.1 PUBLIC EMPLOYEE PERFORMANCE EVALUATION Pursuant to Government Code Section 54954.5(e)
Title: City Manager
Mayor Henderson announced the Closed Session item and mentioned the meeting will adjourn after the Closed Session.

10. ADJOURN
There being no further business, the meeting was adjourned at 9:35 p.m.

Respectfully submitted
Kim Snodgrass
City Clerk
18 MEMORANDUM
City of Oakley | 3231 Main Street, Oakley, CA 94561 1
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Date: April 29, 2026
To: Mayor and City Councilmembers
From: Derek P. Cole, City Attorney
Subject: Closed Session Report-Out Memo
For Consideration at the City Council Meeting of May 12, 2026 Background and Analysis
The City Council considered the following closed session item during its Special meeting held April 28, 2026:

CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION
CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION
Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9:

One potential case
Direction was provided to staff. There was no reportable action.

Fiscal Impact
None.

Recommendation
Receive and file this report.

Attachments
None
19 MEMORANDUM
City of Oakley | 3231 Main Street, Oakley, CA 94561 1
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Date: April 29, 2026
To: Mayor and City Councilmembers
From: Derek P. Cole, City Attorney
Subject: Closed Session Report-Out Memo
For Consideration at the City Council Meeting of May 12, 2026 Background and Analysis
The City Council considered the following closed session item during its Regularl meeting held April 28, 2026:

CONFERENCE WITH LEGAL COUNSEL – ANTICIPATED LITIGATION
PUBLIC EMPLOYEE PERFORMANCE EVALUATION Pursuant to Government Code Section 54954.5(e)
Title: City Manager
Direction was provided to staff. There was no reportable action.

Fiscal Impact
None.

Recommendation
Receive and file this report.

Attachments
None
20 Ordinance No. 8-26 Page 1 of 6
ORDINANCE NO. 8-26

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY AMENDING

OAKLEY MUNICIPAL CODE TO REPEAL SECTIONS OF THE OAKLEY MUNICIPAL CODE SECTION 9.1.1102, AND REPLACE WITH ADOPTION OF THE STATE’S ADU LAW BY REFERENCE (GOVERNMENT CODE SECTIONS 66310-66342), AND

FINDING THE ACTION EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL

QUALITY ACT (CEQA)
WHEREAS, this is a City-initiated application requesting approval of a Rezoning (RZ 2026-001) consisting of zoning text amendments to repeal certain sections of the Oakley Municipal Code Section 9.1.1102 “Accessory Dwelling Units” which consists of Oakley’s local regulations related to ADUs and replace with adoption of the States ADU law by reference (Government Code Sections 66310-66342) (“Project”); and WHEREAS, on February 14, 2017, the City Council of the City of Oakley adopted Ordinance No. 01-17 amending title 9.1 (Land Use Regulations and Zoning) 9.1.406(b) and 9.1.1102 of the Oakley Municipal Code to comply with legislature changes to State ADU law; and
WHEREAS, on May 12, 2020, the City Council of the City of Oakley adopted Ordinance No. 07-20 amending Section 9.1.1102 of the Oakley Municipal Code to comply with subsequent legislature changes to State ADU law; and
WHEREAS, state law authorizes cities to act by ordinance to provide for the creation and regulation of accessory dwelling units (“ADUs”) and junior accessory dwelling units (“JADUs”); and
WHEREAS, in recent years, the California Legislature has approved, and the Governor has signed into law, a number of bills that, among other things, amend various sections of the Government Code to impose new limits on local authority to regulate ADUs and JADUs; and
WHEREAS, in 2025, the California Legislature approved, and the Governor signed into law, further amendments to state ADU law; and
WHEREAS, for the City’s ADU ordinance to remain valid, it must be amended to reflect the most recent changes to state law; and
WHEREAS, on or before January 24, 2026, the Notice of Public Hearing for the Project was duly noticed in the East Bay Times, a newspaper of general distribution, was posted at Oakley City Hall located at 3231 Main Street, outside the gym at Delta Vista Middle School located at 4901 Frank Hengel Way, outside the library at Freedom High School located at 1050 Neroly Road, and was mailed out to outside agencies and to parties requesting such notice; and
21 Ordinance No. 8-26 Page 2 of 6
WHEREAS, on February 3, 2026, the Planning Commission held a duly noticed public hearing to consider the proposed Rezone (RZ 2026-001), received the staff report and staff presentation, received comments from the public and interested parties, and discussed the matter. Following the public hearing, the Planning Commission adopted Planning Commission Resolution No. 4-26 recommending the City Council adopt the proposed Ordinance; and
WHEREAS, on or before April 17, 2026 the Notice of Public Hearing for the Project was duly noticed in the East Bay Times, a newspaper of general distribution, was posted at Oakley City Hall located at 3231 Main Street, outside the gym at Delta Vista Middle School located at 4901 Frank Hengel Way, outside the library at Freedom High School located at 1050 Neroly Road, and was mailed out to outside agencies and to parties requesting such notice; and
WHEREAS, on April 28, 2026 the City Council held a duly noticed public hearing to consider the proposed Ordinance related to the Zoning Text Amendments amending the Oakley Municipal Code to repeal sections of OMC Section 9.1.1102, and replace with adoption of the States ADU law by reference (Government Code Sections 66310-66342) , received the staff report and staff presentation, received comments from the public and interested parties, considered the recommendation of the Planning Commission and discussed the matter; and
WHEREAS, all legal prerequisites to the adoption of the Ordinance have occurred.

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

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

SECTION 2. Additional Findings.

A. Repealing certain sections of the Oakley Municipal Code Section 9.1.1102 “Accessory Dwelling Units” which consists of Oakley’s local regulations related to ADUs and replace with adoption of the States ADU law by reference (Government Code Sections 66310-66342) would ensure that in future years as legislature continues to amend and/or refine State ADU law, the Oakley Municipal Code would remain consistent with state law; zoning text amendments for ADUs would not be necessary.

B. Repealing certain sections of the Oakley Municipal Code Section 9.1.1102 “Accessory Dwelling Units” which consists of Oakley’s local regulations related to ADUs and replace with adoption of the States ADU law by reference would be consistent with the Housing Element of Oakley’s General Plan, would result in the removal of government constraints, and staff would be able to communicate relevant regulations to applicants, the public, and appointed/elected officials. 22 Ordinance No. 8-26 Page 3 of 6
C. Consistency with the Housing Element is through direct implementation of Action

1.4 titled “Promote Accessory Dwelling Units” found in Chapter 8 (Housing Plan) of the Housing Element. Action 1.4 includes a goal that requires the City to monitor State law and revise the ADU Ordinance when required by any future revisions to State ADU law.

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

SECTION 3. Section 9.1.1102 of the Oakley Municipal Code titled, “Accessory Dwelling Units” is hereby amended and adopted in its entirety, as follows:
“9.1.1102 Accessory Dwelling Units (ADU).
a. Purpose and Intent. The California Legislature has declared that Accessory Dwelling Units are a valuable and essential component of California’s housing supply. The purpose of this section is to increase the supply of smaller dwelling units and rental housing units by allowing accessory dwelling units and junior accessory dwelling units to be developed in compliance with Chapter 13 of Title 7 of the California Government Code (Government Code Sections 66310-66342). b. Applicability.
1) General. All proposed Accessory Dwelling Units that qualify under California Government Code Sections 66310-66342.
2) Compliance. The applicant shall comply with all requirements stated in California Government Code Sections 66310-66342, any amendments thereto shall prevail over any conflicting provisions of this code, and additional standards applicable to the City of Oakley.
3) Interpretation. The provisions of this section shall be interpreted to implement and be consistent with the requirements of California Government Code Sections 66310-66342. Any changes to California Government Code Sections 66310-66342 shall be deemed to supersede and govern over any conflicting provisions contained herein. If any portion of this Section conflicts with Government Code Sections 66310-66342 or other applicable State law, State law shall supersede this Section. Any 23 Ordinance No. 8-26 Page 4 of 6
ambiguities in this Section shall be interpreted to be consistent with State ADU law (Government Code Sections 66310-66342).
c. Standards Applicable to City of Oakley.
1) Accessory Dwelling Unit Size. For ADUs not otherwise regulated under Government Code Section 66323, the following size regulations shall apply:
a) A detached accessory dwelling unit may not exceed the following size:
i. Eight hundred fifty (850) square feet in compliance with (Gov.

Code, §§ 66314, subd. (d)(5); 66321, subd. (a)(3) when the detached accessory dwelling unit is proposed to result in fifty percent (50%) or greater total lot coverage when combined with all existing and proposed on-site structures.
ii. Eight hundred fifty (850) square feet for units with only one bedroom.
iii. One thousand (1,000) square feet for units with more than one bedroom.
iv. One thousand two hundred (1,200) square feet for units that have more than one bedroom and are located on estates lots (zoned P-1, R-15, R-20, R-40 or AL and at least fifteen thousand (15,000) square feet in size).
b) An attached accessory dwelling unit may not exceed the smaller of the following sizes:
i. The size limitations specified in subsection (c)(1)(a) of this section for detached accessory dwelling units.
ii. Fifty percent (50%) of the living area of an existing primary dwelling unit.
iii. Eight hundred fifty (850) square feet.
iv. One thousand (1,000) square feet for ADUs with more than one bedroom.
2) Garage Attached to a Detached Accessory Dwelling Unit. If a garage is attached to a detached accessory dwelling unit, the garage may not exceed the following sizes:
24 Ordinance No. 8-26 Page 5 of 6
a) Up to two hundred twenty-five (225) square feet on a lot in any zoning district where an accessory dwelling unit is permitted. b) Up to four hundred fifty (450) square feet on estates lots (zoned R15, R-20, R-40 or AL and at least fifteen thousand (15,000) square feet in size) where an accessory dwelling unit is allowed. 3) Occupancy. No Accessory Dwelling Unit or Junior Accessory Dwelling Unit may be rented or offered for rent for a term of less than thirty consecutive (30) days.”
SECTION 4. California Environmental Quality Act (CEQA).

This project is exempt from environmental analysis under the requirements of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15061(b)(3), because it can be seen with certainty that the proposed amendments will not have a significant effect on the environment.

SECTION 5. Effective Date and Posting.

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

PASSED AND ADOPTED by the City Council of the City of Oakley this 12th day of May 2026 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:

Hugh Henderson, Mayor
ATTEST:
_____________________
Kim Snodgrass, City Clerk Date
25 Ordinance No. 8-26 Page 6 of 6
I HEREBY CERTIFY that in accordance with Government Code Section 40806, this ordinance is a true and correct copy of a city ordinance. It has been published or posted pursuant to law.
_______________________________
Kim Snodgrass, CMC
City Clerk
26 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: May 12, 2026
TO: Joshua McMurray, City Manager
FROM: Jeri Tejeda, Administrative Service Director
SUBJECT: City of Oakley Quarterly Investment Report (3rd Quarter FY 25/26) Background and Analysis
California law and the City’s Investment Policy require the City’s fiscal officer to submit a quarterly investment report to the City Council at the end of each quarter. The report should contain information on all securities held and include a statement denoting the ability of the local agency to meet its expenditure requirements for the next six months.

The City invests in the bond market and utilizes a third party, PFM, to manage these investments. The bond market represents debt owed by a company or government to investors, different from the investment in the stock market which represents ownership in a corporation. The California Government Code prohibits public agencies from investing in the stock market, except for funds specifically designated as pension or OPEB funds. In addition, public agencies are limited to fixed-income bonds and investment instruments, in which the City lends money to governments (U.S. Treasury, municipal issuers, federal agencies such as Fannie Mae and Freddie Mac) or to corporations rated “A” or better, in exchange for semiannual interest payments and the return of the bond’s par value at maturity.

The corporations and institutions in which the City currently holds investments can be found on pages 21 and 22 of the attached investment report. While volatility exists in the bond market, the volatility in the bond market is much less than what is experienced in the stock market.

Volatility in the City’s portfolio is mitigated in a number of ways, including purchasing only from issuers with high credit quality, purchasing securities with maturities of 5 years or less, and maintaining a portfolio that is diversified by sector and issuer.

Additionally, because bonds have a stated maturity date, when the investor is returned the par value of the investment, unlike investment in the equity market, volatility diminishes as a security gets closer to maturity.

Approved and
Forwarded to the
City Council
27 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Consistency with the Oakley Strategic Plan 27+
This agenda item is consistent with the Strategic Plan 27+ goal for the City of Oakley to leverage its financial resources for the long-term benefit of our residents and businesses while maintaining sufficient reserves to provide stability and ensure a successful future.

Fiscal Impact
City resources are organized and accounted for on a fund basis with some of those funds being restricted for specified uses and others that are unrestricted. For investment purposes, however, the funds are invested as a pool. The Investment Report for the Period Ending March 31, 2026, attached shows a combined pool balance of $108,119,679.33. In the third quarter, the pool accrued interest earnings totaling $610,270.21, an increase from $608,174.05 at the close of the previous quarter.

Our investments continue to yield interest at the purchase cost rate, averaging 3.79% for the quarter ending March 31, 2026, as detailed in the PFM investment report.

Staff Recommendation
Staff recommends the City Council accept the investment report for the 3rd Quarter of Fiscal Year 2025-2026.

Attachments

1. City of Oakley Investment Report for the quarter ended March 31, 2026

2. FY 2026 City Investment Worksheet
28 Investment Performance Review
For the Quarter Ended March 31, 2026
Client Management Team PFM Asset Management A division of U.S. Bancorp Asset Management, Inc Allison Kaune, Relationship Manager
Rachael Miller, Client Consultant
213 Market Street
Harrisburg, PA 17101-2141
717-232-2723
1 California Street Ste. 1000
San Francisco, CA 94111-5411
415-393-7270
NOT FDIC INSURED : NO BANK GUARANTEE : MAY LOSE VALUE
For Institutional Investor or Investment Professional Use Only - This material is not for inspection by, distribution to, or quotation to the general public City of Oakley
29 PFM Asset Management | pfmam.com
Market Summary
2 30
For the Quarter Ended March 31, 2026
QUARTERLY MARKET SUMMARY Fixed Income Management
Summary
• The first quarter of 2026 began with familiar themes: a data-dependent Federal Reserve (Fed) and a constructive risk sentiment across asset classes.

The backdrop shifted on February 28 when the conflict in Iran began, shifting investor sentiment and significantly repricing markets through the balance of the quarter.
• The primary source of market disruption was the effective halt of traffic through the Strait of Hormuz, a critical artery for global oil shipments. As a result, crude oil prices increased by over 60% in March alone. Market volatility indices jumped to 12-month highs, equity markets sold off sharply, and interest rates increased as the implications of rising energy prices pushed up near term inflation expectations.
• Seemingly overshadowed by geopolitical headlines, the Federal Open Market Committee (FOMC) met in March and held its target range unchanged at 3.50% to 3.75%, as expected. The FOMC maintained its “dot plot” projection for one 25 basis point rate cut in 2026. Fed Chair Jerome Powell also acknowledged the path forward is complicated by the Middle Eastern conflict, making it more challenging for the Fed to balance its dual mandate of price stability and maximum employment.

Economic Snapshot
• Inflation remained stubborn during the first quarter of 2026, with limited progress in core services and continued upward pressure from tariff passthroughs. Looking ahead, the inflation outlook has become increasingly dependent on the duration of the Middle East conflict and the extent to which sustained energy price increases feed into core goods and services.

A broader and more persistent passthrough would pose upside risks to inflation and complicate Fed policy.
• Labor market data remained steady with unemployment at 4.3% in March.

Monthly payroll employment remained subdued and averaged 68,000 new jobs per month over the quarter. Initial jobless claims held near historically low levels and continuing claims declined, reinforcing the persistence of a “low-hire, low-fire” environment.
• Economic growth in the fourth quarter of 2025 remained resilient despite temporary headwinds from the U.S. government shutdown, as stable consumer and business spending helped offset the drag of government spending on real gross domestic product (GDP). Household balance sheets and labor income exceeding inflation continued to support consumption, while business investment showed pockets of strength, particularly in technology and productivity‑enhancing initiatives.

Interest Rates
• U.S. Treasury yields increased over the quarter as investors repriced their Fed policy outlook driven by geopolitical turmoil and renewed inflation concerns.

Yield increases were led higher by the 2-year maturity reflecting market repricing of Fed interest rate policy over the next several quarters. • The 3-month U.S. Treasury ended the quarter at 3.67%, 4 bps higher. The 2-, 5- and 10-year U.S. Treasuries ended the quarter at 3.79%, 3.94%, and 4.32%, representing increases of +32 bps, +21 bps, and +15 bps, respectively. • Longer duration bond indices experienced the greatest pressure from rising yields, with higher rates adversely impacting valuations. As bond yields remain firmly above multi-year averages, income remains a key component of total returns. The ICE BofA 3-month and 2-year U.S. Treasury indices returned 0.85% and 0.23% while the 5- and 10-year U.S. Treasury indices fell -0.01% and -0.11% for the quarter, respectively.

Sector Performance
• Excess returns were a mixed bag during the quarter as souring risk sentiment weighed on the corporate sector more significantly than asset-backed and mortgage-backed counterparts.
• Federal agency and supranational issuance remained limited, keeping spreads narrow and excess returns muted. The expectation for new issuance over the foreseeable future remains quite light.
• Investment-grade (IG) corporate bonds were not immune to the broad risk-off in March as spreads jumped off multi-year low levels. As a result, the sector generated negative excess returns, with lower quality and longer duration underperforming.
• AAA-rated asset-backed securities benefited from marginally wider spreads relative to corporates to begin the quarter. As a result, the sell-off through March impacted ABS excess returns less significantly than it did for corporates, with the sector generating positive excess returns. Auto loan collateral only slightly outperformed credit card receivables for the quarter. • Agency-backed mortgage-backed securities (MBS) also generated positive excess returns in the first quarter as demand served as a primary tailwind through the quarter. Longer-duration collateral (30-year) outperformed shorter-duration (15-year) mortgages. Agency-backed commercial MBS (CMBS) performed in line with 30-year mortgages, representing the top-ofclass IG sectors for the first quarter.

PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc. | For Institutional Investor or Investment Professional Use Only This material is not for inspection by, distribution to, or quotation to the general public. 3 31
For the Quarter Ended March 31, 2026
QUARTERLY MARKET SUMMARY Fixed Income Management
Economic Snapshot
Labor Market Dec-25 Mar-25
Unemployment Rate Mar-26 4.3% 4.4% 4.2%
Change In Non-Farm Payrolls Mar-26 178,000 -17,000 67,000 Average Hourly Earnings (YoY) Mar-26 3.5% 3.7% 4.2%
Personal Income (YoY) Feb-26 3.7% 4.5% 5.2%
Initial Jobless Claims (week) 4/4/26 219,000 203,000 220,000 Growth
Real GDP (QoQ SAAR) 2026Q4 0.5% 4.4% 1.9%
GDP Personal Consumption (QoQ SAAR) 2026Q4 1.9% 3.5% 3.9% Retail Sales (YoY) Feb-26 3.7% 2.4% 5.1%
ISM Manufacturing Survey (month) Mar-26 52.7 47.9 48.9
Existing Home Sales SAAR (month) Mar-26 3.98 mil. 4.27 mil. 4.02 mil.

Inflation / Prices
Personal Consumption Expenditures (YoY) Feb-26 2.8% 2.9% 2.4% Consumer Price Index (YoY) Mar-26 3.3% 2.7% 2.4%
Consumer Price Index Core (YoY) Mar-26 2.6% 2.6% 2.8%
Crude Oil Futures (WTI, per barrel) Mar 31 $101.38 $57.42 $71.48 Gold Futures (oz.) Mar 31 $4,648 $4,341 $3,123
Latest
-200K
-100K
0 100K
200K
300K
400K

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%
Mar-23 Sep-23 Mar-24 Sep-24 Mar-25 Sep-25
Unemployment Rate (left) vs. Change in Non-farm
Payrolls (right)
Change In Non-Farm Payrolls Unemployment Rate
-1%
0%
1%
2%
3%
4%
5%
Dec-22 Jun-23 Dec-23 Jun-24 Dec-24 Jun-25 Dec-25
Real GDP (QoQ)
0%
1%
2%
3%
4%
5%
6%
Mar-23 Sep-23 Mar-24 Sep-24 Mar-25 Sep-25 Mar-26
Consumer Price Index
CPI (YoY) Core CPI (YoY)
2 2
1 1

1. Data as of Third Quarter 2025.

2. Data as of Fourth Quarter 2024.

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

Source: Bloomberg Finance L.P.

Interest Rate Overview
U.S. Treasury Note Yields U.S. Treasury Yield Curve
U.S. Treasury Yields Yield Curves as of March 31, 2026
0%
1%
2%
3%
4%
5%
6%
3-mo1-yr2-yr3-yr5-yr7-yr10-yr20-yr30-yr
Yield
Maturity
March 31, 2026 December 31, 2025 March 31, 2025
0%
1%
2%
3%
4%
5%
6%
7%
3-mo1-yr2-yr3-yr5-yr07-yr10-yr25-yr30-yr
Yield
Maturity
U.S. Treasury Federal Agency Corporates, A Rated

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

3.0%

3.5%

4.0%

4.5%

5.0%
3/31/25 6/30/25 9/30/25 12/31/25 3/31/26
Yield
2-Year 5-Year 10-Year
Maturity Mar-26 Dec-25 Change over
Quarter Mar '25 Change over Year
3-Month 3.67% 3.63% 0.04% 4.29% (0.62%)
1-Year 3.65% 3.47% 0.18% 4.02% (0.37%)
2-Year 3.79% 3.47% 0.32% 3.88% (0.09%)
5-Year 3.94% 3.73% 0.21% 3.95% (0.01%)
10-Year 4.32% 4.17% 0.15% 4.21% 0.11%
30-Year 4.91% 4.84% 0.07% 4.57% 0.34%
PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc. | For Institutional Investor or Investment Professional Use Only This material is not for inspection by, distribution to, or quotation to the general public. 5 33
For the Quarter Ended March 31, 2026
QUARTERLY MARKET SUMMARY Fixed Income Management
March 31, 2026 Duration Yield 3 Month 1 Year 3 Years
1-3 Year Indices
U.S. Treasury 1.83 3.82% 0.29% 3.75% 4.04%
Federal Agency 1.59 3.73% 0.42% 3.83% 4.23%
U.S. Corporates, A-AAA rated 1.85 4.37% 0.32% 4.37% 5.06% Agency MBS (0 to 3 years) 1.49 4.36% 0.80% 4.58% 4.72%
Taxable Municipals 1.41 4.03% 0.57% 4.60% 4.72%
1-5 Year Indices
U.S. Treasury 2.53 3.85% 0.19% 3.86% 3.92%
Federal Agency 2.31 3.79% 0.35% 3.95% 4.21%
U.S. Corporates, A-AAA rated 2.67 4.46% 0.14% 4.66% 5.21% Agency MBS (0 to 5 years) 2.76 4.54% 0.60% 5.26% 4.96%
Taxable Municipals 2.34 4.13% 0.69% 5.09% 4.65%
Master Indices (Maturities 1 Year or Greater)
U.S. Treasury 6.05 4.16% 0.09% 3.18% 2.48%
Federal Agency 3.36 3.92% 0.36% 4.26% 4.14%
U.S. Corporates, A-AAA rated 6.69 4.97% (0.38%) 4.59% 4.35% Agency MBS (0 to 30 years) 5.49 4.84% 0.58% 5.81% 4.19% Taxable Municipals 8.61 5.15% 0.48% 5.04% 3.68%
Source: ICE BofA Indices.

As of 03/31/2026 Returns for Periods ended 03/31/2026
Returns for periods greater than one year are annualized.

ICE BofA Index Returns
6 34
For the Quarter Ended March 31, 2026
QUARTERLY MARKET SUMMARY Fixed Income Management
Disclosures
Indices shown are not available for investment. The index data reference herein is the property of the index provider and/or its licensors. The index provider assumes no liability in connections with its use and does not sponsor, endorse or recommend the products or services contained herein. Index returns do not reflect payment of any sales charges or fees an investor would pay to purchase the securities they represent. The imposition of these fees and charges would cause investment performance to be lower than the performance shown.

The views expressed within this material constitute the perspective and judgment of U.S. Bancorp Asset Management, Inc. at the time of distribution and are subject to change. Any forecast, projection, or prediction of the market, the economy, economic trends, and equity or fixed-income markets are based upon current opinion as of the date of issue and are also subject to change. Opinions and data presented are not necessarily indicative of future events or expected performance. Information contained herein is based on data obtained from recognized statistical services, issuer reports or communications, or other sources, believed to be reliable. No representation is made as to its accuracy or completeness.

PFM Asset Management serves clients in the public sector and is a division of U.S. Bancorp Asset Management, Inc., which is the legal entity providing investment advisory services. U.S. Bancorp Asset Management, Inc. is a registered investment adviser, a direct subsidiary of U.S. Bank N.A. and an indirect subsidiary of U.S. Bancorp. U.S. Bank N.A. is not responsible for and does not guarantee the products, services, or performance of U.S. Bancorp Asset Management, Inc.

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

CITY OF OAKLEY
36 PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Compliance
Note: Pre- and post-trade compliance for the account(s) managed by PFM Asset Management is provided via Bloomberg Financial LP Asset and Investment Management ("AIM").

Certificate of Compliance
During the reporting period for the quarter ended March 31, 2026, the account(s) managed by PFM Asset Management ("PFMAM") were in compliance with the applicable investment policy and guidelines as furnished to PFMAM.

Acknowledged : PFM Asset Management, a division of U.S. Bancorp Asset Management, Inc. 9 37
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Account Summary
Account Summary

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

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

2. City of Oakley - City of Oakley - 6111-01
Portfolio Values March 31, 2026CAMP Managed Account $32,504,105 CAMP Pool $190,248
Amortized Cost $32,440,681
Market Value $32,504,105
Accrued Interest $252,474
Cash $0
Analytics¹ March 31, 2026Yield at Market 3.91%
Yield on Cost 3.79%
Portfolio Duration 2.18
CAMP Pool7-Day Yield 3.80%
10 38
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Account Summary
Account Summary
CAMP Managed Account $32,756,578CAMP Pool $190,248Total Program $32,946,827 Consolidated Summary
Sector Allocation

0.6% 0.0%

2.8% 0.9%

13.9%

25.9%

22.2%

19.1%

14.5%

0.0% 0.0% 0.0%
$0$2
$4$6$8
$10
Millions
Under
30 days
31 to 60
days
61 to 90
days
91 to
180 days
181 days
to 1 year
1 to 2 years
2 to 3 years
3 to 4 years
4 to 5 years
5 to 7 years
7 to 10
years
Over 10
years
Maturity Distribution
(Weighted Average Maturity: 872 Days)

1. Account summary and sector allocation include market values, accrued interest, and overnight balances. Maturity distribution includes market values and excludes accrued interest and overnight balances U.S. Treasury | 85%Corporate | 15%Joint Powers Authority | 1% 11 39
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Snapshot
Total market value includes accrued interest and balances invested in CAMP, as of March 31, 2026.

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

1. Portfolio Snapshot - CITY OF OAKLEY¹
Credit Quality - S&P
18%
29%
26%
14% 13%
26% 27%
22%
16%
8%
0%5%
10%15%20%25%30%
0-1 Yr 1-2 Yrs 2-3 Yrs 3-4 Yrs 4-5 Yrs
Portfolio Benchmark
Duration Distribution
U.S. Treasury | 85%Corporate | 15%Joint Powers Authority | 1% Sector Allocation
AAAm | 1%AA+ | 86%AA | 2%AA- | 1%A+ | 8%A | 3%A- | 1%
Portfolio Statistics
Portfolio Effective DurationBenchmark Effective Duration Portfolio Credit Quality
Yield At Market
Yield At Cost
Total Market Value
Managed Account Sub-TotalPool
$32,946,826.59
$32,504,104.61
$252,473.59
$190,248.39

2.18 years2.02 years

3.79%3.91%
AA
Accrued Interest
12 40
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Summary
Ratings shown are calculated by assigning a numeral value to each security rating, then calculating a weighted average rating for each security type / issuer category using all available security ratings,excluding Not-Rated (NR) ratings. For security type / issuer categories where a rating from the applicable NRSRO is not available, a rating of NR is assigned. Includes accrued interest and excludes balancesinvested in overnight funds.

Issuer Diversification
Security Type / Issuer Market Value (%) S&P / Moody's / FitchU.S. Treasury 85.2% United States Treasury 85.2% AA / Aa / AA
Corporate 14.8%
Abbott Laboratories 1.5% A / Aa / NRAlphabet Inc 0.9% AA / Aa / NRAmazon.com Inc 1.5% AA / A / AAAstraZeneca PLC 0.8% A / A / NR Bank of America Corp 0.7% A / A / AA
Bank of New York Mellon Corp 0.3% A / Aa / AACaterpillar Inc 0.1% A / A / AJPMorgan Chase & Co 1.5% A / A / AAMastercard Inc 0.7% A / Aa / NRMorgan Stanley 1.5% A / Aa / AA Novartis AG 1.5% AA / Aa / NRSalesforce Inc 0.8% A / A / NRTarget Corp 0.7% A / A / ATexas Instruments Inc 0.9% A / Aa / NRTotalEnergies SE 1.5% A / Aa / NR Total 100.0%
13 41
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Characteristics
$0.0$6.6
$13.2$19.8$26.4$33.0
Millions
March 2026
$0.0$6.6
$13.2$19.8$26.4$33.0
Millions
December 2025
$0.0$6.6
$13.2$19.8$26.4$33.0
Millions
September 2025
$0.0$6.6
$13.2$19.8$26.4$33.0
Millions
June 2025
Sector Allocation Review
U.S. Treasury Corporate Joint Powers Authority
Market values, excluding accrued interest. Only includes fixed-income securities held within the separately managed account(s) and LGIPs managed by PFMAM. Detail may not add to total due to rounding.

Security Type Jun-25 % of Total Sep-25 % of Total Dec-25 % of Total Mar-26 % of Total U.S. Treasury $27.7 86.8% $29.0 90.0% $29.6 91.0% $27.7 84.7%Corporate $1.9 6.1% $2.0 6.1% $2.2 6.8% $4.8 14.7%Joint Powers Authority $2.3 7.1% $1.3 3.9% $0.7 2.2% $0.2 0.6%Total $31.9 100.0% $32.3 100.0% $32.6 100.0% $32.7 100.0% 14 42
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Activity
Portfolio Activity
Net Activity by Sector
($ millions)
U.S. Treasury
Corporate
U.S. Treasury
Corporate
($6.0) ($4.0) ($2.0) $0.0 $2.0 $4.0
Based on total proceeds (principal and accrued interest) of buys, sells, maturities, and principal paydowns. Detail may not add to total due to rounding.

Sector Net ActivityCorporate $2,599,725U.S. Treasury ($1,807,674)Total Net Activity $792,051 Sales/Maturities Purchases
15 43
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Performance

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

2. Interest earned calculated as the ending accrued interest less beginning accrued interest, plus net interest activity.3. Returns for periods one year or less are presented on a periodic basis. Returns for periods greater than one year are presented on an annualized basis.

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

Return
Portfolio Benchmark
Portfolio Performance
Market Value Basis Earnings 3 Months 1 Year 3 Years 5 Years Since Inception¹ Interest Earned² $262,670 $979,670 $2,134,707 - $2,455,004 Change in Market Value ($142,277) $322,232 $1,839,136 - $739,508 Total Dollar Return $120,393 $1,301,902 $3,973,843 - $3,194,512 Total Return³
Portfolio 4.12% 4.37% - 2.24%Benchmark⁴

0.37%0.33% 3.91% 3.92% - 1.88%

0.0%2.0%4.0%6.0%
3 Months 1 Year 3 Years 5 Years Since Inception
16 44
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Performance

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

Accrual Basis Earnings
Accrual Basis EarningsInterest Earned²Realized Gains / (Losses)³Change in Amortized CostTotal Earnings 3 Months
$262,670
$8,597
$24,365
$295,631
1 Year
$979,670
$20,101
$126,395
$1,126,166
3 Years
$2,134,707
$15,735
$421,973
$2,572,416
5 Year---- Since Inception¹ $2,455,004 ($6,212) $532,192 $2,980,984 17 45
Portfolio Holdings and Transactions
PFM Asset Management | pfmam.com
18 46
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Composition
Issuer Distribution
As of March 31, 2026
Issuer Market Value ($) % of Portfolio
UNITED STATES TREASURY 27,712,717 84.75 %
AMAZON.COM INC 496,315 1.52 %
MORGAN STANLEY 494,937 1.51 %
ABBOTT LABORATORIES 492,079 1.51 %
TOTALENERGIES SE 480,525 1.47 %NOVARTIS AG 479,598 1.47 %JPMORGAN CHASE & CO 479,260 1.47 % ALPHABET INC 297,883 0.91 %
TEXAS INSTRUMENTS INC 280,367 0.86 %SALESFORCE INC 250,518 0.77 % ASTRAZENECA PLC 245,657 0.75 %
MASTERCARD INC 227,042 0.69 %BANK OF AMERICA CORP 221,966 0.68 %TARGET CORP 221,470 0.68 %CAMP POOL 190,248 0.58 %BANK OF NEW YORK MELLON CORP 89,099 0.27 %CATERPILLAR INC 34,672 0.11 % Grand Total 32,694,353 100.00 %
19 47
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Holdings
Managed Account Detail of Securities Held
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
U.S. Treasury
US TREASURY N/BDTD 06/01/2021 0.750% 05/31/2026
91282CCF6 930,000.00 AA+ Aa1 6/6/2022 6/7/2022 850,732.03 3.04 2,337.77 926,728.97 925,304.43 US TREASURY N/BDTD 09/30/2021 0.875% 09/30/2026
91282CCZ2 2,510,000.00 AA+ Aa1 10/13/2021 10/14/2021 2,487,939.45 1.06 60.01 2,507,784.21 2,474,644.14 US TREASURY N/BDTD 02/15/2024 4.125% 02/15/2027
91282CKA8 1,875,000.00 AA+ Aa1 3/28/2025 3/31/2025 1,880,786.13 3.95 9,614.55 1,877,749.53 1,880,829.38 US TREASURY N/BDTD 04/30/2020 0.500% 04/30/2027
912828ZN3 835,000.00 AA+ Aa1 8/3/2022 8/4/2022 744,813.48 2.96 1,753.04 814,460.41 806,289.36 US TREASURY N/BDTD 06/17/2024 4.625% 06/15/2027
91282CKV2 1,475,000.00 AA+ Aa1 3/30/2026 3/31/2026 1,488,770.51 3.82 20,053.31 1,488,740.92 1,488,828.13 US TREASURY N/BDTD 08/15/2017 2.250% 08/15/2027
9128282R0 875,000.00 AA+ Aa1 9/6/2022 9/7/2022 826,567.38 3.48 2,447.34 861,542.02 856,542.75 US TREASURY N/BDTD 08/15/2024 3.750% 08/15/2027
91282CLG4 775,000.00 AA+ Aa1 2/12/2025 2/18/2025 763,526.37 4.38 3,612.74 768,516.81 774,031.25 US TREASURY N/BDTD 09/30/2025 3.500% 09/30/2027
91282CPB1 2,360,000.00 AA+ Aa1 9/29/2025 9/30/2025 2,354,007.81 3.63 225.68 2,355,476.15 2,348,476.12 US TREASURY N/BDTD 01/31/2023 3.500% 01/31/2028
91282CGH8 500,000.00 AA+ Aa1 2/2/2026 2/2/2026 499,394.53 3.56 2,900.55 499,442.22 497,148.50 US TREASURY N/BDTD 01/31/2023 3.500% 01/31/2028
91282CGH8 1,000,000.00 AA+ Aa1 3/1/2024 3/5/2024 969,921.88 4.34 5,801.10 985,877.83 994,297.00 US TREASURY N/BDTD 05/01/2023 3.500% 04/30/2028
91282CHA2 1,000,000.00 AA+ Aa1 2/22/2024 2/26/2024 966,484.38 4.39 14,696.13 983,297.13 993,672.00 US TREASURY N/BDTD 07/31/2023 4.125% 07/31/2028
91282CHQ7 1,000,000.00 AA+ Aa1 2/15/2024 2/16/2024 995,039.06 4.25 6,837.02 997,402.14 1,006,875.00 US TREASURY N/BDTD 10/31/2023 4.875% 10/31/2028
91282CJF9 1,000,000.00 AA+ Aa1 2/22/2024 2/26/2024 1,021,953.13 4.35 20,469.61 1,012,657.97 1,025,508.00 US TREASURY N/BDTD 11/16/1998 5.250% 11/15/2028
912810FF0 1,000,000.00 AA+ Aa1 4/2/2024 4/3/2024 1,036,093.75 4.38 19,868.78 1,020,518.02 1,035,195.00 US TREASURY N/BDTD 01/02/2024 3.750% 12/31/2028
91282CJR3 1,000,000.00 AA+ Aa1 4/2/2024 4/3/2024 972,304.69 4.40 9,426.80 983,257.77 998,008.00 20 48
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Holdings
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
U.S. Treasury
US TREASURY N/BDTD 01/31/2024 4.000% 01/31/2029
91282CJW2 910,000.00 AA+ Aa1 2/15/2024 2/16/2024 901,433.21 4.21 6,033.15 904,888.71 914,123.21 US TREASURY N/BDTD 02/29/2024 4.250% 02/28/2029
91282CKD2 1,000,000.00 AA+ Aa1 3/1/2024 3/5/2024 999,492.19 4.26 3,695.65 999,690.86 1,011,484.00 US TREASURY N/BDTD 04/01/2024 4.125% 03/31/2029
91282CKG5 750,000.00 AA+ Aa1 4/2/2024 4/3/2024 741,474.61 4.38 84.53 744,661.63 756,240.00 US TREASURY N/BDTD 04/30/2024 4.625% 04/30/2029
91282CKP5 450,000.00 AA+ Aa1 5/9/2024 5/13/2024 453,058.59 4.47 8,738.95 451,975.69 460,195.20 US TREASURY N/BDTD 07/31/2024 4.000% 07/31/2029
91282CLC3 745,000.00 AA+ Aa1 8/1/2024 8/2/2024 749,627.15 3.86 4,939.23 748,186.72 748,317.49 US TREASURY N/BDTD 09/03/2024 3.625% 08/31/2029
91282CLK5 750,000.00 AA+ Aa1 9/5/2024 9/6/2024 752,314.45 3.56 2,364.13 751,630.09 744,258.00 US TREASURY N/BDTD 10/31/2024 4.125% 10/31/2029
91282CLR0 2,915,000.00 AA+ Aa1 11/14/2024 11/15/2024 2,893,023.63 4.30 50,489.09 2,898,681.45 2,938,911.75 US TREASURY N/BDTD 09/02/2025 3.625% 08/31/2030
91282CNX5 1,065,000.00 AA+ Aa1 9/2/2025 9/3/2025 1,059,342.19 3.74 3,357.07 1,059,949.28 1,051,936.71 US TREASURY N/BDTD 12/01/2025 3.500% 11/30/2030
91282CPN5 1,000,000.00 AA+ Aa1 12/3/2025 12/5/2025 994,296.88 3.63 11,730.77 994,638.06 981,602.00 Security Type Sub-Total 27,720,000.00 27,402,397.48 3.72 211,537.00 27,637,754.59 27,712,717.42 Joint Powers Authority
CAMP Pool 190,248.39 AAAm NR 190,248.39 0.00 190,248.39 190,248.39 Security Type Sub-Total 190,248.39 190,248.39 0.00 190,248.39 190,248.39 Corporate

ALPHABET INC (CALLABLE)
DTD 08/09/2016 1.998% 08/15/2026
02079KAC1 300,000.00 AA+ Aa2 3/14/2022 3/16/2022 294,777.00 2.42 765.90 299,559.55 297,883.20 TARGET CORP (CALLABLE)DTD 01/24/2022 1.950% 01/15/2027
87612EBM7 200,000.00 A A2 3/14/2022 3/16/2022 194,764.00 2.53 823.33 199,144.90 196,862.00 TARGET CORP (CALLABLE)DTD 01/24/2022 1.950% 01/15/2027
87612EBM7 25,000.00 A A2 1/19/2022 1/24/2022 24,957.50 1.99 102.92 24,993.26 24,607.75 21 49
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Holdings
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
Corporate
BANK OF AMERICA CORP(CALLABLE)DTD 10/21/2016 3.248% 10/21/2027 06051GGA1 225,000.00 A- A1 1/3/2023 1/5/2023 210,411.00 4.78 3,248.00 220,266.60 221,965.65 TEXAS INSTRUMENTS INC(CALLABLE)DTD 11/03/2017 2.900% 11/03/2027 882508BC7 285,000.00 A+ Aa3 1/3/2023 1/5/2023 267,880.05 4.29 3,397.83 279,365.59 280,366.76 MASTERCARD INC (CALLABLE)DTD 02/27/2025 4.550% 03/15/2028 57636QBF0 225,000.00 A+ Aa3 3/3/2025 3/4/2025 226,869.75 4.25 455.00 226,214.80 227,042.33 SALESFORCE INC (CALLABLE)DTD 03/13/2026 4.650% 03/15/2029 79466LAR5 250,000.00 A+ A2 3/11/2026 3/13/2026 249,945.00 4.66 581.25 249,946.06 250,517.75 BANK OF NY MELLON CORP(CALLABLE)DTD 01/22/2026 4.026% 01/22/2030 06406RCG0 90,000.00 A Aa3 1/14/2026 1/22/2026 90,000.00 4.03 694.49 90,000.00 89,099.10 MORGAN STANLEY PVT BANK(CALLABLE)DTD 02/02/2026 4.213% 02/08/2030 61776NU43 500,000.00 A+ Aa3 2/2/2026 2/3/2026 499,980.00 4.21 3,452.32 499,982.39 494,937.00 JPMORGAN CHASE & CO(CALLABLE)DTD 04/22/2024 5.581% 04/22/2030 46647PEG7 465,000.00 A A1 4/22/2025 4/23/2025 475,741.50 5.05 11,461.98 473,401.97 479,259.69 NOVARTIS CAPITAL CORP(CALLABLE)DTD 11/05/2025 4.100% 11/05/2030 66989HAY4 485,000.00 AA- Aa3 11/4/2025 11/5/2025 484,350.10 4.13 8,064.47 484,398.84 479,597.59 CATERPILLAR FINL SERVICEDTD 01/08/2026 4.150% 01/08/2031 14913UBH2 35,000.00 A A1 1/5/2026 1/8/2026 34,987.40 4.16 334.88 34,988.00 34,672.23 TOTALENERGI CAP USA LLC(CALLABLE)DTD 01/13/2026 4.248% 01/13/2031 89158TAA7 135,000.00 A+ Aa3 1/6/2026 1/13/2026 135,000.00 4.25 1,242.54 135,000.00 133,754.49 TOTALENERGI CAP USA LLC(CALLABLE)DTD 01/13/2026 4.248% 01/13/2031 89158TAA7 350,000.00 A+ Aa3 3/30/2026 3/31/2026 346,178.00 4.50 3,221.40 346,179.28 346,770.90

ASTRAZENECA FINANCE LLC
(CALLABLE)DTD 03/02/2026 4.000% 03/02/2031
04636NAQ6 250,000.00 A+ A1 3/17/2026 3/18/2026 246,922.50 4.28 805.56 246,943.17 245,656.75 AMAZON.COM INC (CALLABLE)
DTD 03/13/2026 4.250% 03/13/2031
023135DD5 220,000.00 AA A1 3/11/2026 3/13/2026 219,245.40 4.33 467.50 219,252.48 218,378.60 22 50
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Holdings
Security Type/DescriptionDated Date/Coupon/Maturity CUSIP Par S&P
Rating
Moody's
Rating
Settle
Date
Original
Cost
Trade
Date
YTM
at Cost
Accrued
Interest
Market
Value
Amortized
Cost
Corporate
AMAZON.COM INC (CALLABLE)
DTD 03/13/2026 4.250% 03/13/2031
023135DD5 280,000.00 AA A1 3/10/2026 3/13/2026 279,552.00 4.29 595.00 279,557.19 277,936.40

ABBOTT LABORATORIES
(CALLABLE)DTD 03/09/2026 4.000% 03/15/2031
002824BS8 500,000.00 A+ Aa3 3/17/2026 3/18/2026 493,690.00 4.28 1,222.22 493,731.89 492,079.00 Security Type Sub-Total 4,820,000.00 4,775,251.20 4.19 40,936.59 4,802,925.97 4,791,387.19 Managed Account Sub Total 32,540,000.00 32,177,648.68 252,473.59 32,504,104.61Securities Sub TotalAccrued Interest $32,730,248.39 $32,367,897.07 $252,473.59 $32,694,353.00 $252,473.59
32,440,680.56
$32,630,928.95

3.79 3.79%
Total Investments $32,946,826.59
23 51
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Activity
Quarterly Portfolio Transactions
Trade
Date
Settle
Date Par ($) CUSIP
Maturity
Date
Transact
Coupon Amount ($)
Yield
at Market
Realized
Security Description G/L (BV)
BUY1/5/2026 1/8/2026 35,000.00 14913UBH2 CATERPILLAR FINL SERVICE 4.15% 1/8/2031 34,987.40 4.16%1/6/2026 1/13/2026 135,000.00 89158TAA7 TOTALENERGI CAP USA LLC (CALLABLE) 4.24% 1/13/2031 135,000.00 4.25%1/14/2026 1/22/2026 90,000.00 06406RCG0 BANK OF NY MELLON CORP (CALLABLE) 4.02% 1/22/2030 90,000.00 4.03%2/2/2026 2/2/2026 500,000.00 91282CGH8 US TREASURY N/B 3.50% 1/31/2028 499,491.22 3.56%2/2/2026 2/2/2026 500,000.00 91282CPW5 US TREASURY N/B 3.75% 1/31/2031 498,287.18 3.83%2/2/2026 2/3/2026 500,000.00 61776NU43 MORGAN STANLEY PVT BANK (CALLABLE) 4.21% 2/8/2030 500,038.51 4.21%3/10/2026 3/13/2026 280,000.00 023135DD5 AMAZON.COM INC (CALLABLE) 4.25% 3/13/2031 279,552.00 4.29%3/11/2026 3/13/2026 220,000.00 023135DD5 AMAZON.COM INC (CALLABLE) 4.25% 3/13/2031 219,245.40 4.33%3/11/2026 3/13/2026 250,000.00 79466LAR5 SALESFORCE INC (CALLABLE) 4.65% 3/15/2029 249,945.00 4.66%3/17/2026 3/18/2026 500,000.00 002824BS8 ABBOTT LABORATORIES (CALLABLE) 4.00% 3/15/2031 494,190.00 4.28%3/17/2026 3/18/2026 250,000.00 04636NAQ6 ASTRAZENECA FINANCE LLC (CALLABLE) 4.00% 3/2/2031 247,366.94 4.28%3/30/2026 3/31/2026 1,475,000.00 91282CKV2 US TREASURY N/B 4.62% 6/15/2027 1,508,636.41 3.82%3/30/2026 3/31/2026 350,000.00 89158TAA7 TOTALENERGI CAP USA LLC (CALLABLE) 4.24% 1/13/2031 349,399.40 4.50% Total BUY 5,085,000.00 5,106,139.46 0.00
INTEREST1/15/2026 1/15/2026 87612EBM7 TARGET CORP (CALLABLE) 1.95% 1/15/2027 2,193.751/31/2026 1/31/2026 91282CBH3 US TREASURY N/B 0.37% 1/31/2026 2,793.75 24 52
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Activity
Quarterly Portfolio Transactions
Trade
Date
Settle
Date Par ($) CUSIP
Maturity
Date
Transact
Coupon Amount ($)
Yield
at Market
Realized
Security Description G/L (BV)
INTEREST1/31/2026 1/31/2026 91282CGH8 US TREASURY N/B 3.50% 1/31/2028 17,500.001/31/2026 1/31/2026 91282CHQ7 US TREASURY N/B 4.12% 7/31/2028 20,625.001/31/2026 1/31/2026 91282CJW2 US TREASURY N/B 4.00% 1/31/2029 18,200.001/31/2026 1/31/2026 91282CLC3 US TREASURY N/B 4.00% 7/31/2029 14,900.002/15/2026 2/15/2026 91282CLG4 US TREASURY N/B 3.75% 8/15/2027 14,531.252/15/2026 2/15/2026 9128282R0 US TREASURY N/B 2.25% 8/15/2027 9,843.752/15/2026 2/15/2026 91282CKA8 US TREASURY N/B 4.12% 2/15/2027 38,671.882/15/2026 2/15/2026 02079KAC1 ALPHABET INC (CALLABLE) 1.99% 8/15/2026 2,997.002/28/2026 2/28/2026 91282CKD2 US TREASURY N/B 4.25% 2/28/2029 21,250.002/28/2026 2/28/2026 91282CLK5 US TREASURY N/B 3.62% 8/31/2029 13,593.752/28/2026 2/28/2026 91282CNX5 US TREASURY N/B 3.62% 8/31/2030 19,303.133/15/2026 3/15/2026 57636QBF0 MASTERCARD INC (CALLABLE) 4.55% 3/15/2028 5,118.753/31/2026 3/31/2026 91282CPB1 US TREASURY N/B 3.50% 9/30/2027 41,300.003/31/2026 3/31/2026 91282CKG5 US TREASURY N/B 4.12% 3/31/2029 15,468.753/31/2026 3/31/2026 91282CBT7 US TREASURY N/B 0.75% 3/31/2026 6,881.253/31/2026 3/31/2026 91282CCZ2 US TREASURY N/B 0.87% 9/30/2026 10,981.25 Total INTEREST 0.00 276,153.26 0.00
25 53
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Portfolio Activity
Quarterly Portfolio Transactions
Trade
Date
Settle
Date Par ($) CUSIP
Maturity
Date
Transact
Coupon Amount ($)
Yield
at Market
Realized
Security Description G/L (BV)
MATURITY1/31/2026 1/31/2026 1,490,000.00 91282CBH3 US TREASURY N/B 0.37% 1/31/2026 1,490,000.003/31/2026 3/31/2026 1,835,000.00 91282CBT7 US TREASURY N/B 0.75% 3/31/2026 1,835,000.00 Total MATURITY 3,325,000.00 3,325,000.00 0.00
SELL1/6/2026 1/13/2026 135,000.00 91282CNX5 US TREASURY N/B 3.62% 8/31/2030 136,498.07 341.731/14/2026 1/20/2026 90,000.00 91282CJW2 US TREASURY N/B 4.00% 1/31/2029 92,799.81 1,645.833/10/2026 3/13/2026 280,000.00 91282CPW5 US TREASURY N/B 3.75% 1/31/2031 281,320.48 1,128.213/11/2026 3/13/2026 220,000.00 91282CPW5 US TREASURY N/B 3.75% 1/31/2031 220,513.30 362.233/11/2026 3/13/2026 250,000.00 91282CKG5 US TREASURY N/B 4.12% 3/31/2029 257,956.84 5,118.74 Total SELL 975,000.00 989,088.50 8,596.74
26 54
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Appendix
Important Disclosures
This material is for general information purposes only and is not intended to provide specific advice or a specific recommendation, as it was prepared without regard to any specific objectives or financial circumstances.PFMAM professionals have exercised reasonable professional care in the preparation of this performance report. Information in this report is obtained from sourcesexternal to PFMAM and is generally believed to be reliable and available to the public; however, we cannot guarantee its accuracy, completeness or suitability. We rely on the client's custodian for security holdings and market values. Transaction dates reported by the custodian may differ from money manager statements.While efforts are made to ensure the data contained herein is accurate and complete, we disclaim all responsibility for any errors that may occur. References toparticular issuers are for illustrative purposes only and are not intended to be recommendations or advice regarding such issuers. Fixed income manager and indexcharacteristics are gathered from external sources. When average credit quality is not available, it is estimated by taking the market value weights of individual credit tiers on the portion of the strategy rated by a NRSRO.It is not possible to invest directly in an index. The index returns shown throughout this material do not represent the results of actual trading of investor assets.

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

Bancorp. U.S. Bank N.A. is not responsible for and does not guarantee the products, services, or performance of U.S. Bancorp Asset Management, Inc. Theinformation contained is not an offer to purchase or sell any securities. Additional applicable regulatory information is available upon request.For more information regarding PFMAM's services or entities, please visit www.pfmam.com.Further distribution is not permitted without prior written consent. 27 55
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Appendix
Important Disclosures
This information is for institutional investor use only, not for further distribution to retail investors, and does not represent an offer to sell or a solicitation of an offer tobuy or sell any fund or other security. Investors should consider the Trust’s investment objectives, risks, charges and expenses before investing in the Trust. Thisand other information about the Trust is available in the Trust’s current Information Statement, which should be read carefully before investing. A copy of the Trust’sInformation Statement may be obtained by calling 1-800-729-7665 or is available on the Trust’s website at www.camponline.com. While the Cash Reserve Portfolioseeks to maintain a stable net asset value of $1.00 per share and the CAMP Term Portfolio seeks to achieve a net asset value of $1.00 per share at the statedmaturity, it is possible to lose money investing in the Trust. An investment in the Trust is not insured or guaranteed by the Federal Deposit Insurance Corporation orany other government agency. Shares of the Trust are distributed by U.S. Bancorp Investments, Inc., member FINRA (www.finra.org) and SIPC (www.sipc.org). PFM Asset Management is a division of U.S. Bancorp Asset Management, Inc., which serves as administrator and investment adviser to the Trust. U.S. Bancorp Asset Management, Inc. is a direct subsidiary of U.S. Bank N.A. and an indirect subsidiary of U.S. Bancorp. U.S. Bancorp Investments, Inc. is a subsidiary of U.S. Bancorpand affiliate of U.S. Bank N.A.Generally, PFMAM’s market prices are derived from closing bid prices as of the last business day of the month as supplied by ICE Data Services. There may bedifferences in the values shown for investments due to accrued but uncollected income and the use of differing valuation sources and methods. Non-negotiable FDIC-insured bank certificates of deposit are priced at par. Although PFMAM believes the prices to be reliable, the values of the securities may not represent the prices at which the securities could have been bought or sold. Explanation of the valuation methods for a registered investment company or local governmentinvestment program is contained in the appropriate fund offering documentation or information statement.

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

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

ICE Bank of America Indices provided by Bloomberg Financial Markets.Money market fund/cash balances are included in performance and duration computations.Standard & Poor's is the source of the credit ratings. Distribution of credit rating is exclusive of money market fund/LGIP holdings.Callable securities in the portfolio are included in the maturity distribution analysis to their stated maturity date, although, they may be called prior to maturity.MBS maturities are represented by expected average life. 28 56
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Appendix
Glossary
Accrued Interest: Interest that is due on a bond or other fixed income security since the last interest payment was made.Agencies: Federal agency securities and/or Government-sponsored enterprises.Amortized Cost: The original cost of the principal of the security is adjusted for the amount of the periodic reduction of any discount or premium from the purchase date until the date of the report. Discount or premium with respect to short-term securities (those with less than one year to maturity at time of issuance) is amortized on a straight line basis. Such discount or premium with respect to longer-term securities is amortized using the constant yield basis.

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

Bankers’ Acceptance: A draft or bill or exchange accepted by a bank or trust company. The accepting institution guarantees payment of the bill as well as the insurer.Commercial Paper: An unsecured obligation issued by a corporation or bank to finance its short-term credit needs, such as accounts receivable and inventory.Contribution to Total Return: The weight of each individual security multiplied by its return, then summed for each sector to determine how much each sector addedor subtracted from the overall portfolio performance.Effective Duration: A measure of the sensitivity of a security’s price to a change in interest rates, stated in years.Effective Yield: The total yield an investor receives in relation to the nominal yield or coupon of a bond. Effective yield takes into account the power of compoundingon investment returns, while nominal yield does not.FDIC: Federal Deposit Insurance Corporation. A federal agency that insures bank deposits to a specified amount.Interest Rate: Interest per year divided by principal amount and expressed as a percentage.Market Value: The value that would be received or paid for an investment in an orderly transaction between market participants at the measurement date.Maturity: The date upon which the principal or stated value of an investment becomes due and payable.Negotiable Certificates of Deposit: A CD with a very large denomination, usually $1 million or more, that can be traded in secondary markets.Par Value: The nominal dollar face amount of a security.Pass-through Security: A security representing pooled debt obligations that passes income from debtors to its shareholders. The most common type is themortgage-backed security. 29 57
PFM Asset Management | pfmam.com
City of Oakley
For the Quarter Ended March 31, 2026
Appendix
Glossary
Repurchase Agreements: A holder of securities sells these securities to an investor with an agreement to repurchase them at a fixed price on a fixed date.Settle Date: The date on which the transaction is settled and monies/securities are exchanged. If the settle date of the transaction (i.e., coupon payments andmaturity proceeds) occurs on a non-business day, the funds are exchanged on the next business day.Supranational: A multinational union or association in which member countries cede authority and sovereignty on at least some internal matters to the group, whosedecisions are binding on its members.Trade Date: The date on which the transaction occurred; however, the final consummation of the security transaction and payment has not yet taken place.Unsettled Trade: A trade which has been executed; however, the final consummation of the security transaction and payment has not yet taken place.U.S. Treasury: The department of the U.S. government that issues Treasury securities.Yield: The rate of return based on the current market value, the annual interest receipts, maturity value, and the time period remaining until maturity, stated as a percentage on an annualized basis.

YTM at Cost: The yield to maturity at cost is the expected rate of return based on the original cost, the annual interest receipts, maturity value, and the time periodfrom purchase date to maturity, stated as a percentage on an annualized basis.YTM at Market: The yield to maturity at market is the rate of return based on the current market value, the annual interest receipts, maturity value, and the timeperiod remaining until maturity, stated as a percentage on an annualized basis. 30 58
Type* Name of Institution Rate Maturity**** Cost Amount Market Value** Investments in Wells Fargo Bank Account
- Commercial Checking Acct Public Funds 0.000% 3/31/2026 $ 5,770,202.73 $ 5,770,202.73 Investments with Wells Fargo Investment Advisors:
9 Institutional Money Market 0.153% N/A 1,978,693.40 1,978,693.40 Investments with State of California:
3 Local Agency Investment Fund (LAIF)-City 3.980% N/A 20,946,445.65 20,946,044.13 Investments with CalTRUST
11 Short-Term Investment Account-City 0.346% N/A 320,104.60 320,104.60 Investments with CAMP
13 Short-Term Investment Account-City 3.800% N/A 46,188,038.03 46,188,038.03 Total Investments Other than Bond Proceeds 75,203,484.41 75,203,082.89 Investments with Wells Fargo Trust (bond proceeds): *** 2021 Refunding Revenue Bonds
9 Government Money Market
Wells Fargo Advantage Gov MM Svc 1.012% N/A 141,238.70 141,238.70 2014 Refunding Revenue Bonds
9 Government Money Market
Wells Fargo Advantage Gov MM Svc 0.999% N/A 407,058.61 407,058.61 Investments with USBank Trust (bond proceeds): ***
2016 Lease Revenue Bonds
9 Government Money Market
USBank - First American Government Obligation 0.000% N/A 0.54 0.54 Total Investments of Bond Proceeds 548,297.85 548,297.85 Managed Investments with PFM (Detail Attached)
CAMP POOL See Detail 190,248.39 190,248.39
Managed Investments See Detail 32,177,648.68 32,504,104.61 Total Managed Investments 32,367,897.07 32,694,353.00
Total All City Investments $ 108,119,679.33 $ 108,445,733.74 Accrued Interest of Investments other than Bond Proceeds:

Wells Fargo Investment Advisors 3,024.96
Local Agency Investment Fund 205,266.51
CalTRUST 1,106.78
PFM (Asset Management& CAMP) 400,871.96
Accrued Interest as of 03/31/26 $ 610,270.21
* Type of investment as described in Authorized Investments section of the City's adopted Investment Policy

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

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

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

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

13. CAMP Joint Powers Authority
** Market Valuation for LAIF was obtained at https://www.treasurer.ca.gov/pmia-laif/mktvalue/2026/202603.pdf Market value for all other investments was obtained from FT Interactive Data. As the City holds its investments to maturity, market value fluctuations are not significant.
*** Investment of bond proceeds is governed by each bond's Trust Agreement. All of the amounts with Wells Fargo Trust are debt service reserve funds. Investment income remains with the individual bond accounts. **** With the exception of CDs and managed investments, except for the CAMP POOL, all accounts have same day or next-day liquidity Approved by Jeri Tejeda Date
Admoinsitrsative Service Director
Quarterly Investment Report
For the Quarter Ended March 31, 2026
The City of Oakley is in compliance with the City’s annually adopted investment policy and is able to meet its operating expenditure requirements for the next six months.
04/30/2026
59 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: May 12, 2026
TO: Joshua McMurray, City Manager
FROM: Jeri Tejeda, Administrative Service Director
SUBJECT: City of Oakley as Successor Agency to the Oakley Redevelopment Agency – Quarterly Investment Report (3rd Quarter FY 25/26) Background and Analysis
California law and the City’s Investment Policy require the Agency’s fiscal officer to submit a quarterly investment report to the Agency’s governing board. The report should contain information on all securities held and include a statement denoting the ability of the local agency to meet its expenditure requirements for the next six months.

Fiscal Impact
The Investment Report for the Period Ending March 31, 2026, attached shows a balance of $1,316,396.64 in cash for operations before the City receives the next distribution from the Department of Finance requested with the ROPS. To increase annual cash flow savings of refunding bonds, cash reserves were applied to bond insurance with Build America Mutual (BAM). The Reserve Requirements are satisfied in face amounts of $571,000.00 for 2015 Bonds and $1,827,318.76 for 2018 Bonds.

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

Staff Recommendation
Staff recommends the City Council, as the Board of the Successor Agency, accept the investment report for the 3rd Quarter of Fiscal Year 25/26.

Attachments

1. City of Oakley as Successor Agency to the Redevelopment Agency Investment Report for the quarter ended March 31, 2026.

Approved and
Forwarded to the
City Council
60 .

Type* Name of Institution Rate Maturity*** Cost Amount Market Value Investments in Wells Fargo Bank Account
Successor Agency Checking 0.480% N/A $ 1,316,396.64 $ 1,316,396.64 Total Investments Other than Bond Proceeds 1,316,396.64 1,316,396.64 Investments with US Bank Trust (bond proceeds): **
20015 A&B Tax Allocation Refunding Bonds - -
2018 Tax Allocation Refunding Bonds - -
Total Investments of Bond Proceeds - -
Total Agency Investments $ 1,316,396.64 $ 1,316,396.64
* Type of investment as described in Authorized Investments section of the City's adopted Investment Policy

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

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

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

4. Certificates of Deposit 8. Mutual funds 12. Overnight Sweep ** Investment of bond proceeds is governed by each bond's Trust Agreement. Reserve Requirements are satisfied by BAM surety policy in face amounts equal to $571,000 for 2015 Bonds and $1,827,318.76 for 2018 Bonds. *** All Successor Agency accounts have same day or next day liquidity Approved by Jeri Tejeda Date
Adminstrative Services Director
City of Oakley as Successor Agency to the
Oakley Redevelopment Agency
Quarterly Investment Report
For the Quarter Ended March 31, 2026
The City of Oakley, as Successor Agency to the Oakley Redevelopment Agency, is in compliance with the City’s annually adopted investment policy.
04/30/2026
61 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: May 12, 2026
TO: Joshua McMurray, City Manager
FROM: Billilee Saengchalern, Public Works Director/City Engineer SUBJECT: Approval of Contract Amendment Number 1 with Consor PMCM, Inc. for On-Call Consulting Services Related to Inspection Support for Fiscal Year (FY) 2025/26 and an Extension to the contract Agreement for Fiscal Years 2026/27 and 2027/28
Background and Analysis
The City of Oakley utilizes a wide range of consultants and contractors across all departments to augment City staff as needed to accommodate the workload activities.

One of the areas that this approach is used in private development services. Since the volume of private development activity fluctuates with the overall economic climate of the region, the Community Development and Public Works Departments use staff augmentation as needed to process and manage the development project workloads.

The Public Works Department uses the services of a contract inspector to augment current staffing to provide expeditious service for private development projects. This approach gives the City flexibility and agility to adjust to the level of service needed by private developers.

Consor PMCM, Inc. has provided construction management and inspections specifically for development projects for both residential and commercial projects since 2021. Staff have worked collaboratively with the assigned inspector to streamline inspection services for various projects. Consor PMCM, Inc. is committed to the City to provide the resources needed to ensure that the development projects are constructed to the satisfaction of the City.

On July 1, 2024, an agreement was executed between the City of Oakley and Consor PMCM, Inc. for on-call consulting services related to Inspection Support Services. The contract was limited to a not-to-exceed amount of $250,00 per fiscal year. Peer reviews of improvement plan design for private development projects have continued to increase, such as improvements within the East Cypress Corridor Specific Plan area. Staff need to increase the amount of work being performed by consultants for inspection services to meet development project timelines. As a result, staff are requesting an increase of $310,00 to the contract amount for FY 2025/26, for a total not-to-exceed contract amount of $560,000.

Approved and
Forwarded to the
City Council
62 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 FY 2025/26 has been the busiest construction year in Oakley as it relates to various private and public development projects. Private developments such as the Oakley Shops Shopping Center and numerous subdivisions in construction: Summer Lake North Villages, 1, 2, 3, 4, 6 and 7, Machado Subdivision, Sellers Subdivision, Burroughs Subdivision, Rosewood Subdivision and Stonewood 1A Subdivision.

The construction of several Capital Improvements were just as extensive with the full construction activity of all three segments of East Cypress Road, CIP 247, 310 and 302; the completion of the Laurel Road and O’Hara Avenue Widening Project CIP 280 and the 201 encroachment permits inspected for this calendar year alone, as well as the numerous close outs from the previous year.

This year we have done night work on Laurel Road, O’Hara Avenue, Jersey Island Road, Sellers Avenue, E. Cypress Road and most recently Knightsen Avenue to support all the private and public paving projects.

In prior years we have had one City Inspector and one Consor PMCM, Inc. Inspector.

This year has been challenging with the departure of our only City Public works Inspector in February, which resulted in the addition of a second Consor PMCM, Inc, Inspector to meet the growing demands of the various projects in construction.

Consor PMCM, Inc. continues to be the preferred consultant to help assist staff for FY 2026/27 and FY 2027/28. The award of the Agreement is exempt from competitive bidding under Section 3.6.010 of the Oakley Municipal Code paragraph 1) which provides an exception for competitive bidding on “Contracts involving the acquisition of professional or specialized services, such as, but not limited to, services rendered by architects, attorneys, engineers, and other specialized consultants”.

Consistency with the Oakley Strategic Plan 27+
Consistency with the Oakley Strategic Plan for community health and safety by ensuring engineering review of various projects are maintained to preserve safety for all. Contracting engineering services also maintain a sustainable organization from the demand of varying schedules of multiple projects.

Fiscal Impact
Approval of this resolution will increase the not-to-exceed contract amount by $310,000 for FY 2025/26 for a total amount of $560,000. Approval of this resolution will also authorize the City Manager to extend the professional services agreement with Consor PMCM, Inc. with a not-to-exceed amount of $250,000 per fiscal year through June 30, 2028. Private Development projects will fully fund the engineering support services cost on an as needed basis. A $30,000 budget transfer from General 63 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 Fund Engineering Salaries and Benefits to General Fund Engineering Contract Services is requested. An additional $280,000 will be covered by development deposits and existing capital improvement budget accounts.

Staff Recommendation
Staff recommend authorizing the City Manager to execute an Amendment extending the On-Call agreement with Consor PMCM, Inc., for private development and engineering support services for a not-to-exceed amount of $250,000 for FY 2026/27 and 2027/28; as well as authorizing the additional funds of $310,000 be approved for a new not-to-exceed amount of $560,000 for FY 2025/26.

Attachments

1. Resolution

2. Amendment Agreement No.1 for FY 2025/26
64 Resolution No. XX-26 Page 1
RESOLUTION NO. XX-26

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF OAKLEY
APPROVING CONTRACT AMENDMENT NUMBER 1 TO ADD ADDITIONAL FUNDS TO THE AGREEMENT WITH CONSOR PMCM, INC. FOR ON-CALL

ENGINEERING SUPPORT SERVICES RELATED TO PRIVATE

DEVELOPMENT AND CAPITAL IMPROVEMENT PROJECTS FOR FISCAL YEAR 2025/26 AND EXTENDING THE AGREEMENT FOR FISCAL YEARS 2026/27 AND 2027/28 AND AUTHORIZING THE CITY MANAGER TO EXECUTE

THE AGREEMENT
WHEREAS, on July 1, 2024, the City executed an agreement with Consor PMCM, Inc. for Inspection Support Services related to private development projects with a not to exceed amount of $250,000 per fiscal year; and
WHEREAS, after reviewing the expenditures to date for Fiscal Year (FY) 2025/26 and projecting costs for these services for the remaining months of the fiscal year with the various private development and Capital Improvement projects in construction; staff have determined that the original not to exceed amount of $250,000 is not sufficient to cover the necessary support services for these projects; and
WHEREAS, staff is requesting an additional $310,000 be added to the FY 2025/26 budget, for a total not-to-exceed amount of $560,000; and WHEREAS, the City of Oakley utilizes the services of consultants to provide support services on a wide range of projects where the scope and magnitude for many of the tasks are larger than what City staff can perform; and WHEREAS, Consor PMCM, Inc. has performed private development and Capital Improvement Project inspection support services for municipalities in the Bay Area in an exemplary way and can accommodate the City’s service needs. Consor PMCM, Inc. has provided professional inspection services to the City of Oakley since September 2021; and
WHEREAS, the award of the agreement is exempt from competitive bidding under Section 3.6.010 of the Oakley Municipal Code paragraph 1) which provides an exception for competitive bidding on “Contracts involving the acquisition of professional or specialized services, such as, but not limited to, services rendered by architects, attorneys, engineers, and other specialized consultants”.

BE IT RESOLVED AND ORDERED, by the City Council of the City of Oakley that Contract Amendment Number 1 with Consor PMCM, Inc. is hereby approved for a not to exceed amount of $560,000 for FY 2025/26. A copy of the Contract Amendment is attached hereto as Exhibit A; and the extension to the On-Call Development Engineering Support Services with Consor PMCM, Inc. for an 65 Resolution No. XX-26 Page 2
amount not-to-exceed amount of $250,000.00 per fiscal year for FY 2026/27 and 2027/28 is hereby approved and the City Manager is authorized to execute the amendment agreement.

PASSED AND ADOPTED by the City Council of the City of Oakley at a meeting held on May 12, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTENTIONS:

APPROVED:

_______________________
ATTEST: Hugh Henderson, Mayor
______
Kim Snodgrass, City Clerk Date
66 AMENDMENT NUMBER 1 TO THE AGREEMENT BETWEEN THE CITY OF OAKLEY AND CONSOR PMCM, INC. FOR ON-CALL SERVICES RELATED TO DEVELOPMENT ENGINEERING SUPPORT

SERVICES FOR PRIVATE DEVELOPMENT AND CAPITAL IMPROVMENT PROJECTS FOR FISCAL YEAR 2025/26
This Amendment is entered into by and between the CITY OF OAKLEY, a municipal corporation (hereinafter referred to as “City”), and Consor PMCM, Inc., a California Corporation (hereinafter referred to as “Contractor”), effective as of the 12th day of May 2026.

RECITALS
A. On July 1, 2024, City and Consultant executed an Agreement for on-call consulting services related to private development project Inspection Support Services (hereinafter referred to as the “Agreement”) in the amount of $250,000 per fiscal year; and, B. City and Consultant now desire that the following amendment be made to the Consultant services for Fiscal Year (FY) 2025/26: increase of $310,00 to the not-to-exceed contract amount from $250,000 for FY 2024/25 to a not-to-exceed amount of $560,000 for FY 2025/26; as well as the approval of the extension of the original agreement to an additional two (2) years, through June 30, 2028 for a not-to-exceed amount of $250,000 per fiscal year be hereby approved by the City Manager and the resolution is attached here as Exhibit A; and,
C. Except as provided herein, all other terms and provisions of the Agreement shall remain in full force and effect.

AGREEMENT
IN WITNESS WHEREOF, the City of Oakley, a municipal corporation in the State of California, has authorized the execution of this Amendment in duplicate by its City Manager, Approved to as Form by the City Attorney and attested by its City Clerk as of the 12th day of May 2026, and the parties have caused this Amendment to be executed in duplicate.

City
City of Oakley, a Municipal Corporation
By:

Joshua McMurray, City Manager Date
ATTEST:
_______________________________________
Kim Snodgrass, City Clerk Date
Consultant
Consor PMCM, Inc., a California Corporation
By:

Ismael Pugeda, Sr. Vice President Date
APPROVED AS TO FORM:
_______________________________________
Derek P. Cole, City Attorney Date
67 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: May 12, 2026
TO: Joshua McMurray, City Manager
FROM: Jeri Tejeda, Administrative Services Director
SUBJECT: Public Hearing and Reporting on Vacancies, and Recruitment and Retention Efforts in response to Assembly Bill 2561 Background and Analysis
In response to Assembly Bill 2561 (AB 2561), signed into law on September 22, 2024, the City of Oakley presents this report in compliance with new transparency requirements related to staffing vacancies. AB 2561 mandates that public agencies hold at least one public hearing each fiscal year before the adoption of their budgets to report on vacancy levels, evaluate hiring and retention efforts and allow for participation by recognized bargaining groups. This report includes data for the calendar year 2025 as well as the current staffing status as of May 1, 2026.

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

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

As of May 1, 2026, the City has 102.50 full-time equivalent (FTE) budgeted positions, with 39 FTE’s represented by a recognized bargaining unit. The City’s current overall vacancy rate, as of May 1. 2026, is 9.76%, which is considered moderate.

The following table summarizes the City’s Vacancy Rate by Employee Group as of May 1, 2026.

Employee Group FTE’s in
Budget
Vacancies Vacancy
Rate
Department Directors(unrepresented) 7 0 0%
OPOA (Sworn PD) 39 5 12.8%
General Staff (unrepresented) 56.5 5 8.8%
City Overall 102.5 10 9.76%
Approved and
Forwarded to the
City Council
68 STAFF REPORT
CITY HALL | 3231 Main Street, Oakley, CA 94561 2
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us In calendar year 2025, the City filled 7 full time equivalent positions and promoted 1 employee. The City also hired 17 seasonal employees to staff the summer recreation programs and city events throughout the year.

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

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

Over the last four years the City implemented several initiatives designed to improve employee satisfaction, promote longevity, and enhance growth.

These efforts include:
 Approval of a five-year labor agreement with the OPOA as well as a resolution of salary and benefits for all unrepresented groups  Implemented a step system that increases pay by 5% each year until the top step is achieved, making our salary schedule in line with most local agencies.
 Re-organized City Departments to create more opportunities for future growth.
 Created a longevity incentive for general staff where none existed previously.
 Continued to encourage prioritizing a work/life balance for all staff.  Added Wellness Leave for general staff and added one additional paid holiday.

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

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

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

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

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

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

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

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

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

Attachments

1. AB 2561 FY 2025/2026 Presentation
70 AB 2561
Staff Reports
71 What is AB2561?
Requires Public Agencies to present at a public hearing once per fiscal year. Information must include the following:
• Vacancies
• Recruitment
• Retention Efforts
72 Vacancies
Employee Group FTE’s in Budget Vacancies Vacancy Rate
Department Directors (Unrepresented) 7 0 0%
OPOA (Sworn PD) 39 5 12.8%
General Staff (Unrepresented) 56.5 5 8.8%
City Overall 102.5 10 9.76%
City’s Vacancy Rate by Employee Group as of May 1,2026
73 Recruitment
RECRUITMENT PROCESS:
• Recruitment Approval-Ensure
Budget
• Recruitment Posting
• Application Review
• Oral In-Person, Panel Interviews
• Contingent Offer/Background
• Final Offer/ Orientation
28%
68% 4%
SOURCE OF HIRE for
Calendar Year 2025
Full Time Promoted Seasonal
74 Retention
• Approval of a five-year labor agreement
• Implemented step system that increases by
5% each year, until top step is achieved. In
line with most cities.
• Re-organized City Departments to create
opportunities for future growth.
• Longevity Incentive for general staff
• Encourage prioritizing work/life balance for
all staff
• Added Wellness Leave and one additional
holiday for General Staff
Retention
Recruitment
Strategies
Benefit
Package
Work- Life
Balance
Employee
Recognition
Positive Work
Culture
Career
Development
75 Questions
76 STAFF REPORT
4913-
5240-
4903.
1 City of Oakley | 3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.ci.oakley.ca.us DATE: May 12, 2026
TO: Joshua McMurray, City Manager
FROM: Derek Cole, City Attorney
SUBJECT: URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

OAKLEY EXTENDING A MORATORIUM ON THE PROCESSING AND

APPROVAL OF NEW DATA CENTER LAND USE APPLICATIONS

WITHIN CITY LIMITS TO ALLOW FOR EVALUATION OF THE PUBLIC

HEALTH AND ENVIRONMENTAL IMPACTS AND THE ENACTMENT

OF FURTHER AND APPROPRIATE REGULATIONS CONCERNING

THE SAME
[Four-Fifths Vote Required]
Background and Analysis
At its March 10, 2026 regular meeting, City Council approved the Bridgehead Industrial Project. Approval of the project required amending the General Plan’s land use designation from “Commercial” to “Light Industrial,” as well as rezoning the subject property to a “Planned Unit Development” (“PUD”) district.

The PUD proposed a variety of land uses. Among the uses proposed: a “Data Center.” Data Centers provide the necessary computing hardware—servers, storage systems, and networking equipment—for the digital economy. However, communities nationwide are experiencing the repercussions from accelerating Data Center land uses, including: increased demands for energy and water consumption; increased noise; crime and security issues; diminished air quality; pollution; aesthetic impacts; and decreased property values and quality of life to surrounding neighborhoods.

Existing utility infrastructure, especially in smaller communities, is often unable to support Data Centers’ intensive demand for electricity, water, and sewage systems.

After public comments and deliberation, members of the Council agreed that, as a condition for approving the project, Data Centers should be removed as a permissible land use within the PUD. Further, Council directed Staff to present a proposed moratorium ordinance for consideration at a future Council meeting.

State law permits the City to adopt a temporary moratorium ordinance—prohibiting otherwise permitted uses—when those uses conflict with potential land use proposals that the City is considering, studying, or intending to study within a reasonable time. As part of the moratorium ordinance, the Council must find that there is a current and immediate threat to the public health, safety or welfare of City residents.

Approved and
Forwarded to the
City Council
77 STAFF REPORT
4913-5240-4903.1 CITY HALL | 3231 Main Street, Oakley, CA 94561 2 O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Per Government Code section 65858, a moratorium ordinance may initially be enacted for a period of up to 45 days. The City Council thereafter may extend the ordinance up to a maximum of two additional times: first, for a period of 10 months and 15 days; and second, for a period of up to one year. In total, the urgency moratorium may last for two years.

Currently, the City of Oakley Municipal Code (“OMC”) does not prescribe any regulations around Data Center land uses. Therefore, at its April 14, 2026 regular meeting, the Council adopted a 45-day moratorium on the processing and approval of Data Center land use applications. The purpose of the moratorium was to provide Council and Staff with initial breathing room to study, deliberate, and determine the acceptable scope of Data Center land uses within City limits.

With the 45-day deadline approaching, the City desires more time to both fully evaluate Data Center-related impacts and to formulate a permanent ordinance regulating such uses. Specifically, the Council intends to schedule multiple joint planning sessions with the Planning Commission. The joint planning sessions will allow the Council and Planning Commission to gather public input, discuss impacts, and, if desired, to create a workable framework from which to draft zoning regulations around Data Center land uses.

Adoption of an extended moratorium requires a four-fifths vote of the Council. By enacting an extended moratorium for 10 months and 15 days, the City shall not receive, accept, process, or approve any Data Center land use application as long as the urgency ordinance is in effect.

This report is intended to serve as the report required by Government Code 65858(d) detailing the measures taken to alleviate the conditions that led to the adoption of the urgency ordinance.

Consistency with the Oakley Strategic Plan 27+
The extended urgency ordinance would further the Community Health and Safety goal in that it would be designed to prioritize healthy neighborhoods—for the benefit of City residents.

Fiscal Impact
Adoption of this extended urgency ordinance would not result in a direct fiscal impact on the General Fund.
78 STAFF REPORT
4913-5240-4903.1 CITY HALL | 3231 Main Street, Oakley, CA 94561 3 O (925) 625-7000 | F (925) 625-9859 | www.CI.Oakley.CA.US Staff Recommendation
Staff recommends that the City Council consider extending, for 10 months and 15 days, a moratorium on the processing and approval of Data Center land uses to give the City sufficient time to plan and formulate a permanent ordinance regulating such uses.

Attachment

1. Proposed Ordinance Extended Moratorium Concerning Data Center Land Uses
79 Ordinance No. XX-26 Page 1 of 4
ORDINANCE NO. XX-26

AN URGENCY ORDINANCE OF THE CITY COUNCIL OF THE CITY OF OAKLEY

EXTENDING A MORATORIUM ON THE PROCESSING AND APPROVAL OF NEW

DATA CENTER LAND USE APPLICATIONS WITHIN CITY LIMITS TO ALLOW FOR

EVALUATION OF THE PUBLIC HEALTH AND ENVIRONMENTAL IMPACTS AND

THE ENACTMENT OF FURTHER AND APPROPRIATE REGULATIONS

CONCERNING THE SAME
WHEREAS, “Data Centers” provide the necessary computing hardware—servers, storage systems, and networking equipment—to power the digital economy; such hardware enables large-scale software systems to handle traditional computational workloads, supports cloud-based storage and web services, and provides the massive processing capabilities required for generative artificial intelligence; and WHEREAS, the Oakley Municipal Code (“OMC”) does not currently regulate Data Center land uses, nor has the City previously approved any Data Center use permit within jurisdictional limits; and
WHEREAS, at its City Council meeting on March 10, 2026, the Council held a public hearing regarding the Bridgehead Industrial Project, in which it received extensive public testimony concerning the potential and asserted impacts to public health and the environment should any developer apply for, and receive, a Conditional Use Permit for a Data Center land use; and
WHEREAS, pursuant to the City of Oakley’s police power, the City Council of the City of Oakley has the authority to enact and enforce ordinances and regulations for the public peace, morals, and welfare of the City and its residents; and WHEREAS, California Government Code Section 65858 provides that, without following the procedures otherwise required prior to the adoption of a zoning ordinance and for the purpose of protecting the public safety, health and welfare, the City Council may adopt, as an urgency measure, an interim ordinance prohibiting any uses which may be in conflict with “a contemplated general plan, specific plan, or zoning proposal that the City Council, planning commission or the planning department is considering or studying or intends to study within a reasonable time”; and
WHEREAS, consistent with the above authority, and in response to conditions and evidence of which it has recently become aware, the City Council, at its April 14, 2026 regular meeting, adopted a 45-day moratorium prohibiting the processing and approval of Data Center land uses to allow for evaluation of the acceptable scope and development standards of such uses within City limits; and
WHEREAS, California Government Code Section 65858 further provides that the City Council, after providing notice pursuant to Government Code Section 65090, may extend the moratorium for 10 months and 15 days and subsequently extend the moratorium for 80 Ordinance No. XX-26 Page 2 of 4
one year; and that any extension shall also require a four-fifths (4/5) vote for adoption; and
WHEREAS, for the reasons more fully described within, the City Council determines, by at least a four-fifths (4/5) vote, that extending this urgency ordinance for 10 months and 15 days is a matter of City-wide importance, is a reasonable and necessary measure designed for the immediate preservation and protection of the public health, safety, or welfare of the community; and is in accordance with the public purposes and provisions of applicable State and local laws and requirements.

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

SECTION 1. EXTENDED MORATORIUM FINDINGS.

A. Without the extension of a temporary moratorium on Data Center development within the City, the City may be required to process permit applications for such development— without proper study and deliberation of how to regulate Data Center land uses while also safeguarding against the adverse impacts such uses may have on the City’s utility infrastructure and the quality of life of its residents.

B. Data Center development has the potential for significant and immediate impacts on the health, safety, and welfare of the citizens of Oakley through significantly increased energy and water consumption, pollution, noise, and other disturbances, as well as the potential to significantly impact the City’s aesthetic values and community resources.

C. The extension of this urgency ordinance is necessary to protect the City and its residents, businesses, and visitors from the potential health and safety impacts of Data Center land uses; and to preserve the quality of life, health, safety, and welfare of the community.

D. Extension of the moratorium will allow the City sufficient time to prepare a comprehensive ordinance for the regulation of Data Center land uses—setting forth their placement and operational conditions—moving forward.

E. Preparation of comprehensive Data Center zoning regulations will require study, public hearings, and both Planning Commission and City Council review.

F. In light of these findings and all evidence in the record, including, but not limited to the staff report accompanying this urgency ordinance, the City Council finds that this extended moratorium is justified in accordance with Government Code section 65858.

SECTION 2. EXTENSION OF MORATORIUM.
81 Ordinance No. XX-26 Page 3 of 4
For so long as this extended ordinance is in effect, the City shall not receive, accept, process, or approve any application for a Data Center land use.

SECTION 3. NOTICE.

Pursuant to California Government Code Section 65090, notice of the extended ordinance was published in a newspaper of general circulation within the City at least 10 days prior to the hearing.

SECTION 4. CEQA FINDING.

The City Council determines that the provisions of this extended ordinance are exempt from the California Environmental Quality Act (“CEQA”) because the instant ordinance involves continuing administrative activities and thus is not a project, as CEQA defines, pursuant to Section 15378(b)(2) of the CEQA Guidelines. To the extent the adoption of this ordinance constitutes a project, the City Council finds pursuant to CEQA Guideline Section 15061(b)(3) that the project is exempt from environmental review because it can be seen with certainty that the adoption of the ordinance would not have any significant impact on the environment.

SECTION 5. REPORT.

The City Manager, or designee, is authorized and directed to prepare the report required by paragraph (d) of California Government Code Section 65858 describing the measures taken to alleviate the condition which led to adoption of this ordinance—for presentation to the City Council—no later than ten days prior to the expiration of this ordinance.

SECTION 6. EFFECTIVE DATE; FOUR-FIFTHS VOTE REQUIRED.

This extended ordinance shall become effective immediately upon the expiration of Ordinance 6-26 (which expires by its terms on May 29, 2026) and shall be in effect for 10 months and 15 days thereafter (i.e., through April 14, 2027), unless extended for a second time by the City Council, as provided in California Government Code Section 65858.

SECTION 7. PUBLICATION.

The City Clerk shall certify to the passage of this extended ordinance and shall cause this ordinance or a summary thereof to be printed once within fifteen (15) days after its adoption in a newspaper of general circulation, published and circulated in the City of Oakley.
82 Ordinance No. XX-26 Page 4 of 4
PASSED AND ADOPTED by the City Council of the City of Oakley this 12th day of May 2026 by the following vote:

AYES:

NOES:

ABSTENTIONS:

ABSENT:

APPROVED:
____
Hugh Henderson, Mayor
ATTEST:
_____________________ ____________________
Kim Snodgrass, City Clerk Date
83 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: May 12, 2026
TO: City Council
FROM: Joshua McMurray, City Manager
SUBJECT: Strategic Plan 27+ Update
Background and Analysis
Since its incorporation, the City of Oakley has developed and operated under the direction of a Strategic Plan. A Strategic Plan guides governing bodies in making complex decisions, such as resource allocation, and sets the organization’s priorities and a path forward. It does this through a clear and compelling mission and vision and thoughtful, community-oriented values, goals, and objectives. Strategic Plans are a best practice in municipal organizations as they allow leadership to take a step back from day-to-day challenges and look at the big picture.

The City Council adopted the current Strategic Plan 27+ in April of 2022 and Staff has been working since that time to implement the goals and objectives of the plan. With the plan encompassing a five-year period, some of the objectives have been completed while others are in various stages of work. There are only four remaining that Staff has not begun work on, and two of them are regarding construction of the second phase of the Recreation Center, which requires funding. The Council received updates in November 2022, May 2023, March and October 2024, and May and October 2025 on the Strategic Plan. Since the October 2025 update, Staff has started one goal/objective that was previously identified as future/not yet begun, and completed six that were previously in process.

Fiscal Impact
There is no fiscal impact associated with this update to the City Council.

Staff Recommendation
Staff recommends that the City Council accept the Strategic Plan 27+ Update.

Attachments

1. Strategic Plan Dashboard

2. Strategic Plan 27+
Approved and
Forwarded to the
City Council
84 Strategic Plan 2022-2027+ Objectives Dashboard
2026 Update
Department Key:

ALL - All Departments
CDD - Community Development
CMO - City Manager's Office
ED - Economic Development
FIN - Finance
HR - Human Resources
PD - Police Department
PW - Public Works
REC - Recreation
Complete
Goal Subgoal Objective Sub Objective Sub Sub Objectives FY 25-26 (Through 2nd Quarter) A1 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as a
destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).

Efforts continute to advance through strategic
outreach to brokers, developers, and prospective
tenants. Despite economic uncertainty, the City is
experiencing growing interest from businesses,
particularly in downtown and key commercial
corridors.

A2 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as a
destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).

Attract businesses that create alternative
revenue sources to property tax through
sales and business taxes and employ our
residents.

This is a continuous endeavor. With our 2023
Economic Development Work Plan, we refined our
strategy to draw businesses that expand our
revenue sources beyond property tax, incorporating
sales and business taxes, while also generating job
opportunities for our community through
collaborations with local agencies and partnerships.

A3 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as a
destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).

Seek, in conjunction with the community,
sustainable economic opportunities to attract
businesses and create jobs, while being
sensitive to the types of businesses the
community needs and wants.

This is a continuous endeavor. As part of our 2023
Economic Development Work Plan, which outlines
streamlined actionable strategies, we participated in
various ED events and regional meetings during the
Q1 period and engaged with potential partners. We
continue to attend regional events to target
industries that generate job growth, including ag,
tech and biotech.

A4 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Strategically plan and pursue commerce
that meets the new service demands of
local residents and attracts customers as a
destination (e.g., grocery store, retail,
entertainment, and light industrial near
Amazon and on west end).

Prioritize planning by targeting new
businesses that align with Oakley’s vision.

Objectives Status Color Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
1 85
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A5 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Provide affordable housing sites that meet
our legislated Regional Housing Needs
Allocation (RHNA).

Rezoning was approved by the City Council in
October 2025 resulting in completing implementation
of Housing Element Policy Action 1.1 (Rezone
adequate sites to meet RHNA need).

A6 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

The City Council decided at its January 23, 2024
meeting that the current Downtown Specific Plan did
not need to be updated.

A7 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Encourage quality, sustainable growth--
housing with business and requisite road
infrastructure and sidewalks to support
pedestrian and bicyclist movement.

The City Council decided at its January 23, 2024
meeting that the current Downtown Specific Plan did
not need to be updated.

A8 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Leverage the train platform that will offer
better access for Downtown programming.

The City continues to collaborate with the San
Joaquin Rgional Rail Commission. Construction is
anticipated to start summer 2026.

A9 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Create better streetscapes that can
promote traffic calming.

All newly designed and constructed public streets
are in accordance of the Complete Streets design
concept that is adopted by all municipalities in
Contra Costa County.

A10 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Consider funding elements of the Downtown
Specific Plan with American Rescue Plan
Act (ARPA) monies.

ARPA monies have been fully dedicated.

A11 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play.

City has approved additional Temporary Uses in the
downtown to assist in bringing foot traffic and
exposing local businesses to potential new
customers.
2 86
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A12 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play.

Develop an expanded
downtown with additional
buildings and mixed use.

City has approved additional Temporary Uses in the
downtown to assist in bringing foot traffic and
exposing local businesses to potential new
customers.

A13 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play.

Consider a park, including
programming specific to
Economic Development, from
north 2nd Street to Rose Ave.

Per the April 2024 City Council direction, staff will
continue to evaluate the Downtown for a park site.

A14 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play.

Develop or sell City-owned
properties based on community
benefit.

City has approved additional Temporary Uses in the
downtown to assist in bringing foot traffic and
exposing local businesses to potential new
customers.

A15 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play.

Consider relocating the cohosted City/High School Library to a downtown location that can
be a unifying location for
Seniors, Youth, Veterans, and
possible satellite location for
County services.

The City is currently in the design phase for the new
Oakley Library& Community Center in Civic Center
Plaza.

PD/SST continues to maintain a presence in the
downtown area and remain responsive to issues as
they pop up. Issues such as homelessness,
vandalism and general quality of life matters are
mitigated as soon as we possibly can.

A16 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Update Oakley’s Downtown Specific Plan to
reflect and envision the City’s future.

Revitalize and draw people downtown to
live, work, and play.

Research rezoning of River
Oaks Crossing
River Oaks Crossing site was rezoned to P-1 by the
City Council in March 2026.
3 87
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A17 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Develop a vital Shoreline Plan to attract
both people and commerce to our
waterfront.

The City partners with the County and MTC ABAG
for a two-year technical assistant project targeting
Northern Waterfront cities to develop an inventory of
industrial land, infastructure Capacity Analysis, webready ED roadmap, and tool and template impemenation kit.

A18 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Develop a vital Shoreline Plan to attract
both people and commerce to our
waterfront.

Expand marina zoning: restaurants,
recreational access, fishing tournaments, 55-
acre park.

Complete
A19 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Develop a vital Shoreline Plan to attract
both people and commerce to our
waterfront.

Determine viable economic uses of the
Oakley shoreline and visit other cities to see
how they attracted visitors as a destination
(e.g., new Science Center).

Complete
A20 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Plan and develop Cypress Corridor
holistically with improvements and
commerce to service new development to
ease downtown traffic (e.g., grocery,
restaurants).

The construction of East Cypress Road projects CIP
# 247, 302, and 310 are underway with completion
anticipated by end of 2026
A21 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Two new PC members attended the Planning
Commissioner's Academy in March 2026. Planning
Staff beginning to provide the PC with educational
presentations starting with Design Guidelines in April
2026.
4 88
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A22 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Update zoning to promote single and
multi-family housing, mixed use, light
industry, and commercial opportunities
and remaining residential opportunities.

Ensure that zoning considers potential
conflicts with adjacent properties that are not
compatible.

Aside from Housing Element Zoning Amendments
that have been adopted, the Planning Division began
work on the Zoning Ordinance Technical Update in
April 2026.

A23 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Enforce codes consistently in all districts to
create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement.

Code Enforcement's first goal is to achieve
compliance. Notices of Violation and Citations are
used when a lack of compliance or lack of progress
towards compliance exists.

A24 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Enforce codes consistently in all districts to
create consistent standard to code
enforcement by using a combination of
reactive and proactive code enforcement.

Maintain code enforcement
officers and provide proper
training
The Code Enforcement Officer and Technicians
continue to attend training each year to keep Staff's
knowledge and skills up to date.

A25 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Encourage objective decision-making
versus subjective decision-making for
application approvals to meet Oakley’s
vision and economic goals by focusing on
formal plan and study outcomes.

Staff continues to rely on the General Plan and
Zoning Ordinance to ensure uniformity, consistency
and equity when making decisions.

A26 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Require developer fees for proper
infrastructure (e.g., roads and parks) to
support development and growth.

Staff continues to assess the appropriate Impact
Fees based on the Development's Use, Size and
Impact. Impact Fees are paid with the Permit Fees,
prior to Permit Issuance.
5 89
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A27 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Reinforce Planning Commission to
understand Oakley’s vision and encourage
public engagement:

Communicate and build consensus through
the results of the special studies that are
commissioned to provide for the feasibility of
projects and engage the public at the
beginning of all projects to ensure project
delivery is not stunted or stopped without
defining success from all stakeholders.

In addition to the existing Envision Oakley
engagement platform, the City is exepcted to go-live
with the new Tyler EPL system which will integrate a
new mobile app and browser based website that will
provide additional public engagement tools.

A28 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Enhance Environmental Stewardship The City evaluates opportunities for additional environmental enhancement projects.

A29 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Enhance Environmental Stewardship Collaborate with the water and sewer special districts to maximize the
distribution and use of recycled water.

Staff looks forward to the installation of recycled
water by ISD and DWD so such water can be used
for landscape irrigation purposes.

A30 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Enhance Environmental Stewardship Explore and report on green energy opportunities.

The Climate Action Plan was adopted by the City
Council on June 10, 2025. The City has added a
CAP dashboard to the website and is beginning to
look for opportunities and funding to implement
various action items in the plan.

A31 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Enhance Environmental Stewardship Explore and report on green energy opportunities.

Solar at City facilities Solar panels will be installed on the roof of the new Library & Community Center when built.

A32 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Enhance Environmental Stewardship Explore and report on green energy opportunities.

Expansion of City's EV
Charging Program
Additional EV charging stations will be installed as
part of the new Library & Community Center project.
6 90
Strategic Plan 2022-2027+ Objectives Dashboard
2025 Update
Department Key:

Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A33 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Enhance Environmental Stewardship Remove the allowance for non-drought tolerant landscaping.

Complete
A34 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Enhance Environmental Stewardship Ensure new residential construction meets adopted standards for energy efficiency,
including solar and power storage.

Staff continues to perform comprehensive plan
reviews for all Residential and Commercial Projects,
which includes reviews for compliance with the
currently adopted California Energy and Green
Building Codes.

A35 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Enhance Environmental Stewardship Implement energy, air quality, and greenhouse gas emissions goals within the
Oakley General Plan, including the adoption
and implementation of a Climate Action Plan
by 2025 that complies with State
greenhouse gas reduction targets.

A36 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Complete a comprehensive update of the
City’s Zoning Code.

Due to addressing other time sensitive advanced
Planning projects, this project will likely reach into FY 2026.

A37 Community and
Economic
Development Goal
Strategic and
Thoughtful Growth
Complete a comprehensive update of the
City’s Zoning Code.

Ensure consistency with current and future
vision for Oakley and the recently updated
Oakley General Plan.

Due to addressing other time sensitive advanced
Planning projects, this project will likely reach into FY 2026.

A38 Community and
Economic
Development Goal
Business-Friendly Research other “like cities” to develop a Strategic Business Outreach Plan.

Complete
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A39 Community and
Economic
Development Goal
Business-Friendly Research other “like cities” to develop a Strategic Business Outreach Plan.

Conduct a Stimulate Oakley Business
analysis for Oakley and compare to adjacent
cities for differentiators and opportunities.

Complete
A40 Community and
Economic
Development Goal
Business-Friendly Research other “like cities” to develop a Strategic Business Outreach Plan.

Develop a Business Vision for Oakley that
will attract and retain high-quality, diverse
commerce through incentives for businesses
including small businesses.

Complete
A41 Community and
Economic
Development Goal
Business-Friendly Research other “like cities” to develop a Strategic Business Outreach Plan.

Develop a Property Utilization Plan on Cityowned properties to maximize the City’s potential return on investment.

Complete
A42 Community and
Economic
Development Goal
Business-Friendly Bolster and support existing businesses through the use of financial and funding
incentives such as business low-interest
loans, grant funding, ARPA funding, and
promote “buy local” incentives.

The Facade Improvement Program continues to
support applicants with architectural consultations
and permit assistance. Continue to share funding
opportunities with existing businesses especially
those oeffered through private and state
organizations.

A43 Community and
Economic
Development Goal
Business-Friendly Showcase businesses through active
engagement and outreach (e.g., social
media, storefronts images, local business
newsletter with coupon book included)
The 2025 Coupon Book was published and the
submission for the 2026 Coupon Book is currently
open. We are actively engaging with small
businesses through our Recreation social media
platforms, promoting our programs and local events
through all our social media platforms, and
advertising financial assistance opportunities in
partnership with the Chamber of Commerce.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
A44 Community and
Economic
Development Goal
Business-Friendly Continue to streamline business license fee/permits
Staff is currently in training for the new Enterprise
License and Permitting software being implemented
A45 Community and
Economic
Development Goal
Business-Friendly Beautify Oakley’s streetscapes, parks, and business facades to attract and retain
businesses and their customers
Every project that is completed enhances the beauty
of Oakley infrastructure.

A46 Community and
Economic
Development Goal
Local Employment Capitalize on Logistics Center and
strategize with developers and surrounding
property owners to create job opportunities.

Bridgehead Industrial Project was approved in March
2026.

A47 Community and
Economic
Development Goal
Local Employment Create employer-employee partnerships to reduce State’s regulations on vehicle miles
traveled (VMT) and complement our existing
housing (Logistics Center development).

Bridgehead Industrial Project approved in March
2026. Updated to "Complete".

B1 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

The City Council adopted the 2025 Comprehensive
Emergency Management Plan (which includes the
City's Emergency Operations Plan). The City has
trained all staff assigned to positions in the
Emergency Operations Center and held two tabletop
exercises and a functional exercise.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B2 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

Develop a Communication Plan for
emergency responders, Public Works, the
public, and other key stakeholders.

Ongoing: The Comprehesensive Emergency
Management Plan with an updated Emergency
Operations Plan was adopted in 2025. The
Cybersecurity Incident Response Plan was
completed. A Communications & Continuity of
Operations Plan will be developed.

B3 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

Provide and reinforce public and staff
training through regular community
meetings.

The Assistant City Manager and Police Chief made a
presentation to Studio 55 for community
preparedness month in September and will look for
further engagement opportunities with the public.

B4 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

Ensure resiliency to power outages
(traffic controls, cellular and broadband
backup, generators).

The traffic signals have battery backup system to
keep them operational during periods of power
outages. City Hall has a generator for facility power
outages.

B5 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

Implement training, communicate broadly,
and seek grants for implementation.

The City has trained all staff assigned to positions in the Emergency Operations Center and held two
tabletop exercises and a functional exercise.

B6 Community Health
and Safety
Safe Streets Create an Emergency Disaster & Response
Plan including resiliency resources.

Modernize the Oakley Emergency
Operations Center (EOC).

The City is designing a new primary EOC to be
located in the community center that will be
constructed at Civic Center Plaza with the library.

B7 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

PD continues to keep a close eye on this issue. The
Chief and Special Operations sergeant is involved
with the communication chain regarding the
development of widening E. Cypress Road and
communicates key information to officers.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B8 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

East Cypress Corridor Specific Plan Area The widening of East Cypress Road currenlty in progress will provide a functional access for the
public during emergences along the Cypress
corridor.

B9 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

Main Street – improve areas to their full
right-of-way
Complete
B10 Community Health
and Safety
Safe Streets Address streets and main arteries
vulnerable to fire, flood, and traffic hazards
with improving infrastructure and evacuation
plans to provide for safe passage for people
including emergency responders.

Complete Laurel Road, including
widening to its full width, and the
extension and over-crossing over the
railroad track to Sellers Avenue.

CIP 280 - Laurel Road Widening Project
(Cloverbrook Avenue to O’Hara Avenue) was
completed in Fall 2026.

B11 Community Health
and Safety
Safe Streets Explore improving lighting for safety The City makes improvements where we can based on projects and community need.

B12 Community Health
and Safety
Safe Streets Align police resources with City’s growth. PD is still authorized for 42 sworn members. PD currently has 37 healthy sworn officers working. PD
has established MOU's with other agencies that
allows us to tap into those resources when needed.

B13 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Develop and implement a staffing plan to scale police personnel to City’s growing
safety needs.

For the past few years the Council, CM and the PD
has established growth plans designed to serve the
community with the best possible police services.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B14 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Streamline and civilianize where appropriate (i.e., admin, budget/ finance,
records, property, fleet management, etc.).

Complete
B15 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. PD has obtained new BWC's, Tasers, radios to make sure each officer is equipped with the best
equipment. PD is working with the County to identify
a new CAD/report writing platform.

B16 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Map accident scenes to open roads quicker
Complete
B17 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Research red light cameras to supplement sworn enforcement
officers.

PD will not be pursuing further red light camera
endeavors--this component is complete.

B18 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Improve and invest in technology. Create a larger “cyber shield” over the City via a robust
camera program
Complete
B19 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Establish strong neighborhood watch programs, including National Night
Out, and maintain close communication
between the neighborhoods, the City
Council, Oakley Police, and City Hall.

PD continues to engage in neighborhood watch
consultations, maintain a robust National Night Out
program, and enjoys a healthy social media
presence/interaction with the community.

B20 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Collaborate with neighboring agencies to maximize efficiencies with shared
resources (e.g., equipment).

PD continues to share resources with neighboring
agencies, primarily in the form of traffic (COCOMO),
drone operators and 3D scanner technology.

B21 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Expand the Citizen Emergency Response Training (CERT) program.

Re-starting a CERT program still remains a goal and
meetings have been held with interested parties.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B22 Community Health
and Safety
Safe Streets Align police resources with City’s growth. Dedicate traffic enforcement team to improve traffic safety.

The PD Traffic Unit is focused on identifying
violators in high complaint areas and exercising
enforcement.

B23 Community Health
and Safety
Safe Streets Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.

Traffic enforcement remains a top priority. As of the
2025 annual update reported traffic collisions are at
the lowest rate they have been at over the past four
years.

B24 Community Health
and Safety
Safe Streets Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.

Consider road improvements such as
delineators for areas where speed is an
issue.

Ongoing
B25 Community Health
and Safety
Safe Streets Prioritize road improvements and provide
robust enforcement to manage traffic, given
accidents are the #1 safety challenge.

Implement traffic-calming policy and
update to new practices for increased
traffic as Oakley grows.

Ongoing
B26 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. Ongoing B27 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. Collaborate with School Districts to apply for State and Federal grants to create safer and
more accessible connectivity.

Ongoing
B28 Community Health
and Safety
Safe Streets Promote Safe Pedestrian and Bike Routes. Improve trail connectivity to provide pedestrians and cyclists safe passage.

We continue to find opportunities to promote safe
pedestrian and bike routes. The Public Works
Department has applied for TDA grants for the
O'Hara Road widening project to install sidewalks
and bike lanes. Staff is also coordinating with CCTA
to establish safe routes to school maps for Vintage
Parkway and Oakley Elementary.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B29 Community Health
and Safety
Safe and Healthy
Neighborhoods
Rejuvenate our downtown and residential
and business developments to discourage
blight through beautification and
development of standards for commercial
code enforcement
Complete
B30 Community Health
and Safety
Safe and Healthy
Neighborhoods
Promote community service opportunities to
build the community and beautify Oakley
The City held its second annual Day of Service on
April 25, 2026. The PIO advertises local creek and
shoreline cleanups in the Oakley Outreach
newsletter.

B31 Community Health
and Safety
Safe and Healthy
Neighborhoods
Implement Phase 2 of the Recreation
Center
Staff will work with our grant writers to seek grant
funding opportunities for this project.

B32 Community Health
and Safety
Safe and Healthy
Neighborhoods
Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).

PD networks with A3 crisis response and the Mental
Health Evaluation Team (MHET) to connect people
with mental health services.

B33 Community Health
and Safety
Safe and Healthy
Neighborhoods
Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).

Educate and promote use of 211 for
essential community services.

The City promotes 211 with ongoing social media
posts and periodic notices in the Oakley Outreach
newsletter.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
B34 Community Health
and Safety
Safe and Healthy
Neighborhoods
Connect and promote the County and
Non-Governmental Organizations (NGOs)
resources available to assist our vulnerable
populations (e.g., unhoused persons,
people seeking mental health assistance,
Veterans services).

Initiate and partner with other agencies to
create regional support to provide services
to help unhoused persons.

The City has had high level discusions about this
topic at the quareterly Delta 6 meetings. In additon,
the City does work with the County CORE Team
when needed. The City also particpates in the A3
Crisis Response program.

C1 Parks and Open
Space
Parks and Public
Areas
Upgrade and develop parks and open space
for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

The City is reconstructing two playground areas to
improve accessibliliy and upgrade park features. The
City is also constructing Enrico Cinquini Park, which
will have a splash pad. Dal Porto Ranch Park in the
Summer Lake north development is also in
construction, which includes baseball and soccer
fields.

C2 Parks and Open
Space
Parks and Public
Areas
Upgrade and develop parks and open space
for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

Envision a Downtown Park to attract people
downtown (e.g., new park parallel to the
railroad tracks with a museum and bocce
ball courts).

The site of the prospective park is owned by private
owners and any changes will be contingent upon
their development plans.

C3 Parks and Open
Space
Parks and Public
Areas
Upgrade and develop parks and open space
for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

Envision, develop, and fund Oakley’s 55-
Acre Regional Park and seek grant funding
that will compete at the State level.

The Master Planning of the Oakley Regional Park is
complete and staff is pursuing grant opportunities to
implement the Master Plan.

C4 Parks and Open
Space
Parks and Public
Areas
Upgrade and develop parks and open space
for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

Envision, develop, and fund Oakley’s 55-
Acre Regional Park and seek grant funding
that will compete at the State level.

Envision Oakley as the front
door of the Delta and one of
California's natural wonders.

Economic Development marketing efforts are
ongoing and staff and the City's grant consultants
continue to look for grant funds to develop the 55-
acre park.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
C5 Parks and Open
Space
Parks and Public
Areas
Upgrade and develop parks and open space
for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

Envision, develop, and fund Oakley’s 55-
Acre Regional Park and seek grant funding
that will compete at the State level.

Include trail and waterway
access to attract outdoor
sporting such as hiking,
kayaking, boating, and
recreational and sports fishing
that would serve as an amenity
to draw homeowners and
sporting events alike.

Staff continues to pursue grant opportunities to
begin the design for the 55 Acre park.

C6 Parks and Open
Space
Parks and Public
Areas
Upgrade and develop parks and open space
for diverse interests and expanded
underserved areas to reinvigorate “play” in
Oakley.

Create and maintain sporting fields (bocce,
baseball/softball, soccer, equestrian arena)
and provide shade, bathrooms, and lighting
services.

Ongoing
C7 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Ongoing
C8 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Celebrate and promote our local history
through educational and enrichment
opportunities and consider work with
historical society.

Ongoing
C9 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Complete Phase 2 of Oakley’s Recreation
Center to encourage indoor sports, Camp
Room, and Teen Room for classes.

Dependent on funding being secured
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
C10 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Continue to offer special events and
streamline the process for community
groups to host events that create a sense of
Oakley community and showcase the
importance of families, youth, seniors, and
Veterans.

Staff continues to look for new ways to engage the
community through special events.

C11 Parks and Open
Space
Programs and
Recreation
Upgrade parks and open space to be
accessible and attract the many interests of
our diverse residents and visitors and
provide access for all.

Promote Oakley’s events and recreation and
differentiate our offerings from adjacent
cities.

Staff continues to look for events that makes Oakley
unique and regularly promotes them on social media,
the message boards and in the Recreation Guide
and Outreach newsletter.

D1 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Ongoing
D2 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Encourage community neighborhood
involvement, such as cleanup walks, that
reinforce healthy lifestyles and shared goals
with Oakley Police, Council, and City Hall.

The City held its second annual Day of Service on
April 25, 2026. The City also shares Friends of
Marsh Creek cleanup events in the e-newsletter,
continues to invite community non-profits to all City
events and hosts preschool and elementary school
visits to the PD and Council Chambers.

D3 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Create interactive face-to-face dialog as a
supplement to one-sided social media
communication where full participation
cannot be facilitated due to Brown Act
limitations.

The City's Leadership Team actively participates in
serving seniors at Studio 55 monthly luncheons. The
City held it's second post-Covid Leadership
Academy in the fall.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D4 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Create interactive face-to-face dialog as a
supplement to one-sided social media
communication where full participation
cannot be facilitated due to Brown Act
limitations.

Promote City
Council/Community meetings
through social media to inform
about agendas where public
can participate in person.

The PIO posts all City Council and Planning
Commission agendas on the City's social media and
in the weekly electronic newsletter, and includes City
and community meetings and events notices in the
Oakley Outreach newsletter and the City's electronic
message board(s).

D5 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Celebrate Oakley in demonstrating and
communicating our achievements in
accomplishing SP27+, community events,
and activities that unite us (e.g., Heart of
Oakley, Harvest Festival, Christmas Tree
Lighting, Summerfest Celebration, etc.).

Ongoing
D6 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Focus on establishing community trust and
public-private partnerships through positive
dialog and tangible outcomes.

Actively uphold Oakley’s Governance
Guidelines & Protocols Policy to encourage
productive partnerships, positive
communication, and achievement of shortand long-term goals.

Ongoing
D7 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

Recreation staff and the PIO regularly post events,
classes, and public information on all of the City's
social media platform, YouTube channel, and
website, and utilize Constant Contact campaigns
and the Oakley Outreach e-news. Enggagement and
followers have increased across Linked In,
Instagram and Facebook since April 2025.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D8 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

Promote City Council agendas and
decisions via social media with updates on
economic activity, business growth, and
community events.

Ongoing; the PIO includes a City Council debrief in
each Oakley Outreach e-newsletter, and promotes
business workshops and community events on the
City's website and social media.

D9 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

Communicate how Oakley is living its core
values and meeting its stated mission and
vision (e.g., newspapers, electronic boards,
website, newsletter, social media).

Ongoing; the City published its third annual report in
January 2026 and provides Strategic Plan updates
twice per year to the City Council.

D10 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Increase Oakley’s communication through
outward-facing media, social media
platforms, and website.

Modernize website to be user friendly,
transparent, functional, and reflective of the
City’s vision.

Complete
D11 Community and
Collaborative
Partnerships
Community
Outreach and
Engagement
Communicate and uphold the City’s
information systems to reinforce
transparency and access to build trust.

Ongoing
D12 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Consider creating new partnerships that will
involve community participation (e.g., Park
and Arts Commission).

The City began working with Freedom High School
to shift the Homecoming Parade to a more central
location ending with a community rally at Civic
Center Park to engage the whole community and get
more visitors to downtown businesses.

D13 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Efforts to stay in touch and communicate with the
Agencies and Districts we do business with are
ongoing. The PIO continues to send out a weekly
email request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D14 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Diablo Water District The City Manager has regular meetings with the General Manager of the Diablo water District.

The PIO continues to send out a weekly email
request that includes the District and includes their
events and programs in the Oakley Outreach enewsletter and on the Civic Center Plaza message board and shares social media posts.

D15 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Diablo Water District Develop collaborative
efficiencies to serve our shared
constituents
Efforts to stay in touch and communicate with the
Agencies and Districts we do business with are
ongoing. The PIO continues to send out a weekly
email request that includes the school, water, and
sanitary districts for community information to
include in the Oakley Outreach e-newsletters. Diablo
Water Distict regularly sends message board and enews ads for their campaign and contests for customers.

D16 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Ironhouse Sanitary District The City Manager has regular meetings with the ISD General Manager. The PIO continues to send out a
weekly email request that includes the District and
includes their events and programs in the Oakley
Outreach e-newsletter and on the Civic Center Plaza
message board and shares social media posts.
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Complete
In Progress/In Process/Ongoing
Future/Not Yet Begun
D17 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Ironhouse Sanitary District Consider opportunities for water reuse (e.g., recycled and
industrial water).

Staff continues to stay engaged with ISD to review
projects and to encourage the district to install
recycled water infrastructure.

D18 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
Mt. Diablo Resource and Recovery (MDRR) The PIO continues to send out a weekly email request that includes MDRR and includes their
events and programs in the Oakley Outreach enewsletter and shares social media posts.

D19 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
CONFIRE The PIO includes ConFire's PIO in the weekly
requests for information for the Oakley Outreach enewsletter. The City Clerk continues to coordinate City Council updates.

D20 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
School District The Freedom High School Principal participated in the City's February 2026 Emergency Operations
Center Functional Exercise. The City Manager meets
when necessary with the superintendents of the
LUHSD and the OUESD. The Interagency meetings
between the City, LUHSD and OUESD have started
back up and to date, two meetings have been held
this year.
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D21 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
School District Explore joint-use opportunities
to optimally partner with
elementary and high school
(e.g., satellite classrooms and
recreation, library).

Complete
D22 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
School District Re-visit agreements with shared
facilities and public access
Complete
D23 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State The CM meets quarterly with the other 3 Deltacentered cities and the County and maintains dialog with Oakley's Assemblymember and Congressmen.

D24 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State Encourage collaboration for
public safety and enforcement
particularly where there is multijurisdictional responsibility (e.g., fire, road access, school sites).

The Assistant City Manager attends monthly MultiAgency Coordination (MAC) Meetings facilitated by the County Office of Emergency Services for all
cities, special districts, and other agencies within the County as well as the quarterly City Emergency
Management meetings. The Police Chief attends the
MAC meetings when appropriate.

There are two OPD school resource officers.
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D25 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State Discuss Regional Park
interests.

The PIO includes monthly updates from the EBRPD
and activities at Big Break Regional Shoreline on
social media and in the Oakley Outreach e-news.

D26 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
County/Region/State Invite key electeds, Board
representatives, and others to
speak at Council meetings for
outside updates and
perspective.

The City Council gets regular updates from
executives who represent the various special
districts and agencies with which we work and
partner.

D27 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs The City regularly advertises the Oakley Senior
Citizens and Friends of the Oakley Library events in
the Outreach newsletter and on the Civic Center
Message Board as well as events for local nonprofits.

Non-profits are allowed to have tables in the City
Council Chambers at City events, such as the recent
Heart of Oakley Festival.
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D28 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs Partner with Rotary, Friends of
Oakley, Kiwanis, Oakley Delta
Lions Club, Oakley Seniors
Club, Veterans of Oakley,
Masonic Lodge and Concordant
Bodies, Friends of the Oakley
Library
Staff provides updates at Rotary meetings, invites
Veterans to speak at the Veterans Day event, and
promotes Friends of hthe Oakley Library events in
the Outreach newsltter and on the Civic Center
Message Board. The PIO posts Lions Club events
on the Civic Center Message Board and the Friends
of the Oakley Library holds their books sales in the
City Council Chambers.

A female Police Officer, the Assistant City Manager
and a Councilmember were speakers at the Rotary
Club's Girls' Empowerment Day.

D29 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs Consider creating a Sister City Ongoing
D30 Community and
Collaborative
Partnerships
Collaborative
Partnerships
Establish, align, and maintain partnerships
with local Special Districts, Agencies,
NGOs, and Commerce to realize our
responsibilities to deliver on the General
Plan and Specific Plan and where goals
mutually align and meet quarterly
NGOs Consider expanding outreach to
NGOs beyond our region
Task not started yet
E1 Finance and Fiscal
Responsibility
N/A Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Ongoing; we continue to have mid-year reviews and
Budget Retreats to ensure everyone is aware of our
financial health.
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E2 Finance and Fiscal
Responsibility
N/A Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Provide training related to community
facility districts to educate the public
regarding the various types of
assessments, which are not all taxes.

This objective is addressed through the City’s annual
budget process. The budget specifies which
revenues are derived from taxes and which are
assessments or other charges. By presenting this
information each fiscal year, the City provides
transparency and helps educate the public regarding
the various types of assessments.

In addition, the annual Community Facilities District
(CFD) and Landscaping and Lighting Assessment
District (LLADS) report prepared by Francisco &
Associates, is presented to the Council each year by
the engineering team.

Francisco & Associates is also helping with an
analysis that will guide the City Council during the
FY 26/27 budget development process.

E3 Finance and Fiscal
Responsibility
N/A Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Educate Executive Leadership and Council
on annual budget through communication,
reporting, and training to create better
partnership on fiscal strategies.

Ongoing; we continue to have mid-year reviews and
Budget Retreats to ensure everyone is aware of our
financial health.

E4 Finance and Fiscal
Responsibility
N/A Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Educate the community on large, planned
revenue expenditures and how surplus
monies will be invested or retained for longterm “rainy day” funds (budget process).

Complete
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E5 Finance and Fiscal
Responsibility
N/A Communicate on financial updates
including financial health, priorities, and
unexpected expenditures.

Partner with Special Districts and
agencies to realize economies of scale
and efficiencies.

The Public Works Team collaborates with
neighboring cities on project biddings and
construction work.

E6 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

ARPA funding has been fully allocated and will be
spent in advance of the December 2026 deadline.

We are nearing the end of ARPA funding and
continue to report expenditures as required.

E7 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

Consider input by the community on how
funds should be prioritized.

Complete
E8 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

Implement technology upgrades to
improve transparency and public access to
City documents and remote transactions.

The financial and human resources part of the
software have been live for over a year. We
continue to work with Tyler on reporting and setup to
ensure we are using the software efficiently.

E9 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

Make the most needed improvements
to streets, utilizing development’s
improvements, funds from the sale of
property, and other financing sources to
make improvements to the East Cypress
traffic flow situation, etc.

East Cypress Road corridor infrastructure
improvement projects are currently underway and
with ECCRFA funding secured by Staff for Phase 3,
the project is anticipated to be completed by 2026 in
response to the emergency access and health and
safety of the public in far East Oakley.

E10 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

Complete a feasibility study pertaining
to broadband services and free Wi-Fi
throughout the City.

Ongoing
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E11 Finance and Fiscal
Responsibility
N/A Determine how the City will leverage its
strong financial position with development
revenues and ARPA Covid Relief money
($10M).

Provide one free session of City-run
summer camp to Oakley residents.

Complete
E12 Finance and Fiscal
Responsibility
N/A Develop a sustainable financial plan that will
identify opportunities for less dependency
on property taxes while maintaining the
quality of life that residents and businesses
expect.

Oakley Shops at Laurel Fields has been constructed
and Safeway and most stores have opened.

E13 Finance and Fiscal
Responsibility
N/A Develop a sustainable financial plan that will
identify opportunities for less dependency
on property taxes while maintaining the
quality of life that residents and businesses
expect.

Attract more businesses (commercial and
industrial) to increase Oakley’s per-capita
Sales and Use Tax revenues.

Ongoing
E14 Finance and Fiscal
Responsibility
N/A Develop a sustainable financial plan that will
identify opportunities for less dependency
on property taxes while maintaining the
quality of life that residents and businesses
expect.

Seek to supplement existing funding
sources with State and Federal grants for
special projects.

Ongoing; the City utilizes a contract grant writer and
lobbyist.

E15 Finance and Fiscal
Responsibility
N/A Develop a sustainable financial plan that will
identify opportunities for less dependency
on property taxes while maintaining the
quality of life that residents and businesses
expect.

Consider the implementation of
an EIFD (enhanced infrastructure
financing district) to make infrastructure
improvements that will attract businesses
and generate revenue.

The City is still exploring options.

E16 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
Complete
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E17 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
Create an internal services fund for
facilities maintenance and improvements.

Complete
E18 Finance and Fiscal
Responsibility
N/A Align infrastructure spending and long-term
growth so we can plan beyond two years to
improve streets and parks and provide for
long-term maintenance
Establish a minimum baseline for General
Fund contributions for street maintenance
and improvements and include a growth
factor in the recurring operating transfers
budget each year.

Complete
E19 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

See responses to subobjectives below.

E20 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Service for public-business license
applications/other applications.

One of the final stages of the new ERP software is
Permitting and Licensing. Both are currently in the
implemenation stage and when we go live later this
year, there will be a portal business and other can
use to access and pay for applications.

E21 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Financial modeling and finance/budget
balancing.

Complete
E22 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Public safety and roads Ongoing
E23 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Customer-Friendly access to the City’s
financial reporting information and to
allow easier transactions without the need
for customers to come to City Hal.

Staff continues to learn the new EERP software and
continues to provide updates as they are available.
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E24 Finance and Fiscal
Responsibility
N/A Modernize Oakley to accommodate
growth and improve efficiency by funding
technology to improve:

Infrastructure and asset management Staff has begun the Asset Management software training, scheduled to complete by the end of the
calendar year 2026 to improve efficiency of creating
and responding to work orders.

E25 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Complete
E26 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

We continue to apply for and receive professional
acknowledgements.

E27 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

Continue to present, apply for,
and receive the Government
Finance Officers’ Association
Award on the City’s Annual
Comprehensive Financial
Report
The City of Oakley Applied for the GFOA ACFR
award for FY 2024/2025 in December 2025.

E28 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Continue to receive third party
professional acknowledgment of our City’s
financial practices:

Continue to apply for and
receive the California Society of
Municipal Financial Officers’
Operating Budget Excellence
Award.

The City of Oakley received for the CSMFO Budget
Award for FY 2025/2026 Budget. and will apply
again for the FY 2026/27 Budget.

E29 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Continue to update the Budget
Strategies and Financial Policies in the
City’s annual budgets.

Staff will continue to review these annually and
suggest changes when they are needed.
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E30 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Consider how to include performance audits
in the City’s budget to provide accountability
for performance and compliance.

Staff continues to refine the performance measures
in the annual budget.

E31 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Maintain 10-year budget forecast to be
updated with each annual budget.

Staff continues to look to the future with every
financial obligation that is considered. The 10 year
plan is reviewed anytime an ongoing cost is
recommended to ensure our future remains fiscally
sound. The 10 year plan is presented each year to
the City Council with the annual budget.

E32 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Establish a 30% General Fund Reserve
Policy to protect the City’s operations from a
sudden drop in property tax and
development-related revenues.

Complete
E33 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Establish a formal policy for the restrictions
on and allowed uses of funds in the 30%
General Fund Reserve Policy.

The policy was presented to the Council at the
Budget Retreat in April 2026
E34 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.

Complete
E35 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Consider separating out the Capital
Improvement Project (CIP) budget from
the general operational budget.

Itemize individual project line
items for Council consideration
in addition to aggregated
projects.

Complete
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E36 Finance and Fiscal
Responsibility
N/A Develop a Financial Strategy and
Reporting Policy
Align Strategic Plan Goals and Objectives
into the annual budget document, including
performance measures.

Complete
F1 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Ongoing
F2 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Create a competitive compensation
package that is sustainable to attract and
retain our greatest assets – our people.

Complete
F3 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Provide appropriate training and
professional development to keep up with
regulatory requirements and skill sets to
maintain the City.

Ongoing
F4 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Properly staff our Police Department to
best protect and serve Oakley.

A concerted recruitment effort has been underway
for the past three years. We focus on lateral officers
and entry level officers. We are experiencing a good
reputation and that is helping us attract applicants.

F5 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Address staffing limitations by hiring,
contracting, or prioritizing programs,
projects, and initiatives to scale
appropriately.

We continue to look at the needs of the community
and the services we need to deliver on. Staffing and
scaling appropriately is all tied to our budget and
available resources.
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F6 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Base the City’s performance on execution of
SP27+ and other major initiatives.

Ongoing
F7 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Encourage employee wellness by creating a
safe and healthy work environment, an
Employee Assistance Program (EAP),
regular employee appreciation events and
team building, and the employee wellness
program.

Staff continues to seek out wellness events for the
team and encourages participation. The HR team
along with our Activities Committee continues to look
for ways to team build and provide appreciation
events to show staff they are valued and important to
the success of the City.

F8 Sustainable
Organization
N/A Create a Recruitment and Retention Plan
that will hire and retain staff to serve
Oakley’s growing demands and sustain the
level of service our residents and
businesses expect.

Rebuild and re-energize staff by surveying
all employees to understand what would
make Oakley a great place to work (e.g.,
work life balance, work from home
schedule).

The last survey was conducted in March 2025. This
is an ongoing effort to continually look for ways to
keep staff morale high. The City Manager held the
first 2026 Staff Forum and seeks feedback at the
Forums.

F9 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Ongoing
F10 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Invest in Electric Vehicle fleet, which would
require downtown charging stations.

Ongoing
F11 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.

Upgrade IT services to include new
computer systems and more efficient
IT response to computer and technical
issues to ensure projects can be
delivered efficiently.

Ongoing
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F12 Sustainable
Organization
N/A Identify and invest in resources to execute
the City’s responsibilities.