214
Fiscal Year
2026/27 City Manager Department Detail
submitted by public officials and Staff; processes claims against the City; receives and opens sealed bids for public projects; and provides passport acceptance agent and notary services.
Information Technology – The Information Technology (IT) Division is responsible for the hardware, software, and technology infrastructure that supports the City’s operations at its four sites, City Hall, the Public Works Operations Building, the Recreation Center and the Entrepreneur Center. IT provides technology support services citywide for all City staff, including, but not limited to: data information systems, network infrastructure, cybersecurity, phone system and other communication systems (e.g., mobile devices, radios, email, digital signs, etc.), audio/visual equipment, body-worn cameras, printing and duplication, workflow and document management, physical access control systems. IT does not oversee video surveillance systems. The division also provides strategic planning consulting related to managing and maintaining the City’s IT infrastructure, including parks technology.
Economic Development – Under the direction of the City Manager, and aligned with City’s General Plan, SP 27+, and ED Work Plan, the Economic Development function is responsible for the strategic implementation, and coordination of initiatives that support business attraction, retention, and expansion within the City of Oakley. This includes actively engaging with existing businesses to support growth and long-term viability, identifying and facilitating new investment opportunities, and to market Oakley as a competitive business destination by fostering regional partnerships, supporting entrepreneurial development through the operation and activation of the Oakley Entrepreneur Center, and coordinating business assistance programs and events that drive economic life; also serves as a liaison between the City, business community, developers, and regional organizations to advance key projects, activate commercial corridors, and implement targeted strategies that strengthen the City’s economic base.
Department Costs and Revenue
Costs for the City Manager’s Department are primarily funded by the general fund with the remainder recovered through direct charges and overhead costs. The Economic Development budget represents an investment of taxes and general fund resources in activities to retain and expand existing Oakley businesses as well as marketing activities and materials to attract new investment and businesses to the City in order to generate additional sales, property, and transient occupancy related tax revenue. Lease funds are also collected from tenants and used for the operation of the Oakley Entrepreneur Center.
215
Fiscal Year
2026/27 City Manager Department Detail
Expenditures related to information technology are accounted for in the Internal Service Fund and the General Fund divisions, that use these services, are billed accordingly.
Proposed Department and Personnel Changes
There are no proposed changes for fiscal year 2026/27.
216
Fiscal Year
2026/27 City Manager Department Detail
2022/23 2023/24 2024/25 2025/26 2026/27
City Manager Actual Actual Actual Projected Proposed
Personnel Services $ 428,629 $ 667,713 $ 705,294 $ 742,250 $ 824,576 Services 219,589 275,290 352,552 350,562 561,783
Supplies - 2 2,866 2,000 2,000
Capital Outlay - 360 1,466 - -
Total City Manager $ 648,218 $ 943,365 $ 1,062,178 $ 1,094,812 $ 1,388,359 2022/23 2023/24 2024/25 2025/26 2026/27
Information Technology Actual Actual Actual Projected Proposed Personnel Services $ - $ 70,510 $ - $ - $ -
Services 423,211 219,822 - - -
Supplies 614 702 - - -
Capital Outlay 133,988 148,431 - - -
Total Information Tech. $ 557,814 $ 439,465 $ - $ - $ - 2022/23 2023/24 2024/25 2025/26 2026/27
Economic Development Actual Actual Actual Projected Proposed Personnel Services $ 125,302 $ 149,527 $ 161,271 $ 173,412 $ 186,330 Services 114,495 100,045 92,956 133,839 131,435
Supplies 2,325 2,013 24 7,100 4,500
Capital Outlay - - - - -
Total Economic Dev. $ 242,122 $ 251,585 $ 254,251 $ 314,351 $ 322,265 2022/23 2023/24 2024/25 2025/26 2026/27
City Clerk Actual Actual Actual Projected Proposed
Personnel Services $ 419,411 $ 401,173 $ 428,442 $ 386,171 $ 403,447 Services 97,817 97,421 99,977 123,476 169,024
Supplies 2,528 454 1,708 2,500 1,700
Capital Outlay - - - - -
Total City Clerk $ 519,757 $ 499,048 $ 530,127 $ 512,147 $ 574,171 Total City Manager $ 1,967,910 $ 2,133,463 $ 1,846,556 $ 1,921,310 $ 2,284,795
217
Fiscal Year
2026/27 City Manager Department Detail
Position
FTE
2026/2027
FTE
2025/2026
Change in
FTE
City Manager 1.00 1.00 -
Assistant City Manager 1.00 1.00 -
Total Division 2.00 2.00 -
City Clerk 1.00 1.00 -
Deputy City Clerk - - -
Administrative Assistant 1.00 1.00 -
Office Assistant 1.00 1.00 -
Total Division 3.00 3.00 -
IT Manager 1.00 1.00 -
Total Division 1.00 1.00 -
Economic Development Analyst 1.00 1.00 -
Total Division 1.00 1.00 -
Total City Manager's Department 7.00 7.00 -
POSITION ALLOCATION SUMMARY 2026/2027
City Manager's Department
City Manager
Division
City Clerk
Division
IT
Division
Econ
Dev.
Division
218
Fiscal Year
2026/27 City Manager Department Detail
City Manager Objectives Fiscal Year 2026/27 A B C D E F
City Manager Performance Indicators
Increase in social media followers
Number of social media engagements
Percentage of staff that feel supported by City leadership City Clerk Objectives Fiscal Year 2026/27 A B C D E F
****As of 2024, X no longer provides analytics for free accounts; the reported number in FY 2024/25 and forward will be the number of total followers * Twitter is now X
**X was updating it's analytical tool during the reporting period and data was not available for the period ***Feedback gathered every two years
***** In Oct. 2025, Facebook changed the "Reach" analytics tool (used in previous years for # of social media engagements to a new "Viewers" tool and data for the April 2025-April 2026 reporting period is not available in the new tool
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Connect and promote the County and NGOs resources available to assist vulnerable populations B 1,112 FB
1,116 IG
8 Twitter
299 Linked In
553 FB
1,321 IG
21 X*
167 Linked In
693 FB
1,023 IG
1,850 X****
166 Linked In
1,414 FB
2,106 IG
1,842 X****
206 Linked In
B 156,986 FB
22,007 IG
507 Twitter
279 Linked In
227,283 FB
37,926 IG
X**
248 Linked In
344,066 FB
49,474 IG
X****
426 Linked In
***** FB
94,679 IG
X****
574 Liinked In
F
Actively uphold Oakley's Governance Guidelines & Protocols Policy.
Increase Oakley's communication through outward-facing media, social media platforms, and website Consider creating new partnerships that will involve community participation Seek to supplement existing funding sources with State and Federal grants for special projects Reinforce Team Oakley
Goals FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26
100% *** 100% ***
Coordinate updates from local agencies with City Council Engage in Department Cross Training
Accept and Process Passport Applications, Expand Number of Passport Appointments Available, M-Th Process meeting agenda packets and minutes for City Council and Planning Commission Meetings
219
Fiscal Year
2026/27 City Manager Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization City Clerk Performance Indicators
Number of Updates to Council
Number of Systems for Cross Training
Number of Passports Processed
Number of City Council Meetings
Number of Planning Commission Meetings
Information Technology Objectives Fiscal Year 2026/27 A B C D E F
Information Technology Performance Indicators*
Bid vendor contract for new website design
Improve website accessibility by providing alt tags on 100% of photos with implementation of the updated website
Employee satisfaction with IT services
Ensure that 95% of the City’s desktops and laptops have been in service less than six years
Work towards a two-hour minimum response time to helpdesk tickets * Information Technology services were fully contracted prior to FY 2023/24 so performance indicators began in FY 2024/2025. **Survey conducted in July 2025
***Due to a change in process, average 1st response time increased. Alerts have been put in place to ensure greater warning when tickets are not quickly responded to.
Completed in FY
2024/25
Completed in FY
2024/25
**
Complete Complete
F 95% Based on
Employee
Satisfaction Survey
F Average 1st
response time
decreased from
13.3hrs in FY
23/24 to 3hrs in
24/25
***Average 1st
response time
increased from 3
hrs to 3 hrs 43
mins.
F
Upgrade IT services to include new computer systems and more efficient IT response to computer and technical issues to ensure projects can be delivered efficiently
D
D
Website launched
2/12/25
Complete
Goals
D 24 24 24 24
12 Modernize the website to be more user friendly, transparent, functional, and reflective of the City's vision D 6 12 9
FY 2022/23 FY 2023/24
D 778 614 1100 1000
FY 2024/25 FY 2025/26
F 6 6 4
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26
2 13 11 14
Goals
D 8
220
Fiscal Year
2026/27 City Manager Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Economic Development Objectives Fiscal Year 2026/27 A B C D E F
Economic Development Performance Indicators
Percent of businesses that feel that the quality of services provided to businesses by the City exceeds or greatly exceeds their expectations *
Actions undertaken to connect with potential private sector investors and public-private collaborations kick-started.
Local Business Expansion Workshops
*According to the business survey conducted in April 2025 Showcase local businesses through active engagement and outreach FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26
A 300 380 375 380
A 15 9 9 9
Goals
A N/A N/A*
72 % (Excellent or
Good) N/A
Strategically plan and pursue commerce that meets the new service demands of local residents Pursue an economic development strategic plan, including a strategic business outreach plan
221
This page intentionally left blank
222
Fiscal Year
2026/27 Administrative Services Department Organizational Chart Administrative Services
Director
1 F T E
Recreation Manager
1 F T E
FinanceManager
1 F T E
HRManager
1 F T E
Assist Rec Coordinator
1 F T E
Office Assistant
1 F T E
RecCoordinator
1 F T E
Admin Technician
1 F T E
Accounting Technincian
1 F T E
Payroll Specialist
1 F T E
Accountant
1 F T E
Admin Technician
. 5 F T E
2026-2027
223
Fiscal Year
2026/27 Administrative Services Department Detail
The Administrative Services Department serves as a citywide support department for internal and external customers. The department will continuously strive to improve efficiency, remain current with guidelines, best practices, and legal requirements, and proactively work to build a transparent, trustworthy department. The department strives to create a workforce of forwardthinking employees who are customer focused and committed to excellence each day. Honesty and integrity will always be at the forefront and will guide us as we create a safe and welcoming environment for all employees and citizens of the City of Oakley.
Department Divisions
Finance – The Finance Division provides support services citywide, with the goal of transparent and prudent financial management. Department activities include Treasury and Debt Management; Accounting for Payroll; Accounts Payable; General Ledger; Capital Projects and Grant Accounting; Financial Reporting, Budget Development and Management; Long-Term Planning; Purchasing; Billing and Collections; and Risk Management.
Human Resources – The Human Resources Division serves as a citywide support division in employer-employee relations, recruitment and selection, classification and compensation, worker’s compensation management, benefits administration and workforce training and development. The staff are motivated and enthusiastic about contributing to the City, enhancing its quality of service, and providing a welcoming and inclusive environment for all.
Recreation – Recreation focuses on creating community through people, parks and programs. The Recreation Division provides diverse and innovative programming, offering programs and activities to citizens of all ages throughout the year. The programs promote physical health and wellness, improve community image and community pride, and provide opportunities for children, adults and seniors in Oakley. The Recreation Division works in partnership with community organizations, non-profit organizations, and commercial businesses to ensure quality recreation services for Oakley residents.
Department Costs and Revenue
Costs for the Administrative Services Department are primarily funded by the general fund with the remainder recovered through direct charges and overhead costs. The recreation division is also funded through general fund, but also creates revenue based on facility and park rentals and class and program fees.
224
Fiscal Year
2026/27 Administrative Services Department Detail
Proposed Department and Personnel Changes
The Finance and Human Resources Division has shared the position of Administrative Technician. This position is being moved to Human Resources in the current fiscal year and duties will not be shared as in prior years.
225
Fiscal Year
2026/27 Administrative Services Department Detail
2022/23 2023/24 2024/25 2025/26 2026/27
Human Resources Actual Actual Actual Projected Proposed Personnel Services $ 391,613 $ 506,980 $ 377,190 $ 390,101 $ 464,611 Services 222,947 184,022 203,489 223,858 316,655
Supplies 3,128 2,396 18,980 33,500 19,000
Capital Outlay - 719 1,640 2,000 2,000
Total Human Resources $ 617,688 $ 694,118 $ 601,298 $ 649,459 $ 802,266 2022/23 2023/24 2024/25 2025/26 2026/27
Finance Actual Actual Actual Projected Proposed
Personnel Services $ 705,977 $ 722,850 $ 757,437 $ 802,195 $ 767,138 Services 215,704 244,210 271,673 392,814 343,994
Supplies - - 1,627 2,000 2,220
Capital Outlay - 923 - 1,500 -
Total Finance $ 921,681 $ 967,983 $ 1,030,736 $ 1,198,509 $ 1,113,352 2022/23 2023/24 2024/25 2025/26 2026/27
Recreation Actual Actual Actual Projected Proposed
Personnel Services $ 498,073 $ 552,207 $ 611,168 $ 759,088 $ 789,925 Services 219,056 278,392 331,928 463,530 449,126
Supplies 195,481 203,582 194,451 410,315 507,403
Capital Outlay - 176,041 12,000 -
Total Recreation $ 912,609 $ 1,034,181 $ 1,313,589 $ 1,644,934 $ 1,746,454 Total Administative Services $ 2,451,979 $ 2,696,282 $ 2,945,624 $ 3,492,902 $ 3,662,072
226
Fiscal Year
2026/27 Administrative Services Department Detail
POSITION ALLOCATION SUMMARY 2026/2027
Position
FTE
2026/2027
FTE
2025/2026
Change in
FTE
Administrative Services Director 0.40 0.40 -
Human Resources Manager 1.00 1.00 -
Administrative Technician 1.00 0.50 0.50
Total Division 2.40 1.90 0.50
Administrative Services Director 0.40 0.40 -
Finance Manager 1.00 1.00 -
Accountant 1.00 1.00 -
Payroll Specialist 1.00 1.00 -
Accounting Technician 1.00 1.00 -
Administrative Technician - 0.50 (0.50)
Total Division 4.40 4.90 (0.50)
Administrative Services Department
Human Resources
Division
Finance
Division
227
Fiscal Year
2026/27 Administrative Services Department Detail
POSITION ALLOCATION SUMMARY 2026/2027
Position
FTE
2026/2027
FTE
2025/2026
Change in
FTE
Administrative Services Director 0.20 0.20 -
Recreation Manager 1.00 1.00 -
Recreation & Events Coordinator 1.00 1.00 -
Assistant Recreation & Events Coordinator 1.00 1.00 -
Office Assistant 1.00 1.00 -
Senior Recreation Leader 1.90 1.90 -
Recreation Leader/Recreation Aide varies varies -
Total Division 6.10 6.10 -
Total Administrative Services Department 12.90 12.90 -
Recreation
Division
Administrative Services Department
228
Fiscal Year
2026/27 Administrative Services Department Detail
Finance Objectives Fiscal Year 2026/27 A B C D E F
Finance Performance Indicators
Number of agenda items presented by Finance to the City Council** Number of printed payroll checks**
Number of automatically deposited payroll checks**
Number of issued or renewed business licenses*
Percentage of Vendors Paid within 30 days of invoice
Clean Audit Opinion for Fiscal Year Financial Statements Received the CSMFO Excellence Award for Budgets
Received the GFOA ACFR Award for the previous fiscal year * no longer a function in the Finance Department
** changed performance measure to better align with measurable goals Human Resources Objectives Fiscal Year 2026/27 A B C D E F
Continue to actively recruit qualified candidates to enhance Team Oakley Review Medical Insurance Plans to ensure employees are receiving the best service Work to build a transparent, trusting environment where all employees feel safe Review all HR policy to bring in compliance with current practices, guidelines and legal requirements Continue to enhance our employee wellness program
Proactively work to reduce work place injuries
E 90%
E Yes Yes
E Yes Yes
Yes Yes
FY 2024/25 FY 2025/26
90% 93%
E Yes Yes
E, F 2737
A 1710
Yes Yes
Yes Yes
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Complete the full integration of the ERP system across all City modules by the end of FY2027.
Implement the online vendor portal to enable electronic communication and streamlined interactions with vendors.
Complete the implemetation of Developer Deposits to fully integrate the ERP System billing procees Continue developing standardized procedure manuals to promote consistency and improve operational efficiency E, F 20
Provide ongoing training for the Finance team and departments to ensure compliance with current regulations Goals
E, F 20
FY 2022/23 FY 2023/24
229
Fiscal Year
2026/27 Administrative Services Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Human Resources Performance Indicators
Number of full duty work hours lost related to worker's compensation claims Average number of days from interview to hire date-Full Time Sworn Personnel Average number of days from interview to hire date - Full Time Non-Sworn Personnel Percent of Performance Evaluations Completed timely
Number of annual wellness events offered to employees
Recreation Objectives Fiscal Year 2026/27 A B C D E F
Recreation Performance Indicators
Sports Field Rentals
Picnic Area Rentals
Indoor Facility Rentals
Social Media Following (Instagram)
Number of Program Participants*
Number of classes offered
*The significant increase is due to the opening of Studio 55 8025
C 40 56 109 121
C 1461 1814 2452 3534
F 10 21 20
F 34 42 24
F 94% 94% 90%
7484 4795 2006
F 59 58 65
Goals
E
FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26
A, C, D 42064 1956 2681
FY 2022/23 FY2023/24 FY 2024/25 FY 2025/26
144 219 199
Exceed 105 rentals in the Oakley Recreation building
Offer at least 8 different subjects of instructed classes in Studio 55 Exceed 3,750 sports field rentals
Evaluate and develop Studio 55 programs and procedures
A, C, D 142
2853 3333 3720
C 125 109 97 110
Goals
C, D 2778
230
Fiscal Year
2026/27 Community Development Department Organizational Chart Community Development
Director
1 F T E
Senior Planner
1 F T E
Chief Building Official
1 F T E
Associate Planner
1 F T E
Admin Assistant
1 F T E
CodeEnforOfficer
1 F T E
Code Enfor Tech
2 F T E
Building Inspector I
2 F T E
Sr. Permit Tech
1 F T E
Permit Tech
1 F T E
2026-2027
231
Fiscal Year
2026/27 Community Development Department Detail
The Community Development Department (“CDD”) consists of three divisions: Building, Code Enforcement, and Planning.
CDD is responsible for implementing City Council policies related to planning, zoning, code enforcement, building, business licensing, and housing. The Department promotes the community’s quality of life and economic vitality through: land use planning; protection of public health and safety related to development and addressing areas of blight; implementation of the Housing Element to pave the way for affordable housing; and managing the approval and development of residential and nonresidential projects, ensuring that these projects meet established requirements related to public health and safety. CDD also operates the City’s Building Permit Center, which coordinates and streamlines the development review and permitting process among various departments and outside agencies, thereby facilitating economic development and excellent customer service.
Compliance with state regulations related to waste reduction, organics capture and updating codes to comply with updated state laws is managed by the Department Director under what is commonly referred to as AB 939 and SB 1383 compliance.
Department Divisions
Building – The Building Division is responsible for the administration and enforcement of the 2025 California Building Code which includes other major parts such as the California Plumbing Code, California Electrical Code, California Mechanical Code, Energy Code and CALGreen. The Building Division also uses the International Property Maintenance Code to help prevent substandard living conditions. The Building Division provides minimum standards to safeguard public health and welfare, and property, by regulating and controlling the design of structures through plan review, construction of structures through field inspection to monitor quality of materials, use and occupancy, location and maintenance of all buildings and structures within the City of Oakley.
Code Enforcement – The Code Enforcement Division is responsible for ensuring all residential and commercial properties abide by municipal codes applicable to the health, safety, and quality of life for Oakley residents and business owners. This is achieved primarily by managing the property maintenance program and the Residential Rental Inspection Program. These requirements are met through pro-active on-site inspections, responding to citizen complaints, and educating the public through in-house developed community awareness programs. Code Enforcement also assists the Building and Planning Divisions and other City Departments in enforcing different areas of the Municipal Code or conditions of approvals related to specific projects.
At times, Code Enforcement works collaboratively with the Oakley Police Department’s Special Services Team (“SST”) and other agencies on joint inspections and enforcement.
232
Fiscal Year
2026/27 Community Development Department Detail
Planning – The Planning Division provides land use, current and long-range planning, and environmental services, and is responsible for the implementation of policy pertaining to orderly development and balanced, quality growth in the City of Oakley, and keeping up to date with new state laws and mandates related to housing and land use. The Planning Division assists other City Departments in various ways, such as creating and filing CEQA notices and compliance with the East Contra Costa County Habitat Conservation Plan/Natural Communities Conservation Plan (HCP/NCCP). Over the years, the Planning Division has focused its efforts on streamlining the development process. The Division continues to focus on programs that assist the City in economic development and planned growth. Specifically, the Division is continually processing residential, commercial, and light industrial project applications to help facilitate the goals of the City’s General Plan and Strategic Plan 27+.
Department Costs and Revenue
Revenue to operate CDD is derived from the General Fund, Building Permits, and various grants and payment programs.
Costs are related to long range planning, current planning projects, building inspections and code enforcement related expenditures. Specific revenues are comprised of building permit, plan check, inspection, building and code enforcement citations, Residential Rental Inspection Program fees, and code enforcement re-inspection fees. Staff costs associated with processing private development applications are funded 100% by the applicable applicant/developer. State grants related to SB 1383 compliance will run through November 2026. The Department has budgeted for continued compliance of what will become an unfunded mandate mid fiscal year and for years to come.
Proposed Department and Personnel Changes
There are no recommended changes for Fiscal Year 2026/27.
233
Fiscal Year
2026/27 Community Development Department Detail
2022/23 2023/24 2024/25 2025/26 2026/27
Building Actual Actual Actual Projected Proposed
Personnel Services $ 501,966 $ 522,897 $ 671,169 $ 791,885 $ 820,339 Services 378,154 295,460 361,499 396,412 355,014
Supplies 3,348 5,276 8,277 7,600 8,600
Capital Outlay - - 1,500 3,284 300
Total Building $ 883,468 $ 823,633 $ 1,042,444 $ 1,199,181 $ 1,184,253 2022/23 2023/24 2024/25 2025/26 2026/27
Planning Actual Actual Actual Projected Proposed
Personnel Services $ 545,590 $ 488,639 $ 415,303 $ 484,653 $ 515,632 Services 260,585 247,388 269,191 437,004 294,141
Supplies 37 74 402 6,000 6,000
Capital Outlay - - - - 200
Total Planning $ 806,212 $ 736,101 $ 684,896 $ 927,657 $ 815,973 2022/23 2023/24 2024/25 2025/26 2026/27
Code Enforcement Actual Actual Actual Projected Proposed Personnel Services $ 260,983 $ 295,563 $ 460,625 $ 542,324 $ 548,319 Services 38,794 28,040 129,652 201,980 194,636
Supplies 6,127 3,348 3,681 5,500 4,700
Capital Outlay - - 3,724 37,389 200
Total Code Enforcement $ 305,904 $ 326,952 $ 597,682 $ 787,193 $ 747,855 Total Community Develop. $ 1,995,583 $ 1,886,686 $ 2,325,022 $ 2,914,031 $ 2,748,081
234
Fiscal Year
2026/27 Community Development Department Detail
POSITION ALLOCATION SUMMARY 2026/2027
Position
FTE
2026/2027
FTE
2025/2026
Change in
FTE
Community Development Director 0.40 0.40 -
Chief Building Official 0.50 0.50 -
Senior Permit Technician 1.00 1.00 -
Permit Technician 1.00 1.00 -
Building Inspector 2.00 2.00 -
Administrative Assistant 0.40 0.40 -
Total Division 5.30 5.30 -
Community Development Director 0.40 0.40 -
Senior Planner 1.00 1.00 -
Associate Planner 1.00 1.00 -
Administrative Assistant 0.40 0.40 -
Total Division 2.80 2.80 -
Planning
Division
Community Development Department
Building
Division
235
Fiscal Year
2026/27 Community Development Department Detail
POSITION ALLOCATION SUMMARY 2026/2027
Position
FTE
2026/2027
FTE
2025/2026
Change in
FTE
Community Development Director 0.20 0.20 -
Chief Building Official 0.50 0.50 -
Code Enforcement Officer 1.00 1.00 -
Code Enforcement Technician 2.00 2.00 -
Administrative Assistant 0.20 0.20 -
Total Division 3.90 3.90 -
Total Community Development Department 12.00 12.00 -
Code Enforcement
Division
Community Development Department
236
Fiscal Year
2026/27 Community Development Department Detail
Building Objectives Fiscal Year 2026/27 A B C D E F
Building Performance Indicators
Total Number of Building Permits Issued
Total Number of Single-Family Dwelling Permits Issued
Planning Objectives Fiscal Year 2026/27 A B C D E F
Planning Performance Indicators
Home Business Permits Processed
Planning projects presented to City Council and Planning Commission FY 2023/24 FY 2024/25* FY 2025/26**
FY 2022/23 FY 2023/24 FY 2024/25* FY 2025/26**
Provide superior responsiveness for Inspection Requests.
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Develop uniform process for Building and Code Enforcement to respond to substandard housing complaints Develop a workplan to create and adopt a Climate Action Plan (CAP adopted) Improve electronic permit processes to improve efficiencies, optimize customer experiences (EPL to go-live Summer of 2026)
Increase outreach and education efforts for Disabled Accessibility (CASp Program) (Working on potential local business grant program)
Increase education and enforcement of the new California Building Standards Code to protect public safety Goals
A, B 2,163
FY 2022/23
1,410 1,684
A, B 136 94 85 142
1,791
Implement the 6th Cycle Oakley Housing Element (2023-2031) and facilitate the development of Affordable Housing (Housing Element Rezone complete)
Improve outreach & education efforts for Business License and Home Based Business Permitting Provide superior responsiveness for Plan Reviews
Goals
A 93 93 72 104
A, D, E 34 45 19 33
237
Fiscal Year
2026/27 Community Development Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Code Enforcement Objectives Fiscal Year 2026/27 A B C D E F
Code Enforcement Performance Indicators
Residential Rental Inspection Program (RRIP) Registrations Total Code Enforcement Cases Opened
Total Property Maintenance Cases
Code Enforcement Action that led to Building Permits being Issued Cases addressing lack of Garbage Service
Cases addressing Illegal Fireworks
* Through April 8, 2025
** April 29, 2025 through April 28, 2026
FY 2023/24 FY 2024/25* FY 2025/26**
Develop uniform process for Building and Code Enforcement to respond to substandard housing complaints Improve the Residential Rental Property Inspection Program compliance rate Continue to work with MDRR to ensure compliance with State Requirements for Recycling, Solid & Organic Waste Goals
A, B 1,288
FY 2022/23
1,516 1,507
A, B 2,436 2,982 2,373
A, B 522 731 397
A, B 36 90 40
B 45 24 9
B 1 6 15
3,014
1,443
42 896
8 15
238
Fiscal Year
2026/27 Police Department Organizational Chart
Chief of Police
1 F T E
Operations Lieutenant
1 F T E
Patrol Officers
20 F T E
K9Officer
1 F T E
Sergeant
5 F T E
School ResourceOff
2 F T E
SSTOfficers
2 F T E
Detectives
4 F T E
Sergeant
2 F T E
Traffic Officers
3 F T E
Comm Serv Officer
. 4 7 5 F T E
Comm Serv Officer
2 F T E
Support Serv Lieutenant
1 F T E
Police Records Assist
2 F T E
Prop & Evid Tech
1 F T E
Records Supervisor
1 F T E
Admin Technician
1 F T E
Fleet Service Assistant
1 F T E
2026-2027
239
Fiscal Year
2026/27 Police Department Detail
The Oakley Police Department exists to enforce the various laws impacting the quality of life for our residents and business owners. Additionally, the Oakley Police Department strives to protect others from harm, maintain peace and restore order, keep an upper hand over the criminal element, safeguard City interests and build community relations. The Oakley Police Department maintains the functions of: Administration, Patrol, Investigations, Canine Patrol Team, Traffic Enforcement, Special Enforcement, School Resource Officer, Records, and Property and Evidence Management. The Oakley Police Department strives to remain current with standards via training. The Oakley Police Department is committed to serving the community of Oakley and keeping our core values of Honor, Courage, and Pride at the forefront of everything we do.
Department Divisions
Sworn – The sworn members of the Oakley Police Department perform the traditional uniformed police patrol roles, as well as the investigative roles that are required to move criminal cases through the criminal justice system. Our traffic officers are committed to keeping our roadways safe via education and enforcement efforts. The officers assigned to the Special Services Team are tasked with staying on top of quality-of-life issues and our School Resource Officer provides law-enforcement services to our middle school and high school students.
Non-Sworn – The non-sworn members of the Oakley Police Department act as the vitally needed support elements required in a police department. Our Records crew processes public records requests, subpoenas, tracks statistics and provides customer service in our front lobby. Our Police Services Assistants act as a force multiplier by taking lower-level reports, processing & maintaining evidence, taking care of our fleet needs and making sure sexually based crime offenders are properly registered and monitored.
Department Costs and Revenue
Costs for the Oakley Police Department are primarily funded by the general fund. Some operating costs of the Oakley Police Department are offset via the collection of P-6 special tax, a special revenue that was created for the purpose of funding police services. The collection of P-6 special taxes goes into a special revenue fund and then transferred into the general fund to help fund Police Services.
240
Fiscal Year
2026/27 Police Department Detail
Proposed Department and Personnel Changes
There are no proposed changes for Fiscal Year 2026/27.
241
Fiscal Year
2026/27 Police Department Detail
2022/23 2023/24 2024/25 2025/26 2026/27
Police Sworn Actual Actual Actual Projected Proposed
Personnel Services $ 8,246,125 $ 9,350,124 $ 8,863,046 $ 10,218,668 $ 10,460,589 Services 3,276,167 3,567,570 4,102,482 4,945,617 4,587,917 Supplies 289,409 340,792 317,790 419,300 445,800
Capital Outlay 155,679 229,890 38,371 256,600 8,000
Total Police $ 11,967,380 $ 13,488,375 $ 13,321,691 $ 15,840,185 $ 15,502,305 2022/23 2023/24 2024/25 2025/26 2026/27
Police Non-Sworn Actual Actual Actual Projected Proposed Personnel Services $ - $ - $ 901,534 $ 877,938 $ 908,697 Services - - 1,423 277,058 249,521
Supplies - - - - -
Capital Outlay - - - - -
Total Police $ - $ - $ 902,957 $ 1,154,996 $ 1,158,218
Total Police $ 11,967,380 $ 13,488,375 $ 14,224,647 $ 16,995,182 $ 16,660,523
242
Fiscal Year
2026/27 Police Department Detail
POSITION ALLOCATION SUMMARY 2026/2027
Position
FTE
2026/2027
FTE
2025/2026
Change in
FTE
Police Chief 1.00 1.00 -
Lieutenant 2.00 2.00 -
Sergeant 7.00 7.00 -
Police Officer 32.00 32.00 -
Total Division 42.00 42.00 -
Police Services Assistant - 3.48 (3.48)
Community Service Officer 2.48 - 2.48
Fleet Service Assistant 1.00 - 1.00
Property & Evidence Technician 1.00 1.00 -
Records Supervisor 1.00 1.00 -
Police Records Assistant 2.00 2.00 -
Administrative Technician 1.00 1.00 -
Total Division 8.48 8.48 -
Total Police Department 50.48 50.48 -
Police Department
Sworn
Division
Non-Sworn & Records
Division
243
Fiscal Year
2026/27 Police Department Detail
Sworn Objectives Fiscal Year 2026/27 A B C D E F
Sworn Performance Indicators
Homicide
Rape
Robbery
Assault
Burglary
Larceny
Motor Vehicle Theft
Written Reports
Arrests
Investigate the feasibility of partnering with transit agencies to increase our visibility and safety A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Ensure new employees are receiving the proper amount of OPD core course training Encourage community events involving the police department in non police related environments Exercise the skills of in-house instructors, which will save funding over the long run Successfully see academy recruits become trained police officers Maintain the Traffic Enforcement Unit and direct those officers to focus on traffic collision prone locations Identify areas with higher than normal quality of life complaints/issues and deploy SST/patrol resources Goals
D 2
2022
2 0 0
D 9 4 8 13
D 171 241 220 248
D 10 23 11 8
D 330 333 286 221
D 71 89 46 68
D 115 147 122 73
D 453 460 462 532
D 2748 2682 2612 2532
2023 2024 2025
244
Fiscal Year
2026/27 Police Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Non-Sworn Objectives Fiscal Year 2026/27 A B C D E F
Non-Sworn Performance Indicators FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 Number of PRA's processed
Number of sex/arson/gang registrants processed/tracked
Number of callouts to scenes in the field
Number of stolen vehicles recovered
Number of cases presented to the District Attorney's Office B
Find suitable storage solutions for evidence during a planned remodel Purge evidence that is no longer required to be retained Make sure non-sworn drone pilotes receive adequate on-going training Hire and train a patrol Community Service Officer and a Fleet service person Goals
B 87 45
15 75
1862 2035
B 425 680
B 42 10
B
245
This page intentionally left blank
246
Fiscal Year
2026/27 Public Works Department Organizational Chart
Public Works DirectorCity Engineer
1 F T E
PW Maint Manager
1 F T E
Sr. Civil Engineer
1 F T E
Admin Supervisor
1 F T E
PW Main Foreman
3 F T E
PWMain Worker
6 F T E
PWMaint Supervisor
0 F T E
Custodian
2 F T E
Park Ranger
1 F T E
PWInspector
1 F T E
Assistant Engineer
1 F T E
Admin Assistant
1 F T E
Park Ranger
1 F T E
2026-2027
Project Manager
1 F T E
PW Inspector
1 F T E
247
Fiscal Year
2026/27 Public Works Department Detail
The mission of the Public Works Department is to steward Oakley’s infrastructure and provide street, drainage, traffic signal, facility, parks, and landscape maintenance through a combination of internal staff and outside contractors. The Department also administers design, construction inspection, and contract management for Capital Improvement Projects within the City. The Department also implements the City’s Clean Water Program to ensure compliance with current NPDES requirements and permits; processes the plan reviews and inspects private development project grading and infrastructure improvements for compliance with City standards.
Public Works Department Divisions
Engineering – Engineering staff will supply technical services to assist with various City activities, ranging from design and construction of public works projects, to addressing requests and questions raised by the general public and officials. Also, Engineering staff, in collaboration with the City Planning and Economic Development Team, review and process various private development projects, from residential subdivisions to commercial building projects.
Facilities – The City currently owns and manages multiple facilities, and the maintenance and operations of these facilities are under the Public Works Department to better align the service needs with maintenance resources that are available and managed by the Public Works Department.
Parks – The City currently maintains 38 public parks. The City supplements the Oakley Union Elementary School District financially for the maintenance of their fields and City maintains two playgrounds at Vintage Parkway School and O’Hara Park Middle School. In addition, the City maintains thousands of square feet of public right of way landscaping, street median landscaping, and public trail corridors. The City’s park and landscape maintenance staff, and outside maintenance contract resources provide landscape maintenance services for the City. The Parks Division staff work diligently every day to provide the best quality of maintenance services for the City’s Parks and Landscaped medians and pathways.
Streets – Routine maintenance is necessary to keep the City’s road network operating in a safe and efficient manner. This includes pavement maintenance activities such as pothole patching, crack sealing, shoulder repair, signing and striping repair and replacement, and keeping the roadways free of obstructions via street sweeping and debris cleanup. As a supplement to the regular patrols of the maintenance staff, public works staff will field and investigate citizen requests to determine corrective action for conditions that may not be known or readily apparent. Since surface treatment projects like pavement overlays or
248
Fiscal Year
2026/27 Public Works Department Detail
slurry seals tend to be extensive in nature, they are recognized as a Capital Improvement, and not included in this maintenance element. The City uses on call maintenance service contractors to supplement City maintenance staff in performing various large maintenance services (i.e., pavement repair and patching, curb, gutter and sidewalk repair, striping, guard rail repair, etc.) The City’s maintenance staff will utilize these contract services to supplement in-house resources to better provide maintenance services for the community in a proactive way.
The overall goal of the above referenced programs is to improve and enhance the quality of all City infrastructure, and in turn, the quality of life for the residents of Oakley.
Department Costs and Revenue
The Public Works budget relies on funds from a variety of sources, many of which restrict expenditures to specific categories.
Gas Tax, Senate Bill (SB) No. 1 Transportation, Measure J which are all restricted in one way or another to street maintenance and safety.
Storm Water Utility Assessments, Streetlight Assessments, and Park Assessments, some which are citywide while others are specific to an assessment zone.
Impact fees which include Traffic Impact Fees, Park Impact Fees, and Public Facilities Impact Fee which are spent on capital project specific to the impact fee.
Numerous Lighting and Landscape Assessments help to fund the cost of lighting and landscaping within each specific zone.
Numerous Community Facilities District Assessments help to fund the cost of lighting, landscaping, and parks within each specific zone.
Staff will continue to seek for grant funding opportunities and submit applications when proposed project goals align with grant objectives.
249
Fiscal Year
2026/27 Public Works Department Detail
Proposed Department and Personnel Changes
The FY 2026/27 budget includes a Senior Civil Engineer to replace the Engineering Manager position. The total number of staff remains the same for this department.
250
Fiscal Year
2026/27 Public Works Department Detail
2022/23 2023/24 2024/25 2025/26 2026/27
Engineering Actual Actual Actual Projected Proposed
Personnel Services $ 1,001,812 $ 1,037,263 $ 973,658 $ 1,252,182 $ 1,167,721 Services 1,242,479 1,052,908 1,245,807 1,294,346 1,269,633 Supplies 7,975 7,325 7,795 11,500 12,500
Capital Outlay 2,211 16,049 102,691 8,760 18,000
Total Engineering $ 2,254,478 $ 2,113,545 $ 2,329,952 $ 2,566,787 $ 2,467,854 2022/23 2023/24 2024/25 2025/26 2026/27
Streets Actual Actual Actual Projected Proposed
Personnel Services $ 245,930 $ 242,343 $ 317,842 $ 340,521 $ 352,189 Services 195,141 292,992 253,901 361,911 380,396
Supplies 7,627 12,539 9,258 10,000 24,000
Capital Outlay 415,404 24,500 86,631 59,814 21,000
Total Streets $ 864,102 $ 572,374 $ 667,632 $ 772,246 $ 777,585 2022/23 2023/24 2024/25 2025/26 2026/27
Facilities Actual Actual Actual Projected Proposed
Personnel Services $ 177,308 $ 245,733 $ 355,427 $ - $ - Services 308,597 357,578 478,621 - -
Supplies 26,634 41,885 32,306 - -
Capital Outlay - 42,380 8,917 - -
Total Facilities $ 512,539 $ 687,576 $ 875,272 $ - $ -
2022/23 2023/24 2024/25 2025/26 2026/27
Parks Actual Actual Actual Projected Proposed
Personnel Services $ 695,702 $ 901,838 $ 901,698 $ 1,004,934 $ 997,025 Services 808,107 217,373 255,714 428,104 334,893
Supplies 33,302 36,299 34,948 42,000 46,000
Capital Outlay - 108,460 15,884 5,760 6,000
Total Parks $ 1,537,110 $ 1,263,970 $ 1,208,243 $ 1,480,798 $ 1,383,918 Total Public Works $ 5,168,229 $ 4,637,465 $ 5,081,099 $ 4,819,832 $ 4,629,357
251
Fiscal Year
2026/27 Public Works Department Detail
POSITION ALLOCATION SUMMARY 2026/2027
Position
FTE
2026/2027
FTE
2025/2026
Change in
FTE
Public Works Director/City Engineer 1.00 1.00 -
Engineering Manager - 1.00 (1.00)
Senior Civil Engineer 1.00 - 1.00
Project Manager 1.00 1.00 -
Public Works Inspector 1.00 1.00 -
Assistant Engineer 1.00 1.00 -
Administrative Supervisor 1.00 1.00 -
Administrative Assistant 0.50 0.50 -
Total Division 6.50 6.50 -
Public Works Manager 0.30 0.30 -
Public Works Maintenance Foreman 1.00 1.00 -
Custodian 2.00 2.00 -
Total Division 3.30 3.30 -
Public Works Department
Engineering
Division
Facilities
Division
252
Fiscal Year
2026/27 Public Works Department Detail
POSITION ALLOCATION SUMMARY 2026/2027
Position
FTE
2026/2027
FTE
2025/2026
Change in
FTE
Public Works Manager 0.35 0.35 -
Public Works Foreman 1.00 1.00 -
Park Ranger 1.00 1.00 -
Public Works Maintenance Worker 5.00 5.00 -
Administrative Assistant 0.50 0.50 -
Total Division 7.85 7.85 -
Public Works Manager 0.35 0.35 -
Public Works Foreman 1.00 1.00 -
Public Works Maintenance Worker 1.00 1.00 -
Total Division 2.35 2.35 -
Total Public Works Department 20.00 20.00 -
Parks
Division Streets Division
Public Works Department
253
Fiscal Year
2026/27 Public Works Department Detail
Engineering Objectives Fiscal Year 2026/27 A B C D E F
Engineering Performance Indicators FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 Number of traffic calming requests processed
Number of encroachment permits processed
Number of transportation permits processed
Number of CIP projects completed
Number of Electric Vehicle Charging Stations
Total kWh used by Electric Vehicle Chargers
Construct the City Hall Police Department Remodel CIP # 343 Begin construction of the Oakley Library and Community Center Project CIP # 318 Continue construction of Enrico Cinquini Park CIP # 281 Continue construction of Dal Porto Ranch Park
D 153
F 2,350
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Complete construction of East Cypress Road Widening (Knightsen Avenue to Jersey Island Road) Project CIP # 247 Complete construction of East Cypress Road Widening at CCWD Canal Crossing Project CIP # 310 Continue the construction of East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project CIP # 302 3 4
D 153 257 294 201
Construct the Main Street and Rose Avenue Signalization Project CIP # 211 Complete construction of Delta Pointe Plaza
Goals
B 3 2
Construct the Main Street and Delta Road Signalzation Project CIP # 268 Begin the design of the Laurel Road Extension Project CIP # 273 Complete the design and construct the Marsh Creek Glen Park Renovation Project CIP # 306 Continue the design of the Main Street Widening Project North of Laurel Road CIP # 316 Construct the widening of O'Hara Avenue Widening near Grapevine Lane CIP # 320 Construct the Accessible Parthway at Laurel Ballfields CIP # 341 306 250 166
B 14 17 6 14
F 3 10 19 19
10,522 14,551 21,515
254
Fiscal Year
2026/27 Public Works Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Facilities Objectives Fiscal Year 2026/27 A B C D E F
Facilities Performance Indicators FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 Number of facility service requests processed
Parks Objectives Fiscal Year 2026/27 A B C D E F
Parks Performance Indicators FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 Number of acres of City parks, open space, and landscaped zones maintained Number of park service requests received and processed
Number of Trees Planted
Number of Trees Pruned
Goals
Develop Park Interpretive Programs
Complete construction of Enrico Cinquini Park Project CIP # 281 Complete a Tree Inventory utilizing our internal GIS
Maintain and Enhance the City’s Park Infrastructure
C 217 224 293 499
C 30 60 1046 1484
C 400 425 550 65
C 800
486 451 586
Create a cohesive Facility Team for all custodial and facility maintenance services Continue to find opportunities to improve building energy efficiency Goals
Create tracking system for compliance with County and State regulations and permits Proactively maintain facility equipment and systems to reduce equipment failures and downtime and extending Facility Asset Lifespans
Participate in training for the new Tyler software for Public Works Facility Work Order Processes 647 1396 1879
255
Fiscal Year
2026/27 Public Works Department Detail
A Community & Economic Development B Community Health & Safety C Parks & Open Space D Community & Collaborative Partnerships E Finance & Fiscal Responsibility F Sustainable Organization Streets Fiscal Year 2026/27 A B C D E F
Streets Performance Indicators FY 2022/23 FY 2023/24 FY 2024/25 FY 2025/26 Total number of street miles swept
Total number of storm water inlets inspected
Number of miles of street resurfaced
Number of street light malfunction service requests processed Square Feet of Sidewalk replaced
Number of New Street Lights installed
Removal of debris from Right-of Way within 24 hours of reporting Performed remediation of lifted sidewalk to eliminate trip and fall hazard within 24 hours 6563
B 4329 4329 4436 4906
Goals
B 6066 5651 6263
B 2 6.5 0 2
B 177 273 326 248
B 4735 4374 4179 3083
B 23 79 107 203
256
Fiscal Year
2026/27 Animal Control Detail
The City contracts with Contra Costa County for Animal Control Services.
Department Divisions
Animal Control – Animal Control services patrol the City’s streets and respond to public health and safety calls concerning animals in the City. The County Animal Services Department provides the service and access to its animal shelter facility in Martinez.
Department Costs and Revenue
The Costs are funded entirely by General Fund Revenues. All Staffing is provided by the County, and we are charged at an annual per capita rate.
Proposed Department and Personnel Changes
Animal Control expenditures are reported in the non-departmental financial tables.
257
This page intentionally left blank
258
Fiscal Year
2026/27 Non-Departmental Detail
All non-departmental costs are part of the overall costs for the City and not related to one specific department. These costs are allocated to each department based on the department’s share of salary expenses. The budget includes central services, supplies, and utilities as well as the general fund contingency per policy.
Department Divisions
There are no divisions in this unit.
Department Costs and Revenue
The objectives related to the non-departmental budget are to monitor and manage citywide costs. The budget is managed by the City Manager and Administrative Services Director.
Proposed Department and Personnel Changes
There are no changes proposed for FY 2026/27.
259
Fiscal Year
2026/27 Non-Departmental Detail
2022/23 2023/24 2024/25 2025/26 2026/27
Non-Departmental Actual Actual Actual Projected Proposed Personnel Services $ 826,692 $ 696,458 $ 1,035,121 $ 1,004,720 $ 1,089,885 Animal Control $ 341,873 $ 394,020 $ 491,325 $ 546,510 $ 629,709 Services (1,519,884) (1,619,365) (1,752,596) (1,232,023) (1,076,908) Supplies 56,216 56,393 29,629 36,000 40,500
Capital Outlay - 15,973 33,919 3,634 -
Transfers Out 9,577,974 2,290,323 14,288,200 6,364,728 9,636,967 Total Non-Departmental $ 9,282,871 $ 1,833,802 $ 14,125,597 $ 6,723,569 $ 10,320,153 Total Non-Departmental $ 9,282,871 $ 1,833,802 $ 14,125,597 $ 6,723,569 $ 10,320,153
260
Fiscal Year
2026/27 Transfers
Staff proposes the following transfers from the General Fund to Other Funds in Fiscal Year 2026/27.
261
This page intentionally left blank
262
Fiscal Year
2026/27 Capital Outlay and Land Acquisitions
There are no appropriations anticipated for Fiscal Year 2026/27.
263
This page intentionally left blank
264
Fiscal Year
2026/27
Special Revenue Funds
Creekside Park Restoration Grant
This grant from the Delta Conservancy has the purpose of developing plans to restore 775 linear feet of Marsh Creek to provide habitat for native fish and wildlife. Various partners will be participating in the analysis including American Rivers, Inc., Contra Costa Flood District, and the adjacent property owner/developer.
265
This page intentionally left blank
266
Fiscal Year
2026/27
Special Revenue Funds
American Rescue Plan Act Grant
The American Rescue Plan Act of 2021 (ARPA) is a $1.9 trillion Coronavirus rescue package designed to facilitate the United States’ recovery from the devastating economic and health effects of the COVID-19 pandemic. The nearly $2 trillion price tag makes this economic rescue legislation one of the most expensive in U.S. history.
The City of Oakley received $10,177,190 of ARPA funding. As a result of legislation referred to as the Final Rule, the City of Oakley was allowed to claim $10 million of those funds as an economic loss and that $10 million can be used to provide government services. The remaining $177,190 was claimed by the City as a partial-reimbursement for special COVID-19 sick leave that the City’s General Fund paid out to employees during the Pandemic.
The grant requires that all ARPA funding be spent by December 31, 2026 and must be allocated no later than December 31, 2024.
Revenue in the table below is from Deferred Revenue and no additional revenue expected in the fund.
267
This page intentionally left blank
268
Fiscal Year
2026/27
Special Revenue Funds
Downtown Revitalization Fund
The City has developed an economic development revolving loan program. This fund was created so that the funding of the program, and ultimately the accounting for its activities, can be tracked and reported on separately. Uses for loans will be made as approved by the City Council, pursuant to the program parameters. Several years ago, the City received the transfer from the Oakley Redevelopment Successor Agency, the properties designated for “government use” and for “future development.” In order to track the rents and services related to these properties they are included in this fund and the name of the fund was changed from Economic Development Revolving Loan Program to Downtown Revitalization Fund to more accurately describe the activities tracked in this fund. In more recent years some of the rental properties have been sold and therefore, you will see a reduction in activity in this fund.
269
This page intentionally left blank
270
Fiscal Year
2026/27
Special Revenue Funds
Sports Field Maintenance
The Sports Field Maintenance Fund is a special fund established first in Fiscal Year 2014/15. Recognizing that organized sports field usage results in the need for more intensive upkeep and maintenance, the fund is used to account separately for the collection of fees from the ball field rentals (revenue) and expenditure of funds for an on-going maintenance program of the facilities. The funds are used for annual field renovation costs, equipment repair and replacement, supplies, and for the cost associated with staff time including contracts.
271
This page intentionally left blank
272
Fiscal Year
2026/27
Special Revenue Funds
Storm Water Fund
The City accounts for its storm water program activities in a separate fund. The City has an agreement with Contra Costa Flood Control and Water Conservations District to receive funding for the National Pollutant Discharge Elimination System Program and Drainage System Maintenance activities. The City also has assessments specific to storm water that creates revenue each year. With storm water mandates continuing to increase without a revenue source to fund these mandates, staff has proposed a transfer from the general fund this fiscal year to help fund rising expenditures.
273
This page intentionally left blank
274
Fiscal Year
2026/27
Special Revenue Funds
Developer Deposits Fund
The City has a separate fund to account for developer deposits and related development application processing costs. The revenues are earned only as work is performed, and costs are incurred. All deposits that are unused in the application review processes are returned to the applicant when the review is completed.
275
This page intentionally left blank
276
Fiscal Year
2026/27
Special Revenue Funds
Special Community Projects
This fund was established in FY 2024/25 as a means to continue to track special community project funding that was originally tracked utilizing the American Rescue Plan Act Grant (ARPA). As ARPA has been 100% allocated this fund will continue to provide the reader with the allocation and updates on these special projects.
277
This page intentionally left blank
278
Fiscal Year
2026/27
Special Revenue Funds
Road Maintenance Funds
Gas Tax Fund: Gas Tax is used to account for the City’s share of local gas tax revenues and congestion management funds received from the State. These revenues are for research, planning, construction, improvement, maintenance, and operation of public streets and highways (and their related public facilities for non-motorized traffic), including the mitigation of their environmental effects, the payment for property taken or damaged for such purposes, and the administrative costs necessarily incurred in the foregoing purposes. The City uses them for local roadway maintenance, roadway projects, and to subsidize the Street Lighting Fund when required.
Road Maintenance and Rehabilitation Fund: Road Maintenance and Rehabilitation is used to account for the City’s share of SB1 revenues received from the State. These revenues are an ongoing revenue source for the purpose of addressing deferred maintenance on the local streets and roads. The City uses them for local roadway maintenance and rehabilitation projects.
Measure J Fund: Measure J is used to account for the City’s share of the voter-approved 1/2% sales tax for transportation projects. Measure J was passed by the voters as a successor tax to Measure C. Both are restricted to the same uses as Gas Tax revenues but can also be applied to transit improvement and operations, growth management planning and compliance, pedestrian and bicycle trail construction/maintenance/operations, parking facility development, and transportation efficiency program development and operations (ridesharing, etc.). The City uses its Measure J tax revenues for local roadway maintenance and roadway projects.
Street Maintenance and Rehabilitation Fund: This was first established as a reserve fund with an intent to establish funding for ongoing routine maintenance. It was a place to save funds for more significant future maintenance projects, and to be a reserve for funding unexpected projects or higher than planned project costs on critical maintenance projects. In Fiscal Year 2021/22, it was determined that the reserve fund was not working as intended as the need to use the funds on current projects was prioritized over the need to save for the future. The fund was renamed to rehabilitation with an emphasis on expending the necessary dollars to maintain and rehabilitate city streets as needed each year. The City has made a commitment to contribute at least $2 million per year, with an annual increase of 4%, to maintain its streets on a prioritized basis. In FY 2026/27 the Fund Balance Reserve Policy will cap this contribution in the 10-year plan at $3 million, leaving the option for more if it is determined necessary by the City Council. Details of funding allocations can be found in the capital improvement plan.
279
Fiscal Year
2026/27
Special Revenue Funds
Road Maintenance Funds
280
Fiscal Year
2026/27
Special Revenue Funds
Road Maintenance Funds
281
Fiscal Year
2026/27
Special Revenue Funds
Road Maintenance Funds
282
Fiscal Year
2026/27
Special Revenue Funds
Road Maintenance Funds
283
This page intentionally left blank
284
Fiscal Year
2026/27
Special Revenue Funds
Police Services Funds
The City has several funds that are specific to police services and can only be spent on items directly related to police services.
P-6 Police Services: The largest of these funds is the police services special tax assessment, also known as P-6, and is collected in order to fund police services for the city. A map of tax zones is included here for your reference.
Supplemental Law Enforcement Services: In1996 legislation adopted AB 3229 which is funding to local governments for front-line law enforcement activities. These grant funds supplement funding currently available for public safety including personnel, equipment, and programs.
Office of Traffic Safety Grant: When awarded an Office of Traffic Safety police grant is used as a one-time grant to fund traffic safety programs such as DUI checkpoints. Depending on the grant year, it can also be used to fund equipment as well as bike and pedestrian safety. This grant is not received every year.
Officer Wellness and Mental Health Grant: This is one time money received to be used on officer wellness and mental health.
It is accounted for in a separate fund to ensure funding is being accounted for correctly.
285
Fiscal Year
2026/27
Special Revenue Funds
Police Services Funds
286
Fiscal Year
2026/27
Special Revenue Funds
Police Services Funds
287
Fiscal Year
2026/27
Special Revenue Funds
Police Services Funds
288
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
The City has Lighting and Landscaping District within three zones:
Zone 1 – Fund 132 Community Parks: This zone is citywide and is used to maintain the larger City parks of more than three acres.
It is funded primarily by assessments.
Zone 2 – Fund 133 Street Lighting: This zone provides street lighting for the entire City. It is funded primarily by assessments but does not generate sufficient revenues to be self-supporting. The Gas Tax Fund has been and is expected to continue to subsidize its operations. The subsidy continues to fluctuate and is anticipated to remain $200,000 for this fiscal year.
Zone 3 – Funds 170-195 Neighborhood Parks (made up of 26 sub-zones): This zone maintains the City’s smaller neighborhood parks. Each sub-zone generally represents a park or neighborhood with several parks and/or roadways. landscaping. Each sub-zone is funded by assessments. Several Park Zones do not have sufficient revenues to fully fund their Capital Asset Lifecycle Replacement Reserves per City Policy. The Capital Asset Lifecycle Replacement Program establishes reserves necessary to ensure funds for asset replacements and remediation projects are available when needed. These reserves are used primarily to pay for longer- term replacement or remediation activities, periodic tree pruning and streetscape replacements. Nineteen of the City’s twenty-six zones were formed by the County prior to incorporation, and most do not have sufficient annual revenues to both operate and fund an appropriate contribution to their replacement reserves. While no existing critical need is going unaddressed at present, staff continues to work to find ways to ensure these long-term future needs are met. Below are a series of tables showing the revenues and expenditures for each fund.
289
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
290
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
291
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
292
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
293
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
294
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
295
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
296
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
297
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
298
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
299
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
300
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
301
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
302
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
303
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
304
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
305
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
306
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
307
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
308
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
309
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
310
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
311
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
312
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
313
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
314
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
315
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
316
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
317
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
318
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
319
Fiscal Year
2026/27
Special Revenue Funds
Lighting and Landscaping District Funds
320
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
The City has several Community Facilities Districts:
CFD #1 – Fund 420 Cypress Grove: In October 2005, the City formed CFD #1 (Cypress Grove) to account for drainage maintenance activities in this new development. This was the first such district formed in the City and serves as a model for future developments. These activities are funded entirely by assessments to property owners.
Community Facilities District # 2015-1 – Funds 405-407 Emerson Ranch: The City of Oakley formed Community Facilities District No. 2015-1 (Emerson Ranch Maintenance) (“CFD”) on January 13, 2015. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services. In FY 2020/2021, these districts were split into individual funds to better track revenues and expenditures.
Community Facilities District # 2015-2 – Fund 403-441: The City of Oakley formed Community Facilities District No. 2015-2 (Parks, Street Light, Landscape and Stormwater Services) (“CFD”) on January 12, 2016. Each year the City levies a special tax on parcels within the CFD to augment their financial impact to the City’s services budget for regional, community and neighborhood parks, street lighting, neighborhood landscaping and stormwater services. In FY 2020/21 this district was split into individual funds to better track revenues and expenditures. Each year, we continue to form new district zones within the 2015-2 District as development continues.
Community Facilities District # 2018-1 – Fund 404 Fire Protection: The City of Oakley formed Community Facilities District No. 2018-1 (Fire Protection) (“CFD”) in September of 2018. The City of Oakley has a separate fund to account for the CFD revenues and expenditures. Each year the City levies a special tax on parcels within the CFD to augment financial impacts. All revenues received, excluding administrative costs, are paid to the fire district to offset fire protection expenses.
Community Facilities District # 2020-1 – Fund 427 Contra Costa Logistics Center: The City of Oakley formed Community Facilities District No. 2020-1 in June of 2020. The CFD was created to provide a financing mechanism to fund police protection services and the maintenance, including servicing, repair, and replacement of City infrastructure such as community parks, streetlighting, localized landscaping, and stormwater facilities. The CFD was formed with parcels encompassing the planned Contra Costa Logistics Center located north of Main Street and East of Bridgehead Road as the boundaries of the CFD.
321
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
Community Facilities District # 2022-2 – Summer Lake North Fund 433 & 442: The City of Oakley formed Community Facilities District No 2022-2 in November of 2022. The CFD was created to provide a financing mechanism to fund the maintenance, including servicing, repair, and replacement of City infrastructure such as regional parks, community parks, neighborhood parks, streetlighting, landscaping, neighborhood parks, and stormwater facilities, and Reclamation District 799 (“RD 799”) infrastructure such as levees, drainage pump stations, and other storm drainage improvements. The CFD was formed with the Summer Lake North development, located north of East Cypress Road, east of Bethel Island Road, and south and west of Sandmound Boulevard, as the boundaries of the CFD. All revenues received, excluding administrative costs, are paid to the reclamation district.
322
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
323
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
324
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
325
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
326
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
327
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
328
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
329
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
330
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
331
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
332
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
333
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
334
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
335
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
336
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
337
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
338
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
339
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
340
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
341
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
342
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
343
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
344
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
345
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
346
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
347
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
348
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
349
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
350
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
351
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
352
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
353
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
354
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
355
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
356
Fiscal Year
2026/27
Special Revenue Funds
Community Facilities District Funds
357
This page intentionally left blank
358
Fiscal Year
2026/27 Debt Service Fund
Debt Service Funds are where we account for the principal, interest, and administrative costs associated with the City’s debt.
The Finance Division ensures the City complies with financial reporting requirements and interfaces with contracted administrators, trustees, bond counsel, rating agencies and others in meeting the agency’s bond covenants. The City contracts with NBS Financial as its dissemination agent and U.S. Bank as the trustee and fiscal agent.
The City currently has one debt outstanding:
• On December 1, 2016, the Oakley Public Financing Authority issued the 2016 Lease Revenue Bonds in the principal amount of $10,025,000 to: (i) refinance the outstanding 2006 Certificates of Participation together with related lease payment obligations, (ii) obtain additional funds to finance the construction of a community center and related facilities (the “2016 Project”), (iii) pay the premium of a debt service reserve policy for the Bonds and (iv) pay the costs of issuing the Bonds, including the premium for the Policy. Principal is payable annually and the interest is payable semi-annually through 2041. The 2006 Certificates of Participation were called on January 14, 2017.
359
Fiscal Year
2026/27 Debt Service Fund
360
Fiscal Year
2026/27 Internal Service Funds
The City’s Internal Service Funds are used to establish reserves for equipment replacement, vehicle maintenance and replacement, and for capital facilities maintenance and replacement.
Fleet Internal Service Fund – Fund 701: Charges departments for their share of the costs related to the maintenance and replacement of their respective vehicles. In the Fiscal Year 2026/27 budget expenditures include the replacement and upfitting of three vehicles. These include one patrol vehicles and two police detective vehicles.
Capital Facilities Maintenance and Replacement Fund – Fund 702: depends on transfers from the General Fund to maintain and replace any facility needs. This has typically been budgeted for in the Capital Improvement Plan. In fiscal year 2025/26 this change to an internal service fund. Departments are now charged for their share of the related costs and beginning in this fiscal year replacements costs will be calculated and included in future budgets.
Technology Internal Service Fund – Fund 703: Charges departments for their share of the costs related to the maintenance, replacement, and services for all IT functions. All expenditures for IT have been moved to fund 703 including employee expenses, both in-house and contract. Many of these expenditures were moved out of department budgets and non-departmental budgets in order to better account for all IT related expenditures in a single place.
361
Fiscal Year
2026/27 Internal Service Funds
362
Fiscal Year
2026/27 Internal Service Funds
363
Fiscal Year
2026/27 Internal Service Funds
364
Fiscal Year
2026/27 Agency Funds
The Agency Funds included below contain the principal, interest, and administrative costs associated with debt issued by City Assessment Districts. All of these costs are supported by special assessments. Neither the faith and credit nor the general taxing power of the City of Oakley have been pledged to the payment of the Bonds. They are secured only by the assessments and therefore do not rely on the City’s General Fund. 2004-1 Assessment District Bond: Originally issued to acquire infrastructure in the Cypress Grove and Live Oak Ranch areas of the City. In 2012 the 2004 bonds were refunded by the refunding revenue bond series 2012 in the principal amount of $14,775,000. In 2021 the bonds were refunded by refunding revenue bond series 2021 in the principal amount of $10,496,000. The 2021 Bonds are secured only by revenues received as payment of assessments levied against property within district 2004-1.
2006-1 Assessment District Bond: Originally issued to acquire infrastructure in the Magnolia Park and Riata areas of the City. In 2014 the 2006 bonds were refunded by the refunding revenue bond series 2014 in the principal amount of $9,070,000. The 2014 Bonds are secured only by revenues received as payment of assessments levied against property within district 2006-1.
365
Fiscal Year
2026/27 Agency Funds
366
Fiscal Year
2026/27 Agency Funds
367
This page intentionally left blank
368
Fiscal Year
2026/27 Successor Agency Housing Fund
The City is the Successor Housing Agency to the now dissolved Oakley Redevelopment Agency and the City Successor Housing Assets Fund is used to account for all related City Housing activity.
Funding is provided by the repayment of housing loans. Most housing loans are repayable from affordable housing developers when the project’s rents meet certain hard thresholds and produce what are called “residual receipts” (amounts more than the thresholds). The City has one project which currently is forwarding residual receipts payments in accordance with its loan. A portion of the receipts are retained in the Successor Housing Assets Fund, and a portion is deposited in the Successor Agency to the Oakley Redevelopment Agency’s Operating Fund, each receiving a share in proportion to their contribution to the original amount loaned. Program costs are currently limited to staff and internal administrative support costs for the program. Proceeds in any year that are not utilized for program costs are used to pay prior Redevelopment Agency obligations for Impact Fees on affordable housing projects.
The Traffic Impact Fees Fund, Park Impact Fees Fund, and Public Facilities Impact Fees Fund agreed to accept deferred payment of impact fees by the former Redevelopment Agency to assist with the Courtyards at Cypress Grove affordable housing project. Although no cash was advanced, these obligations were recorded as advances to the former Redevelopment Agency. The City’s Successor Agency Housing Asset Special Revenue Fund, as Housing Successor to the former Redevelopment Agency’s housing activities, assumed the obligation to repay the advances, which will be repaid from future loan collections. The advances bear interest in the City’s annual pooled investment rate.
369
Fiscal Year
2026/27 Successor Agency Housing Fund
370
Fiscal Year
2026/27 Resolution – Operating Budget
371
This page intentionally left blank
372
Fiscal Year
2026/27 Five Year Capital Improvement Program (CIP)
The Capital Budget and Five-Year Capital Improvement Program (CIP) is a major public infrastructure and planning tool for the City of Oakley. The CIP serves as a statement of the City's policies and financial abilities to manage the development of the community. The creation of a five-year CIP provides a systematic plan for providing infrastructure improvements within a prioritized framework and a general schedule for projects to proceed. Projects identified in the CIP meet the City’s General Plan.
The first year reflects the adopted budget for the upcoming fiscal year (FY) and includes revenue and expenditure detail by project, whereas the Operating Budget only includes total revenues and expenditures by fund. The remaining four years represent a schedule and estimate of future capital needs that may be funded, given projected revenues and priorities. There are several benefits for developing and adopting a Capital Improvement Program. Not only does CIP become a management tool for the City Council and City staff; a CIP also provides valuable information to the citizens, developers, and businesses who are interested in the development of the community.
The CIP document will assist in leveraging available resources through the timing of projects, and the coordination of City projects with improvements constructed by other entities. Despite the many benefits of a CIP, it is important to highlight the fact that this is a planning document only. Changes can occur for many reasons. Revenues can fluctuate as a result of changing economic conditions or shifts in City policy. Private economic decisions can also affect the timing, scale, and location of capital projects.
The City of Oakley’s CIP reflects the Strategic Goals of the City Council and is a critical investment tool for the community to help promote the economic vitality and viability for the City of Oakley. The focus of the proposed CIP for Fiscal Year 2026/27 through Fiscal Year 2030/31 is to maintain the core infrastructure of the City of Oakley utilizing the most cost effective and creative approach. The CIP continues to prioritize and build new infrastructure for the community, which will enhance the quality of life for residents.
In preparation of the CIP for Fiscal Year 2026/27, a comprehensive review of prospective projects was performed. The CIP for Fiscal Year 2026/27 is divided into specific projects to address unique needs for each component of the City’s infrastructure system (i.e., Streets, Parks & Facilities). This approach provides funding for infrastructure maintenance, construction of new improvements, and the long-range goals for protecting the quality of the public infrastructure system in the City of Oakley.
373
Fiscal Year
2026/27 Five Year Capital Improvement Program (CIP)
The funding for CIP projects is generally from the following sources: Measure J Sales Tax, Gas Tax, Development Traffic Impact Fees, Development Park Impact Fees, Federal & State Grants, Assessment District Funds, and the City’s General Fund. The revenues from Development Traffic Impact Fees and Development Park Impact Fees are dependent upon the private development activity and regional economic growth.
The CIP for Fiscal Year 2026/27 conservatively budgets a portion of these funding sources to account for unforeseen downturns in the regional economic and development activity. There is a direct relationship between CIP project construction, economic development, and the vitality of the community. New residents want to come and live in a community that is vibrant and provides a wide range of amenities (i.e., new library and community center, etc.).
Commercial developers also look to build in communities that thrive and provide amenities for today’s lifestyle. The construction of CIP projects helps to enhance amenities and the quality of life for the community residents, which in turn makes Oakley a desired community.
The summary on the following page shows total capital project expenditures by fund. For further details, please refer to the Fiscal Year 2026/27 Capital Budget and Five-Year Capital Improvement Plan (CIP), attached to this Operating Budget document, beginning on page CIP-1.
In the summary provided below you can find total proposed capital project expenditures for Fiscal Year 2026/27 is $15,945,000. You can see from the chart that the City has invested a significant amount into infrastructure over the past five years with a significant focus on streets and roadways. Most capital projects require more than one year to complete and therefore any money allocated to a project and not spent in the year will be carried forward into subsequent fiscal years until the project is complete.
374
Fiscal Year
2026/27 Five Year Capital Improvement Program (CIP)
Fund # Fund Name 2022/23 2023/24 2024/25 2025/26 2026/27 Actual Actual Actual Projected Proposed
120 American Rescue Plan (ARPA) 21,164 1,193,694 1,177,349 3,693,796 - 132 Parks Landscaping Assessment Zone 1 228,861 40,860 103,899 950,000 330,000 140 Gas Tax HUTA 282,583 6,360 270,902 993,790 100,000
141 Gas Tax RMRA 1,038,314 791,758 1,133,394 2,566,378 1,056,640 148 Measure J 284,041 2,075,337 30,677 1,654,322 511,640 189 Marsh Creek Glen - - - 200,000 -
191 Cypress Grove - 116,283 -
194 Magnolia Park (Zone 3-25) - 111,867 - 1,200,000 -
201 General Capital Projects 3,176,137 3,396,236 66,932 36,012,078 7,165,000 202 Traffic Impact Fee 1,902,184 1,062,433 6,374,469 11,643,024 3,801,720 204 Park Impact Fee 751,271 616,399 445,258 6,327,796 - 206 Public Facilities Impact Fee 402,675 439,422 - 500,000 - 220 Special Community Projects - - - 3,000,000 -
221 2012 Bond Benefit 56,010 - 789,299 10,701 370,000
222 2024 Bond Benefit - - 38,516 1,161,484 200,000
231 Main Street Fund 773,992 101,466 - 370,000 50,000
235 Street Maintenance & Rehab 138,326 2,855,667 1,852,651 9,236,212 2,360,000 351 2016 Debt Service - - - - -
407 Emerson Ranch Storm Water (CFD 2015-1) 40,285 - - - - 420 Cypress Grove CFD NO. 1 154,350 1,222,810 - - -
428 Regional Park 7,415 - - 200,000
702 Facilities Fund 457,149 113,608 293,841 - -
Total $9,714,758 $14,144,200 $12,577,186 $79,719,581 $15,945,000
375
This page intentionally left blank
376
Fiscal Year
2026/27 Contracts Analysis
Contractor Services
Contra Costa County Sheriff Dispatch $820,000 General Fund – Taxes $820,000 Forensics and Other Support Services $55,000 Annual State COPS Grant (Supplemental Law Enforcement Services Funds) $55,000 Total Contract $875,000
County Animal Services Animal Control $629,709 General Fund-Taxes $629,709 Townsend Public Affairs Grant writing & Legislative Advocacy $78,000 General Fund-Taxes $78,000 Sable Computers Inc DBA KIS Information Services $178,812 Internal Service Charges $178,812 Dutchover & Associates, Inc. SFR Landscape Inspections $30,000 General Fund - Permit Fees $30,000 TRB & Associates Plan Check $10,000 General Fund – Permit Fees $10,000 DC Electric Signal Maintenance $115,954 Gas Tax $115,954 Street Light Maintenance $24,000 Assessment Districts $24,000 Total Contract $139,954
TerraCare Landscape Co. Parks and Landscaping Maintenance $1,903,233 Landscape Assessments $1,903,233 Lopez Maintenance Services LLC Park Maintenance Services $247,608 Landscape Assessments $247,608 KB Security Cameras and Video Surveillance $111,672 Internal Service Charges $17,100 Landscape Assessments $94,572
Total Contract $111,672
Alex Greenwood Group Economic Development $7,500 General Fund-Taxes $7,500 Cole Huber LLP Legal Services $229,000 General Fund Taxes $204,000 Capital Projects and/or Other Funds $25,000
Total Contract $229,000
Municipal Pooling Authority of Northern California Insurance and Claims Administration $1,905,197 General Fund Taxes $1,905,197 HMH Engineers Development Plan Check Services $200,000 Development $200,000 Dutchover & Associates, Inc. Landscape Architectural Services $150,000 Development $150,000 Geonsyntec Stormwater Services $88,900 Development and Stormwater Fund $88,900 TJKM, Inc. Traffic Engineering Services $75,000 Development $75,000 Consor, Inc. Development Project Inspection Services $250,000 Development and Capital Improvement Funds $250,000 BSK Associates, Inc. Materials Testing Services $75,000 Development and Capital Improvement Funds $75,000 Waterworks Industries, Inc. Lake and Pump Station Maintenance Service $138,693 Landscape Assessments & Community Facilities Districts $138,693 SCA - Contract Sweeping Services, Inc. Stormwater Maintenance $320,000 Gas Tax $150,000 Stormwater Fund $170,000
Total Contract $320,000
Funding Summary
377
This page intentionally left blank
378
Fiscal Year
2026/27
Ten-Year Plan
General Fund
The Ten-Year Plan is the City’s tool for evaluating our success in ensuring service sustainability. It is organized by revenue type and function; and includes an indication of the general character of the revenues and expenditures shown as either recurring or onetime in nature.
For purposes of the Ten-Year Plan, if a revenue class is likely to be recurring for a period of five years or more, we treat it as recurring. This includes certain development-related fees that can be, as current times prove, less predictable. For instance, building permit revenue will always exist, but it is more sensitive to economic changes than property taxes. In accordance with the City’s Financial Policies, the Plan is based on what we believe are reasonable, conservative assumptions.
Since the Plan includes both general purpose and special purpose (assigned) revenues, it is important to reiterate that while the City may fund eligible programs with both restricted and unrestricted funds, its policy is to apply restricted funds to such programs first, followed by general purpose revenues if necessary.
Overall, the Plan is intended to help us see where we are succeeding in achieving service sustainability and where we must improve, and it should be reviewed with this goal in mind. In particular, loans, transfers, and subsidies are shown separately and should be examined to determine and consider why they are necessary or desirable, if they should continue over the longterm, or whether these funds are better allocated to higher priorities.
The Plan included on the following pages confirms that from a service sustainability perspective, the Preliminary Budget is structurally balanced, and it provides a look forward at how, with discipline, it can remain that way.
Since the transition to an in-house police department in 2016, it has been a priority of the council to continue to grow our public safety department. With that the Plan includes the addition of one police officer classification in Fiscal Year 2028/29 with the option to bring to the City Council earlier if resources allow.
The General Fund reserve balance remains healthy, and in compliance with the City’s reserve policy of at least 30% of expenditures. The Plan shows its balance remains stable over the ten-year period. However, as can be seen in the table provided, the fund balance decreases each year while the reserve balance increases as expenditures increase.
379
Fiscal Year
2026/27
Ten-Year Plan
General Fund
0 10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
60,000,000
FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36
TOTAL GENERAL FUND REVENUE TOTAL GENERAL FUND EXPENDITURES ESTIMATED AVAILABLE FUND BALANCE Lastly it is useful to remind ourselves, this is a plan for the future, and it must be weighed with the competing needs for the present. Staff have tried to balance the needs of the present, remain conservative in our approach to the future and plan for realistic future growth that comes with a growing City.
380
Fiscal Year
2026/27
Ten-Year Plan
General Fund
The City of Oakley Fiscal Year 2026/27 Operating Budget has been prepared to ensure that recurring revenues remain in excess of recurring expenditures. The chart on the previous page and the table on the following page, show that the general fund revenues are projected to exceed general fund expenditures in all years. The estimated available fund balance represents the excess fund balance after the 30% reserve is accounted for. The total net operating budget for the fiscal year, excluding one-time transfers, is $1,421,895. If you include one-time transfers for capital projects the net operating budget is -$6,105,006.
The Ten-Year projections in the tables below include the following assumptions:
• General Fund Revenue is projected to increase by 4% in all years with the exception of Property Tax which is assumed at between 4.0% and 4.5% for the 10 years, Sales Tax which is assumed at 3% for three years and then increase to 4% and Franchise Fees which is assumed at 3% for all 10 years. • Building Revenue projections are based on the percentage of increase estimated in new construction permits being pulled year over year.
Assumed new construction permits for revenue purposes are as follows:
2026/27 – 2027/28 – 125 new construction permits
2028/29 – 2030/33 – 150 new construction permits
2033/34 – 2034/36 – 125 new construction permits
• Personnel expenditures are based on the cost of living and step increases approved in FY 2022/23 through FY 2026/27.
In the years following fiscal year 2026/27 a 4% increase has been assumed with the following exceptions:
$303,400 has been added to Police Salary Expenditures to include the addition of one new police officer beginning in FY 2028/29 as well as the addition of one vehicle.
$300,000 has been added to Facilities Maintenance Salary Expenditures to include the addition of two new maintenance positions in fiscal year 2027/28 in anticipation of a new library and community center building that will require additional maintenance staff.
381
Fiscal Year
2026/27
Ten-Year Plan
General Fund
• Other operating expenditures have been assumed to have a 4% increase year over year with the following exceptions:
Animal Control includes an 8% increase each year.
$200,000 been added in Fiscal year 2028/29 to fund the Tyler EERP Licensing Fees. This was originally paid for by ARPA through FY 2027/28.
$75,000 has been added to FY 2027/28 to fund the ongoing costs of Studio 55 once the Measure X grant has been completed.
$80,000 has been added to FY 2027/28 to fund an increase that is anticipated for the Police Dispatch contract with Contra Costa County.
$200,000 has been added to FY 2027/28 to fund additional maintenance and operations for the new Library and Community Center.
• Street Maintenance has a general fund transfer in fiscal year 2026/27 of $2,339,717 with a 4% increase assumed each year, with a cap of $3,000,000. The ten-year plan reaches this cap in FY 2033/34. • A one-time allocation of available fund balance from Capital Reserves in the amount of $7,165,000 has been allocated to capital projects.
• A transfer of $132,250 from general fund to storm water is proposed for the current year with a 15% increase assumed each year in the ten-year plan.
382
Fiscal Year
2026/27
Ten-Year Plan
General Fund
FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30 FY 30-31 FY 31-32 FY 32-33 FY 33-34 FY 34-35 FY 35-36 Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected TOTAL GENERAL FUND REVENUE 33,587,540 34,719,963 35,951,158 37,635,039 39,029,869 40,584,690 42,260,531 44,010,580 45,491,112 47,399,732 49,393,024 TOTAL SALARY EXPENDITURES 18,648,162 19,250,263 20,318,060 21,311,609 22,161,861 23,046,122 23,965,754 24,922,171 25,916,845 26,951,306 28,027,145 TOTAL RECURRING EXPENDITURES 11,601,684 11,575,839 12,331,044 13,113,890 13,602,929 14,243,672 14,780,196 15,475,905 16,064,721 16,820,669 17,467,119 TOTAL OPERATING TRANSFERS 2,364,728 2,471,967 2,585,393 2,705,539 2,832,999 2,968,444 3,112,625 3,266,391 3,351,788 3,404,556 3,465,239 TOTAL GENERAL FUND EXPENDITURES 32,614,574 33,298,068 35,234,498 37,131,038 38,597,789 40,258,238 41,858,575 43,664,467 45,333,353 47,176,531 48,959,503 TOTAL ONE-TIME EXPENDITURES 5,017,988 7,526,901 120,000 - - - - - - - NET GENERAL OPERATING REVENUES (EXPENDITURES) (4,045,022) (6,105,006) 716,660 384,001 432,080 326,451 401,955 346,113 157,759 223,201 433,521 ESTIMATED BEGINNING UNDESIGNATED FUND BALANCE 11,586,868 11,541,846 12,601,840 13,318,500 13,702,501 14,134,582 14,461,033 14,862,988 15,209,101 15,366,860 15,590,062 NET GENERAL OPERATING REVENUES (EXPENDITURES) (4,045,022) (6,105,006) 716,660 384,001 432,080 326,451 401,955 346,113 157,759 223,201 433,521 TRANSFER FROM RESERVE FOR CAPITAL PROJECTS 4,000,000 7,165,000 ESTIMATED ENDING UNDESIGNATED FUND BALANCE 11,541,846 12,601,840 13,318,500 13,702,501 14,134,582 14,461,033 14,862,988 15,209,101 15,366,860 15,590,062 16,023,582 30% RESERVE (9,784,372) (9,989,420) (10,570,349) (11,139,311) (11,579,337) (12,077,472) (12,557,573) (13,099,340) (13,600,006) (14,152,959) (14,687,851) ESTIMATED AVAILABLE FUND BALANCE 1,757,474 2,612,420 2,748,151 2,563,190 2,555,245 2,383,561 2,305,416 2,109,761 1,766,854 1,437,102 1,335,731
383
Fiscal Year
2026/27
Ten-Year Plan
General Fund
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036
Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected PROPERTY TAXES 5,563,984 5,709,060 5,937,422 6,174,919 6,421,916 6,710,902 7,012,893 7,328,473 7,658,254 8,002,876 8,363,005 PROPERTY TAX IN LEU OF VLF 5,499,283 5,710,000 5,938,400 6,175,936 6,422,973 6,712,007 7,014,048 7,329,680 7,659,515 8,004,193 8,364,382 SALES AND USE TAXES 2,998,020 3,227,706 3,324,537 3,424,273 3,527,001 3,668,082 3,814,805 3,967,397 4,126,093 4,291,137 4,462,782 ST MOTOR VEH IN LIEU TAX 69,000 65,000 67,600 70,304 73,116 76,041 79,082 82,246 85,536 88,957 92,515 TRANSIENT OCCUPANCY TAX (10%) 250,000 250,000 260,000 270,400 281,216 292,465 304,163 316,330 328,983 342,142 355,828 PROPERTY TRANSFER TAX 200,000 190,000 197,600 205,504 213,724 222,273 231,164 240,411 250,027 260,028 270,429 FRANCHISE 2,675,886 2,700,000 2,781,000 2,864,430 2,950,363 3,038,874 3,130,040 3,223,941 3,320,659 3,420,279 3,522,888 BUSINESS LICENSES 125,000 125,000 130,000 135,200 140,608 146,232 152,082 158,165 164,491 171,071 177,914 TRAFFIC FINES 40,259 35,000 36,400 37,856 39,370 40,945 42,583 44,286 46,058 47,900 49,816 INTEREST INCOME 571,924 500,000 520,000 540,800 562,432 584,929 608,326 632,660 657,966 684,285 711,656 SUBTOTAL GENERAL PURPOSE 17,993,356 18,511,766 19,192,960 19,899,623 20,632,720 21,492,750 22,389,186 23,323,588 24,297,583 25,312,868 26,371,215
FEE/REIMBURSEMENT REVENUE
BUILDING PERMITS/PLAN CHECK/RENTAL INSPECTIONS 1,209,256 1,310,300 1,310,300 1,572,360 1,572,360 1,572,360 1,572,360 1,572,360 1,310,300 1,310,300 1,310,300 ENGINEERING FEES 24,800 25,000 26,000 27,040 28,122 29,246 30,416 31,633 32,898 34,214 35,583 PLANNING FEES 34,800 29,000 30,160 31,366 32,621 33,926 35,283 36,694 38,162 39,689 41,276 LAW ENFORCEMENT FEES 236,594 240,877 250,512 260,533 270,954 281,792 293,064 304,786 316,978 329,657 342,843 RECREATIONS FEES 259,000 282,000 293,280 305,011 317,212 329,900 343,096 356,820 371,093 385,936 401,374 CITY ADMINISTRATION FEES 425,000 425,000 425,000 510,000 510,000 510,000 510,000 510,000 425,000 425,000 425,000 CITY ADMINISTRATION FEES FROM SA 250,000 250,000 150,000 100,000 50,000 - - - - - - INTERFUND COST RECOVERY (OPERATIONS) 4,023,330 4,296,683 4,468,550 4,647,292 4,833,184 5,026,511 5,227,572 5,436,675 5,654,142 5,880,307 6,115,520 INTERFUND POLICE SERVICES-P6 8,291,297 8,622,144 9,053,251 9,505,914 9,981,209 10,480,270 11,004,283 11,554,498 12,132,222 12,738,834 13,375,775 INTERFUND POLICE SERVICES-Logistics 305,460 314,624 324,063 333,785 343,798 354,112 364,735 375,678 386,948 398,556 410,513 INTERFUND POLICE SERVICES-151 184,400 199,000 204,970 211,119 217,453 223,976 230,696 237,616 244,745 252,087 259,650 INTERFUND COST RECOVERY (GRANT REIMB) 114,199 20,865 21,700 22,568 23,470 24,409 25,385 26,401 27,457 28,555 29,697 OTHER MISC FEES/CHARGES 236,049 192,704 200,412 208,429 216,766 225,436 234,454 243,832 253,585 263,729 274,278 SUBTOTAL FEE/REIMBURSEMENT REVENUE 15,594,185 16,208,197 16,758,198 17,735,416 18,397,149 19,091,940 19,871,345 20,686,993 21,193,530 22,086,864 23,021,809 TOTAL GENERAL OPERATING REVENUE 33,587,540 34,719,963 35,951,158 37,635,039 39,029,869 40,584,690 42,260,531 44,010,580 45,491,112 47,399,732 49,393,024
ONE TIME REVENUE - - - - - - - - - - -
PROCEEDS FROM PROPERTY SALES - - - - - - - - - - -
OPERATING TRANSFERS - - - - - - - - - - -
TOTAL SOURCE OF FUNDS - - - - - - - - - - -
TOTAL GENERAL FUND REVENUE 33,587,540 34,719,963 35,951,158 37,635,039 39,029,869 40,584,690 42,260,531 44,010,580 45,491,112 47,399,732 49,393,024
DEPARTMENT SALARIES
Animal Control - - - - - - - - - - -
City Council 52,737 55,325 55,325 55,325 55,325 55,325 55,325 55,325 55,325 55,325 55,325 City Manager 739,071 824,576 857,559 891,861 927,536 964,637 1,003,223 1,043,352 1,085,086 1,128,489 1,173,629 Information Technology* - - - - - - - - - -
Economic Development 171,823 186,330 193,783 201,535 209,596 217,980 226,699 235,767 245,198 255,005 265,206 City Clerk 381,403 403,447 419,585 436,368 453,823 471,976 490,855 510,489 530,909 552,145 574,231 Elections - - - - - - - - - - -
City Attorney - - - - - - - - - - -
Human Resources 371,137 453,011 471,131 489,977 509,576 529,959 551,157 573,203 596,132 619,977 644,776 Finance 795,202 767,138 797,824 829,736 862,926 897,443 933,341 970,674 1,009,501 1,049,881 1,091,877 Recreation 749,235 789,925 821,522 854,383 888,558 924,101 961,065 999,507 1,039,487 1,081,067 1,124,310 Building 781,714 820,339 853,153 887,279 922,770 959,681 998,068 1,037,991 1,079,510 1,122,691 1,167,598 Planning 480,839 515,632 536,257 557,708 580,016 603,217 627,345 652,439 678,537 705,678 733,905 Code Enforcement 537,238 548,319 570,252 593,062 616,784 641,456 667,114 693,798 721,550 750,412 780,429 Public Safety 11,020,323 11,369,286 11,824,057 12,480,059 12,979,262 13,498,432 14,038,369 14,599,904 15,183,900 15,791,256 16,422,907 Engineering 1,242,646 1,167,721 1,214,430 1,263,007 1,313,527 1,366,068 1,420,711 1,477,540 1,536,641 1,598,107 1,662,031 Streets 336,786 352,189 366,277 380,928 396,165 412,011 428,492 445,631 463,457 481,995 501,275 Facilities - - 300,000 312,000 324,480 337,459 350,958 364,996 379,596 394,780 410,571 Parks 988,008 997,025 1,036,906 1,078,382 1,121,518 1,166,378 1,213,033 1,261,555 1,312,017 1,364,498 1,419,077 TOTAL DEPARTMENT SALARIES 18,648,162 19,250,263 20,318,060 21,311,609 22,161,861 23,046,122 23,965,754 24,922,171 25,916,845 26,951,306 28,027,145 *ISF - Exp moved to department operationg budgets
384
Fiscal Year
2026/27
Ten-Year Plan
General Fund
OTHER OPERATING EXPENDITURES
Animal Control 546,510 629,709 680,086 734,493 793,252 856,712 925,249 999,269 1,079,211 1,165,547 1,258,791 City Council 75,222 76,163 79,210 82,378 85,673 89,100 92,664 96,370 100,225 104,234 108,404 City Manager 347,038 463,783 482,334 501,628 521,693 542,561 564,263 586,833 610,307 634,719 660,108 Information Technology* - - - - - - - - - - -
Economic Development 139,587 135,935 171,372 178,227 185,356 192,771 200,481 208,501 216,841 225,514 234,535 City Clerk 123,094 110,724 115,153 119,759 124,549 129,531 134,713 140,101 145,705 151,533 157,595 Elections - 60,000 - 62,400 - 64,896 - 67,492 - 70,192 - City Attorney 362,000 388,500 404,040 420,202 437,010 454,490 472,670 491,576 511,239 531,689 552,957 Human Resources 262,886 289,255 300,825 312,858 325,373 338,387 351,923 366,000 380,640 395,865 411,700 Finance 389,893 346,214 360,063 574,465 597,444 621,341 646,195 672,043 698,925 726,882 755,957 Recreation 849,917 956,529 1,069,790 1,112,582 1,157,085 1,203,368 1,251,503 1,301,563 1,353,626 1,407,771 1,464,082 Building 401,548 363,914 378,471 393,609 409,354 425,728 442,757 460,467 478,886 498,041 517,963 Planning 459,234 300,341 312,355 324,849 337,843 351,356 365,411 380,027 395,228 411,037 427,479 Code Enforcement 223,896 199,536 207,517 215,818 224,451 233,429 242,766 252,477 262,576 273,079 284,002 Public Safety 5,369,075 5,089,337 5,372,910 5,587,826 5,811,339 6,043,793 6,285,545 6,536,967 6,798,445 7,070,383 7,353,198 Engineering 1,299,706 1,300,133 1,352,138 1,406,224 1,462,473 1,520,972 1,581,811 1,645,083 1,710,886 1,779,322 1,850,495 Streets 400,188 425,396 442,412 460,108 478,513 497,653 517,559 538,262 559,792 582,184 605,471 Facilities - - 200,000 208,000 216,320 224,973 233,972 243,331 253,064 263,186 273,714 Parks 351,888 386,893 402,369 418,463 435,202 452,610 470,714 489,543 509,125 529,490 550,669 TOTAL OTHER OPERATING EXPENDITURES 11,601,683 11,522,362 12,331,044 13,113,890 13,602,929 14,243,672 14,780,196 15,475,905 16,064,721 16,820,669 17,467,119 *ISF - Exp moved to department operationg budgets
NON-DEPARTMENTAL EXPEDITURES
Other Non-Departmental Expenses 2,425,345 2,477,582 2,576,685 2,679,753 2,786,943 2,898,421 3,014,357 3,134,932 3,260,329 3,390,742 3,526,372 Recurring Transfer to Streets - - - - - - - - - - -
Interim Needs/Contingency 619,048 652,905 704,690 742,621 771,956 805,165 837,172 873,289 906,667 943,531 979,190 Amount charged to Departments (3,044,392) (3,077,010) (3,281,375) (3,422,373) (3,558,899) (3,703,585) (3,851,529) (4,008,221) (4,166,996) (4,334,273) (4,505,562) TOTAL NON-DEPARTMENTAL EXPENDITURES 1 53,477 - - - - - - - - - TOTAL RECURRING EXPENDITURES 30,249,846 30,826,101 32,649,104 34,425,499 35,764,790 37,289,794 38,745,950 40,398,077 41,981,566 43,771,975 45,494,264 NET OPERATING REVENUES (EXPENDITURES) 3,337,694 3,893,862 3,302,053 3,209,540 3,265,079 3,294,895 3,514,581 3,612,504 3,509,547 3,627,757 3,898,760
ONE-TIME EXPENDITURES
One Time Salary Bonus 158,925
Vehicles one time in Fleet ISF 234,600
Technology Equipment one time in Tech ISF 221,463
MY One Time Vehicle Purchase 200,000
MY One Time to Contract Services 3,000
MY One Time CIP 318 Library 1,500,000
Vehicles for New Police Officers 200,000 201,901 - 120,000 - - - - - - - Operating Transfers Storm Water Recurring 115,000 132,250 152,088 174,901 201,136 231,306 266,002 305,902 351,788 404,556 465,239 Operating Transfers ONE TIME-Budget CIP 331, 334,335,336 2,500,000 One Time Expense Art Pilot Program - 100,000
One Time Expense Compensation Study 60,000
One Time CIP 273 4,500,000
One Time CIP 316 1,140,000
One Time CIP 343 1,525,000
Operating Transfers to Streets Recurring 2,249,728 2,339,717 2,433,306 2,530,638 2,631,863 2,737,138 2,846,623 2,960,488 3,000,000 3,000,000 3,000,000 - - - - - - - - - - -
TOTAL ONE-TIME EXPENDITURES 7,382,716 9,998,868 2,585,393 2,825,539 2,832,999 2,968,444 3,112,625 3,266,391 3,351,788 3,404,556 3,465,239 NET SOURCES (USES) OF FUNDS (4,045,022) (6,105,006) 716,660 384,001 432,080 326,451 401,955 346,113 157,759 223,201 433,521
385
This page intentionally left blank
386
Fiscal Year
2026/27 Appropriations Limit
Under California Law, the City of Oakley annually calculates its “Appropriation Limit”, which is the level of expenditures that can be funded using tax dollars. This calculation has its origin in Proposition 4, commonly known as the Gann Initiative; thus, this calculation is sometimes referred to as the Gann Limit.
Proposition 4 was passed by California voters in November 1979 and places limits on the amount of tax revenue which can be spent by governmental entities on an annual basis. Prop 4 became effective in fiscal year 1980/81 and used fiscal year 1978/79 revenues as the base for the calculation. The calculations were further refined by the passage of Proposition 111 in June of 1990. The base year revenues are increased annually by a factor that combines the governmental entity’s population growth rate and the increase in the California per capita personal income. Cities may choose to use their population growth rate or their county’s population growth rate. For fiscal year 2026/27, the City elected to use the City’s growth rate and has calculated the appropriation limit to be $18,789,969.
The following types of revenues received by the City of Oakley have been deemed to be from tax proceeds and therefore included in the appropriation limit calculation:
Property Tax Sales & Use Tax Business License Tax
Motor Vehicle In-Lieu Transient Occupancy Tax
The following types of revenues received by the City of Oakley have been deemed not to be from tax proceeds as they fall within the exclusions of the appropriations limits:
Gasoline Tax Impact Fees Local Transportation Funds
Charges for Services SB 90 Mandate Reimbursement
Due to the pass-through nature of many city revenues, there was concern that revenues would be included in both the City’s and the State’s calculation. California Government Code Section 7903 requires that if State funds are provided to cities with no restrictions on their expenditures, the city includes these funds in their calculation. If the State specifies use of the funds, they are included in the State’s calculation.
387
Fiscal Year
2026/27 Appropriations Limit
Should appropriations become closer to the limit, the City will follow the policy noted in the budget strategies and financial polices to establish a reserve for qualifying expenditures and will transfer into it from current revenues all amounts necessary to ensure compliance.
388
Fiscal Year
Glossary of Budget Terminology 2026/27
Deficit: An excess of expenditures over revenues (resources).
Department: An organizational unit comprised of divisions or functions. It is the basic unit of service responsibility encompassing a broad mandate of related activities.
Expenditure: The actual payment for goods and services.
Fiscal Year (FY): The period designed by the City for the beginning and ending of financial transactions. The City of Oakley fiscal year begins July 1st and ends June 30th of the following year.
Full-Time Equivalent (FTE): The amount of time a regular full or part-time position has been budgeted for in terms of the amount of time an employee works in a year.
Gas Tax: Administered by the State Board of Equalization, this is an 18-cent per gallon tax on fuel used to propel a motor vehicle or aircraft. Use of the revenue is for research, planning, construction, improvement, maintenance and operation of public streets and highways or public mass transit.
General Fund: The fund used to account for all financial resources except those required to be accounted for in another fund.
General Fund Taxes: This is the term in the Budget to describe the City’s use of general-purpose tax revenue, including primarily: Property Taxes, Property Taxes in lieu of VLF, and Sales Tax.
General Plan: A policy document that serves as a guideline for future development. California State law requires each city to adopt a General Plan.
Infrastructure: Facilities on which the continuance and growth of the community depend on such roads, water lines, sewers, public buildings, etc.
Internal Service Fund (ISF): Internal service funds account for the financing of goods and services provided by one department to another department on a cost-reimbursement basis. In Oakley, we have ISF’s that serve as sinking funds for the future replacement of vehicles and equipment, and for repairs and replacements for facilities. In each case, the costs are supported by charges to departmental operating budgets.
389
Fiscal Year
Glossary of Budget Terminology 2026/27
Lighting and Landscaping District: The City has established a separate District to manage and fund the maintenance of the City’s Public Landscaping, Community Parks, Street Lighting, and Neighborhood Parks. Each activity is accounted for in a separate fund and budgets are established yearly as part of the district’s activities. Detailed breakdowns of estimated revenues and expenditures are provided in a required engineer’s report. Costs are funded by landscape assessments levied in each zone, and as necessary, subsidies or loans from other eligible funds.
Measure J: In 2004, voters approved Measure J, extending a previously approved Countywide ½ cent sales tax measure for transportation related purposes. The original Measure (Measure C) included a provision that 18% of the funds are returned to local agencies based on an allocation relative population and relatively maintained street miles. Expenditures are restricted to the same uses as Gas Tax but may also be applied to transit improvement and operation, growth management planning and compliance, pedestrian and bicycle trail construction, maintenance and operation parking facility development and transportation efficiency program development and operation (ridesharing, etc.). Measure J continues to be subject to Measure C’s growth management component and funds may not be used to replace developer obligations that would otherwise not be publicly funded under jurisdiction policy. Measure J runs until March 2034.
Motor Vehicle License Fee: A State vehicle license fee imposed on motorists for the privilege of operating a motor vehicle on public highways.
Police Services Tax: A voter approved special tax levied by the City and collected at the same time and in the same manner as property taxes that is used exclusively for Public Safety.
Property Tax: Property Tax is imposed on real property (land and permanently attached improvements) and tangible personal property located within the City. Proposition thirteen set the basic property tax at one percent of the assessed value of the property and then limited the assessed value to the cash value at acquisition plus inflation, at no more than 2% per year.
Property Tax in Lieu of VLF: In the early 1990’s the State levied a local tax on vehicles, in the form of a 2% Motor Vehicle License Fee (see above). The then Governor successfully lobbied the legislature and passed a law allowing a temporary discount on the fee if the State could afford it. A provision of that law was that the State backfill the lost revenue to the local agencies that resulted (since it was a local tax being reduced). Since then, the State has permanently lowered the Fee and permanently backfilled it by shifting additional property taxes from their control to each local agency. This separate revenue is referred to as Property Taxes in Lieu of Vehicle License Fees (VLF).
390
Fiscal Year
Glossary of Budget Terminology 2026/27
Reserved Fund Balance: Accounts used to record a portion of the fund balance as legally segregated for a specific use or not available for appropriation.
Resolution: A special order of the City Council, requiring a majority vote, which has a lower legal standing than an ordinance.
Revenue: Income received by the City.
Road Maintenance and Repair: Senate Bill 1, also known as the Road Repair and Accountability Act of 2017, increases transportation funding and instituted much-needed reforms. SB 1 provides the first significant, stable, and on-going increase in state transportation funding in more than two decades. To receive SB1 funding, the City must contribute annual maintenance of effort from a different funding source such as the General Fund.
Salaries and Benefits: A budget category, which generally accounts for full-time and temporary employees, overtime, and all employee benefits, such as medical, dental and pension costs.
Successor Agency: With the dissolution of the Oakley Redevelopment Agency on February 1, 2012, the City elected to become the Successor Agency to the Redevelopment Agency, responsible for preserving and administering its non-housing related assets, paying and ensuring performance of its obligations, and for complying with the new law that requires the unimpeded winding down of the prior Redevelopment Agency’s affairs.
Successor Housing Agency: With the dissolution of the Oakley Redevelopment Agency on February 1, 2012, the City elected to become the Successor Housing Agency, accepting the prior Redevelopment Agency’s housing related assets and related housing responsibilities.
Taxes: Compulsory charges levied by a government for the purpose of financing services performed for the common benefit.
Transient Occupancy Tax (TOT): A 10% tax imposed on travelers who stay in temporary lodging facilities within the City. Also referred to as a Hotel/Motel Tax.
Unassigned Balances: The City established a policy in fiscal year 2012-2013 that in its special purpose funds, it would budget not only anticipated revenues but also projected remaining available fund balances. The unassigned balance amount budgeted in any fund is the amount of available funds (revenues and available fund balances) that have not yet been assigned a specific current year purpose.
391
Fiscal Year
Glossary of Budget Terminology 2026/27
LIST OF ACRONYMS AND ABBREAVIATIONS
ARPA – American Rescue Plan Act
CAR – California Association of Realtors
CDBG –Community Development Block Grant
CIP – Capital Improvement Project
CM – City Manager
CNG – Compressed Natural Gas
COPS – Community Oriented Policing Services
CSMFO – California Society of Municipal Finance Officers DIF – Development Impact Fees
DOJ – Department of Justice
DWR – Department of Water Resources
EDC – Economic Development Corporation
FAACT – Future Advocates for Agriculture Concerned about Tomorrow FB - Facebook
FTE – Full Time Equivalent
FY – Fiscal Year
GFOA – Government Finance Officers Association HMI – Housing Market Index
392
Fiscal Year
Glossary of Budget Terminology 2026/27
IG - Instagram
MOU – Memorandum of Understanding
MDRR- Mt. Diablo Resource Recovery
OH Fees – Overhead Fees
O & M – Operational and Maintenance Expense
PD – Police Department
PEPRA – Public Employee’s Pension Reform Act PERS – Public Employees Retirement System PFA – Public Financing Authority
PPA – Power Purchase Agreement
PW – Public Works
RDA – Redevelopment Agency
RR – Railroad
RSTP – Regional Surface Transportation Program
SA –Successor Agency
SCADA – Supervisory Control and Data Acquisition
SD – Storm Drainage
SIG – Signals
SLESF – Supplemental Law Enforcement Services funds
SOI – Sphere of Influence
393
Fiscal Year
Glossary of Budget Terminology 2026/27
SRF – State Revolving Fund
SRO – School Resource Officer
STR – Streets
SWOT – Strengths, Weaknesses, Opportunities and Threat
TDA –Transportation Development Account
TCR – Traffic Congestion Relief
394
PROPOSED ANNUAL
CAPITAL BUDGET
AND
5-YEAR CAPITAL IMPROVEMENT PROGRAM
For Fiscal Years (FY) 2026/27 to 2030/31
CIP-1
395
This page intentionally left blank
CIP-2
396
CAPITAL IMPROVEMENT PROGRAM
The Capital Improvement Program (CIP) is a major public infrastructure and planning tool for the City of Oakley. The CIP serves as a statement of the City's policies and financial abilities to manage the development of the community. The creation of a five- year CIP provides a systematic plan for providing infrastructure improvements within a prioritized framework and a general schedule for projects to proceed. The Projects identified in the CIP meet the City’s General Plan and adhere to the Strategic Plan 27+. The first year reflects the adopted budget for the upcoming Fiscal Year (FY). The remaining four years represent a schedule and estimate of future capital needs that may be funded, given projected revenues and priorities.
There are several benefits for developing and adopting a Capital Improvement Program. Not only does CIP become a management tool for the City Council and City staff; CIP also provides valuable information to the citizens, developers, and businesses who are interested in the development of the community. The CIP document will assist in leveraging available resources through the timing of projects, and the coordination of City projects with improvements constructed by other entities.
Despite the many benefits of a CIP, it is important to highlight the fact that this is a planning document. Changes can occur for many reasons. Revenues can fluctuate because of changing economic conditions or shifts in City policy. Private economic decisions can also affect the timing, scale, and location of capital projects. The City of Oakley’s CIP reflects the Strategic Goals of the City Council and is a critical investment tool for the community to help promote economic vitality and viability for the City of Oakley.
The focus of the proposed CIP for FY 2026/27 through FY 2030/31 is to maintain the core infrastructure of the City of Oakley by utilizing the most cost effective and creative approach. The CIP continues to prioritize and build new infrastructure for the community, which will enhance the quality of life for residents.
The CIP for FY 2026/27 is divided into specific projects to address unique needs for each component of the City’s infrastructure system (e.g., Streets, Parks & Facilities). This approach provides funding for infrastructure maintenance, construction of new improvements, and long-range goals for protecting the quality of the public infrastructure system in the City of Oakley. The funding for CIP projects is generally from the following sources: Measure J Sales Tax, Gas Tax, Development Traffic Impact Fees, Development Park Impact Fees, Federal & State Grants, Assessment District Funds, and the City’s General Fund. The CIP-3
397
revenues from Development Traffic Impact Fees and Development Park Impact Fees are dependent upon the private development activity and regional economic growth. The CIP for FY 2026/27 conservatively budgets a portion of these funding sources to account for unforeseen downturns in the regional economic and development activity.
There is a direct relationship between CIP project construction, economic development, and the vitality of the community. New residents want to come and live in a community that is vibrant and provides a wide range of amenities (e.g., Recreation Center, Library, etc.). Commercial developers also look to build communities that thrive and provide amenities for today’s lifestyle.
The construction of CIP projects helps to enhance amenities and the quality of life for the community residents, which in turn makes Oakley a desired community for private development. The increase in the level of private development activity will provide opportunities for the City to undertake projects with various infrastructure improvements to complement the private development projects.
CIP-4
398
Proposed CIP Projects for FY 2026/27
Project #176, Oakley Regional Park Project – This project transforms a 55-acre site located at the north end of Sellers Avenue that was given to the City as part of the development agreements with the Emerson and Gilbert Ranch projects. This 55-acre site was the site of an abandoned dairy farm that has been closed for decades. This project will construct a regional park at this site that will be a destination point for the Oakley community. A team of staff, consultants, and a Council sub-committee began the process of concept planning for this site in 2016. As a result of this work, a concept plan was developed and approved by the City Council. During 2019, there were further discussions with the community to solicit input as the concept plan was refined and adopted by the City Council to reflect the needs of the community and strategic goals of the City Council. This project will be a multi-phase project that will be designed and constructed over the coming years and would potentially cost over $100,000,000 to construct all of its components. Funding for this project will be provided by a combination of grants and other funds over several years or decades. The first phase of this project was the demolition and removal of the abandoned and unsafe structures, which was completed in 2019. The City applied for two rounds of funding for this project from the State Proposition 68 State of California Grant in 2019 and 2021 and unfortunately was not awarded the grant. Staff will continue to explore other grant funding for this project to design and construct this project. During FY 2023/24 a new Master Planning study was performed to solicit input from the community and various stakeholders on the features that are desired at this park and to ensure consistency with the new Oakley Strategic Plan 27+. This new master Plan was adopted by City Council in Spring 2024 and will be used in future grant funding applications. The funding of the preliminary project design and site clean-up was allocated in FY 2016/17. Staff will continue to seek grant opportunities for this project. No additional funding is requested in the FY 2026/27 budget.
Project #186, West Cypress Road Bridge at Contra Costa Canal Reconstruction Project - The existing West Cypress Road Bridge that crosses the Contra Costa Canal is structurally deficient according to the Caltrans inspections. It will need to be reconstructed to bring it to modern structural standards. The City of Oakley does not have a designated funding source for replacing the City’s bridges and relies upon State grant programs such as the Highway Bridge Replacement and Rehabilitation Program (HBRRP) for major bridge improvement projects. Staff will apply for this grant once the application cycles are presented. The funding of the preliminary project design was allocated in FY 2016/17. No additional funding is requested in the FY 2026/27 budget.
CIP-5
399
Project #189, Piper Lane Drainage Channel Trash Capture Device Project - The Piper Lane drainage channel is one of the major drainage outfalls from the City of Oakley to the Delta in which the City is responsible for its maintenance and operation. This is an open channel that flows freely to the Delta and based on the permit issued by the San Francisco Regional Water Quality Control Board (SFRWQCB), it cannot convey trash to the open waters of the Delta. Historically, a large amount of trash and debris were transported to the Delta through this channel. This project will construct a new trash capture device at the upstream end of the channel near Vintage Parkway. The trash capture device will stop trash from flowing into the Delta and, as a result, puts the City in compliance with the SFRWQCB permit. The preliminary design of this project is completed, and staff will look for grant funding for the final design and construction of this project. The initial funding of this project was allocated in FY 2022/23. No additional funding is requested in the FY 2026/27 budget.
Project #211, Main Street/Rose Avenue Intersection Improvement Project – Main Street and Rose Avenue have operated as a stop sign controlled intersection over the past several decades. This mode of operation is not sustainable for the long term, especially with the added traffic volumes on Main Street and the expansion of the Ironhouse Sanitary District (ISD) and Diablo Water District maintenance facility near this site. City staff have been discussing this intersection improvement project with the new management staff of ISD to explore opportunities that both agencies can collaborate to improve this intersection. As part of the collaborative work, ISD will contribute $50K towards the start of the design work to improve the intersection of Main Street and Rose Avenue and install a traffic signal at this intersection. After the completion of the design, the details of the final project will be identified along with construction cost estimates that will be budgeted in the FY 2026/27 budget. The initial funding for design of this project was allocated in FY 2025/26. Total funding requested for construction for FY 2026/27 - $1,320,000 ($388,360 Traffic Impact Fee Fund, $50,000 Main Street Fund, $311,640 Measure J, $200,000 2014 Bond Benefit, and $370,000 2012 Bond Benefit.
Project #231, Sellers Avenue (Riverrock Drive to CCWD Canal Crossing) Widening and Improvement Project – Sellers Avenue is a 2-lane road that was constructed by Contra Costa County decades ago. The section of Sellers Avenue from East Cypress Road to the north end of the road at the gate to the future Oakley Regional Park is destined to be widened to 4 lanes with curb and gutter, sidewalks, landscape medians, bike lanes, and street lighting. Presently, the section of Sellers Avenue from East Cypress Road to Riverrock Drive has been widened and improved by the developers of the Emerson and Gilbert Ranch projects. This project will widen and improve the remaining section of Sellers Avenue from the intersection at Riverrock Drive to the gate of the future Oakley Regional Park. Developers paid the City their cost share for curb and gutter, sidewalk, and one CIP-6
400
lane of roadway. The City will pay the remaining construction costs for the second lane and medians for this project. The timing of design and construction of this project will be in coordination with the Oakley Regional Park Project CIP # 176, when that project funding is secured. The funding for this project will be allocated in the CIP budget in future years. No funding is requested for FY 2026/27 budget.
Project #247, East Cypress Road Widening (Knightsen Avenue to Contra Costa Water District CCWD Canal) Project - This project will widen and fully reconstruct East Cypress Road from Knightsen Avenue to the Conta Costa Water District Canal.
East Cypress Road is the only major roadway that carries traffic from far east Oakley, Bethel Island, and parts of the County to Main Street and beyond. The growth and development of the far east County region have necessitated various infrastructure improvements to East Cypress Road to accommodate the traffic demand on this roadway, which has been a health and safety concern for many years. This City capital project will reconstruct East Cypress Road from Knightsen Avenue to CCWD Canal to 6 lanes, along with new curb, gutter, sidewalks, bicycle lanes, traffic signals, streetlights, storm drain system and medians.
The construction of this project is currently underway and anticipated to be completed by fall 2025. The funding for this project was allocated in FY 2021/22 budget and FY 2022/23 budget. No additional funding is requested in the FY 2026/27 budget.
Project #252, Downtown Storm Drain (AREA 29D) Improvement Project – The Contra Costa County Flood Control District years ago had established drainage zones through the County for storm drain detention and treatment. These zones included large detention basins (i.e. Freedom Basin, Teakwood Basin, Del Antico Basin, etc.) and a network of underground pipe systems to convey the storm water runoff from the City's streets to these basins. All parts of the storm drain system in this zone have been constructed over the past few decades, with the exception of the section of pipe from the north side of Main Street, just east of Miguel Drive to the edge of the railroad tracks and south of Main Street to Fuschia Way. This project will design and construct this section of storm drainpipe which will complete all the improvements in this zone. As part of this project a new curb, gutter, and sidewalk will be constructed along Main Street from Vintage Parkway to Gardenia Avenue and enhance the development opportunities in this section of Downtown Oakley. The preliminary design of this project is completed, and final design and construction will begin once funding is secured. The initial funding for the project was allocated in the FY 2021/22 budget. No funding is requested for FY 2026/27; construction of this project will be funded in future years.
CIP-7
401
Project #263, O'Hara Avenue / Carpenter Road Intersection Improvement Project – The construction of Carpenter Road from Rose Avenue to Cinnamon Ridge Drive as part of a private subdivision development project has opened this important east/west roadway corridor for the community. This section of Carpenter Road will increase traffic flows at the intersection of O’Hara Avenue and Carpenter Road. This project will improve the traffic operations at this intersection by constructing protected left turn lanes on Carpenter Road on both the westbound and eastbound approaches to O’Hara Avenue. Additional improvements include the installation of a video detection system and reconfiguration of the striping at this intersection. The construction of this project is anticipated to start by summer 2025 and be completed by summer 2026. The initial funding for this project was allocated in the FY 2021/22, FY 2022/23, and FY 2025/26 budget. No additional funding is requested for FY 2026/27.
Project #268, Main Street / Delta Road Intersection Signalization Project – This project will install a traffic signal and widen and improve the Main Street / Delta Road intersection. This intersection is identified as having a new traffic signal per the City’s Traffic Impact Fee program. With the growth of the far east Oakley region and additional traffic that use Delta Road for access to Main Street, a new traffic signal will improve safety and traffic circulation at this intersection. The preliminary design of this project was started in FY 2021/22 to develop the preliminary plan for this project. Design is now completed and construction to commence once funding is secured. The initial funding of this project was allocated in FY 2021/22 and FY 2025/26 budget. The total budget for construction requested for FY 2026/27 is $1,045,000 ($388,360 Traffic Impact Fee Fund and $656,640 Gas Tax RMRA Fund)
Project #269, Main Street / Brownstone Road Intersection Signalization Project – This project will install a traffic signal and improve the Main Street / Brownstone Road intersection. This intersection is identified as having a new traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project was started in FY 2021/22 to develop the preliminary plan for this project.
The final design and right-of-way acquisition for this project will get underway in future years once progress is made on the right-of-way acquisition and funding gets allocated for this project. The initial funding of this project was allocated in FY 2021/22. No additional funding is requested in the FY 2026/27 budget.
CIP-8
402
Project #273, Laurel Road Extension Project (Teton Road to Sellers Avenue) - This Project will extend Laurel Road from Teton Road to Sellers Avenue providing an alternate and much needed secondary route to the East Cypress Road region of Oakley.
Currently, the only way in and out of far east Oakley is via Main Street to East Cypress Road. This current route along East Cypress Road passes by an elementary and middle school and crosses the Burlington Northern Santa Fe (BNSF) railroad tracks.
Extending Laurel Road from Teton Road to Sellers Avenue will provide a secondary access route out of the East Cypress Road corridor. This project will construct a new bridge over the BNSF railroad tracks, retaining walls, new 4-lane roadway with curb, gutter, sidewalks, medians, bicycle lanes, and new traffic signals at the intersection of Laurel Road with Teton Road and Sellers Avenue. The preliminary design for the layout of the new roadway has been completed and appraisals prepared for the rightof-way acquisition needed for this project. Staff will begin design and work on obtaining the right-of-way acquisition for this project. Staff has prepared the Request for Proposals to bring a professional engineering firm to provide the services to complete the design of this project. In addition, staff will continue to pursue grant funding opportunities for the construction of this project which is estimated to cost over $40M. The initial funding of this project was allocated in the FY 2021/22, FY 2022/23, and FY 2025/26 budget. The design, environmental, and right of way phase of this project will begin in FY 2026/27. Total budget requested for FY 2026/27 - $5,600,000 ($1,100,000 Traffic Impact Fee Fund and $4,500,000 General Capital Project Fund) Project #281, Enrico Cinquini Park Construction Project – The developer of the Stonewood Subdivision, a collection of 262 lots, was conditioned to construct a new park (Enrico Cinquini Park) at the intersection of Rose Avenue and Carpenter Road.
The developer’s obligation of $2.1M was not sufficient to construct this park and its associated facilities and features, which include a parking lot. The City has completed the design and has begun construction of this park. Funding for the park utilizes the Park Impact Fee obligation of the developer, as well as supplementing it with additional City Park Impact fees. This park will be one of the most attractive and desired parks in Oakley and will feature a picnic area, shade structure, splash pad, ADA accessible restroom, playground, natural turf, and a parking lot. In 2023, with the support of Congressman DeSaulnier, the City received a Federal grant in the amount of $850,000 for this project that would supplement the local project budget. The construction of this project is anticipated to be completed in the spring of 2027. The initial funding of this project was allocated in the FY 2023/24 and FY 2025/26 budget. No additional funding is requested in the FY 2026/27 budget.
CIP-9
403
Project #283, Laurel Road Bridge Widening over Marsh Creek Project – Laurel Road at the Marsh Creek Bridge is currently a 2-lane roadway that needs expansion and widening to 4 lanes with sidewalks and bicycle lanes to tie into the future Laurel Road Extension Project at Teton Road. This project will complement the Laurel Road Extension Project (Teton Road to Sellers Avenue) CIP 273, provide improved access for Laurel Road, and accommodate future traffic volumes from the developments along the East Cypress Road Corridor. A precise alignment for this section of Laurel Road will need to be adopted to support this project. The initial funding of this project was allocated in the FY 2022/23 budget. No additional funding is requested in the FY 2026/27 budget.
Project #302, East Cypress Road Widening (Jersey Island Road to Bethel Island Road) Project - This project will widen and fully reconstruct East Cypress Road from Jersey Island Road to Bethel Island Road. This is the last phase of the overall East Cypress Road improvements that have been under construction since 2023. The new East Cypress Road from Jersey Island Road to Bethel Island Road will be a 4-lane roadway with curb, gutter, sidewalk, bicycle lane, streetlight, median, traffic signal, landscaping and storm drain system. This project will complement the adjacent East Cypress Road widening projects, CIP 247 and CIP 310 that are currently under construction. The design of this project has been underway and after the bidding process the construction is anticipated to start in summer 2025 and be completed by end of 2026. This project is the most expensive capital project that the City has ever undertaken, and securing funding was a major challenge. With the great work of the Public Works staff over a nearly two-year period, a $21M grant was secured from East Contra Costa Regional Fee and Financing Authority which was critical in the realization of this project for the Oakley community. The funding for construction of this project was allocated in the FY 2025/26 budget. No additional funding is requested in the FY 2026/27 budget.
Project #306, Marsh Creek Glenn Park Renovation Project - The existing playground equipment and surfacing at Marsh Creek Glenn Park is the original infrastructure at this park, which was constructed 20 years ago. The equipment and surface are both in need of replacement, as maintaining this playground equipment and surfacing is not practical and financially viable. This project will replace and significantly expand the playground footprint to allow for larger, more inclusive play structures, including the potential addition of swings. The new playground will prioritize ADA accessibility and all-abilities play, with a goal of exceeding current industry standards. The project will also upgrade the irrigation system at this park and replace the half basketball court with a Pickleball court that is in high demand. The concept planning for this park was performed in 2023 and the design of this project is in progress and the construction will be funded in future years. The initial funding of this CIP-10
404
project was allocated in the FY 2023/24 budget. Funding for construction will be determined in future years as funding becomes available. No additional funding is requested in the FY 2026/27 budget.
Project #310, East Cypress Road Widening at Contra Costa Water District (CCWD) Canal Crossing Project – The CCWD has undertaken the process of replacing their open canal in Oakley for the past few years. This project began at the canal crossing near Main Street and extended eastwards behind the Cypress Grove, Emerson Ranch, Delaney Park, and Burroughs subdivisions up to East Cypress Road. In 2023, CCWD undergrounded the remainder of this open canal from East Cypress Road in a southerly direction to its connection point at Rock Slough. The only remaining open section of the CCWD canal is at its intersection with East Cypress Road and Jersey Island Road. This open canal needs to be undergrounded to accommodate the construction of East Cypress Road. The City has been collaborating with CCWD in all phases of the canal undergrounding project and at East Cypress Road, the City will take the lead on undergrounding the canal and construction of the new roadway infrastructure and utilities with CCWD reimbursing the City $2.2M towards the undergrounding of their canal at East Cypress Road after its construction. The CIP 310 project is divided into 2 phases. The first phase is the CCWD canal undergrounding project, which its construction contract was awarded in December 2024 and will span to the fall of 2026. The second phase is for the construction of the new East Cypress Road and Jersey Island Road intersection with very complex utility components.
The second phase of this project will be constructed in conjunction with CIP 247 which is constructing the new East Cypress Road Knightsen Avenue to Jersey Island Road and anticipated to have this project completed by the end of 2026. The funding of this project was allocated in FY 2023/24, FY 2024/25, and FY 2025/26 budget. No additional funding is requested in the FY 2026/27 budget.
Project #315, Magnolia Park Playground Resurfacing and Retrofitting Project - The Magnolia Park Playground currently has a combination of Poured-In-Place (PIP) rubber surfacing and Engineered Wood Fiber (EWF), both of which have reached the end of their useful life. Over the years, many patches and repairs have been made to the PIP surface, but the system is no longer holding up effectively. PIP, while initially a good product, has proven harder to maintain over time compared to properly installed rubber tile surfacing. Rubber tiles are significantly more durable, easier to maintain, and more resistant to vandalism and abuse. This project will replace all existing playground surfacing with new rubber playground tiles manufactured by SofSurfaces, a company known for industry-leading quality, durability, and warranty support. Their tile system comes with a 20-year full warranty, with all warranty repairs performed by SofSurfaces' own trained staff at no cost to the City. Transitioning CIP-11
405
to a full tile system will also eliminate the need for Engineered Wood Fiber, bringing the playground into full compliance with ADA accessibility standards. This change will greatly reduce ongoing maintenance costs. Alongside the resurfacing, the existing playground will be retrofitted to enhance both usability and accessibility prioritizing ADA and all-abilities upgrades.
The step pods, which have consistently posed maintenance challenges with their chain connections, will be removed or replaced. This project will help extend the useful life of the playground by blending existing viable features with new play elements. The funding of this project was allocated in the FY 2025/26 budget. No additional funding is requested in the FY 2026/27 budget.
Project #316, Main Street Widening North of Laurel Road to Heartwood Subdivision Project - Main Street is a major arterial street in Oakley and a direct connection to Laurel Road. The section of Main Street north of Laurel Road is still one lane and cannot accommodate the increased traffic demands on this roadway. This project will perform the design for the widening of Main Street from the existing widened section at Heartwood Subdivision to Laurel Road. This design has identified the Right of Way needs for this roadway widening and the construction is planned for the upcoming fiscal year once Right of Way is obtained. The funding of the project design was allocated in the FY 2025/26 budget. Total construction budget requested for FY 2026/27 - $1,140,000 (General Capital Project Fund)
Project #317, Novarina Park Playground Expansion and Resurfacing Project - The playground surfacing at Novarina Park consists of Poured-In-Place (PIP) rubber, which has reached the end of its useful life. Numerous repairs have been made, and further deterioration is ongoing. Continuing to patch the PIP surfacing risks compromising its safety and impact attenuation properties. This project will replace the existing surfacing with rubber playground tiles, taking advantage of their high durability, ease of maintenance, and industry-leading lifetime warranty. In addition to the safety and maintenance benefits, this project will allow for the removal of the deteriorating sand pit/dino-dig area. Although popular, the sand pit is causing significant abrasion damage to the adjacent rubber surfacing and poses sanitation challenges. Its removal will free up additional space for new play equipment to enhance this park. The funding of this project was allocated in the FY 2025/26 budget. No additional funding is requested in the FY 2026/27 budget.
CIP-12
406
Project #318, Oakley Library & Community Center Project – Oakley is a growing community, and its population has nearly doubled since incorporation with growth continuing as new housing is added. The residents of Oakley deserve library services and a community facility that serves the existing and growing community. The lack of a modern and functional Oakley Library and Community Center has been a topic of many discussions with the City Council and community residents in recent years, as the small section of the High School Library that is provided as a community library is not large enough to provide the wide range of services that the community desires. The City has committed $10.5M for this project. This level of funding would allow for an 11,500 to 13,500 sq. ft. facility. The funding of this project was allocated in the FY 2024/25 budget. No additional funding is requested in the FY 2026/27 budget.
Project #320, O’Hara Avenue Widening Project (600’ south of Laurel Road to 300’ south of Grapevine Lane) – This project will widen the east side of O’Hara Avenue to close the gap between the section of O’Hara Avenue that was improved and widened as part of CIP 280 to near the intersection of Grapevine Lane. With this widening project, O’Hara Avenue will have 2 lanes in a northbound direction from Carpenter Road to Laurel Road and will eliminate the bottleneck that has created traffic congestion on northbound O’Hara Avenue, which was highlighted especially during school morning and afternoon drop-off, and pick-up times. This project will be designed during FY 2025/26 and constructed during FY 2026/27. The funding of the project design was allocated in the FY 2024/25 budget. Total construction budget requested for FY 2026/27 - $1,925,000 (Traffic Impact Fee Fund)
Project #326, Main Street Phase 1 Green Infrastructure Project – The City of Oakley has to undertake projects to comply with the Municipal Regional Stormwater permit. All municipalities under this permit are required to implement drainage projects to treat urban stormwater runoff goals in the regional permit. As part of this overall goal, the City of Oakley is required to treat
2.55 acres of existing pervious pavement by June 2027. There are sections of Main Street, Laurel Road, and Simoni Ranch Road that have been selected as sites for such treatment projects, which will span several years to complete. For FY 2025/26, a section on Main Street at East Cypress Road intersection will be the first such project in Oakley. The funding of this project was allocated in the FY 2025/26 budget. No additional funding is requested in the FY 2026/27 budget.
CIP-13
407
Project #331, Freedom Basin Restroom Construction Project – Freedom Basin has lacked a permanent restroom facility for years, despite heavy use by youth sports leagues and City programs. Currently, leagues rely on renting portable restrooms, which have led to numerous operational issues, including vandalism, accidents, and unsanitary conditions. This project will construct a permanent, vandal-resistant restroom facility consisting of a precast concrete building. The restroom will feature four to six individual stalls (split evenly between men's and women’s sides) to prevent congregation and discourage inappropriate behavior. Security measures will include automated door locking systems, a key fob access system, and exterior security cameras covering all sides of the building. The new restroom will connect to Freedom High School’s water and sewer infrastructure, providing potable water access to the park for the first time. A drinking fountain will be installed on the exterior of the building to further support park users. The funding of this project was allocated in the FY 2025/26 budget. No additional funding is requested in the FY 2026/27 budget.
Project #333 Part B, FY 2025/26 Street Repair and Resurfacing Project – This project will repair the base and surface failures, as well as resurface the City’s streets as a part of a comprehensive program to maintain the roadways for the community. Street repair and resurfacing is critical in keeping the quality of the City’s street infrastructure in good condition and preventing costly reconstruction due to the lack of proper rehabilitation and maintenance. This project will include a number of surface and base treatments to best utilize the funding available throughout neighborhoods in Oakley. This project was designed during FY 2025/26 and remaining neighborhoods to be constructed during FY 2026/27. Total budget requested for FY 2026/27 - $1,260,000 (Street Maintenance & Rehabilitation Fund – It is anticipated that there is $1,100,000 remaining from FY 2025/26 that can be rolled over for a total available budget of $2,360,000 for FY 2026/27) Project #337, FY 2026/27 Curb, Gutter, and Sidewalk Repair & Reconstruction Project - This project will repair and replace damaged and broken concrete curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalks uplifted by tree root overgrowth and provide safe paths of travel for pedestrians.
This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalk uplifts in a collaborative approach, with the City administering and managing the entire project from start to finish, and property owners pay half the cost of the concrete sidewalk repairs and replacement along the frontage of their properties.
Total budget requested FY 2026/27 - $150,000 (Gas Tax Fund RMRA) CIP-14
408
Project #338, FY 2026/27 Traffic Calming Project – Traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy. Various traffic calming requests are evaluated by staff from the Police and Public Works Departments and are addressed in collaboration with the residents based on priority, and the order they are received. Total budget requested for FY 2026/27 - $50,000 (Gas Tax Fund HUTA) Project #339, FY 2026/27 ADA Implementation Plan Project - The Transition Plan details a program that will bring the City’s programs, procedures, practices, facilities, sidewalks, and curb ramps into compliance under the American Disabilities Act (ADA). The City of Oakley is required to prepare and implement an ADA Transition Plan to adhere to the legal requirements related to the U.S. Department of Justice. The City’s ADA Transition Plan was prepared and adopted by the City Council which identified over $100M of improvements needed to fully implement all components of this ADA Transition plan. The recommendations for this plan will be implemented over the coming years based on the allocated funding. Total budget requested for FY 2026/27 - $50,000 (Gas Tax Fund HUTA)
Project #340, FY 2026/27 Traffic Signal Modernization Project – This project will rehabilitate existing traffic signal components, flashing beacons, speed feedback signs, and traffic management system. Traffic operations and public safety have become one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets. This project is a part of the on-going work to upgrade the traffic signals with new components to operate better and be able to work in coordination with other traffic signals. This involves both internal parts of the traffic signal system, electronics and signal heads and detection systems. Total budget requested for FY 2026/27 - $200,000 (Measure J Fund) Project #341, Accessibility Pathway at Laurel Ballfield – Construct approximately 2,000 linear feet of ADA accessible surface along existing trail loop in Laurel Ballfields Park and install accessible ramps to bleachers. Improve the park to meet current ADA standards and allow for improvements to be enjoyed by all users of the community. Total budget requested for FY 2026/27 - $330,000 (Lighting and Landscape District Zone 1 Fund) CIP-15
409
Project #342, FY 2026/27 Street Repair and Resurfacing Project – Pavement resurfacing of Laurel Road, Main Street, and Empire Avenue to extend the life cycle of our roadway assets. Project limits: Laurel Road between westerly city limits to Empire Avenue, Main Street between Laurel Road to E Cypress Road, and Empire Avenue between Laurel Road to Main Street.
Preventative maintenance of our roads is needed to prevent water intrusion into the pavement section and slow down the aging process of our roadways. Total budget requested for FY 2026/27 - $1,350,000 ($1,100,000 Street Maintenance & Rehabilitation Fund and $250,000 Gas Tax RMRA Fund)
Project #343, Police Department Remodel Project – This project will construct the facility improvements at the Police Department offices that were deemed necessary in the Facility Assessment study performed in spring 2025. The improvements include: remodeling of the Police Department reception area, expansion of Police Department Evidence and Records office spaces and creating additional Police report writing office spaces, constructing a new Police conference and meeting room in the City Hall with private doorways and secure access from Police Department. This project will also replace the carpets, paint the walls and install new cubicles to match the similar work that was performed at City Hall. Our city continues to grow in population and our Police Department needs additional space to keep up with the demands of necessary functions of the Police Department offices. Total budget requested for FY 2026/27 - $1,525,000 (General Capital Project Fund). There are $660,000 remaining funds from the City Hall Remodel CIP 329 to be used towards the Police Department Remodel for a total budget of $2,185,000
Project #345, SCADA System Upgrades Project – Upgrade the Supervisory Control and Data Acquisition (SCADA) System to enhance the operations of the Cypress Grove, Emerson Ranch, and Delaney Ranch Pump Station. Upgrades include the system's hardware and software functions to ensure efficiency, reliability, and allow staff to make informed decisions through a central management system. The Cypress Grove, Emerson Ranch, and Delaney Ranch Pump Stations are critical infrastructure that supports the overall stormwater management system in these neighborhoods. The SCADA upgrades to these pump stations will help ensure staff is notified immediately when failures occur. The SCADA system will also help ensure that these Pump Stations are running in their optimal capacity and ensure efficiency in its operations. No funding is requested in the FY 2026/27 budget. Funding to be allocated in future years as funds become available.
CIP-16
410
Project #346, Main Street Improvements Gardenia Avenue to Vintage Parkway Project – Design and construct the remaining roadway improvements for Main Street between Gardenia Ave to Vintage Pkwy consistent with the Downtown Specific Plan.
This segment of Main Street is a gap in our infrastructure for an ADA path, sidewalk, and bicycle facilities. Improvements will include curb, gutter, sidewalks, bike lanes, streetlights, and landscaping, and additional parking in the downtown area to support accessibility for all to our downtown events and local businesses. No funding is requested in the FY 2026/27 budget.
Funding to be allocated in future years and staff will continue to seek grant funding for this project.
CIP-17
411
This page intentionally left blank
CIP-18
412
Community
Parks
Gas Tax
HUTA
Gas Tax
RMRA
Measure J General Capital
Projects
Traffic
Impact Fee
Park Impact
Fee
Public
Facilities
Impact Fee
2012 Bond
Benefit
2014 Bond Main Street
Fund
Street
Maintenance
& Rehab
132 140 141 148 201 202 204 206 221 222 231 235
5,223,916 478,487 392,767 487,718 77,695 1,865,407 753,923 1,945,888 485,822 298,401 54,192 196,882 2,695,035 1,380,607 1,323,869 819,500 - 1,746,752 688,168 668,168 - - - 7,165,000 2,339,717
1,154,500
(2,498,000) (1,422,542) (40,481) (278,072) (63,255) (287,113) (96,747) (698,987) (5,634) (5,634) (4,192) (86,448) 5,420,951 436,552 1,676,155 1,029,146 7,179,440 4,479,547 1,345,344 1,915,069 480,188 292,767 50,000 2,450,151 Project # Project Description Total Project Allocation Prior Years Funding Allocation FY 2026/27 Allocation 176 Oakley Regional Park 200,000 200,000 0
186 West Cypress Road Bridge Reconstruction at CC Canal 150,000 150,000 0 189 Piper Lane Drainage Channel Trash Capture Device 0 0 0 211 Main Street/Rose Avenue Intersection Improvement *** 1,520,000 200,000 1,320,000 311,640 388,360 370,000 200,000 50,000 231 Sellers Avenue (Riverrock Drive to CCWD Canal Crossing) Widening 0 0 0 247 East Cypress Road Widening (Knightson Avenue to Jersey Island Road) 19,180,000 19,180,000 0 252 Downtown Storm Drain (Area 29) Improvement 88,470 88,470 0 263 O'Hara Avenue/Carpenter Road Intersection Improvement 450,000 450,000 0 268 Main Street/Delta Road Intersection Improvement 1,245,000 200,000 1,045,000 656,640 388,360 269 Main Street/Brownstone Road Intersection Improvement 200,000 200,000 0 273 Laurel Road Extension (Teton Road To Sellers Avenue)** 6,260,000 660,000 5,600,000 4,500,000 1,100,000 281 Enrico Cinquini Park Construction* 6,700,000 6,700,000 0 283 Laurel Road Bridge Widening over Marsh Creek 0 0 0
302 East Cypress Road Widening (Jersey Island Road to Bethel Island Road) 25,018,100 25,018,100 0 306 Marsh Creek Glenn Park Renovation 500,000 500,000 0 310 East Cypress Road Widening at CCWD Canal Crossing 11,000,000 11,000,000 0 315 Magnolia Park Playground Resurfacing and Retrofitting 600,000 600,000 0 316 Main Street Widening North of Laurel Road to Heartwood Subdivision 1,340,000 200,000 1,140,000 1,140,000 317 Novarina Park Playground Expansion and Resurfacing 600,000 600,000 0 318 Oakley Library & Community Center 10,500,000 10,500,000 0 320 O'Hara Avenue Widening (600' south of Laurel Road to 300' south of Grapevine Lane) 2,100,000 175,000 1,925,000 1,925,000 326 Main Street Phase 1 Green Infrastructure 500,000 500,000 0 331 Freedom Basin Restroom Construction 700,000 700,000 0 333 FY 2025/26 Street Repair and Resurfacing 3,860,000 2,600,000 1,260,000 1,260,000 337 FY 2026/27 Curb, Gutter, Sidewalk Repair 150,000 0 150,000 150,000 338 FY 2026/27 Traffic Calming 50,000 0 50,000 50,000
339 FY 2026/27 ADA Implementation 50,000 0 50,000 50,000 340 FY 2026/27 Traffic Signal Modernization 200,000 0 200,000 - 200,000 341 Accessibility Pathway - Laural Ballfields 330,000 0 330,000 330,000 - 342 FY 2026/27 Street Repair and Resurfacing 1,350,000 0 1,350,000 250,000 1,100,000 343 Police Department Remodel 1,525,000 0 1,525,000 1,525,000 Total Proposed Expenditures FY 2026/2027 96,366,570 80,421,570 15,945,000 330,000 100,000 1,056,640 511,640 7,165,000 3,801,720 - - 370,000 200,000 50,000 2,360,000 Projected FY 26/27 Fund Balance 5,090,951 336,552 619,515 517,506 14,440 677,827 1,345,344 1,915,069 110,188 92,767 (0) 90,151 Remaining Unassigned Balances FY 2026/2027 5,090,951 336,552 619,515 517,506 14,440 677,827 1,345,344 1,915,069 110,188 92,767 (0) 90,151 * Anticipate Reimbursement of $850,000 in federal grant money **Anticipated contribution from Meritage Homes of $674,000 and ECCRFFA of $480,500 ***Staff will seek reimbursement from ISD and DWD for approx 25% of the cost Total Available for Capital Projects FY 2026/27
City of Oakley
FY 2026/2027 Project Summary
Capital Improvement Program for Fiscal Years 2026/2027 to 2030/2031 Estimated FY 25/26 Fund Balance
Proposed - FY 26/27 Revenues
Proposed - FY 26/27 Transfers from General fund
Proposed - FY 26/27 Grant or Contributions
Proposed - FY 26/27 Expenditures
CIP-19
413
This page intentionally left blank
CIP-20
414
Summary of Completed Projects in FY 2025/2026
Project No. Project Title Location
CIP 280 Laurel Road Widening Project (O’Hara to Cloverbrook) Laurel Road and O’Hara Avenue CIP 321 FY 2025/26 Curb, Gutter and Sidewalk Repair & Reconstruction Project
Various Locations
CIP 322 FY 2025/26 Traffic Calming Project Various Locations CIP 323 FY 2025/26 ADA Implementation Project Various Locations CIP 324 FY 2025/26 Traffic Signal Modernization Project Various Locations CIP 325 Main Street Smart Signals Project Various Locations CIP 327 Norcross Lane Pedestrian Safety Improvements Project Norcross Lane CIP 328 Recreation Center Baseball Field Renovation Project 1250 O’Hara Avenue CIP 329 City Hall Remodeling Project (Community Development and Public Works Offices)
3231 Main Street
CIP 333A FY 2025/26 Street Repair and Resurfacing Project California Dawn and California Jamboree neighborhood
CIP 334 East Cypress Road Widening from 800’ East of Rubens Way to Machado Lane Project
East Cypress and Machado Lane
CIP 335 Sellers Avenue Reconstruction from Railroad Tracks to Delta Road Project
Sellers Avenue
CIP 336 Sellers Avenue Reconstruction from East Cypress Road to Railroad Tracks Project
Sellers Avenue
CIP-21
415
This page intentionally left blank
CIP-22
416
Completed Project Photos
CIP 280 Laurel Road Widening Project (O’Hara to Cloverbrook) Laurel Road is a major arterial roadway and the City's
designated truck route with a direct connection to Highway
4. The completion of this segment completes the ultimate build out of Laurel Road between Highway 4 to Main Street.
The construction of this project complements the new
Safeway Shopping Center and improves safety for all modes of transportation in one of the busiest intersections of our City at Laurel Road and O’Hara Avenue.
CIP 321 FY 2025/26 Curb, Gutter and Sidewalk Repair &
Reconstruction Project
This project repaired and reconstructed damaged and broken concrete (170 linear feet of curb, gutter, and 3,083 square feet of sidewalks) throughout the City. The construction of this project eliminates trip and fall accidents caused by sidewalk and curbs uplifted by tree root overgrowth, and provide safe paths of travel for the community. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalk and curb and
gutter uplifts.
CIP-23
417
CIP 322 FY 2025/26 Traffic Calming Project
The traffic operations in the community have become one of the major issues that the Police and Public Works
Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy.
Various traffic calming requests are being evaluated by staff from the Police and Public Works Departments in
collaboration with the residents based on priority and the order they are received. This year speed humps were
installed at Burgundy Drive to reduce speeding through this neighborhood.
CIP 323 FY 2025/26 ADA Implementation Project
The ADA Transition Plan details a program that will bring the City’s programs, procedures, practices, facilities, sidewalks, and curb ramps into compliance under the
American Disabilities Act (ADA). The City of Oakley is
required to prepare and implement an ADA Transition Plan to adhere to the legal requirements related to the U.S.
Department of Justice. The City’s ADA Transition Plan was prepared and adopted by the City Council which identified over $100M of improvements needed to fully implement all components of this ADA Transition plan. The
recommendations of this plan will be implemented over the coming years based on the allocated funding. The city
prioritizes the locations needing upgrades based on priority and the order they are received from the public.
CIP-24
418
CIP 324 FY 2025/26 Traffic Signal Modernization Project Traffic operations and public safety have become one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets. This project replaced some of the older internal components of the City's traffic signal systems which will improve the overall operations of the City’s transportation network. Some components upgraded are traffic signal
controllers, battery back up systems, replacement of loop detection systems to camera detection, pedestrian push
buttons, and illuminated street name signs.
CIP 325 Main Street Smart Signals Project
City of Oakley received a grant from Contra Costa
Transportation Authority as part of countywide program to enhance the traffic signals on major roadways and improve traffic operations. Traffic signals along the Main Street corridor are some of the oldest hardware and software of our signalized intersection inventory. The Smart Signals Project will improve these components and will be upgraded to
accommodate future growth as technology advances in
transportation. The City’s share of funding was allocated through this CIP and funds have been released to CCTA per the agreement for this project. CCTA will complete the
implementation of signal upgrades this summer.
CIP-25
419
CIP 327 Norcross Lane Pedestrian Safety Improvements Project This project improved safety at Oakley Elementary School serving over 5,000 students. The improvements include the installation of a bulb-out at a crosswalk on Norcross Lane.
Adding the bulb-out enhanced visibility for crosswalk users to navigate the area safely. Flashing Beacons with signage are installed to clearly state the location of the pedestrian crossing. Additional improvements included modifying the curb and sidewalk adjacent to the school parking lot to mitigate tripping hazards and unwarranted pedestrian
crossings. These improvements also follow Americans with Disabilities Act (ADA) Standards for Accessible Design to support Oakley residents with visual, hearing, or manual impairments.
CIP 328 Recreation Center Baseball Field Renovation Project The existing Baseball Field at the Recreation Center was fully sodded, multi-use grass area with no dedicated baseball infrastructure such as base pegs, a pitching rubber, or a home plate. While the field includes dugouts and a backstop, it was originally intended for T-ball, training activities, and general recreation department use, such as water-based activities and informal community events. This project transitioned the field into a formal, reservable community baseball field that meets Little League standards. The overall field was
reshaped to create a new, fully skinned infield using a proper baseball infield mix, similar to other public ballfields in the City's parks system.
CIP-26
420
CIP 329 City Hall Remodeling Project (Community Development and Public Works Offices)
This project constructed the facility improvements at City Hall that were deemed necessary in the Facility Assessment study performed in spring 2025. The improvements included remodeling of the office spaces in the Community
Development Department and the Public Works
Department. The Delta Breeze and Sandhill Crane
conference room cabinetry were also remodeled to match the overall office design. This project also replaced the carpets, paint the walls and install new cubicles to match the similar work that was performed at City Hall in 2024.
CIP 333
(A)
FY 2025/26 Street Repair and Resurfacing
This project repaired the base and surface pavement failures, as well as resurface the City’s streets as a part of a
comprehensive program to maintain the roadways for the
community. Street repair and resurfacing is critical in keeping the quality of the City’s street infrastructure in good condition and prevent costly reconstruction due to the lack of proper rehabilitation and maintenance. The California Dawn and California Jamboree neighborhoods received slurry seal and pavement overlay with new striping as part of our
Pavement Management Program this year.
CIP-27
421
CIP 334 East Cypress Road Widening from 800’ East of Rubens Way to Machado Lane Project
This project widened the median and roadway on south side of East Cypress Road. The north side of East Cypress Road within the project limits was constructed as part of the Emerson Ranch Development project. Meritage Homes is
constructing a new residential subdivision on the south side of East Cypress Road and as part of their project they
constructed new curb, gutter, sidewalks, bicycle lanes, and the full widening of East Cypress Road per their project conditions of approval. Construction is completed and the City has reimbursed Maritage Homes for the City’s share of this project.
CIP 335 Sellers Avenue Reconstruction from Railroad Tracks to Delta Road Project
This project reconstructed Sellers Avenue using Full-Depth Reclamation (FDR) process. FDR is a pavement rehabilitation technique where the entire existing asphalt pavement and a portion of the underlying base material are pulverized and blended in-place, creating a stabilized base for a new asphalt surface. Meritage Homes is constructing the new Sellers Subdivision on the west side of Sellers Avenue. The City staff and Meritage Homes have collaborated on the best ways to improve Sellers Avenue and FDR was determined as best
option to be performed by Meritage Homes. Construction is completed and the City has reimbursed Maritage Homes for the City’s share of this project.
CIP-28
422
CIP 336 Sellers Avenue Reconstruction from East Cypress Road to Railroad Tracks Project
This project reconstructed Sellers Avenue using Full-Depth Reclamation (FDR) process similar to CIP 335. Sellers
Avenue was originally constructed decades ago by the
County and has needed repairs and resurfacing in recent years with the additional traffic that is on this roadway from the East Cypress Corridor. Meritage Homes has agreed to perform this roadway reconstruction to take advantage of the economy of scale and one continuous paving operation.
Construction is completed and the City has reimbursed
Maritage Homes for the City’s share of this project.
CIP-29
423
This page intentionally left blank
CIP-30
424
Project Title: Oakley Regional Park Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City EngineerProject Type: Park Construction Project Number: 176Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ - Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Community Park Fund $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax $ -Developer $ -Grant (see comments) $ -2012 Bond Benefit $ -Stormwater Fund $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will design and construct a Regional Park at the north end of Sellers Avenue.
This project transforms a 55-acre site at the north end of Sellers Avenue that was given to the City as part of the development agreements with the Emerson and Gilbert Ranch development projects. This 55-acre site had a number of older structures related to a dairy farm that had been closed for decades. The first phase of this project was to demolish the old and abandoned structures, which were a safety concern, and to clean up the site. This task was accomplished in the summer of 2019. In March of 2021, the City applied for a State Proposition 68 grant to fund the first phase of this project and unfortunately did not qualify for the grant. The construction of the Oakley Regional Park will span several years as funding is secured through a combination of State Grants and local funds. A new park Master Plan was prepared and approved by City Council in 2024 and will be used to pursue grant funding for the project.
PROJECT FINANCING DETAILS
CIP-31
425
Project Title: W. Cypress Road Bridge at Contra Costa Canal Reconstruction Proj. Project Proponent: Public Works and Engineering Project Category: Bridge Project Manager: City Engineer Project Type: Bridge Reconstruction Project Number: 186Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ - Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax $ -Developer $ -Grant (see comments) $ -Other (see comments) $ -Stormwater Fund $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will reconstruct the West Cypress Road bridge across the Contra Costa CanalThe existing West Cypress Road Bridge that crosses the Contra Costa Canal is structurally deficient according to the latest Caltrans inspections. It will need to be reconstructed in order to continue to be safe and remain in service. The City of Oakley does not have a designated funding source for repairing, maintaining, and improving the City’s bridges, and relies upon State grant programs for major bridge improvement projects. The City will be looking for grant funding for this project from both State and Federal sources and Staff will apply for the Highway Bridge Replacement and Rehabilitation (HBRR) grant for this project.
PROJECT FINANCING DETAILS
CIP-32
426
Project Title: Piper Lane drainage channel Trash Capture Device Project Project Proponent: Public Works and Engineering Project Category: Storm Drain Project Manager: City EngineerProject Type: Drainage Improvement Project Number: 189Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 160,000 $ 160,000Environmental $ 5,000 $ 5,000Right of Way $ -Construction $ 1,045,000 $ 1,045,000 Operating Costs $ -
TOTAL $ - $ - $ - $ 1,210,000 $ - $ - $ 1,210,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax $ -Developer $ -Grant (see comments) $ -ARPA $ -Stormwater Fund $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will construct a Trash Capture Device at this major drainage channel.
The Piper Lane drainage channel is one of the major drainage outfalls from the City of Oakley to the Delta in which the City is responsible for its maintenance and operation. This is an open channel that flows freely to the Delta and based on the new permit issued by San Francisco Regional Water Quality Control Board (SFRWQCB), it cannot convey trash to the open waters of the Delta. Historically, a large amount of trash and debris were transported to the Delta through this channel. This project will construct a new trash capture device at the upstream end of the channel near Vintage Parkway. The trash capture device will stop trash from flowing into the Delta and, as a result, puts the City in compliance with the SFRWQCB permit.
PROJECT FINANCING DETAILS
CIP-33
427
Project Title: Main Street/Rose Avenue Intersection Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Improvement Project Number: 211Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 200,000 $ 200,000Environmental $ -Right of Way $ -Construction 1,320,000 $ $ 1,320,000 Operating Costs $ -
TOTAL $ 200,000 $ 1,320,000 $ - $ - $ - $ - $ 1,520,000 Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee 388,360 $ $ 388,360General Capital Fund $ -Public Facilities $ -Park Impact Fee $ -Main Street Fund* $ 200,000 $ 50,000 $ 250,000Measure J 311,640 $ $ 311,640Gas Tax $ -2014 Bond Benefit $ 200,000 $ 200,0002012 Bond Benefit 370,000 $ $ 370,000Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL 200,000 $ $ 1,320,000 $ - $ - $ - $ - $ 1,520,000 Comments: * $50,000 is a reimbursement from ISD
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will construct signalization and the reconfiguration of the Main Street/Rose Avenue Intersection Growth of the community necessitates improving the streets that will be needed to accommodate the increase in traffic volumes. Main Street and Rose Avenue has operated as a stop sign controlled intersection which is not sustainable for the long term, and therefore a traffic signal is needed at this location. City staff have been discussing this intersection improvement project with management of Ironhouse Sanitary District (ISD) to explore opportunities that this project could address. The City needs better traffic flows at this intersection and ISD needs access from their prospective development site to Main Street. The design of this project would start during FY 2025/26 as part of the collaborative efforts between the City and ISD.
PROJECT FINANCING DETAILS
CIP-34
428
Project Title: Sellers Avenue Improvements and Widening Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Improvement Project Number: 231Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ - Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -General Capital Fund $ -Public Facilities $ -Park Impact Fee $ -Main Street Fund $ -Measure J $ -Gas Tax $ -Developer Contribution $ -2012 Bond Benefit $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will construct the section of Sellers Avenue from the intersection at Riverrock Drive, to the gate at the Oakley Regional Park site.
Sellers Avenue is a 2 lane road that was constructed by Contra Costa County decades ago. The section of Sellers Avenue from East Cypress Road to the north end of the road at the gate to the future Oakley Regional Park is destined to be widened to 4 lanes with curb, and gutter, sidewalks, landscaped medians, bike lanes, and street lighting. The section of Sellers Avenue from East Cypress Road to Riverrock Drive has been widened by the developers of the Emerson and Gilbert Ranch projects. This project will widen and improve the remaining section of Sellers Avenue from the intersection at Riverrock Drive to the gate to the future Oakley Regional Park. The above referenced developers will pay the City the cost for curb and gutter, sidewalk, and one lane of roadway along frontage of their respective projects. The City will pay the remaining construction costs for the second lane and medians for this project.
PROJECT FINANCING DETAILS
CIP-35
429
Project Title: East Cypress Road Widening (Knightsen Ave to CCWD Canal) Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Improvement Project Number: 247Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ - Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -General Capital Fund $ -Public Facilities $ -Park Impact Fee $ -Main Street Fund $ -Measure J $ -Gas Tax $ -Grant $ -2012 Bond Benefit $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will install a signal at the intersection of East Cypress Road and Knightsen Avenue in addition to widening and improving this intersection and East Cypress Road to Jersey Island Road The growth and development of new subdivision projects along the East Cypress Road corridor has necessitated various infrastructure improvements to accommodate the increased traffic volumes on this road. This project will widen and improve East Cypress Road from east of Knightsen Avenue to the Contra Costa Canal. The improvements will include curb and gutter, sidewalks, bicycle lanes, traffic signal, and street lights. This project is currently under construction.
PROJECT FINANCING DETAILS
CIP-36
430
Project Title: Downtown Storm Drain (Area 29D) Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Improvement Project Number: 252Project Priority: Moderate In Successor Agency Area: YesProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 10,000 $ 10,000Environmental $ -Right of Way $ -Construction 1,980,000 $ $ 1,980,000 Operating Costs $ -
TOTAL $ - $ - $ - $ 1,990,000 $ - $ - $ 1,990,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -General Capital Fund $ -Measure J $ -Gas Tax $ -Developer $ -2012 Bond Benefit $ -Stormwater Fund $ - $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will secure the storm drain easement, design, and construct the last section of storm drain pipe which will complete all the improvements in this zone.The Contra Costa County Flood Control District years ago had established drainage zones thought the County for storm drain detention and treatment. These zones included large detention basins (i.e. Freedom Basin, Teakwood Basin, Del Antico Basin, etc.) and a network of underground pipe systems to convey the storm water runoff from the City's streets to these basins. All parts of the storm drain system in this zone have been constructed over past decades with the exception of the section of pipe from north side of Main Street just east of Miguel Drive to the edge of railroad tracks and south of Main Street to Fuschia Way. This project will design and construct this section of storm drainpipe which will complete all the improvements in this zone. As part of this project new curb, gutter, and sidewalk will be constructed along Main Street from Vintage Parkway to Gardenia Avenue and enhance the development opportunities in this section of Downtown Oakley.
PROJECT FINANCING DETAILS
CIP-3
7 431
Project Title: O'Hara Avenue / Carpenter Road Intersection Improvement Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Interscetion Improvements Project Number: 263Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 100,000 $ 100,000 Operating Costs $ -
TOTAL $ 100,000 $ - $ - $ - $ - $ - $ 100,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ 100,000 $ 100,000Gas Tax $ -Developer $ -Grant $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL $ 100,000 $ - $ - $ - $ - $ - $ 100,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will improve the traffic operations at this intersection by constructing dedicated left turn lanes on Carpenter Road on either side of O’Hara Avenue, installing video detection system and reconfiguring the striping at this intersection. The construction of Carpenter Road from Rose Avenue to Cinnamon Ridge Drive as part of a private subdivision development project has opened up this important east/west roadway corridor for the community. Once this section of Carpenter is completed it will increase traffic flows at the intersection of O’Hara Avenue and Carpenter Road. This project will improve the traffic operations at this intersection by constructing protected left turn lanes on Carpenter Road on both the westbound and eastbound approaches to O’Hara Avenue. Additional improvements include installing a video detection system and reconfiguring the striping at this intersection.
PROJECT FINANCING DETAILS
CIP-38
432
Project Title: Main Street / Delta Road Intersection Signalization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Traffic Improvement Project Number: 268Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 200,000 $ 200,000Environmental $ -Right of Way $ -Construction 1,045,000 $ $ 1,045,000 Operating Costs $ -
TOTAL $ 200,000 $ 1,045,000 $ - $ - $ - $ - $ 1,245,000 Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee 388,360 $ $ 388,360L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA $ 200,000 $ 656,640 $ 856,640Developer $ -Grant $ -Park Impact Fee Fund $ -Stormwater Fund $ - TOTAL 200,000 $ $ 1,045,000 $ - $ - $ - $ - $ 1,245,000 Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will install a traffic signal at Main Street / Delta Road intersection along with lane widening and intersection improvements.This project will install traffic a signal and improve the Main Street / Delta Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes at this location, a signal will improve safety and traffic circulation. The preliminary design of this project was performed in FY 2022/23 and final design will be performed during FY 2025/26.
PROJECT FINANCING DETAILS
CIP-39
433
Project Title: Main Street / Brownstone Road Intersection Signalization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Traffic Improvement Project Number: 269Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ - Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax $ -Developer $ -Grant $ -Park Impact Fee Fund $ -Stormwater Fund $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will install traffic signal at Main Street/Brownstone Road intersection.This project will install a traffic signal and improve the Main Street / Brownstone Road intersection. This intersection is identified to have a traffic signal per the City’s Traffic Impact Fee program. With the increase in traffic volumes on Main Street, a signal will improve safety and traffic circulation at this intersection.
PROJECT FINANCING DETAILS
CIP-40
434
Project Title: Laurel Road Extension Project (Teton Road to Sellers Avenue) Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Roadway Improvement Project Number: 273Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 300,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 2,700,000Environmental $ 100,000 $ 100,000 $ 200,000Right of Way $ 500,000 $ 500,000Construction $ - Operating Costs $ -
TOTAL $ 300,000 $ 1,100,000 $ 700,000 $ 700,000 $ 600,000 $ - $ 3,400,000 Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee 1,100,000 $ $ 1,100,000L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA $ 300,000 $ 300,000Developer $ -General Capital Proj 4,500,000 $ $ 4,500,000Park Impact Fee Fund $ -Stormwater Fund $ - TOTAL 300,000 $ $ 5,600,000 $ - $ - $ - $ - $ 5,900,000 Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Roadway Improvements to build the 4 lane arterial roadway of Laurel Road per the city's General Plan. The project will include a bridge overcrossing the railroad tracks.This Project will extend Laurel Road from Teton Road to Sellers Avenue providing an alternate and much needed secondary route to East Cypress Road. Currently, the only way in and out of eastern Oakley is via Main Street to East Cypress Road. This current route along East Cypress Road passes by an elementary and middle school and crosses the Burlington Northern Santa Fe (BNSF) railroad tracks. Traffic volumes have increased with the new housing developments along East Cypress Road. Extending Laurel Road from Teton Road to Sellers Avenue will provide much needed safety and congestion relief by directing a portion of the traffic away from the schools and providing a new bridge over the railroad tracks.
PROJECT FINANCING DETAILS
CIP-41
435
Project Title: Enrico Cinquini Park Construction Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City EngineerProject Type: New Park Construction Project Number: 281Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 1,500,000 $ 1,500,000 Operating Costs $ -
TOTAL $ 1,500,000 $ - $ - $ - $ - $ - $ 1,500,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ 1,500,000 $ 1,500,000Street Maint. & Rehab $ -Measure J $ -Gas Tax HUTA $ -Developer $ -2012 Bond Benefit $ -Downtown Revitalization Fund $ -Stormwater Fund $ -Federal Grant $ - TOTAL 1,500,000 $ $ - $ - $ - $ - $ - $ 1,500,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Park ConstructionThe developer of the Stonewood Subdivision was conditioned to construct a new park (Enrico Cinquini Park) at intersection of Rose/Carpenter. The obligation of thedeveloper is the total amount of their Park Impact Fee which would not be sufficient to construct this park and its associated facilities which include a parking lot, water feature, playground, and restroom and as result the City will design and construct this park utilizing the Park Impact Fee obligation of the developer and supplement it with additional local fund to construct a feature packed park for the community.
PROJECT FINANCING DETAILS
CIP-42
436
Project Title: Laurel Road Bridge Widening over Marsh Creek Project Project Proponent: Public Works and Engineering Project Category: Bridge Project Manager: City EngineerProject Type: Bridge Widening Project Project Number: 283Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ - Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Street Maint. & Rehab $ -Measure J $ -Gas Tax HUTA $ -Developer $ -2012 Bond Benefit $ -2016 Debt Service Fund $ -Stormwater Fund $ -RMRA $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Preliminary Design for bridge wideningLaurel Road at the Marsh Creek Bridge is currently a narrow 2 lane roadway that is structurally inadequate and needs to be widened and improved to tie into the future Laurel Extension at Teton Road. According to Caltrans the bridge is structurally deficient and needs to be reconstructed. This project will supplement Capital Improvement Project No. 273 and provide the additional funding to construct the bridge and accommodate the future traffic volumes from the developments along the East Cypress Road corridor and provide direct connection to Highway 4.
PROJECT FINANCING DETAILS
CIP-43
437
Project Title: E. Cypress Road Widening (Jersey Island Rd to Bethel Island Rd) Proj. Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City Engineer Project Type: Street Improvement Project Number: 302Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 24,703,000 $ 24,703,000 Operating Costs $ -
TOTAL $ 24,703,000 $ - $ - $ - $ - $ - $ 24,703,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -General Capital Fund $ 23,703,000 * $ 23,703,000Public Facilities . $ -ARPA $ -Street Maintenance & Rehab $ -Measure J $ 1,000,000 $ 1,000,000Gas Tax $ -Grant $ -2012 Bond Benefit $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL 24,703,000 $ - $ $ - $ - $ - $ - $ 24,703,000
Comments: * $21,703,000 is a reimbursement from ECCRFFA City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will install a signal at the intersection of East Cypress Road and Knightsen Avenue in addition to widening and improving this intersection and East Cypress Road to ld d The growth and development of new subdivision projects along the East Cypress Road corridor has necessitated various infrastructure improvements to accommodate the increased traffic volumes on this road. This project will widen and improve East Cypress Road from Jersey Island Road to Bethel Island Road. The improvements will include curb and gutter, sidewalks, bicycle lanes, traffic signal, and a median island. The widening will complement the similar improvements that are done as part of CIP 247 and 310.
PROJECT FINANCING DETAILS
CIP-44
438
Project Title: Marsh Creek Glenn Park Renovation Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City EngineerProject Type: Park Improvement Project Number: 306Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 30,000 $ 30,000Environmental $ -Right of Way $ -Construction $ 1,650,000 $ 1,650,000 Operating Costs $ -
TOTAL $ - $ - $ 1,680,000 $ - $ - $ - $ 1,680,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Park Impact Fee $ -L&L District $ -Public Facilities $ -LLAD $ -Street Maint. & Rehab $ -Measure J $ -Gas Tax HUTA $ -Developer $ -2012 Bond Benefit $ -Downtown Revitalization Fund $ -Stormwater Fund $ -RMRA $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Park RenovationThe existing playground equipment and surfacing at Marsh Creek Glenn Park is the original infrastructure at this park, which was constructed 20 years ago. The equipment and surface are both in need of replacement, as maintaining this playground equipment and surfacing is not practical and financially viable. This project will replace the playground equipment and expand it to create a larger all ability and ADA accessible playground; along with placement of new rubber playground surfacing tiles. In addition the existing half basketball court will be renovated into a pickleball court.
PROJECT FINANCING DETAILS
CIP-45
439
Project Title: East Cypress Road Widening at CCWD Canal Crossing Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Improvement Project Number: 310Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 1,500,000 $ 1,500,000 Operating Costs $ -
TOTAL $ 1,500,000 $ - $ - $ - $ - $ - $ 1,500,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ 1,500,000 $ 1,500,000General Capital Projects $ -Public Facilities $ -LLAD $ -Street Maint. & Rehab $ -Measure J $ -Gas Tax HUTA $ -Developer $ -2012 Bond Benefit $ -Downtown Revitalization Fund $ -Stormwater Fund $ -RMRA $ - TOTAL 1,500,000 $ $ - $ - $ - $ - $ - $ 1,500,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will construct a road crossing over the CCWD Canal on East Cypress Road at Jersey Island RoadCCWD has undertaken the process of replacing the open canal in Oakley from the canal crossing near Main Street and has extended eastwards behind Cypress Grove, Emerson, Delaney, and Burroughs subdivisions up to east Cypress Road. CCWD is currently working on undergrounding the remainder of this canal from East Cypress Road in a southerly direction to its connection point at Rock Slough. The existing canal crosses East Cypress Road and will have to be replaced as part of the City’s East Cypress Road widening project. The City is collaborating with CCWD in all phases of the canal undergrounding project and at the East Cypress Road, the city will take the lead on undergrounding the canal and construction of the new and widened roadway.
PROJECT FINANCING DETAILS
CIP-46
440
Project Title: Magnolia Park Playground Resurfacing and Retrofitting Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City EngineerProject Type: Park improvement Project Number: 315Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 600,000 $ 600,000 Operating Costs $ -
TOTAL $ 600,000 $ - $ - $ - $ - $ - $ 600,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ 600,000 $ 600,000Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax HUTA $ -Developer $ -Grant $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL 600,000 $ $ - $ - $ - $ - $ - $ 600,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Installation of new Playground Surfacing and EquipmentThe Magnolia Park Playground currently has a PIP (poured in place) rubber surface. The PIP has reached the end of its useful life and needs replacement. Many patches and repairs have been made to the existing surfacing and more are needed. Future patches and repairs will increase the risk of lessening the impact attenuationproperties of the existing fall surfacing. This project would replace and upgrade both the loose fill surface and PIP with rubber playground tiles that will have durability and ease of maintenance. The product comes with a lifetime warranty, which is the best in the industry and will adhere to current ADA and safety standards
PROJECT FINANCING DETAILS
CIP-47
441
Project Title: Main St. Widening North of Laurel Rd to Heartwood Sub. Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Widening Project Number: 316Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 200,000 $ 200,000Environmental $ -Right of Way $ 150,000 $ 150,000Construction $ 990,000 $ 990,000 Operating Costs $ -
TOTAL $ 200,000 $ 1,140,000 $ - $ - $ - $ - $ 1,340,000 Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ 200,000 $ 200,000L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax HUTA $ -Developer $ -General Capital Proj 1,140,000 $ $ 1,140,000Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL 200,000 $ $ 1,140,000 $ - $ - $ - $ - $ 1,340,000 Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Widening of Main StreetMain Street is a major arterial street in Oakley and a direct connection to Laurel Road. The section of Main Street north of Laurel Road is still one lane and cannot accommodate the increased traffic demands on this roadway. This project will perform the design for widening of Main Street from the existing widened section at Heartwood Subdivision to Laurel Road. This design will identify the Right of Way needs for this roadway widening and will be used to establish the construction cost and budget of this project in future years
PROJECT FINANCING DETAILS
CIP-48
442
Project Title: Novarina Park Playground Expansion and Resurfacing Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City EngineerProject Type: Park Improvement Project Number: 317Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 600,000 $ 600,000 Operating Costs $ -
TOTAL $ 600,000 $ - $ - $ - $ - $ - $ 600,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ 600,000 $ 600,000Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax HUTA $ -Developer $ -Grant $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL 600,000 $ $ - $ - $ - $ - $ - $ 600,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Expansion of Park Playground and SurfacingThe playground surfacing at Novarina Park consists of Poured-In-Place (PIP) rubber, which has reached the end of its useful life. Numerous repairs have been made, and further deterioration is ongoing. Continuing to patch the PIP surfacing risks compromising its safety and impact attenuation properties. This project will replace the existing surfacing with rubber playground tiles, taking advantage of their high durability, ease of maintenance, and industry-leading lifetime warranty. In addition to the safety and maintenance benefits, this project will allow for the removal of the deteriorating sand pit/dino-dig area. Although popular, the sand pit is causing significant abrasion damage to the adjacent rubber surfacing and poses sanitation challenges. Its removal will free up additional space for new play equipment to enhance this park
PROJECT FINANCING DETAILS
CIP-49
443
Project Title: Oakley Library & Community Center Project Project Proponent: Public Works and Engineering Project Category: Facility Project Manager: Assistant City ManagerProject Type: New Facility Construction Project Number: 318Project Priority: High In Successor Agency Area: YesProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ - Operating Costs $ -
TOTAL $ - $ - $ - $ - $ - $ - $ -
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total General Fund $ -L&L District $ -Public Facilities Fund $ -Park Impact Fee $ -Special Community Proj $ -Measure J $ -Stakeholder Donation $ -Developer $ -2012 Bond Benefit $ -General Capital Projects Fund $ -Stormwater Fund $ -ARPA $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will design and construct a new Library and Community Center in Downtown OakleyOakley is a growing community, and its population has nearly doubled since incorporation. The residents of Oakley deserve library services and a community facility that serves the existing and growing community. Lack of a modern and functional Oakley Library and Community Center has been a topic of many discussions with the City Council and community residents in recent years as the small section of the High School Library that is provided as a community library is not large enough toprovide the wide range of services that community desires.
PROJECT FINANCING DETAILS
CIP-50
444
Project Title: O’Hara Ave Widening (600’ S. of Laurel Rd to 300’ S. of Grapevine Ln Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Widening Project Number: 320Project Priority: High In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction 1,925,000 $ $ 1,925,000 Operating Costs $ -
TOTAL $ - $ 1,925,000 $ - $ - $ - $ - $ 1,925,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee 1,925,000 $ $ 1,925,000L&L District $ -Public Facilities $ -Park Impact Fee $ -Street Maint. & Rehab $ -Measure J $ -Gas Tax HUTA $ -Developer $ -2012 Bond Benefit $ -Downtown Revitalization Fund $ -Stormwater Fund $ -RMRA $ - TOTAL - $ $ 1,925,000 $ - $ - $ - $ - $ 1,925,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will widen east side O'Hara Avenue south of Laurel Road This project will continue the widening and improvements that was done on O'Hara Avenue as part of CIP 280. The widening of O'Hara Avenue to Grapevine Lane will provide a much needed 2 travel lanes in northbound O'Hara Avenue toward Laurel Road.
PROJECT FINANCING DETAILS
CIP-51
445
Project Title: Main Street Phase 1 Green Infrastructure Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street infrastructure improvements Project Number: 326Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 100,000 $ 100,000Environmental $ -Right of Way $ -Construction $ 400,000 $ 400,000 Operating Costs $ -
TOTAL $ 500,000 $ - $ - $ - $ - $ - $ 500,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA $ 500,000 $ 500,000Developer $ -Grant $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL $ 500,000 $ - $ - $ - $ - $ - $ 500,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will construct green infrastructure componentsThe Clean Water Permit that is issued to the City by the State Regional Water Quality Control Board requires the City to construct street improvements to treat the storm runoff from the streets before discharge into the underground storm drain system and ultimately to the Bay. These improvements are the unfunded mandates that municipalities have to adhere to be in compliance with the Clean Water Permit.
PROJECT FINANCING DETAILS
CIP-52
446
Project Title: Freedom Basin Restroom Construction Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City EngineerProject Type: Park Facility Improvements Project Number: 331Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 50,000 $ 50,000Environmental $ -Right of Way $ -Construction $ 650,000 $ 650,000 Operating Costs . $ -
TOTAL 700,000 $ $ - $ - $ - $ - $ - $ 700,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ 700,000 $ 700,000Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax HUTA $ -Developer $ -Grant $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL 700,000 $ $ - $ - $ - $ - $ - $ 700,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will construct a restroom building at Freedom Basin for use by the public during games and practices by various sporting leaguesFreedom Basin has lacked a permanent restroom facility for years, despite heavy use by youth sports leagues and City programs. Currently, leagues rely on renting portable restrooms, which have led to numerous operational issues, including vandalism, accidents, and unsanitary conditions. This project will construct a permanent, vandal-resistant restroom facility consisting of a precast concrete building. The restroom will feature four to six individual stalls (split evenly between men's and women’s sides) to prevent congregation and discourage inappropriate behavior. Security measures will include automated door locking systems, a key fob access system, and exterior security cameras covering all sides of the building. The new restroom will connect to Freedom High School’s water and sewer infrastructure, providing potable water access to the park for the first time. A drinking fountain will be installed on the exterior of the building to further support park users
PROJECT FINANCING DETAILS
CIP-53
447
Project Title: FY 2025/26 Street Repair & Resurfacing Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Improvements Project Number: 333Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 300,000 $ 300,000Environmental $ -Right of Way $ -Construction $ 2,300,000 $ 1,260,000 $ 3,560,000 Operating Costs $ -
TOTAL $ 2,600,000 $ 1,260,000 $ - $ - $ - $ - $ 3,860,000 Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA $ 300,000 $ 300,000Developer $ -Grant $ -Street Maintenance & Rehab Fund* $ 2,300,000 $ 1,260,000 $ 3,560,000Stormwater Fund . $ - TOTAL 2,600,000 $ $ 1,260,000 $ - $ - $ - $ - $ 3,860,000 Comments: * It is anticipated that there is $1,100,000 from FY 25/26 that can be rolled over for a total available of $2,360,000 for FY 26/27.
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will perform street repair and resurfacingThis project will repair the base and surface failures, as well as resurface the City’s streets as a part of a comprehensive program to maintain the roadways for the community. Street repair and resurfacing is critical in keeping the quality of the City’s street infrastructure in good condition and prevent costly reconstruction due to the lack of proper rehabilitation and maintenance. This project will address a number of neighborhoods which need Sierra-Crete base remediation in addition to repair and resurfacing.
PROJECT FINANCING DETAILS
CIP-54
448
Project Title: FY 2026-27 Curb, Gutter and Sidewalk Repair & Reconstruction ProjecProject Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Concrete Repair and Replacement Project Number: 337Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 150,000 $ 150,000 Operating Costs $ -
TOTAL $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA 150,000 $ $ 150,000Developer $ -General Capital Proj $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL $ - $ 150,000 $ - $ - $ - $ - $ 150,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will repair and replace damaged curb, gutter, and sidewalks.This project will coordinate with the responsible property owners to repair and reconstruct damaged and broken concrete curb, gutter, and sidewalks throughout the City. The construction of this project will eliminate trip and fall accidents caused by sidewalk and curbs uplifted by tree root overgrowth, and provide safe paths of travel for the community. This project works in coordination with the 50-50 cost share program that helps the property owners address concrete sidewalk and curb and gutter uplifts.
PROJECT FINANCING DETAILS
CIP-55
449
Project Title: CIP 338 - FY 2026-27 Traffic Calming Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Traffic Calming Improvements Project Number: 338Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 50,000 $ 50,000 Operating Costs $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax HUTA 50,000 $ $ 50,000Developer $ -General Capital Proj $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL - $ $ 50,000 $ - $ - $ - $ - $ 50,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will construct traffic calming measures.The traffic operations in the community have become one of the major issues that the Police and Public Works Departments handle on a regular basis. This project provides funding for the placement of traffic calming features in accordance with the neighborhood traffic calming policy. Various traffic calming requests are being evaluated by staff from the Police and Public Works Departments, and are addressed in collaboration with the residents based on priority, and the order they are received.
PROJECT FINANCING DETAILS
CIP-56
450
Project Title: FY 2026-27 ADA Implementation Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Improvement Project Number: 339Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 50,000 $ 50,000 Operating Costs $ -
TOTAL $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax HUTA 50,000 $ $ 50,000Developer $ -General Capital Proj $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL - $ $ 50,000 $ - $ - $ - $ - $ 50,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project is part of the implementation of the City of Oakley ADA Transition Plan. The City of Oakley has to have an ADA Transition Plan prepared and implemented to adhere to the legal requirements related to the U.S. Department of Justice. Staff has solicited proposals from ADA specialty consultants and had selected the firm of Sally Swanson Architects, Inc. to prepare the City’s ADA Transition Plan. The preparation of this ADA Transition Plan has been completed. This implementation of this ADA plan will be phased over the future years as funding is allocated.
PROJECT FINANCING DETAILS
CIP-57
451
Project Title: FY 2026-27 Traffic Signal Modernization Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Traffic Signal Operation Improvements Project Number: 340Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 200,000 $ 200,000 Operating Costs $ -
TOTAL $ - $ 200,000 $ - $ - $ - $ - $ 200,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J 200,000 $ $ 200,000Gas Tax RMRA $ -Developer $ -General Capital Proj $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL - $ $ 200,000 $ - $ - $ - $ - $ 200,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will rehabilitate existing traffic signal components, flashing beacons, speed feedback signs, and traffic management system.Traffic operations and public safety have become one of the more important issues for the community. Public Works staff are continually working to improve the traffic operations on City streets. This project is a part of the on-going work to upgrade the traffic signals with new components to operate better and be able to work in coordination with other traffic signals. This involves both internal parts of the traffic signal system, electronics and signal heads and detection systems
PROJECT FINANCING DETAILS
CIP-58
452
Project Title: Accessibility Pathway around Laurel Ballfields Project Project Proponent: Public Works and Engineering Project Category: Park Project Manager: City EngineerProject Type: ADA Enhancements Project Number: 341Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ -Environmental $ -Right of Way $ -Construction $ 330,000 $ 330,000 Operating Costs $ -
TOTAL $ - $ 330,000 $ - $ - $ - $ - $ 330,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ 330,000 $ 330,000Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA $ -Developer $ -General Capital Proj $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL - $ $ 330,000 $ - $ - $ - $ - $ 330,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Construct approximately 2,000 linear feet of ADA accessible surface along existing trail loop in Laurel Ballfields Park and install accessible ramps to bleachers.Improve the park to meet current ADA standards and allow for improvements to be enjoyed by all users of the community.
PROJECT FINANCING DETAILS
CIP-59
453
Project Title: FY 2026-27 Street Repair and Resurfacing Project Project Proponent: Public Works and Engineering Project Category: Street Project Manager: City EngineerProject Type: Street Improvements Project Number: 342Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design 350,000 $ $ 350,000Environmental $ -Right of Way $ -Construction $ 1,000,000 $ 2,000,000 $ 1,000,000 $ 4,000,000 Operating Costs $ -
TOTAL $ - $ 1,350,000 $ 2,000,000 $ 1,000,000 $ - $ - $ 4,350,000 Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA 250,000 $ $ 250,000Developer $ -General Capital Proj $ -Street Maintenance & Rehab Fund $ 1,100,000 $ 1,100,000Stormwater Fund $ - TOTAL - $ $ 1,350,000 $ - $ - $ - $ - $ 1,350,000
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Pavement resurfacing of Laurel Road, Main Street, and Empire Avenue to extend the life cycle of our roadway assets. Project limits: Laurel Road between westerly city limits to Empire Avenue, Main Street between Laurel Road to E Cypress Road, and Empire Avenue between Laurel Road to Main Street.Preventative maintenance of our roads are needed to prevent water intrusion into the pavement section and slow down the aging process of our roadways.
PROJECT FINANCING DETAILS
CIP-60
454
Project Title: Police Department Remodeling Project Project Proponent: Public Works and Engineering Project Category: Facility Project Manager: City EngineerProject Type: Facility Remodel Project Number: 343Project Priority: Immediate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design 40,000 $ $ 40,000Environmental $ -Right of Way $ -Construction $ 1,485,000 $ 1,485,000 Operating Costs $ -
TOTAL $ - $ 1,525,000 $ - $ - $ - $ - $ 1,525,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA $ -Developer $ -General Capital Proj* $ 660,000 $ 1,525,000 $ 2,185,000Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL 660,000 $ $ 1,525,000 $ - $ - $ - $ - $ 2,185,000 Comments: * There is $660,000 remaining funds from the City Hall Remodel CIP 329 to be used towards the Police Department Remodel.
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 This project will construct the facility improvements at the Police Department offices that were deemed necessary in the Facility Assessment study performed in spring2025. The improvements include: remodeling of the Police Department reception area, expansion of Police Department Evidence and Records office spaces and creating additional Police report writing office spaces, constructing a new Police conference and meeting room in the City Hall with private doorways and secure access from Police Department. This project will also replace the carpets, paint the walls and install new cubicles to match the similar work that was performed at City Hall in 2024. Our city continues to grow in population and our Police Department needs additional space to keep up with the demands of necessary functions of the Police Department offices.
PROJECT FINANCING DETAILS
CIP-61
455
Project Title: SCADA System Upgrade Project Project Proponent: Public Works and Engineering Project Category: Storm Drain Project Manager: City EngineerProject Type: Modernization of Storm Drain Infrastructure Controls Project Number: 345Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 20,000 $ 20,000Environmental $ -Right of Way $ -Construction $ 220,000 $ 220,000 Operating Costs $ -
TOTAL $ - $ - $ 240,000 $ - $ - $ - $ 240,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District/CFD $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA $ -Developer $ -General Capital Proj $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Upgrade the Supervisory Control and Data Acquisition (SCADA) System to enhance the operations of the Cypress Grove, Emerson Ranch, and Delaney Ranch PumpStation. Upgrades include the system's hardware and software functions to ensure efficiency, reliability, and allow staff to make informed decisions through a central management system.The Cypress Grove, Emerson Ranch, and Delaney Ranch Pump Stations are critical infrastructure that supports the overall stormwater management system in these neighborhoods. The SCADA upgrades to these pump stations will help ensure staff is notified immediately when failures occur. The SCADA system will also help ensure that these Pump Stations are running in their optimal capacity and ensure efficiency in its operations.
PROJECT FINANCING DETAILS
CIP-62
456
Project Title: Main Street Improvements Gardenia Ave to Vintage Pkwy Project Project Proponent: Public Works and Engineering Project Category: Streets Project Manager: City EngineerProject Type: Street Improvement Project Number: 346Project Priority: Moderate In Successor Agency Area: NoProject Description:Project Justification:Project Expenditures 25/26 26/27 27/28 28/29 29/30 30/31 Total Planning & Design $ 50,000 $ 50,000Environmental $ -Right of Way $ -Construction $ - Operating Costs $ -
TOTAL $ - $ - $ 50,000 $ - $ - $ - $ 50,000
Project Funding 25/26 26/27 27/28 28/29 29/30 30/31 Total Traffic Impact Fee $ -L&L District $ -Public Facilities $ -Park Impact Fee $ -Redevelopment $ -Measure J $ -Gas Tax RMRA $ -Developer $ -General Capital Proj $ -Downtown Revitalization Fund $ -Stormwater Fund $ - TOTAL - $ $ - $ - $ - $ - $ - $ -
Comments:
City of Oakley
Capital Improvement Project Information Sheet
Capital Improvement Program for Fiscal Years 2026/27 to 2030/31 Design and construct the remaining roadway improvements for Main Street between Gardenia Ave to Vintage Pkwy consistent with the Downtown Specific PlanThis segment of Main Street is a gap in our infrastructure for an ADA path, sidewalk, and bicycle facilities. Improvements will include curb, gutter, sidewalks, bike lanes, streetlights, and landscaping, and additional parking in the downtown area to support accessibility for all to our downtown events and local businesses.
PROJECT FINANCING DETAILS
CIP-63
457
This page intentionally left blank
CIP-64
458
Fiscal Year
2026/27 Resolution – Capital Budget
CIP-65
459
This page intentionally left blank
CIP-66
460
City of Oakley
Internal Controls
Introduction: With the adoption of the fiscal year budget the Team has concluded that this would be a perfect time to review the internal financial controls that are here at the City of Oakley. Historically, internal controls relied heavily on segregation of duties, which continues to be the heart of establishing good internal controls; but the accounting profession broadened the definition of internal controls to include establishing a control environment, risk assessment, the flow of information and communication and monitoring.
Control Environment: The control environment is the set of standards, processes and structures that provide the basis for carrying out internal controls across the entity. The control environment starts at the top of any organization. Ethical behavior and management integrity set the tone to establish the organization’s culture. The City of Oakley uses policies and procedures to promote and maintain a proper control environment.
Risk Assessment: Risk assessment is primarily handled by the Finance Division, although all supervisors and managers need to be aware of potential for fraud. You can see how important an organization’s ethical standards and employee culture are to this process.
Control Activities: This is the center of our internal controls. The following are examples of City of Oakley policies and procedures that have established to maintain internal control:
Purchasing and Accounts Payable.
No invoice is processed without an approval signature and account coding.
All purchases over $10,000 require a purchase order or Contract approved by the Department Director, Administrative Services Director and City Manager
Only the Finance Manger or City Manager can print checks. Blank checks are stored in a locked cabinet and in locked room at all times, and required two signatures, the City Manager and Administrative Services Director.
Each accounts payable check number is accounted for through the Financial Accounting system.
Human Resources and Payroll
461
Cash Receipts
• All Departments who take payments input those payments into the financial software daily.
• At end of each day a member of the Finance Division will close the register, count cash, and reconcile for deposit. Finance Manager approves and secures cash for each day's deposit.
• All receipts (checks, cash and credit cards) are reconciled at the end of each day and the receipts are posted to the accounting system the following morning after review by the Accountant.
Bank and Investment Reconciliations
General Ledger
• The general operating bank account, payroll bank account and successor agency bank account are reconciled monthly by the Accountant that has no check preparation duties for the accounts. Canceled checks are not provided to the City
although they are available online.
• The Finance Manager reviews and signs each monthly
bank reconciliation.
• The Local Agency Investment Fund (LAIF) and other investment pool accounts (CalTrust) are reconciled quarterly by the Finance Manager.
Each Personnel Action Form, establishing employees’ wages and budget account numbers are signed by the
Administrative Services Director verified with the adopted salary schedule and PAF's are reviewed by the Finance Division and the City Manager.
All blank checks are stored in a locked cabinet and locked room at all times and required two signatures, the City Manager and Administrative Services Director.
All employees’ time sheets are approved by a Department Director and supervisor if applicable and the Payroll Specialist. • All journal entries are reviewed and signed by either the Administrative Services Director or Finance Manager.
462
Budget
• The City Manager and Administrative Services Director must sign a budget amendment for all over-budget amounts, with adequate explanation, unless the amendment requires City Council approval per approved policy.
Audits
• The City undergoes a yearly audit. As part of governmental auditing standards, the auditor must review and test the City’s internal controls and issue a separate opinion on the City’s internal control. The City has always received “clean” opinions on our financial report and on the auditors internal control report.
Flow of Information and Communication: Accessibility of financial information to all levels of the organization help to ensure correct and complete recording of financial transactions. Each day the Accounting System, generates daily revenue status and detail reports, expenditure status and detail reports and purchase order status reports which are accessible to all department managers over the City’s network.
Monitoring: Monitoring activities are primarily following up on situations or transactions that come to the Finance Division's attention when processing revenues and expenditures. By following up with the other departments, Team members realize that the City operates with tight controls. This helps set the tone that the Finance Division monitors department financial transactions.
Conclusion: this summary of internal control concepts and specifically how the City works to safeguard the City of Oakley’s assets, is how we ensure the safekeeping of our greatest assets. The City’s Finance Division employees take great pride in the City’s great financial record and strive to continue maintaining effective internal controls, consistent with professional standard and practices, in a very dynamic environment.
463
CITY OF OAKLEY
FUND BALANCE RESERVE POLICY
The City of Oakley is committed to responsible and transparent financial management to ensure long-term fiscal stability and maintain adequate cash flow for the City’s general operations. This policy provides clear guidance on how the City establishes, maintains, and uses fund balance and reserve levels across all fund types, including governmental funds (General Fund, Special Revenue Funds, and Capital Project Funds) and proprietary funds (Internal Service Funds).
PURPOSE AND SCOPE
The purpose of this policy is to establish consistent guidelines for maintaining adequate reserves that enable the City to manage unforeseen events, protect against revenue fluctuations, and sustain essential services without interruption. These reserves also serve as a financial safeguard during economic downturns, natural disasters, or other unexpected fiscal challenges.
In addition, this policy establishes the framework for how fund balance classifications are determined and maintained, consistent with Governmental Accounting Standards Board (GASB) Statement No. 54. The City’s fund balance should be reported in the following categories:
• Non-spendable Fund Balance: Amounts that cannot be spent because they are not in spendable form (e.g., prepaid items, inventory, land) or are legally required to remain intact.
• Restricted Fund Balance: Amounts constrained by external creditors, grantors, contributors, or laws and regulations. (e.g., 115 Trust, special revenue funds) • Committed Fund Balance: Amounts that can be used only for specific purposes pursuant to constraints imposed by formal action of the City Council and cannot be used for any other purpose unless reversed by the same type of formal action (e.g., emergency reserve)
• Assigned Fund Balance: Amounts neither restricted or committed for which a government has a stated intended use as established by City Council to which the City Council has delegated the authority to assign amounts for specific purposes.(e.g., claims, compensated absences, capital projects, unfunded liability).
• Unassigned Fund Balance: The residual balance available for any purpose in the General Fund after all other classifications have been applied. 464
POLICY
The City’s General Fund balance classifications are intended to clarify the level of commitment or restriction placed on the use of resources, rather than simply showing the total funds available for appropriation.
It is important to note that fund balance serves only as an approximate measure of liquidity or working capital. Therefore, the City must understand the composition of its fund balance identifying amounts set aside for long-term commitments, those legally restricted for specific purposes, and those unavailable for current use.
Non-spendable and Restricted Fund Balance: These two classifications are subject to requirements outside the local governing body’s control for financial decision-making and planning purposes. “Non-spendable” resources are essentially irrelevant because, by their nature, they are not liquid (i.e., land or similar non-cash assets). “Restricted” resources are of no discretionary value given the restrictions placed upon them by a thirdparty outside of the City’s control (i.e., reserve funds required to be set aside for bond payments).
Committed: The City Council, as the City’s highest level of decision-making authority, may commit fund balance for specific purposes pursuant to constraints imposed by formal actions taken, such as an ordinance or resolution. These committed amounts cannot be used for any other purpose unless the City Council removes or changes the specified use through the same type of formal action taken to establish the commitment, a resolution.
Assigned: Assigned funds describe the portion of General Fund reserves that reflect the use of resources by the Council of the City of Oakley intended for capital projects, claims equipment replacement, compensated absences, or other operational needs. This policy delegates to the City Manager the authority to assign unrestricted fund balance amounts where the City’s intent is for those amounts to be used for specific purposes.
Unassigned: The General Fund may have net resources in excess in what is classified as restricted, committed or assigned. Unassigned fund balance in the general fund can only be authorized for spending by the governing body, while the City Manager is given the authority to allocate unassigned fund balance in special revenue funds and internal service funds as they are set aside for a specific purpose.
General Fund
A. Emergency Reserves:
The City will maintain a reserve for the funding of Emergency Reserves. This reserve will be set at 30% of annual operating expenditures, excluding onetime expenses. 465
The primary purpose of this reserve is to protect the City’s essential service programs and funding requirements during periods of economic downturn or other unforeseen catastrophic costs not covered by the annually budgeted Contingency Reserve.
Appropriations and access to these Emergency reserves require majority approval of the City Council and should be only for one-time uses and not for ongoing expenditures. Examples of such emergencies include, but are not limited to:
• Significant decrease in property tax, sales tax or other economically sensitive revenues
• Reductions in revenue or increases in expenditures due to actions imposed by the federal or state government
• An unplanned catastrophic event such as a natural disaster • Any unforeseen event that has a major impact on City revenues or expenditures
This policy authorizes staff to fully fund the reserve during the year-end closing processes. Should the balance in the reserve fall below the 30% threshold, a plan to restore the level over a period of one to three years is to be included in each proposed annual budget reviewed with the City Council until the reserve has been returned to at least 30% of General Fund operating expenditures, less any one-time expenditures.
B. Reserves for Capital Projects: The City will maintain a reserve for the funding of constructing or acquiring capital assets and major infrastructure improvement. These projects may extend beyond a single fiscal year as outlined in the 5-year Capital Improvement Plan. No specific reserve balance requirement is established for this reserve however, the reserve should maintain, at a minimum, a balance sufficient to cover capital identified in the 5-year CIP not to exceed $5 Million.
Additional contributions beyond the balance may be made to reduce future annual contributions.
The City Council will review the Pavement Management Program annually during the budget process and will seek to supplement Gas Tax, Measure J, and other street improvement revenues, including the Street Maintenance and Rehabilitation Fund, to ensure adequate funding for the program. The City has a goal of allocating $2 Million each year from the general fund, escalating 4% each year and capping at $3 Million. Any 466
increases to the $3 Million will be discussed during the annual budget and allocated based on available funding.
These reserves serve as a financial resource for all non-proprietary capital projects and supplement special revenue sources. They may also be used to address major emergencies or unexpected repairs involving City facilities, communication and technology systems, or other Cityowned assets. In addition, these funds may support infrastructure or capital projects not currently included in the approved CIP (i.e., unfunded projects).
At the end of the fiscal year, any excess fund balance over $2.5 million in the general fund, after all other reserves have been brought whole, will be moved to the Capital Reserve and brought to the council during the mid-year or annual budget to determine which projects to allocate funds.
City Impact Fees shall be used exclusively to fund the direct and indirect costs of capital projects identified in the City’s adopted impact fee studies.
C. Reserve for Leave: The City will maintain a Reserve for the funding of its long-term leave accrual liabilities. This reserve will be used for payment of accrued employee benefits for separated employees. At each fiscal year end, the accumulated amount in the reserve shall be adjusted to equal the projected amount of separations anticipated within the fiscal year.
This policy establishes the City Manager as the authority that may appropriate funds from this reserve during the year, but solely to account for expenditures related to employees who have separated from the City during the fiscal year.
D. Reserve for Claims: The City will maintain a Reserve for Liability and Employment related insurance claims. The City is currently a member of the Municipal Pooling Authority of Northern California and has a SelfInsured Retention (SIR) or $25,000 per claim for liability claims and $50,000 per claim for employment related claims. While the City has some costs that are planned and included in the fiscal year budget, there is no way to predict when a claim will be filed. This reserve will set aside two times the per claim amount and will be used when claims expenses exceed the expenditures anticipated during the annual budget review.
This policy establishes the City Manager as the authority that may appropriate funds from this reserve during the year, but solely to account for expenditures related to claims during the fiscal year. 467
E. Reserve for Unfunded Accrued Liability (UAL): The City will maintain a Reserve for the funding of its long-term pension liabilities. Rising pension costs places a constraint on the City’s annual budget. In order to mitigate the impacts on the City’s future budgets, funds are being set aside to pay for annual contributions or unfunded liability in the event the City is unable to meet its commitment in a given year. The reserve provides a funding mechanism to smooth out future rate increases from the California Public Employees’ Retirement System (CalPERS) and to proactively reduce the City’s unfunded pension liability over time. The reserve may be used for the following:
• Make additional discretionary payments (ADPs) to CalPERS to reduce the principal balance of the UAL.
• Stabilize pension cost fluctuations during economic downturns or years of investment losses.
• Offset future contribution rate increases to prevent sharp budget impacts.
This reserve is set at $1,000,000 and is evaluated each year by staff during the close of the fiscal year. Should staff see a need to increase or decrease this amount in the future, it will be brought to the City Council for discussion as part of the annual budget.
In addition to the UAL Reserve, the City has a restricted reserve for pension payments allocated to a 115 Trust.
The total of the UAL Reserve and the 115 Trust combined should be 80% of the City’s CalPERS unfunded accrued liability for both the miscellaneous and safety plan combined.
This policy establishes the City Manager has the authority that may appropriate funds to this reserve during the year utilizing the following guidelines.
If the General Fund net operating surplus at year end exceeds $250,000, then $50,000 will be allocated to the 115 Trust in the next year’s budget until the combined total is 80% of the CalPERS unfunded accrued liability. The 115 Trust account and the UAL Reserve should never exceed 80% of the total unfunded liability for the CalPERS miscellaneous and safety plans combined.
F. Excess Fund Balance: At the end of each fiscal year, the Finance Division reports on the audited year-end financial results. Should actual General Fund revenues exceed expenditures and encumbrances, at year-end, an operating surplus shall be reported. Since a surplus does not represent a recurring source of income it shall not be used to fund recurring expenditures. Any yearend surplus that results in the General Fund fund balance exceeding the 468
minimum Emergency Reserve level required by this reserve policy shall be available for allocation for the following, subject to Council approval at the midyear budget review:
• Offset projected future deficits
• Anticipated intergovernmental fiscal impacts
• One-time funding, non-recurring needs
• Set aside for Capital Projects
Upon funding all of the above, the remaining surplus balances shall be recommended to the City Council by the City Manager for other reserves or onetime purchases based on most critical needs at that time.
G. Contingency: The City will budget annually a Contingency Reserve, equal to 2% of recurring expenditures, for non-recurring, unanticipated expenditures. This will be managed by the City Manager and can be used for general fund expenditures not anticipated during the budget cycle.
Internal Service Fund
Internal Service Funds, by nature are designed to operate on a break-even basis for operations, while accruing additional funds to finance future capital costs.
Maintaining appropriate fund balance promotes financial stability, ensures the continuity and quality of internal services, and helps manage long-term costs by reducing the need for unplanned budget adjustments.
At the same time, fund balance levels should be regularly reviewed to avoid excessive accumulation that could unnecessarily restrict resources available for other City priorities within a given fiscal year.
A. Fleet Internal Service Fund: Fund balance should be at least 50% of the annual operating expenditures. Staff will review fund balance during the annual budget cycle and should fund balance exceed 50% of operating expenditures, the general fund contribution will be reduced for the fiscal year.
B. Technology Internal Service Fund : Fund balance should be at least 50% of the annual operating expenditures. Staff will review fund balance during the annual budget cycle and should fund balance exceed 50% of operating expenditures, the general fund contribution will be reduced for the fiscal year.
C. Facilities Maintenance Reserve: Fund balance should be at least 50% of the annual operating expenditures. Staff will review fund balance during the annual budget cycle and should fund balance exceed 50% of operating expenditures, the general fund contribution will be reduced for the fiscal year. 469
In keeping with the principles discussed in this policy, when the reserve level of any Internal Service Fund falls below the policy levels as outlined here, the Administrative Services Director will adjust allocations to those Internal Service Fund which have insufficient reserve levels beginning with the immediately succeeding fiscal year from when the reserve deficiency occurs. Allocation levels will be adjusted through the budget process in a manner that seeks to return the Internal Service Fund reserves to their policy levels within one (1) to three (3) years.
470
3231 Main Street, Oakley, CA 94561
O (925) 625-7000 | F (925) 625-9859 | www.oakleyca.gov
Information Technology Plan
Fiscal Year 2026/2027
471
This page intentionally left blank
472
Table of Contents
Message from the City Manager.................................................................................. 4
1. City Profile ............................................................................................................ 6
2. Technology Profile ................................................................................................ 6
2.1. Staff................................................................................................................... 6
2.2. Network Infrastructure....................................................................................... 7
2.3. Hardware .......................................................................................................... 8
2.4. Software............................................................................................................ 8
3. Principles and Mission.......................................................................................... 9
3.1. Principles .......................................................................................................... 9
3.2. Information Technology Mission...................................................................... 10
4. Status of Information Technology Projects for Fiscal Year 2025/26.................... 11
5. Fiscal Year 2026/27 Planned Information Technology Projects .......................... 11
6. Budget ................................................................................................................ 12
7. Future Projects ................................................................................................... 13 473
Information Technology Plan FY 2026/27
Message from the City Manager
Dear Mayor Henderson and Councilmembers:
I am pleased to submit the City of Oakley’s second annual Information Technology (“IT”) Plan with the proposed Fiscal Year (“FY”) 2026/27 Budget. The IT Plan describes the City’s technology strategy to help guide our technology investments and initiatives for the next Fiscal Year.
We continue to focus on the modernization of Oakley’s services through technology. The Plan was designed to align with the technology goals and objectives in the City of Oakley Strategic Plan 2022-2027+ (“Strategic Plan 27+”) to allow Oakley to be a sustainable, responsive, and transparent digital city with easy to use and accessible services for every resident, visitor, business and employee.
We continue to make substantial progress in updating and upgrading software and equipment citywide to improve government operations and provide better services. Since the last plan, the IT Division continues to secure and improve the City’s technology and increase productivity by:
• Replacing the firewalls at the Public Works Operations Building and Recreation Center;
• Replacing business copper internet connections at all City locations with enterprise fiber connections via the State’s competitive telecommunications and network contracts procurement program;
• Implementing a citywide leased copier program with tap-to-print capabilities, reducing paper and toner waste and providing privacy for sensitive documents; • Issuing a Request for Proposals and contracting with a local vendor to replace the City Council Chambers audio-visual equipment and implement two-way virtual communication for public meetings; and
• Rolling out Mobile Device Management for City-issued devices.
The City maintained a zero-vulnerability score in ongoing Department of Homeland Security – Cybersecurity and Infrastructure Security Agency (“CISA”) Cyber Hygiene Scans again this fiscal year.
IT staff has worked with Tyler Technologies, KOA Hills Consulting, and Community Development and Engineering staff on the implementation of the City’s new permitting and licensing software. The software scheduled for rollout this year will streamline community development and business management services and will transform planning, inspections, code enforcement and compliance. The continued rollout of the Tyler 474
Information Technology Plan FY 2026/27
software the City has invested in has and will continue to improve the transparency of and the efficiency in the administration of services to the Oakley community.
I am proud of our accomplishments and the City’s continued investment in software and equipment. Looking ahead, the City will continue to improve services with proven technologies. The proposed FY 2026/27 IT Plan totals $849,148 (personnel services, services and supplies and capital outlay) from the Information Technology Fund to update, upgrade and maintain technology that enables and enhances City services. With the demand for investment in software and equipment continuing to outpace available resources, the City strategically invests in technological improvements with the most impact.
Sincerely,
Joshua McMurray
City Manager
475
Information Technology Plan FY 2026/27
1. City Profile
The City of Oakley was incorporated in 1999, making it the youngest of the 19 incorporated cities in Contra Costa County. Located in eastern Contra Costa County, on the western edge of the San Joaquin Valley, it is east of and adjacent to the City of Antioch, north of and adjacent to the City of Brentwood, and west of Bethel Island. Oakley is bordered on the west by California State Route 160. Land uses range from a variety of urban uses in the developed portion of the community and nearby areas to the west and south, to agricultural land to the east and the Sacramento-San Joaquin Delta to the north.
The community is served by five elected officials and 100 full-time employees (when all approved positions are filled), a team of part-time and part-time-seasonal employees, and contractors within the following departments:
• City Manager
• Administrative Services
• Community Development
• Police
• Public Works and Engineering
The City operates on a one-year (annual) budget with the fiscal year running from July 1st through June 30th.
2. Technology Profile
The Information Technology (“IT”) Division is responsible for the hardware, software, and technology infrastructure that supports the City’s operations at its four sites, City Hall, the Public Works Operations Building, the Recreation Center and the Entrepreneur Center.
IT provides technology support services citywide for all City staff, including, but not limited to: data information systems, network infrastructure, cybersecurity, phone system and other communication systems (e.g., mobile devices, radios, email, digital signs, etc.), audio/visual equipment, body-worn cameras, printing and duplication, workflow and document management and physical access control systems. IT does not oversee video surveillance systems nor the City’s Geographical Information System (“GIS”). The Division also provides strategic planning consulting related to managing and maintaining the City’s IT infrastructure citywide, including for parks technology.
2.1. Staff
From the City’s incorporation in 1999 until early 2024, the City’s IT services were solely provided by a Managed Service Provider (“MSP”), a third-party company that remotely managed the IT infrastructure and end-user systems and provided a full-time on-premise help desk technician. The MSP was managed by the Finance Director until mid-2023 when IT shifted to the City Manager’s Office under the Assistant City Manager as part of the citywide reorganization. In early 2024, the City hired its first IT Manager, who assumed 476
Information Technology Plan FY 2026/27
management of the MSP. The agreement with the MSP was terminated at the end of FY 2023/2024 and the City contracted with a new MSP at the beginning of FY 2024/2025.
The full-time IT Manager manages and conducts the daily operations of the citywide IT portfolio. The IT Manager assists in the development of the IT budget, and manages and implements the City’s IT policies, citywide software agreements and all contracts for IT improvement projects, as well as the City’s contracted IT services:
• Keep It Simple (“KIS”) MSP – one part-time on-premise Desktop Engineer, and remote services; and client, server, infrastructure and security services. • AireSpring – telephone and internet services.
• T-Mobile and Verizon – mobile phone services.
• Canon – printer/copier leases.
The IT Manager reports to the Assistant City Manager, who directs the development of and monitors the IT budget, provides oversight to the IT Manager in the administration of IT policies, serves as the City’s lead website administrator and, as the City’s Public Information Officer, manages all social media platforms and service agreements related to public communications (i.e. electronic newsletter software and the City’s primary graphic design software).
2.2. Network Infrastructure
The City’s operations are based at four separate facilities throughout Oakley: City Hall, the Public Works Operations Building, the Recreation Center and the Entrepreneur Center.
City Hall
City Hall houses all divisions of the City Manager’s Office; the Human Resources and Finance Division of the Administrative Services Department; all divisions of the Community Development Department; the Engineering Division of the Public Works Department; and all divisions of the Police Department. It includes the City Council Chambers (main Chamber and antechamber).
Public Works Operations Building
The Public Works Operations Building (“PWOB”) houses the Facilities, Parks, and Streets Maintenance Divisions.
Recreation Center
The Recreation Center houses the Recreation Division of the Administrative Services Department.
477
Information Technology Plan FY 2026/27
Entrepreneur Center
The Entrepreneur Center consists of leased offices and shared meeting spaces for businesses.
City Hall is the central hub from which all other Oakley locations branch. The Police Department, Recreation Center and Public Works Operations Building are full extensions of the City’s network, while the Entrepreneur Center has minimal connectivity.
Redundancy is built into critical points in the network to prevent or reduce downtime. For instance, there are primary and backup fiber connections at City Hall to ensure that we retain an Internet connection in the event that our primary connection goes down.
2.3. Hardware
The City of Oakley houses two main server rooms, one in the main building of City Hall and one in the wing that houses the Police Department. Virtual technology is used to run the majority of the servers for the City. The server room at City Hall houses three physical servers that host 30 virtual servers that provide the majority of the functions for the entire City. Beyond City Hall, a physical server resides within the datacenter at the Police Department to support Active Directory. In all, the City maintains and manages 34 servers using both physical and virtual platforms.
There are approximately 75 physical end-user workstations across all City-staffed sites.
2.4. Software
The City of Oakley standardizes Microsoft (“MS”) Office 365 as the default office suite for word processing, spreadsheets, presentations, and email. The IT Division upgraded all staff members to MS Office 365 in 2022.
All City emails are processed through MS Exchange Online and then accessed by staff using MS Outlook. Spam filtering and malware protection are provided by AppRiver, an online vendor that removes 99% of spam, malware, and viruses before passing the legitimate emails onto the City’s email server for distribution to staff. All emails are then passed through Office 365’s built-in anti-spam filter for an additional layer of protection.
Content filtering of internet traffic is performed by the City’s new firewalls which were installed at the end of 2024. All websites identified as possibly containing viruses, phishing, inappropriate content, or malicious intent are blocked. Endpoint Detection and Response software is installed on all Endpoints within the organization. 478
Information Technology Plan FY 2026/27
3. Principles and Mission
3.1. Principles
The use of technology in municipal government has increased dramatically since the City’s incorporation, from simply supporting desktop computers and network servers to being a tool for productivity, and technology impacts almost every operation. As demand for technology applications has increased, the need to develop integrated plans has become critical for success. Proper implementation of technology can result in cost reductions, increased staff efficiency, and improved transparency. The IT Division supports government operations by enhancing efficiency across all departments.
The IT Division has four primary goals that support the overall City goals and IT objectives adopted by the City Council in the Strategic Plan 27+:
1. Support and maintain critical infrastructure. The City’s technology infrastructure is aging and requires a focused effort towards modernization.
In particular, three major areas outline our infrastructure direction: the City’s network, telephony, and affordable cloud environments.
2. Prepare and protect City systems. Whether from a natural or man-made emergency, the City’s information systems and communications must be operational and restored quickly if interrupted. From public safety radio communications to network and internet service, disaster preparedness and cyber security protections require constant vigilance.
3. Make City operations more efficient and effective. To provide the next generation of services, our technology needs to create efficiencies in cost and operations. Our data should help guide our way to finding this value, which requires additional sophistication in analytics and data science.
4. Improve customer service experience. Technology is transforming government services to be easier to use and more accessible. Replacing our legacy technologies, redesigning existing practices and innovating new services is key to our modernization efforts.
The IT Division operates on three guiding principles to achieve the goals outlined above:
1. Purpose Driven. All technology projects and implementations should be driven by a purpose of improving a process, enhancing security, increasing efficiency, and/or reducing cost. Technology should not be implemented for the sake of implementing technology. In order to adhere to this principle, major technology projects and implementations should have the support and input of stakeholders, which results in a higher rate of end-user adoption.
479
Information Technology Plan FY 2026/27
2. Based on Value. The solution chosen should be based on best value instead of price alone. Best value is based on neither the highest nor lowest price. Rather, it would be defined as receiving the maximum benefit for the goods or services purchased based on the lowest possible price. As a prerequisite, adequate funding for all technology initiatives should be defined and follow the City’s Purchasing Policy before implementation.
3. Standardization, Integration, Consolidation, and Scalability. These are all critical considerations of any technology initiative. Standardization is the process of defining, procuring, and implementing consistent technologies whether by brand or type in order to achieve lower cost of procurement, minimize complexity of support, and maximize compatibility and interoperability. Integration is the ability for two or more separate systems or solutions to interoperate and communicate together. Consolidation is minimizing the use or maintenance of similar solutions or devices that perform the same function. Scalability is the ability for the solution or system to grow or consolidate along with the needs of the organization with minimal additional investment.
3.2. Information Technology Mission
Whereas the principles are the guidelines under which the IT Division operates, the Division’s mission defines the daily operation and directs which projects are undertaken.
All of the projects proposed in the Information Technology Plan are founded on the mission that the IT Division strives to achieve:
1. Achieve and maintain a high level of support to all City staff by reducing response times and increasing effectiveness in resolving issues.
2. Implement equipment and software solutions to increase efficiencies in processes, systems, and operations.
3. Implement innovative solutions to provide new features and functions to expand the value of City services for its residents and business
4. Reduce costs in operations and ongoing maintenance by identifying and assertively negotiating value-driven support and service contracts to replace or eliminate underutilized or obsolete systems. 480
Information Technology Plan FY 2026/27
4. Status of Information Technology Projects for Fiscal Year 2025/26
Project Name Project Description Status
City Council Chambers
AV Replacement Project
Update and replace the AV
equipment in the City
Council Chambers/City’s
Emergency Operations
Center
• RFP issued; agreement
executed; equipment
ordered
• Project scheduled for
installation June 10, 2026
Police Department
Domain Overhaul
Project
Fully modernize and
integrate the PD Domain
• Preparatory work and
testing complete
• Estimated completion by
end of FY
Public Works Operations
Building and Recreation
Center Firewall
Replacement Project
Replace older firewalls with
next generation devices to
bring locations in line with
City Hall and PD
• Configuration work done
• Final installation scheduled
in June
5. Fiscal Year 2026/27 Planned Information Technology
Projects
The Information Technology Plan for FY 2026/27 focuses on continued improvement in City operations through the use of technology, updating equipment, and improving IT’s level of service. The IT Plan is dependent on the adoption of the City’s FY 2026/27 Proposed Budget.
Beyond projects that require funding, the IT Division continues to implement efficiencies in all divisions and departments with the resources that the City already owns such as creating form workflows for departments. The IT Manager regularly meets with departments to seek their input and technological requests. The resulting input is also factored into the Information Technology Plan.
The following table lists the IT Division’s projects slated for FY 2026/27. Each proposed project has been classified according to the IT Division’s mission objectives addressed earlier in this plan. The benefiting departments are also listed. The table does not include existing software and baseline IT services or new software implementation. Any new software exceeding $25,000 will be included as a project. 481
Information Technology Plan FY 2026/27
Project Name Project Description Departments
or Divisions
Benefitted
Proposed
Budget
Government Licensing
Migration Project
Migrate the City's
Microsoft 365 environment
from the commercial cloud
platform to Microsoft's
Government Community
Cloud (GCC), ensuring
alignment with federal
compliance requirements
for government data handling and strength-ening
the security of City data.
All $30,000
Wireless Access Points
Replacement at all City
Facilities
Replace end-of-life
wireless access points at
all City-staffed facilities
with current-generation
hardware to ensure
manufacturer support,
improve wireless performance and coverage,
and maintain a secure and
reliable network for City
staff and guests.
All $40,500
Total Estimated Cost $70,500
6. Budget
The following table provides the projected balance of the Information Technology Fund FY 2026/27. The budget was created based on the City’s information technology annual ongoing operational expenditures and estimates of the proposed FY 2026/27 improvement projects.
Information Technology Fund (703)
Projected FY 2026/27 Beginning Balance $376,746
FY 2026/27 Projected Revenue $854,941
FY 2026/27 Proposed Expenditures $849,148
Projected FY 2026/27 Ending Balance* $382,539
*Fund Balance will change if the Fund Balance Reserve Policy is approved with the FY 2026/27 Budget. The change will ensure that the fund balance complies with the new policy.
482
Information Technology Plan FY 2026/27
7. Future Projects
The IT Division updates the Information Technology Plan with the City’s Annual Budget.
IT will continue to work with departments to identify areas where technology can increase staff efficiencies resulting in higher productivity, cost reduction, and/or added functionality.
Some improvements such as internal staff training, applying best practices and clean-up can often be accomplished without the need for additional funds.
Technology is ever-changing and constantly improving to make processes and devices more efficient and less costly. The IT Division is dedicated to seeking out solutions and industry best practices that achieve the City’s goals adopted in the City’s Strategic Plan and IT’s objectives to support City staff and better serve the City’s residents and businesses.
483
Position Unit Hourly/Salary Frequency Step 00 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Accountant UNREP S Hourly $ 46.98 $ 49.33 $ 51.79 $ 54.38 $ 57.10 Bi-Weekly $ 3,758.32 $ 3,946.23 $ 4,143.54 $ 4,350.72 $ 4,568.26 Monthly $ 8,143.02 $ 8,550.17 $ 8,977.68 $ 9,426.56 $ 9,897.89 Annually $ 97,716.24 $ 102,602.06 $ 107,732.17 $ 113,118.77 $ 118,774.71 Accounting Technician UNREP H Hourly $ 35.35 $ 37.10 $ 38.96 $ 40.92 $ 42.97 Bi-Weekly $ 2,828.00 $ 2,968.00 $ 3,116.80 $ 3,273.60 $ 3,437.60 Monthly $ 6,127.33 $ 6,430.67 $ 6,753.07 $ 7,092.80 $ 7,448.13 Annually $ 73,528.00 $ 77,168.00 $ 81,036.80 $ 85,113.60 $ 89,377.60 Administrative Assistant UNREP H Hourly $ 31.51 $ 33.08 $ 34.73 $ 36.48 $ 38.29 Bi-Weekly $ 2,520.80 $ 2,646.40 $ 2,778.40 $ 2,918.40 $ 3,063.20 Monthly $ 5,461.73 $ 5,733.87 $ 6,019.87 $ 6,323.20 $ 6,636.93 Annually $ 65,540.80 $ 68,806.40 $ 72,238.40 $ 75,878.40 $ 79,643.20 Administrative Services Director UNREP S Hourly $ 94.46 $ 99.19 $ 104.15 $ 109.35 $ 114.82 Bi-Weekly $ 7,557.11 $ 7,934.96 $ 8,331.71 $ 8,748.30 $ 9,185.71 Monthly $ 16,373.73 $ 17,192.41 $ 18,052.03 $ 18,954.64 $ 19,902.37 Annually $ 196,484.74 $ 206,308.94 $ 216,624.39 $ 227,455.71 $ 238,828.48 Administrative Supervisor UNREP S Hourly $ 39.71 $ 41.70 $ 43.78 $ 45.97 $ 48.27 Bi-Weekly $ 3,176.87 $ 3,335.71 $ 3,502.50 $ 3,677.62 $ 3,861.51 Monthly $ 6,883.21 $ 7,227.38 $ 7,588.75 $ 7,968.18 $ 8,366.60 Annually $ 82,598.55 $ 86,728.54 $ 91,065.01 $ 95,618.21 $ 100,399.14 Administrative Technician UNREP H Hourly $ 33.50 $ 35.19 $ 36.94 $ 38.79 $ 40.73 Bi-Weekly $ 2,680.00 $ 2,815.20 $ 2,955.20 $ 3,103.20 $ 3,258.40 Monthly $ 5,806.67 $ 6,099.60 $ 6,402.93 $ 6,723.60 $ 7,059.87 Annually $ 69,680.00 $ 73,195.20 $ 76,835.20 $ 80,683.20 $ 84,718.40 Assistant City Manager UNREP S Hourly $ 101.17 $ 106.23 $ 111.54 $ 117.12 $ 122.97 Bi-Weekly $ 8,093.68 $ 8,498.36 $ 8,923.28 $ 9,369.45 $ 9,837.92 Monthly $ 17,536.32 $ 18,413.12 $ 19,333.77 $ 20,300.47 $ 21,315.50 Annually $ 210,435.80 $ 220,957.49 $ 232,005.28 $ 243,605.66 $ 255,785.96 Assistant Engineer UNREP H Hourly $ 50.17 $ 52.66 $ 55.29 $ 58.09 $ 60.99 Bi-Weekly $ 4,013.60 $ 4,212.80 $ 4,423.20 $ 4,647.20 $ 4,879.20 Monthly $ 8,696.13 $ 9,127.73 $ 9,583.60 $ 10,068.93 $ 10,571.60 Annually $ 104,353.60 $ 109,532.80 $ 115,003.20 $ 120,827.20 $ 126,859.20 Assistant Recreation Coordinator UNREP H Hourly $ 32.41 $ 34.02 $ 35.73 $ 37.52 $ 39.39 Bi-Weekly $ 2,592.80 $ 2,721.60 $ 2,858.40 $ 3,001.60 $ 3,151.20 Monthly $ 5,617.73 $ 5,896.80 $ 6,193.20 $ 6,503.47 $ 6,827.60 Annually $ 67,412.80 $ 70,761.60 $ 74,318.40 $ 78,041.60 $ 81,931.20 Associate Planner UNREP S Hourly $ 51.23 $ 53.79 $ 56.48 $ 59.31 $ 62.27 Bi-Weekly $ 4,098.51 $ 4,303.43 $ 4,518.60 $ 4,744.54 $ 4,981.76 Monthly $ 8,880.11 $ 9,324.11 $ 9,790.31 $ 10,279.83 $ 10,793.82 Annually $ 106,561.27 $ 111,889.27 $ 117,483.71 $ 123,357.94 $ 129,525.80 City of Oakley
Master Salary Schedule
All Positions
Effective July 05, 2026*
484
Position Unit Hourly/Salary Frequency Step 00 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 City of Oakley
Master Salary Schedule
All Positions
Effective July 05, 2026*
Building Inspector I UNREP H Hourly $ 41.12 $ 43.17 $ 45.31 $ 47.61 $ 49.97 Bi-Weekly $ 3,289.60 $ 3,453.60 $ 3,624.80 $ 3,808.80 $ 3,997.60 Monthly $ 7,127.47 $ 7,482.80 $ 7,853.73 $ 8,252.40 $ 8,661.47 Annually $ 85,529.60 $ 89,793.60 $ 94,244.80 $ 99,028.80 $ 103,937.60 Building Inspector II w/Combo Cert UNREP H Hourly $ 45.22 $ 47.47 $ 49.86 $ 52.37 $ 54.99 Bi-Weekly $ 3,617.60 $ 3,797.60 $ 3,988.80 $ 4,189.60 $ 4,399.20 Monthly $ 7,838.13 $ 8,228.13 $ 8,642.40 $ 9,077.47 $ 9,531.60 Annually $ 94,057.60 $ 98,737.60 $ 103,708.80 $ 108,929.60 $ 114,379.20 Chief Building Official UNREP S Hourly $ 76.71 $ 80.55 $ 84.58 $ 88.81 $ 93.25 Bi-Weekly $ 6,016.99 $ 6,317.84 $ 6,633.73 $ 6,965.42 $ 7,313.69 Monthly $ 13,036.81 $ 13,688.66 $ 14,373.09 $ 15,091.74 $ 15,846.33 Annually $ 156,441.77 $ 164,263.86 $ 172,477.02 $ 181,100.84 $ 190,155.99 City Clerk UNREP S Hourly $ 69.41 $ 72.88 $ 76.53 $ 80.36 $ 84.37 Bi-Weekly $ 5,444.00 $ 5,716.19 $ 6,002.01 $ 6,302.11 $ 6,617.21 Monthly $ 11,795.33 $ 12,385.09 $ 13,004.35 $ 13,654.57 $ 14,337.29 Annually $ 141,543.97 $ 148,621.02 $ 156,052.17 $ 163,854.80 $ 172,047.52 City Manager** Contract S Hourly $ 160.38
Bi-Weekly $ 12,830.62
Monthly $ 27,799.67
Annually $ 333,596.00
Code Enforcement Technician UNREP H Hourly $ 34.27 $ 35.98 $ 37.77 $ 39.66 $ 41.63 Bi-Weekly $ 2,741.60 $ 2,878.40 $ 3,021.60 $ 3,172.80 $ 3,330.40 Monthly $ 5,940.13 $ 6,236.53 $ 6,546.80 $ 6,874.40 $ 7,215.87 Annually $ 71,281.60 $ 74,838.40 $ 78,561.60 $ 82,492.80 $ 86,590.40 Code Enforcement Officer UNREP H Hourly $ 41.10 $ 43.17 $ 45.31 $ 47.61 $ 49.97 Bi-Weekly $ 3,288.00 $ 3,453.60 $ 3,624.80 $ 3,808.80 $ 3,997.60 Monthly $ 7,124.00 $ 7,482.80 $ 7,853.73 $ 8,252.40 $ 8,661.47 Annually $ 85,488.00 $ 89,793.60 $ 94,244.80 $ 99,028.80 $ 103,937.60 Community Development Director UNREP S Hourly $ 93.96 $ 98.65 $ 103.59 $ 108.77 $ 114.21 Bi-Weekly $ 7,516.55 $ 7,892.37 $ 8,286.99 $ 8,701.34 $ 9,136.41 Monthly $ 16,285.85 $ 17,100.14 $ 17,955.14 $ 18,852.90 $ 19,795.56 Annually $ 195,430.19 $ 205,201.67 $ 215,461.68 $ 226,234.82 $ 237,546.67 Community Service Officer UNREP H Hourly $ 33.50 $ 35.19 $ 36.94 $ 38.79 $ 40.73 Bi-Weekly $ 2,680.00 $ 2,815.20 $ 2,955.20 $ 3,103.20 $ 3,258.40 Monthly $ 5,806.67 $ 6,099.60 $ 6,402.93 $ 6,723.60 $ 7,059.87 Annually $ 69,680.00 $ 73,195.20 $ 76,835.20 $ 80,683.20 $ 84,718.40 Custodian UNREP H Hourly $ 28.82 $ 30.27 $ 31.78 $ 33.37 $ 35.04 Bi-Weekly $ 2,305.60 $ 2,421.60 $ 2,542.40 $ 2,669.60 $ 2,803.20 Monthly $ 4,995.47 $ 5,246.80 $ 5,508.53 $ 5,784.13 $ 6,073.60 Annually $ 59,945.60 $ 62,961.60 $ 66,102.40 $ 69,409.60 $ 72,883.20 485
Position Unit Hourly/Salary Frequency Step 00 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 City of Oakley
Master Salary Schedule
All Positions
Effective July 05, 2026*
Economic Development Analyst UNREP S Hourly $ 54.40 $ 57.13 $ 59.98 $ 62.98 $ 66.13 Bi-Weekly $ 4,352.39 $ 4,570.01 $ 4,798.51 $ 5,038.44 $ 5,290.36 Monthly $ 9,430.19 $ 9,901.70 $ 10,396.78 $ 10,916.62 $ 11,462.45 Annually $ 113,162.23 $ 118,820.34 $ 124,761.35 $ 130,999.39 $ 137,549.41 Engineering Manager UNREP S Hourly $ 77.75 $ 81.64 $ 85.72 $ 90.01 $ 94.51 Bi-Weekly $ 6,220.62 $ 6,531.65 $ 6,858.24 $ 7,201.15 $ 7,561.21 Monthly $ 13,478.02 $ 14,151.92 $ 14,859.51 $ 15,602.49 $ 16,382.61 Annually $ 161,736.20 $ 169,823.00 $ 178,314.16 $ 187,229.86 $ 196,591.35 Finance Manager UNREP S Hourly $ 70.48 $ 74.00 $ 77.70 $ 81.58 $ 85.66 Bi-Weekly $ 5,638.02 $ 5,919.92 $ 6,215.91 $ 6,526.71 $ 6,853.05 Monthly $ 12,215.70 $ 12,826.49 $ 13,467.81 $ 14,141.20 $ 14,848.27 Annually $ 146,588.40 $ 153,917.86 $ 161,613.74 $ 169,694.40 $ 178,179.20 Fleet Service Assistant UNREP H Hourly $ 33.50 $ 35.19 $ 36.94 $ 38.79 $ 40.73 Bi-Weekly $ 2,680.00 $ 2,815.20 $ 2,955.20 $ 3,103.20 $ 3,258.40 Monthly $ 5,806.67 $ 6,099.60 $ 6,402.93 $ 6,723.60 $ 7,059.87 Annually $ 69,680.00 $ 73,195.20 $ 76,835.20 $ 80,683.20 $ 84,718.40 Human Resources Manager UNREP S Hourly $ 70.48 $ 74.00 $ 77.70 $ 81.58 $ 85.66 Bi-Weekly $ 5,638.02 $ 5,919.92 $ 6,215.91 $ 6,526.71 $ 6,853.05 Monthly $ 12,215.70 $ 12,826.49 $ 13,467.81 $ 14,141.20 $ 14,848.27 Annually $ 146,588.40 $ 153,917.86 $ 161,613.74 $ 169,694.40 $ 178,179.20 Information Technology Manager UNREP S Hourly $ 64.69 $ 67.93 $ 71.32 $ 74.89 $ 78.64 Bi-Weekly $ 5,175.49 $ 5,434.26 $ 5,705.98 $ 5,991.28 $ 6,290.84 Monthly $ 11,213.57 $ 11,774.24 $ 12,362.96 $ 12,981.10 $ 13,630.16 Annually $ 134,562.80 $ 141,290.86 $ 148,355.50 $ 155,773.23 $ 163,561.87 Office Assistant UNREP H Hourly $ 23.52 $ 24.73 $ 25.95 $ 27.23 $ 28.61 Bi-Weekly $ 1,881.60 $ 1,978.40 $ 2,076.00 $ 2,178.40 $ 2,288.80 Monthly $ 4,076.80 $ 4,286.53 $ 4,498.00 $ 4,719.87 $ 4,959.07 Annually $ 48,921.60 $ 51,438.40 $ 53,976.00 $ 56,638.40 $ 59,508.80 Payroll Specialist UNREP H Hourly $ 41.26 $ 43.32 $ 45.48 $ 47.77 $ 50.15 Bi-Weekly $ 3,300.80 $ 3,465.60 $ 3,638.40 $ 3,821.60 $ 4,012.00 Monthly $ 7,151.73 $ 7,508.80 $ 7,883.20 $ 8,280.13 $ 8,692.67 Annually $ 85,820.80 $ 90,105.60 $ 94,598.40 $ 99,361.60 $ 104,312.00 Park Ranger UNREP H Hourly $ 41.10 $ 43.17 $ 45.31 $ 47.61 $ 49.97 Bi-Weekly $ 3,288.00 $ 3,453.60 $ 3,624.80 $ 3,808.80 $ 3,997.60 Monthly $ 7,124.00 $ 7,482.80 $ 7,853.73 $ 8,252.40 $ 8,661.47 Annually $ 85,488.00 $ 89,793.60 $ 94,244.80 $ 99,028.80 $ 103,937.60 Permit Technician UNREP H Hourly $ 32.94 $ 34.57 $ 36.31 $ 38.13 $ 40.05 Bi-Weekly $ 2,635.20 $ 2,765.60 $ 2,904.80 $ 3,050.40 $ 3,204.00 Monthly $ 5,709.60 $ 5,992.13 $ 6,293.73 $ 6,609.20 $ 6,942.00 Annually $ 68,515.20 $ 71,905.60 $ 75,524.80 $ 79,310.40 $ 83,304.00 486
Position Unit Hourly/Salary Frequency Step 00 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 City of Oakley
Master Salary Schedule
All Positions
Effective July 05, 2026*
Police Chief Contract S Hourly $ 119.60
Bi-Weekly $ 9,568.16
Monthly $ 20,731.01
Annually $ 248,772.12
Police Lieutenant UNREP S Hourly $ 79.54 $ 83.52 $ 87.69 $ 92.08 $ 96.68 $ 99.53 Bi-Weekly $ 6,363.27 $ 6,681.43 $ 7,015.50 $ 7,366.27 $ 7,734.59 $ 7,962.08 Monthly $ 13,787.08 $ 14,476.43 $ 15,200.25 $ 15,960.26 $ 16,758.27 $ 17,596.19 Annually $ 165,444.95 $ 173,717.13 $ 182,403.05 $ 191,523.07 $ 201,099.29 $ 207,014.02 Police Officer OPOA H Hourly $ 52.71 $ 55.32 $ 58.10 $ 61.03 $ 64.06 $ 67.26 $ 70.63 Bi-Weekly $ 4,216.80 $ 4,425.60 $ 4,648.00 $ 4,882.40 $ 5,124.80 $ 5,380.80 $ 5,650.40 Monthly $ 9,136.40 $ 9,588.80 $ 10,070.67 $ 10,578.53 $ 11,103.73 $ 11,658.40 $ 12,242.53 Annually $ 109,636.80 $ 115,065.60 $ 120,848.00 $ 126,942.40 $ 133,244.80 $ 139,900.80 $ 146,910.40 Police Records Assistant UNREP H Hourly $ 29.89 $ 31.39 $ 32.96 $ 34.62 $ 36.36 Bi-Weekly $ 2,391.20 $ 2,511.20 $ 2,636.80 $ 2,769.60 $ 2,908.80 Monthly $ 5,180.93 $ 5,440.93 $ 5,713.07 $ 6,000.80 $ 6,302.40 Annually $ 62,171.20 $ 65,291.20 $ 68,556.80 $ 72,009.60 $ 75,628.80 Police Records Supervisor UNREP S Hourly $ 42.69 $ 44.82 $ 47.06 $ 49.42 $ 51.89 Bi-Weekly $ 3,415.10 $ 3,585.85 $ 3,765.15 $ 3,953.40 $ 4,151.08 Monthly $ 7,399.38 $ 7,769.35 $ 8,157.82 $ 8,565.71 $ 8,994.00 Annually $ 88,792.51 $ 93,232.20 $ 97,893.81 $ 102,788.46 $ 107,928.04 Police Sergeant OPOA H Hourly $ 66.26 $ 69.58 $ 73.08 $ 76.71 $ 80.55 $ 84.56 Bi-Weekly $ 5,300.80 $ 5,566.40 $ 5,846.40 $ 6,136.80 $ 6,444.00 $ 6,764.80 Monthly $ 11,485.07 $ 12,060.53 $ 12,667.20 $ 13,296.40 $ 13,962.00 $ 14,657.07 Annually $ 137,820.80 $ 144,726.40 $ 152,006.40 $ 159,556.80 $ 167,544.00 $ 175,884.80 Police Services Assistant UNREP H Hourly $ 33.50 $ 35.19 $ 36.94 $ 38.79 $ 40.73 Bi-Weekly $ 2,680.00 $ 2,815.20 $ 2,955.20 $ 3,103.20 $ 3,258.40 Monthly $ 5,806.67 $ 6,099.60 $ 6,402.93 $ 6,723.60 $ 7,059.87 Annually $ 69,680.00 $ 73,195.20 $ 76,835.20 $ 80,683.20 $ 84,718.40 Project Manager UNREP S Hourly $ 67.32 $ 70.69 $ 74.22 $ 77.93 $ 81.83 Bi-Weekly $ 5,385.82 $ 5,655.11 $ 5,937.87 $ 6,234.76 $ 6,546.50 Monthly $ 11,669.28 $ 12,252.74 $ 12,865.38 $ 13,508.65 $ 14,184.08 Annually $ 140,031.34 $ 147,032.91 $ 154,384.55 $ 162,103.78 $ 170,208.96 $ 207,014.02 Property & Evidence Technician UNREP H Hourly $ 36.16 $ 37.96 $ 39.86 $ 41.85 $ 43.94 Bi-Weekly $ 2,892.80 $ 3,036.80 $ 3,188.80 $ 3,348.00 $ 3,515.20 Monthly $ 6,267.73 $ 6,579.73 $ 6,909.07 $ 7,254.00 $ 7,616.27 Annually $ 75,212.80 $ 78,956.80 $ 82,908.80 $ 87,048.00 $ 91,395.20 Public Works Director/City Engineer UNREP S Hourly $ 91.32 $ 95.88 $ 100.68 $ 105.71 $ 111.00 Bi-Weekly $ 7,305.50 $ 7,670.77 $ 8,054.31 $ 8,457.02 $ 8,879.87 Monthly $ 15,828.57 $ 16,620.00 $ 17,451.00 $ 18,323.55 $ 19,239.72 Annually $ 189,942.87 $ 199,440.06 $ 209,412.05 $ 219,882.54 $ 230,876.66 $ 207,014.02 487
Position Unit Hourly/Salary Frequency Step 00 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 City of Oakley
Master Salary Schedule
All Positions
Effective July 05, 2026*
Public Works Inspector UNREP H Hourly $ 45.25 $ 47.51 $ 49.89 $ 52.40 $ 55.02 Bi-Weekly $ 3,620.00 $ 3,800.80 $ 3,991.20 $ 4,192.00 $ 4,401.60 Monthly $ 7,843.33 $ 8,235.07 $ 8,647.60 $ 9,082.67 $ 9,536.80 Annually $ 94,120.00 $ 98,820.80 $ 103,771.20 $ 108,992.00 $ 114,441.60 Public Works Maintenance Foreman UNREP H Hourly $ 38.24 $ 40.15 $ 42.16 $ 44.25 $ 46.48 Bi-Weekly $ 3,059.20 $ 3,212.00 $ 3,372.80 $ 3,540.00 $ 3,718.40 Monthly $ 6,628.27 $ 6,959.33 $ 7,307.73 $ 7,670.00 $ 8,056.53 Annually $ 79,539.20 $ 83,512.00 $ 87,692.80 $ 92,040.00 $ 96,678.40 Public Works Maintenance Manager UNREP S Hourly $ 65.05 $ 68.30 $ 71.71 $ 75.30 $ 79.06 Bi-Weekly $ 5,203.68 $ 5,463.86 $ 5,737.06 $ 6,023.91 $ 6,325.11 Monthly $ 11,274.65 $ 11,838.37 $ 12,430.29 $ 13,051.81 $ 13,704.40 Annually $ 135,295.78 $ 142,060.42 $ 149,163.53 $ 156,621.69 $ 164,452.78 $ 207,014.02 Public Works Maintenance Supervisor UNREP S Hourly $ 49.78 $ 52.27 $ 54.88 $ 57.62 $ 60.50 Bi-Weekly $ 3,982.16 $ 4,181.27 $ 4,390.32 $ 4,609.84 $ 4,840.33 Monthly $ 8,628.01 $ 9,059.41 $ 9,512.37 $ 9,988.00 $ 10,487.39 Annually $ 103,536.07 $ 108,712.90 $ 114,148.40 $ 119,855.96 $ 125,848.66 $ 207,014.02 Public Works Maintenance Worker UNREP H Hourly $ 34.34 $ 36.06 $ 37.86 $ 39.75 $ 41.74 Bi-Weekly $ 2,747.20 $ 2,884.80 $ 3,028.80 $ 3,180.00 $ 3,339.20 Monthly $ 5,952.27 $ 6,250.40 $ 6,562.40 $ 6,890.00 $ 7,234.93 Annually $ 71,427.20 $ 75,004.80 $ 78,748.80 $ 82,680.00 $ 86,819.20 Recreation & Events Coordinator UNREP H Hourly $ 34.84 $ 36.58 $ 38.41 $ 40.34 $ 42.35 Bi-Weekly $ 2,787.20 $ 2,926.40 $ 3,072.80 $ 3,227.20 $ 3,388.00 Monthly $ 6,038.93 $ 6,340.53 $ 6,657.73 $ 6,992.27 $ 7,340.67 Annually $ 72,467.20 $ 76,086.40 $ 79,892.80 $ 83,907.20 $ 88,088.00 Recreation Manager UNREP S Hourly $ 57.42 $ 60.29 $ 63.31 $ 66.47 $ 69.80 Bi-Weekly $ 4,593.67 $ 4,823.35 $ 5,064.52 $ 5,317.75 $ 5,583.63 Monthly $ 9,952.94 $ 10,450.59 $ 10,973.12 $ 11,521.78 $ 12,097.86 Annually $ 119,435.34 $ 125,407.07 $ 131,677.43 $ 138,261.42 $ 145,174.38 $ 207,014.02 Senior Planner UNREP S Hourly $ 61.04 $ 64.10 $ 67.30 $ 70.66 $ 74.20 Bi-Weekly $ 4,883.44 $ 5,127.61 $ 5,384.00 $ 5,653.20 $ 5,935.86 Monthly $ 10,580.79 $ 11,109.83 $ 11,665.32 $ 12,248.59 $ 12,861.02 Annually $ 126,969.51 $ 133,317.99 $ 139,983.88 $ 146,983.08 $ 154,332.24 $ 207,014.02 Senior Civil Engineer UNREP S Hourly $ 70.69 $ 74.22 $ 77.93 $ 81.83 $ 85.92 Bi-Weekly $ 5,655.11 $ 5,937.87 $ 6,234.76 $ 6,546.50 $ 6,873.82 Monthly $ 12,252.74 $ 12,865.38 $ 13,508.65 $ 14,184.08 $ 14,893.28 Annually $ 147,032.91 $ 154,384.55 $ 162,103.78 $ 170,208.97 $ 178,719.41 $ 207,014.02 Senior Permit Technician UNREP H Hourly $ 38.35 $ 40.27 $ 42.28 $ 44.40 $ 46.63 Bi-Weekly $ 3,068.00 $ 3,221.60 $ 3,382.40 $ 3,552.00 $ 3,730.40 Monthly $ 6,647.33 $ 6,980.13 $ 7,328.53 $ 7,696.00 $ 8,082.53 Annually $ 79,768.00 $ 83,761.60 $ 87,942.40 $ 92,352.00 $ 96,990.40 *Effective July 3, 2026 at Noon for staff on 9/80 schedule. **Per contract is effective July 1, 2026 488
Position Unit Hourly/Salary Frequency Step 00 Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 City of Oakley
Master Salary Schedule
All Positions
Effective July 05, 2026*
City Council Member Effective 12/10/24 Elected Monthly $ 800.00 Police Service Assistant Part Time H Hourly $ 33.50 $ 40.73 Community Service Officer Part Time H Hourly $ 33.50 $ 40.73 Recreation Leader Part Time H Hourly $ 18.60 $ 21.17
Recreation Aide Part Time H Hourly $ 16.90 $ 19.25
Senior Recreation Leader Part Time H Hourly $ 20.46 $ 27.57 Police Officer Trainee Seasonal H Hourly $ 38.00
Recreation Leader Seasonal H Hourly $ 18.60 $ 21.17
Recreation Aide Seasonal H Hourly $ 16.90 $ 19.25
Senior Recreation Leader Seasonal H Hourly $ 20.46 $ 27.57 489
Community Service Officer
Community Service Assistant 1
Classification: Regular Full-Time
FLSA Designation: Non-Exempt
Department: Police
Last Updated: July 2026
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
SUMMARY DESCRIPTION
Under immediate supervision of a Police Sergeant or other assigned senior, supervisory, or management staff, provides a wide variety of non-sworn technical and administrative law enforcement support services in support of Police Department operations and services, including in the areas of parking enforcement, traffic and crowd control, vehicle abatement, prisoner booking and transportation, responding to assigned calls for service, writing reports, fingerprinting, and narcotic offender/sex offender registrations, records assistance, evidence processing/handling, preparing cases for District Attorney Review and other support and assistance to other nonsworn functions and activities of the Police Department.
This is an entry-level classification which is responsible for performing the more routine and less complex non-sworn law enforcement assignments while learning City policies and procedures. Work is usually supervised while in progress and fits an established structure or pattern. Exceptions or changes in procedures are explained in detail as they arise.
ESSENTIAL DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.
• Performs a range of parking enforcement and vehicle abatement duties; patrols City and marks vehicles; issues parking citations; has abandoned vehicles towed.
• Assists in the processing and filing of police records. • Testifies in court as required.
• Registers sex and health and safety offenders
490
Community Service Officer
Community Service Assistant 2
• Responds to routine and non-hazardous calls for service; takes and prepares reports including those involving lost and found property, shoplifting, cold burglaries, and stolen property.
• Inventories, tracks, logs, and processes evidence seized in relation to criminal cases.
• Physically searches prisoners prior to transport to various facilities; independently transports prisoners to county jail or to the county hospital; transports juveniles to juvenile hall.
• Assists officers in witness and/or crime scene searches; participates in evidence collection.
• Provides customer service over the phone and at the front counter; receives and responds to complaints from the public; photocopies and distributes requested reports to the public and various agencies; releases impounded vehicles; manages multiple phone lines, forwards calls, and takes and provides phone messages.
• Coordinates volunteer program and other programs as assigned. • Performs a full range of related duties in support of department operations; provides traffic and crowd control, citation sign offs, and car seat inspections; and performs fingerprinting for prisoners and the public and performs other administrative duties as assigned.
• Enters and maintains accurate data and information into the California Law Enforcement Telecommunications System (CLETS) including stolen vehicles and missing and unidentified persons.
• Maintains accurate records and files; prepares reports, correspondence, and a variety of written materials.
• Performs related duties as required.
QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Standard law enforcement information, communications, and record keeping terminology.
491
Community Service Officer
Community Service Assistant 3
• Basic law enforcement theory, principles, and practices and their application to a wide variety of services and programs.
• Methods and techniques of assessing and resolving community needs. • Principles and practices used in collecting, processing, and logging evidence. • Self-defense principles and practices.
• Location of major streets, public places, and landmarks in the City of Oakley. • Modern office procedures, methods, and computer equipment. • Computer applications such as word processing, spreadsheet, and database applications.
• Automated law enforcement information systems and procedures. English usage, spelling, grammar, and punctuation.
• Public and agency desk procedures and methods for providing services and information including those related to collecting, maintaining, and releasing information, records, files, and documents.
• Law enforcement record keeping and records management principles, procedures, techniques, and equipment.
• Departmental and City organization, operations, and services. • Methods and techniques for communicating with diverse populations • City and mandated safety rules, regulations, and protocols. • Research and report writing techniques.
• Customer service principles and practices.
• The structure and content of the English language, including the meaning and spelling of words, rules of composition, and grammar.
• Modern equipment and communication tools used for business functions and program, project, and task coordination, including computers and software programs relevant to work performed.
• Pertinent federal, state, and local laws, codes, and regulations and department rules, policies, and procedures.
Ability to:
• Use sound judgment in following and applying appropriate laws, regulations, policies, and procedures.
• Organize and prioritize work assignments.
492
Community Service Officer
Community Service Assistant 4
• Understand the organization, operation, and services of the City, the Police Department, and of outside agencies as necessary to assume assigned responsibilities.
• Work under steady pressure with frequent interruptions and a high degree of public contact by phone or in person.
• Exercise good judgment in maintaining critical and sensitive information, records, and reports.
• Type and enter data accurately at a speed necessary for successful job performance.
• Work varied hours including evenings, weekends, and holidays. • Understand, interpret, and apply general administrative and departmental policies and procedures as well as pertinent federal, state, and local laws, codes, and regulations.
• Perform a variety of non-sworn law enforcement activities. • Prepare factual, clear, and concise crime reports.
• Direct and control traffic during special events or other emergency situations. • Learn basic Spanish speaking skills that allow for communication regarding addresses, locations, time, descriptions, etc.
• Analyze situations and adopt a course of action.
• Remain calm under emergency situations.
• Research and maintain records, logs, and files.
• Operate and use modern office equipment including a computer and various software packages.
• Operate specialized automated law enforcement information and communication systems including public safety computer systems to access and maintain data.
• Deal tactfully and courteously with the public and law enforcement personnel. • Respond to requests and inquiries from the general public. • Communicate clearly and concisely, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the course of work.
EDUCATION AND EXPERIENCE GUIDELINES
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
493
Community Service Officer
Community Service Assistant 5
Education and Training: Equivalent to completion of the twelfth grade.
Experience: One year of work experience that demonstrates a general aptitude for working with the public in a multi-task environment.
Licenses and Certificates: Possession of a valid driver’s license and a satisfactory driving record must be maintained throughout employment.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. The City will engage in a timely, good faith interactive process to identify reasonable accommodations to enable qualified individuals to perform the essential job functions.
Environment: Employees work in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees also work in the field and are exposed to loud noise levels, cold and hot temperatures, inclement weather conditions, road hazards, vibration, confining workspace, chemicals, mechanical and/or electrical hazards, and hazardous physical substances and fumes. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures. Employees may be required to work evenings, weekends, overtime and split shifts.
Physical: When assigned to an office environment, must possess mobility to work in a standard office setting and use standard office equipment, including a computer; vision to read printed materials and a computer screen; and hearing and speech to communicate in person and over the telephone; ability to stand and walk between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard or calculator and to operate standard office equipment. Positions in this classification occasionally bend, stoop, kneel, reach, push, and pull drawers open and closed to retrieve and file information.
When assigned to the field, must possess mobility to work in changing site conditions; possess the strength, stamina, and mobility to perform light to medium physical work; to sit, stand, and walk on level, uneven, or slippery surfaces; to reach, twist, turn, kneel, and bend, to climb and descend ladders; and to operate a motor vehicle and visit various City sites; vision to inspect crime scene or traffic conditions. 494
Community Service Officer
Community Service Assistant 6
The job involves fieldwork requiring frequent walking in operational areas to identify problems or hazards, with exposure to hazardous materials in some site locations.
Employees must possess the ability to lift, carry, push, and pull materials and objects averaging a weight of 40 pounds, or heavier weights, in all cases with the use of proper equipment and/or assistance from other staff.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Background: Due to the access to sensitive information and evidence items, a thorough background investigation will be completed on candidates prior to a position being offered.
EMPLOYEE ACKNOWLEDGEMENT AND ACCEPTANCE
I acknowledge I have received and read my job description and understand and accept the responsibilities, qualifications, physical demands, and work environment this position requires.
Employee’s Name (print) Employee’s Signature Date
Supervisor Name (print) Supervisor’s signature Date
495
Fleet Service Assistant
1 Fleet Service Assistant
Classification: Regular Full-Time
FLSA Designation: Non-Exempt
Department: Police
Last Updated: July 2026
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.
SUMMARY DESCRIPTION
Under the immediate supervision of a Police Lieutenant or other assigned senior, supervisory, or management staff, provides citywide fleet support services, including cleaning and maintaining vehicles, transporting vehicles, procuring and tracking parts and inventory, maintaining fleet records, and assisting with fleet operations, making recommendations on new purchases and assisting in the completion of registration and insurance reporting requirements.
ESSENTIAL DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.
• Maintains a variety of records, including monthly mileage reporting, fuel sheets and other documents related to the maintenance of vehicles and equipment.
• Responsible to wash and vacuum fleet vehicles on occasion and perform other routine tasks to maintain interior and exterior vehicle condition. • Drive fleet vehicles between departments, repair shops or to other sites as needed.
• Assist with smog certification tracking and certifications. • Deliver parts and materials as needed.
• Monitors overall vehicle maintenance expenditures; works within a budget; codes invoices for payment; verifies completion of work and recommends payment.
• Schedules vehicle maintenance; updates service record • Audit fleet vehicles and equipment and inventory.
496
Fleet Service Assistant
2 Fleet Service Assistant
• Prepares or reviews and maintains a wide variety of written reports and record keeping including vehicle usage, work orders, and maintenance requests; creates statistical and/or analytical reports on operations and activities as necessary.
• Investigates and evaluates accident damage and prepares reports of findings; prepares detailed budget requests for repair activities; oversees repair process by obtaining quotes, works with vendors, transports vehicles, and verifies completion of work.
• Anticipate and/or identify resource needs; review needs with appropriate management staff; purchase and ensure implementation of resources accordingly.
• Coordinates with the insurance company to provide documentation as needed as it relates to new vehicles or damaged vehicles.
• As needed, provide support in the purchase, utilization, replacement, and disposal of City owned cars, trucks, and equipment; assist with developing and preparing vehicle and equipment specifications for purchase as necessary; analyze and track vehicle replacement/repair costs. • May assist with the acquisition and maintenance of equipment, supplies, and facilities including patrol vehicle emergency equipment. • Performs related duties as required.
QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.
Knowledge of:
• Research and report writing techniques.
• Customer service principles and practices.
• Pertinent federal, state, and local laws, codes, and regulations and department rules, policies, and procedures.
• Fleet maintenance practices and procedures as it relates to maintaining a large fleet as well as specialized fleet.
• Safe working methods and procedures.
497
Fleet Service Assistant
3 Fleet Service Assistant
• Occupational hazards and standard safety practices.
• Basic understanding of the purchasing policy as it relates to vehicles and equipment.
• Basic knowledge of vehicle and equipment repair.
Ability to:
• Understand the organization, operation, and services of the City and of outside agencies as necessary to assume assigned responsibilities. • Understand, interpret, and apply general administrative and departmental policies and procedures as well as pertinent federal, state, and local laws, codes, and regulations.
• Operate and use modern office equipment including a computer and various software packages.
• Remain calm under emergency situations.
• Research and maintain records, logs, and files.
• Deal tactfully and courteously with the public and law enforcement personnel. • Respond to requests and inquiries from the general public. • Exercise good judgment in maintaining critical and sensitive information, records, and reports.
• Use sound judgment in following and applying appropriate laws, regulations, policies, and procedures.
• Organize and prioritize work assignments.
• Drive a service vehicle to and from work sites.
• Understand and follow oral and written instructions.
• Work varied hours including evenings, weekends, and holidays. • Communicate clearly and concisely, both orally and in writing. • Establish and maintain effective working relationships with those contacted in the course of work.
EDUCATION AND EXPERIENCE GUIDELINES
Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:
498
Fleet Service Assistant
4 Fleet Service Assistant
Education and Training: Equivalent to completion of the twelfth grade.
Experience: Two years of work experience directly related to the fleet maintenance and managing inventory.
Licenses and Certificates: Possession of a valid driver’s license.
PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. The City will engage in a timely, good faith interactive process to identify reasonable accommodations to enable qualified individuals to perform the essential job functions.
Environment: Office and field setting; travel to various locations; exposure to inclement weather conditions; exposure to heavy vehicle traffic conditions; may be required to work evenings, weekends, and split shifts.
Physical: Primary functions require sufficient physical ability and mobility to work in an office setting; to travel to various locations to respond to non-emergency situations; stand or sit for prolonged periods of time; to stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.
Vision: See in the normal visual range with or without correction.
Hearing: Hear in the normal audio range with or without correction.
Background: Due to the access to sensitive information and evidence items, a thorough background investigation will be completed on candidates prior to a position being offered.
499
Fleet Service Assistant
5 Fleet Service Assistant
EMPLOYEE ACKNOWLEDGEMENT AND ACCEPTANCE
I acknowledge I have received and read my job description and understand and accept the responsibilities, qualifications, physical demands, and work environment this position requires.
Employee’s Name (print) Employee’s Signature Date
Supervisor Name (print) Supervisor’s signature Date
500
May 2026 New In-Town Business Licenses
Business Name Primary Contact Email Address Full Primary Address Active Licenses
CANDY PROPERTIES, A CALIFORNIA
LIMITED PARTNERSHIP
[email protected] 1070 LAUREL RD
OAKLEY CA 94561
BUSINESS LICENSE
FAVALORA VINEYARDS WINERY 204 SECOND ST
OAKLEY CA 94561
BUSINESS LICENSE
A-Z PLUMBING INC [email protected] HOME BASED BUSINESS
GOLDENLINE GENERAL
CONSTRUCTION INC
[email protected] HOME BASED BUSINESS
LET'S GET SOCIOLOGY [email protected] HOME BASED BUSINESS MC DREAM CONSTRUCTION LLC [email protected] HOME BASED BUSINESS
MMM BAY AREA TRANSPORTATION
LLC
[email protected] HOME BASED BUSINESS
NO LIFT! NO LIMITS! [email protected] HOME BASED BUSINESS
T'S CREATIVE CREATIONS AND EVENT
PLANNING
TSCREATIVECREATIONSANDEVENTS@
GMAIL.COM
HOME BASED BUSINESS
WEST COAST FIZZ [email protected] HOME BASED BUSINESS 10 501