public safety
PUBLIC SAFETY Goal: We will take all possible and prudent steps to provide for continued effective and efficient police service, emergency planning; and coordinate with others that provide fire and emergency medical services.
Action items: 1.a. Conduct annual training and table‐top exercise for Emergency Operations Plan 1.b. Explore feasibility of implementing a CERT Program 1.c. Complete re‐write/update to Emergency Operations Plan 1.d. Evaluate the placement of motion lights and more cameras at City parks 1.e. Encourage and educate community regarding Neighborhood Watch 1.f. Commence regular statistics‐driven public education messages 1.g. Conduct Continue strategic enforcement of problem areas 1.h. Increase community outreach/communication via social media 1.i. Fully Implement Volunteers In Policing (VIP) program 1.j. Institute a formalExpand the Police Chaplin Program 1.k. Continue Neighborhood Camera Registration Program 1.l. Extend Citizen Leadership Academy to include additional Citizens Police Academy sessions 1.m. Improve our investigative capability through the use of technology/new software packages 1.n. Create Implement the Engineering Traffic Model for City of Oakley and monitor and keep it updated as new private development projects are designed and constructed 1.o. Continue emphasis on “Slow Down Oakley” 1. p. Prepare Annual Police Department Report.
New Action Items Suggested: o Increase events such as Coffee with the Cops and other events where our officers and community can get to know each other (This is planned and should be added) o Conduct more outreach in Spanish that allows opportunity for clarification of some current and relevant sensitive topics (This is planned and should be added) Academy type of program between police and youth (We want to explore this effort in conjunction with the Mentoring program that is already under development and the just‐ started Explorer program) Institute a “Did you know” campaign education the public on such topics as o Marijuana regulations o Cell phone use while driving o How to prevent certain crimes‐ package theft etc. o Fireworks laws (Much of this is already being done, but could be added to the Action items) *Highlighted actions items mean support was expressed for the item
BUSINESS AND JOB GROWTH Goal: We will aggressively work to attract and retain business by encouraging quality, sales tax generating development and by facilitating the location of primary job producing industries to Oakley.
Action items: 2.a. Complete action items in the Economic Development Work plan 2.b. Continue to prepare the City of Oakley to be a competitive location for the attraction of new businesses and new investment: o Maintain relationships with property owners and/or broker representatives of commercial development sites that have the most development potential, based on: Owner willingness & expectations Property size and location o Prepare and maintain an inventory of potential commercial development sites on OppSites website, Opportunity Oakley and the City of Oakley Economic Development web pages o Prepare and maintain an inventory of vacant commercial spaces on the City of Oakley Economic Development website 2.c. Outreach to the broker & development community regarding potential Oakley development sites and vacant commercial spaces through semi‐annual luncheons 2.d. Continue regional economic development collaboration with neighboring cities of Antioch, Brentwood and Pittsburg 2.e. Continue to work with Chemours (formerly DuPont), within the constraints of their developer confidentiality agreement process, to market the property in order to help identify potential development partners in order to facilitate the return of the property as an asset to the community) 2.f. Continue to identify possible users and facilitate development of City‐owned property on Neroly/Empire 2.g. Keep City marketing materials and Economic Development webpage updated with current information, pictures and graphics 2.h. Continue to work to understand the needs of the business community through an annual business survey, through Peak Democracy and through the VIB (Very Important Business) Business Visitation Program, averaging 2 business visit per month 2.i. Emphasize “Shop Oakley” year round, through joint advertising and promotional activities, including City sponsored community events and an increase in participation by at least 10% in the “Shop Oakley” business coupon book 2.j. Continue to work to strengthen the small‐business entrepreneur community through: o Annual Oakley Entrepreneur Training Program o Establishment of an East County Entrepreneur Network with the neighboring cities of Antioch, Brentwood & Pittsburg
2.k. Complete the Oakley Entrepreneur Center space to meet the needs of the Oakley small business and entrepreneurs 2.l. Partner with the Oakley Chamber of Commerce to promote and strengthen the Oakley business community.
DOWNTOWN & MAIN STREET REVITALIZATION & ENHANCEMENT Goal: We will facilitate the continued development and redevelopment of the Downtown; and beautify and preserve the Main Street commercial corridor.
Action items: 4.a. Improve and enhance landscaping along Main Street 4.b. Continue to use Downtown Specific Plan (DSP) to guide high quality development while preserving Oakley’s small town feel 4.c. Encourage development of Downtown parking as adopted in DSP 4.d. Improve pedestrian safety using the Civic Center/Oakley Plaza as a model 4.e. Expand the Heart of Oakley event 4.f. Evaluate possible next steps to bring a Library & Community Learning Center in the Downtown 4.g. Identify and outreach to possible entities that could create more community events in the Downtown 4.h. With recapitalized funds, continue to promote the Downtown Revitalization Loan Program to facilitate building renovations 4.i. Partner with Planning Division to identify and capitalize on opportunities realized from the anticipated transit station in Downtown
Other Comments:
More events in the Downtown (This is an ongoing effort and in the “Parks and Recreation” Area of Focus) People are willing to pay more to support a unique Downtown experience (Agreed. Recent improvements provide for a much more walkable Downtown and upcoming projects by the private sector will positively add to the experience). Support for all activities that support the success of small business (Agreed. The Entrepenuer Training and the Entrepreneur Center (small business incubator), as well as the Shop Oakley program all support this effort). Support for a farmers market! (A Farmer’s Market in the Downtown will start in June) We need a grocery store that is open 24/7 (The hours of operation are mostly dictated by what is supported by the community. The existing stores likely believe the costs to stay open are higher than purchases that would take place in the middle of the night). Businesses to cold call (Walmart, Costco or Sams Club, Olive Garden & Red Lobster) (We conduct regular cold calls with businesses and brokers)
* Highlighted actions items mean support was expressed for the item
PLANNED, QUALITY GROWTH Goal: We will wisely plan and facilitate quality growth throughout the community, focusing on high‐quality development and compliance with zoning, building and related codes – all while respecting our rural heritage and preserving our small town feel.
Action items: 3.a. Continue a proactive and progressive Code Enforcement program with performance measures and bi‐weekly reports 3.b. Proactively implement weed abatement program 3.c. Continue to work with the San Joaquin Joint Powers Authority to develop a Train Platform in the Downtown 3.d. Implement provisions for RV, boat parking and driveways 3. e. Facilitate the development of the Priority Development Areas though public/private partnerships, Grant funding and public engagement. 3.f. Monitor and report semi‐annually on the progress of the Dutch Slough Restoration Project 3.g. Participate in Iron House Sanitary District discussions for the reuse of Jersey Island 3.h. Continue to refine and enhance the City’s AB 939 (Recycling) Programs and comply with State laws that relate to waste reduction 3.i. Reduce the number of Inoperable Vehicles in Public View on Private Property 3. j. Increase the City’s Automobile Vehicle Abatement Recovery Program (AVAP) rate 10% annually. 3.k. Increase community outreach by providing targeted neighborhoods educational material explaining Property Maintenance standards 3.l. Initiate the General Plan Amendment and Zoning Code Update Project New Action Items Suggested:
Focus on the redevelopment from 2nd Street east, north of Main Street. (This is an ongoing effort) Work with the Veterans of Oakley to find land and secure grants for a Veteran’s Hall in the Downtown. (An existing building may not be available, but grant and/or State and County funding could be sought) Continue to work with Chemours to facilitate the development of the Dupont property. (This is an ongoing effort and in the “Business and Job Growth” Area of Focus) Utilize Civic Center Park and the Downtown better (more bands in the amphitheater, more businesses). (This is an ongoing effort and in the “Parks and Recreation” Area of Focus) Address noise impacts caused by new traffic on existing uses. (This is an ongoing effort and in the “Community Infrastructure” Area of Focus)
Other Comments/Questions:
Downtown angled parking feels dangerous and is not “user friendly”. (These are to be used with caution and are most often utilized in the evenings when traffic is lighter. Angled parking is recommended as an additional means to slow down traffic for a more safe and more pedestrian and business friendly downtown). Reply to comments on social media. (While key questions are answered, becoming involved in an ongoing, back and forth debate is often unproductive) Don’t build faster than public safety (e.g. Fire Services) can be provided (Entitled properties are allowed to complete their projects and a moratorium on development is very difficult to legally achieve. Fortunately, many of the new homes built will be providing a much higher percentage of the 1% property tax to the Fire District). City Council should be more selective on uses. Say no to more gas stations and self‐storage projects. (While projects can be denied, there should be sound and legally‐justifiable reasons as to why a project that otherwise complies with the zoning is denied. Some indefensible reasons could be “we don’t want it” or “we have too many”).
*Highlighted action items mean support was expressed for the item * Italicized comments in blue are comments added by Staff.
COMMUNITY INFRASTRUCTURE AND TRAFFIC SAFETY Goal: We will continue to focus on both the financial and operational aspects of the City’s Capital Improvement Program, constructing and maintaining streets, traffic signals, drainage systems, and other related infrastructure to meet the needs of our growing community.
Action items: 5.a. Conduct proactive community engagement regarding sensitive traffic concerns and facilitate discussion with Police Department on traffic related issues 5. b. Implement the Capital Improvements Plan projects. List: Recreation Center Project, Laurel Road Widening and Improvement Project, Downtown Parking Lot Project. 5.c. Evaluate the placement of more solar‐powered radar speed limit notification signs and evaluate the potential installation of new electronic pedestrian crosswalk systems near school sites 5.d. Maintain street inventory with annual Pavement Condition Index for all City streets 5.e. Complete ADA Transition Plan and commence Implementation 5.f. Finalize recommendation for eastern access in and out of the Vintage Parkway Subdivision in conjunction with the Main Street/Rose Avenue Intersection Improvement and Signalization project
New Action Items Suggested: Evaluate the noise that is caused by heavy traffic on Laurel Road in conjunction with General Plan guidelines and research sound walls for Laurel Road. (Existing studies do not demonstrate on‐ going noise above the General Plan guidelines) Complete the construction/extension of Carpenter Road and Neroly Road in east/west direction. (Carpenter is an obligation of a private developer and we continue to urge its completion. Neroly Rd. would need substantial right‐of‐way and can be researched, but not likely completed within the two‐year time frame of this Strategic Plan). Construct more bicycle lanes – place on all major streets in Oakley. (All new construction requires compliance with “Complete Streets” guidelines which require a bike lane. A key task is to research and plan for connections to these trails on major streets). Extend Laurel Road past Highway 4 to Antioch (within Antioch limits and a City of Antioch project) Reconstruct East Cypress Road from Summerlake Subdivision to Emerson Ranch Subdivision before any more subdivisions and homes are built in that region. (The lack of the needed right‐of‐ way and financial resources will necessitate the gradual construction of this roadway as development proceeds) Install speed feedback signs on East Cypress. Speed bumps on Mellowood. (Neighborhood will be advised of the Neighborhood Traffic Management Program and process) Install lights and trash cans along EBRPD trail. (We can recommend to EBRPD) (Evaluate replacing)Replace non‐reflective aluminum street name signs on traffic signal mast arms with Illuminated street name signs
Increase frequency of street sweeping along major roadways. (We can conduct a review of current frequency and determine if this is an only occasional concern or on‐going. We can also research costs to determine options for improvement). (Evaluate restriping) Restripe northbound Neroly Road at Main Street to accommodate a second left turn lane.
Other Comments/Questions from Residents
Vintage Parkway Subdivision should not have any more access points and entrances. (it is understandable that some in the Subdivision would not want any more access, though traffic flow on Main St. would improve and the Council has asked Staff to continue the research of alternatives that would provide an outlet to the east)
* Highlighted actions items mean support was expressed for the item. * Italicized comments in blue are comments added by Staff.
FINANCIAL STABILITY & SUSTAINABILITY Goal: We will endeavor to obtain the revenues necessary to support the municipal services and capital projects that are required to provide a high quality of life, and continuously evaluate our processes to maintain cost effective service sustainability and to conserve City assets.
Action items: 6.a. Aggressively support and monitor legislation and sales tax capture for proposed power plant 6.b. Continue utilizing the 10‐year plan forecasting and comply with City budget administration polices 6.c. Develop a strategy to resolve funding and capital reserve concerns with various Lighting and Landscaping districts 6.d. Continue coordination with contracted grant writer to explore and apply for grants 6.e. Prepare report outlining potential funding options for the 55‐acre Oakley Community Park 6.f. Continue full implementation of budget policies included in each annual budget 6.g. Continue compliance with Government Finance Officers Association criteria for the Certificate of Achievement for Excellence in Financial Reporting
PARKS, STREETSCAPE AND RECREATION OPPORTUNITIES Goal: We will enrich the lives of Oakley residents by continuing to plan, develop and maintain safe and attractive parks and facilities and offer high quality recreation programs of diverse interests to all age groups, that meet community needs. Staff will endeavor to capitalize on innovation and opportunities for partnerships Action items:
7.a. Produce and distribute the Community Recreation Guide three times per year 7.b. Track and increase Recreation program participation by 10% each year 7.c. Prepare financing plan for the Oakley Regional Community Park 7.d. Coordinate the 20th Anniversary Celebration with the 20th Anniversary Ad‐Hoc Committee 7.e. Explore alternative financing opportunities to ensure quality long‐term maintenance for City parks, streetscapes and trails 7.f. Implement new facility regulations coordinated with the completion of the Oakley Recreation Center. 7.g. Continue to implement the Urban Forestry Program 7.h. Implement new Recreation Management Software (registration, payments, reservations) 7.i. Increase the use of video and social media advertising for recreation programs, classes and events. 7.j. Add a student art exhibit to the Heart of Oakley Festival 7.k. Develop Parks and Landscaping standards for City of Oakley to be used by the development community on the wide range of private development projects in Oakley 7.l. Invest in providing free Wi‐Fi service in City Parks where we have Comcast service available 7.m. Develop a plan to complete trail linkages throughout the City 7.n. Continue working with leagues for the development and participation in the development of more playing fields/ increasing playable hours at fields through the evaluation of lighting options. 7.o. Integrate Recreation Internship availability for college students 7.p. Price out the cost associated with pursuing lighting of ball fields 7.q. Explore potential uses for the eight‐acres located at the end of Jersey Island Road
New Action Items:
Incorporate more special interest camps and classes for kids ages 11‐15, examples include coding, swimming, dog training and horseback riding. (Staff can evaluate interest and seek qualified independent instructors) Explore the possibility of a community pool and swim lessons. (Costs to construct and especially maintain a pool are very significant and not within the current budget structure. City use of the Freedom High School pool could be considered once again following the District’s planned renovations). Ensure that Marsh Creek is considered in developing parks and trail access, including trail connections. Similar to what has been done at Creekside Park. (This has been our commitment)
Explore expanding bocce ball courts and ensuring that they are well maintained. (We currently have two parks with courts. While they are used, there is a significant expense to construct and maintain and they take up considerable space, while not serving a large number of residents). Explore signage for picnic tables with wheelchair accessible benches to make them safer. (This is an ongoing effort) Evaluate utilizing the Civic Center Amphitheater for a concert series or food trucks and concerts. (Staff is exploring recommendations and resources needed for additional Downtown events) Work with the Police Department to promote National Night Out and community block parties, with the opportunity to close down streets for neighborhoods to host their own party. (We can continue to emphasize our public information efforts on this) Explore offering a walking/running/biking event on the trails. (This could be a relatively inexpensive add) Continue to offer the free mulch program and explore expanding the program. (This is planned to continue as tree chips are available) Explore adding more tot features, and swings to existing and new parks. (Most playgrounds intend to provide something for all ages, but more tot features can be explored. Swings are discouraged by our insurers and require constant maintenance to remain safe – landing zones). Explore hosting pet adoptions at the new dog park (We would partner with other groups that handle this type of effort) Ideas for potential classes that can be offered by independent instructors: o o o o o o
Zumba Computer literacy (in Spanish) Knitting Cooking (for kids & adults) Parenting Guitar lessons
(These can all be explored and independent instructors sought) Other Questions/Comments from Residents:
Can we rezone an area so that the taxes go into our neighborhood instead of Antioch parks and School District? (Specifically, west of Empire by Live Oak) There is a bond that will be expiring that does pay for Antioch parks and schools. (Such an action has been attempted over the years, but the matter is so complicated and would likely require State action, that success is not likely) What is Oakley’s involvement with the slough project? The City will have about 50 acres that is designed for the large park with access to the delta. (see Action item 7.c.) Where will the 50 acre park be? (north of E. Cypress at Sellers Ave.) What type of landscape will be in the dog park? (turf and trees) How are you improving the trails in the community? (We’re looking to connections for trails and paths and partner with EBRPD. Most recently we have put in pedestrian bridges at parks like Creekside to connect trails). Will the trail connect from Vintage to Emerson Ranch? (Yes, it will). What is planned to be at the 50 acre park? (There have been many ideas including ball fields, water access, farm activities, and rental area/picnic area) Will the commercial kitchen in the new Recreation Center be rentable? (Yes) What about having a farmers market in Oakley? (A Farmers Market will begin on Saturday mornings in June at the Civic Center Plaza)
Can the City have a surplus sale for the equipment on the Neroly Road lot where the free mulch pick up is? (Some of the equipment at the lot is not safe for use and that is why it was removed) Who is responsible for maintaining Oakley Elementary School Park, and the alley/ trail between the homes and Oakley Elementary? (The School District is responsible for maintaining the park at Oakley Elementary School and O’Hara Park Middle School. Staff is investigating who owns and maintains the connection between homes at Norcross and Duarte).
*Highlighted actions items mean support was expressed for the item * Italicized comments in blue are comments added by Staff.
COMMUNITY OUTREACH, COMMUNICATION AND EDUCATION Goal: We will improve our relationships with other community organizations, our public information and customer service efforts, and we will work to increase public input and participation.
Action items: 8.a. Return all phone calls and emails same day or within 24 hours (or next business day) 8.b. Keep updated the City’s website and continuously monitor content 8.c. Partner with the Chamber of Commerce, School Districts, the Community College District and other community organizations to participate in a Community Calendar that lists events and activities; publish to the City’s website 8.d. Coordinate regular updates from partner agencies 8.e. Continue building cooperative relationships with representatives of service clubs and other community groups and extend offers to have Staff and/or Councilmembers attend their meetings 8. f. Conduct the 2018 and 2020 Municipal elections. 8.g. Conduct Resident Satisfaction Survey the spring of 2020 8.h. Prepare and send out weekly press releases 8. i. Provide regular updates via social media that inform the public regarding City Council meetings, upcoming events, special projects etc. 8.j. Promote City Hall tours 8.k. Continue to facilitate Memorial Day, Veterans Day and other like events that retain Oakley’s small town identity 8.l. Continue Citizen/Leadership Academy 8.m. Continue You, Me, We = Oakley program 8.n. Advertise and prepare related vacancy and term documentation for City Council appointed positions
New Action Items Suggested:
Connect with the East Bay Works Center in Brentwood before it closes to learn how & if the City can continue to offer some of the resources they provide/d (Staff would need to research why it is closing and if those officials are proposing to provide these services to our residents at other locations) Have some of the marquee announcements in Spanish (The new marquee will provide for all kinds of options and graphics for announcements) Restart the YMWO Dining & Dialogues (This is planned) Offer cultural awareness informational/educational forums (This can be discussed with the YMWO Project Committee) *Highlighted actions items mean support was expressed for the item * Italicized comments in blue are comments added by Staff.
POLITICAL LEADERSHIP & STABILITY Goal: Provide proactive, forward‐thinking, civil and long‐term focused leadership to guide Oakley forward and become a more effective player in the county, state and federal political environments.
Action items: 9.a. Develop a multi‐faceted advocacy plan with State Legislators 9.b. Ensure City Council meetings are professional, business‐like, civil and maintain good decorum 9.c. Develop relationships of trust and influence with county, regional agency, state and federal government officials 9.d. Address with City Manager issues or areas of concern with City departments and/or employees for review and possible action 9.e. View the long‐term impact not just the short‐term, of all decisions and planning efforts 9.f. Attend and support community organizations and events 9.g. Seek intergovernmental revenues that support City goals 9.h. Meet with County Supervisor, State Assembly member and Senator at least twice per year
OPERATIONAL EXCELLENCE Goal: Provide responsive and exceptional public service with a lean yet effective staff, limit the use of consultants and always be POLITE, PROFESSIONAL and PROGRESSIVE in our efforts.
Action items: 10.a. Conduct semi‐annual Department/Division strategic planning sessions 10.b. Facilitate Community‐Council‐Staff Strategic Planning Sessions 10.c. Continue emphasis of the 3P’s of Public Service: Polite, Professional, Progressive 10.d. Invest in technology to assist staff and operational efficiency. 10.e. Maintain Records Management and Scanning Program 10.f. Implement Granicus live‐streaming of City Council Meetings 10.g. Hold annual employee recognition event 10.h. Implement a GIS software program
Action items: 1.a. Conduct annual training and table‐top exercise for Emergency Operations Plan 1.b. Explore feasibility of implementing a CERT Program 1.c. Complete re‐write/update to Emergency Operations Plan 1.d. Evaluate the placement of motion lights and more cameras at City parks 1.e. Encourage and educate community regarding Neighborhood Watch 1.f. Commence regular statistics‐driven public education messages 1.g. Conduct Continue strategic enforcement of problem areas 1.h. Increase community outreach/communication via social media 1.i. Fully Implement Volunteers In Policing (VIP) program 1.j. Institute a formalExpand the Police Chaplin Program 1.k. Continue Neighborhood Camera Registration Program 1.l. Extend Citizen Leadership Academy to include additional Citizens Police Academy sessions 1.m. Improve our investigative capability through the use of technology/new software packages 1.n. Create Implement the Engineering Traffic Model for City of Oakley and monitor and keep it updated as new private development projects are designed and constructed 1.o. Continue emphasis on “Slow Down Oakley” 1. p. Prepare Annual Police Department Report.
New Action Items Suggested: o Increase events such as Coffee with the Cops and other events where our officers and community can get to know each other (This is planned and should be added) o Conduct more outreach in Spanish that allows opportunity for clarification of some current and relevant sensitive topics (This is planned and should be added) Academy type of program between police and youth (We want to explore this effort in conjunction with the Mentoring program that is already under development and the just‐ started Explorer program) Institute a “Did you know” campaign education the public on such topics as o Marijuana regulations o Cell phone use while driving o How to prevent certain crimes‐ package theft etc. o Fireworks laws (Much of this is already being done, but could be added to the Action items) *Highlighted actions items mean support was expressed for the item
BUSINESS AND JOB GROWTH Goal: We will aggressively work to attract and retain business by encouraging quality, sales tax generating development and by facilitating the location of primary job producing industries to Oakley.
Action items: 2.a. Complete action items in the Economic Development Work plan 2.b. Continue to prepare the City of Oakley to be a competitive location for the attraction of new businesses and new investment: o Maintain relationships with property owners and/or broker representatives of commercial development sites that have the most development potential, based on: Owner willingness & expectations Property size and location o Prepare and maintain an inventory of potential commercial development sites on OppSites website, Opportunity Oakley and the City of Oakley Economic Development web pages o Prepare and maintain an inventory of vacant commercial spaces on the City of Oakley Economic Development website 2.c. Outreach to the broker & development community regarding potential Oakley development sites and vacant commercial spaces through semi‐annual luncheons 2.d. Continue regional economic development collaboration with neighboring cities of Antioch, Brentwood and Pittsburg 2.e. Continue to work with Chemours (formerly DuPont), within the constraints of their developer confidentiality agreement process, to market the property in order to help identify potential development partners in order to facilitate the return of the property as an asset to the community) 2.f. Continue to identify possible users and facilitate development of City‐owned property on Neroly/Empire 2.g. Keep City marketing materials and Economic Development webpage updated with current information, pictures and graphics 2.h. Continue to work to understand the needs of the business community through an annual business survey, through Peak Democracy and through the VIB (Very Important Business) Business Visitation Program, averaging 2 business visit per month 2.i. Emphasize “Shop Oakley” year round, through joint advertising and promotional activities, including City sponsored community events and an increase in participation by at least 10% in the “Shop Oakley” business coupon book 2.j. Continue to work to strengthen the small‐business entrepreneur community through: o Annual Oakley Entrepreneur Training Program o Establishment of an East County Entrepreneur Network with the neighboring cities of Antioch, Brentwood & Pittsburg
2.k. Complete the Oakley Entrepreneur Center space to meet the needs of the Oakley small business and entrepreneurs 2.l. Partner with the Oakley Chamber of Commerce to promote and strengthen the Oakley business community.
DOWNTOWN & MAIN STREET REVITALIZATION & ENHANCEMENT Goal: We will facilitate the continued development and redevelopment of the Downtown; and beautify and preserve the Main Street commercial corridor.
Action items: 4.a. Improve and enhance landscaping along Main Street 4.b. Continue to use Downtown Specific Plan (DSP) to guide high quality development while preserving Oakley’s small town feel 4.c. Encourage development of Downtown parking as adopted in DSP 4.d. Improve pedestrian safety using the Civic Center/Oakley Plaza as a model 4.e. Expand the Heart of Oakley event 4.f. Evaluate possible next steps to bring a Library & Community Learning Center in the Downtown 4.g. Identify and outreach to possible entities that could create more community events in the Downtown 4.h. With recapitalized funds, continue to promote the Downtown Revitalization Loan Program to facilitate building renovations 4.i. Partner with Planning Division to identify and capitalize on opportunities realized from the anticipated transit station in Downtown
Other Comments:
More events in the Downtown (This is an ongoing effort and in the “Parks and Recreation” Area of Focus) People are willing to pay more to support a unique Downtown experience (Agreed. Recent improvements provide for a much more walkable Downtown and upcoming projects by the private sector will positively add to the experience). Support for all activities that support the success of small business (Agreed. The Entrepenuer Training and the Entrepreneur Center (small business incubator), as well as the Shop Oakley program all support this effort). Support for a farmers market! (A Farmer’s Market in the Downtown will start in June) We need a grocery store that is open 24/7 (The hours of operation are mostly dictated by what is supported by the community. The existing stores likely believe the costs to stay open are higher than purchases that would take place in the middle of the night). Businesses to cold call (Walmart, Costco or Sams Club, Olive Garden & Red Lobster) (We conduct regular cold calls with businesses and brokers)
* Highlighted actions items mean support was expressed for the item
PLANNED, QUALITY GROWTH Goal: We will wisely plan and facilitate quality growth throughout the community, focusing on high‐quality development and compliance with zoning, building and related codes – all while respecting our rural heritage and preserving our small town feel.
Action items: 3.a. Continue a proactive and progressive Code Enforcement program with performance measures and bi‐weekly reports 3.b. Proactively implement weed abatement program 3.c. Continue to work with the San Joaquin Joint Powers Authority to develop a Train Platform in the Downtown 3.d. Implement provisions for RV, boat parking and driveways 3. e. Facilitate the development of the Priority Development Areas though public/private partnerships, Grant funding and public engagement. 3.f. Monitor and report semi‐annually on the progress of the Dutch Slough Restoration Project 3.g. Participate in Iron House Sanitary District discussions for the reuse of Jersey Island 3.h. Continue to refine and enhance the City’s AB 939 (Recycling) Programs and comply with State laws that relate to waste reduction 3.i. Reduce the number of Inoperable Vehicles in Public View on Private Property 3. j. Increase the City’s Automobile Vehicle Abatement Recovery Program (AVAP) rate 10% annually. 3.k. Increase community outreach by providing targeted neighborhoods educational material explaining Property Maintenance standards 3.l. Initiate the General Plan Amendment and Zoning Code Update Project New Action Items Suggested:
Focus on the redevelopment from 2nd Street east, north of Main Street. (This is an ongoing effort) Work with the Veterans of Oakley to find land and secure grants for a Veteran’s Hall in the Downtown. (An existing building may not be available, but grant and/or State and County funding could be sought) Continue to work with Chemours to facilitate the development of the Dupont property. (This is an ongoing effort and in the “Business and Job Growth” Area of Focus) Utilize Civic Center Park and the Downtown better (more bands in the amphitheater, more businesses). (This is an ongoing effort and in the “Parks and Recreation” Area of Focus) Address noise impacts caused by new traffic on existing uses. (This is an ongoing effort and in the “Community Infrastructure” Area of Focus)
Other Comments/Questions:
Downtown angled parking feels dangerous and is not “user friendly”. (These are to be used with caution and are most often utilized in the evenings when traffic is lighter. Angled parking is recommended as an additional means to slow down traffic for a more safe and more pedestrian and business friendly downtown). Reply to comments on social media. (While key questions are answered, becoming involved in an ongoing, back and forth debate is often unproductive) Don’t build faster than public safety (e.g. Fire Services) can be provided (Entitled properties are allowed to complete their projects and a moratorium on development is very difficult to legally achieve. Fortunately, many of the new homes built will be providing a much higher percentage of the 1% property tax to the Fire District). City Council should be more selective on uses. Say no to more gas stations and self‐storage projects. (While projects can be denied, there should be sound and legally‐justifiable reasons as to why a project that otherwise complies with the zoning is denied. Some indefensible reasons could be “we don’t want it” or “we have too many”).
*Highlighted action items mean support was expressed for the item * Italicized comments in blue are comments added by Staff.
COMMUNITY INFRASTRUCTURE AND TRAFFIC SAFETY Goal: We will continue to focus on both the financial and operational aspects of the City’s Capital Improvement Program, constructing and maintaining streets, traffic signals, drainage systems, and other related infrastructure to meet the needs of our growing community.
Action items: 5.a. Conduct proactive community engagement regarding sensitive traffic concerns and facilitate discussion with Police Department on traffic related issues 5. b. Implement the Capital Improvements Plan projects. List: Recreation Center Project, Laurel Road Widening and Improvement Project, Downtown Parking Lot Project. 5.c. Evaluate the placement of more solar‐powered radar speed limit notification signs and evaluate the potential installation of new electronic pedestrian crosswalk systems near school sites 5.d. Maintain street inventory with annual Pavement Condition Index for all City streets 5.e. Complete ADA Transition Plan and commence Implementation 5.f. Finalize recommendation for eastern access in and out of the Vintage Parkway Subdivision in conjunction with the Main Street/Rose Avenue Intersection Improvement and Signalization project
New Action Items Suggested: Evaluate the noise that is caused by heavy traffic on Laurel Road in conjunction with General Plan guidelines and research sound walls for Laurel Road. (Existing studies do not demonstrate on‐ going noise above the General Plan guidelines) Complete the construction/extension of Carpenter Road and Neroly Road in east/west direction. (Carpenter is an obligation of a private developer and we continue to urge its completion. Neroly Rd. would need substantial right‐of‐way and can be researched, but not likely completed within the two‐year time frame of this Strategic Plan). Construct more bicycle lanes – place on all major streets in Oakley. (All new construction requires compliance with “Complete Streets” guidelines which require a bike lane. A key task is to research and plan for connections to these trails on major streets). Extend Laurel Road past Highway 4 to Antioch (within Antioch limits and a City of Antioch project) Reconstruct East Cypress Road from Summerlake Subdivision to Emerson Ranch Subdivision before any more subdivisions and homes are built in that region. (The lack of the needed right‐of‐ way and financial resources will necessitate the gradual construction of this roadway as development proceeds) Install speed feedback signs on East Cypress. Speed bumps on Mellowood. (Neighborhood will be advised of the Neighborhood Traffic Management Program and process) Install lights and trash cans along EBRPD trail. (We can recommend to EBRPD) (Evaluate replacing)Replace non‐reflective aluminum street name signs on traffic signal mast arms with Illuminated street name signs
Increase frequency of street sweeping along major roadways. (We can conduct a review of current frequency and determine if this is an only occasional concern or on‐going. We can also research costs to determine options for improvement). (Evaluate restriping) Restripe northbound Neroly Road at Main Street to accommodate a second left turn lane.
Other Comments/Questions from Residents
Vintage Parkway Subdivision should not have any more access points and entrances. (it is understandable that some in the Subdivision would not want any more access, though traffic flow on Main St. would improve and the Council has asked Staff to continue the research of alternatives that would provide an outlet to the east)
* Highlighted actions items mean support was expressed for the item. * Italicized comments in blue are comments added by Staff.
FINANCIAL STABILITY & SUSTAINABILITY Goal: We will endeavor to obtain the revenues necessary to support the municipal services and capital projects that are required to provide a high quality of life, and continuously evaluate our processes to maintain cost effective service sustainability and to conserve City assets.
Action items: 6.a. Aggressively support and monitor legislation and sales tax capture for proposed power plant 6.b. Continue utilizing the 10‐year plan forecasting and comply with City budget administration polices 6.c. Develop a strategy to resolve funding and capital reserve concerns with various Lighting and Landscaping districts 6.d. Continue coordination with contracted grant writer to explore and apply for grants 6.e. Prepare report outlining potential funding options for the 55‐acre Oakley Community Park 6.f. Continue full implementation of budget policies included in each annual budget 6.g. Continue compliance with Government Finance Officers Association criteria for the Certificate of Achievement for Excellence in Financial Reporting
PARKS, STREETSCAPE AND RECREATION OPPORTUNITIES Goal: We will enrich the lives of Oakley residents by continuing to plan, develop and maintain safe and attractive parks and facilities and offer high quality recreation programs of diverse interests to all age groups, that meet community needs. Staff will endeavor to capitalize on innovation and opportunities for partnerships Action items:
7.a. Produce and distribute the Community Recreation Guide three times per year 7.b. Track and increase Recreation program participation by 10% each year 7.c. Prepare financing plan for the Oakley Regional Community Park 7.d. Coordinate the 20th Anniversary Celebration with the 20th Anniversary Ad‐Hoc Committee 7.e. Explore alternative financing opportunities to ensure quality long‐term maintenance for City parks, streetscapes and trails 7.f. Implement new facility regulations coordinated with the completion of the Oakley Recreation Center. 7.g. Continue to implement the Urban Forestry Program 7.h. Implement new Recreation Management Software (registration, payments, reservations) 7.i. Increase the use of video and social media advertising for recreation programs, classes and events. 7.j. Add a student art exhibit to the Heart of Oakley Festival 7.k. Develop Parks and Landscaping standards for City of Oakley to be used by the development community on the wide range of private development projects in Oakley 7.l. Invest in providing free Wi‐Fi service in City Parks where we have Comcast service available 7.m. Develop a plan to complete trail linkages throughout the City 7.n. Continue working with leagues for the development and participation in the development of more playing fields/ increasing playable hours at fields through the evaluation of lighting options. 7.o. Integrate Recreation Internship availability for college students 7.p. Price out the cost associated with pursuing lighting of ball fields 7.q. Explore potential uses for the eight‐acres located at the end of Jersey Island Road
New Action Items:
Incorporate more special interest camps and classes for kids ages 11‐15, examples include coding, swimming, dog training and horseback riding. (Staff can evaluate interest and seek qualified independent instructors) Explore the possibility of a community pool and swim lessons. (Costs to construct and especially maintain a pool are very significant and not within the current budget structure. City use of the Freedom High School pool could be considered once again following the District’s planned renovations). Ensure that Marsh Creek is considered in developing parks and trail access, including trail connections. Similar to what has been done at Creekside Park. (This has been our commitment)
Explore expanding bocce ball courts and ensuring that they are well maintained. (We currently have two parks with courts. While they are used, there is a significant expense to construct and maintain and they take up considerable space, while not serving a large number of residents). Explore signage for picnic tables with wheelchair accessible benches to make them safer. (This is an ongoing effort) Evaluate utilizing the Civic Center Amphitheater for a concert series or food trucks and concerts. (Staff is exploring recommendations and resources needed for additional Downtown events) Work with the Police Department to promote National Night Out and community block parties, with the opportunity to close down streets for neighborhoods to host their own party. (We can continue to emphasize our public information efforts on this) Explore offering a walking/running/biking event on the trails. (This could be a relatively inexpensive add) Continue to offer the free mulch program and explore expanding the program. (This is planned to continue as tree chips are available) Explore adding more tot features, and swings to existing and new parks. (Most playgrounds intend to provide something for all ages, but more tot features can be explored. Swings are discouraged by our insurers and require constant maintenance to remain safe – landing zones). Explore hosting pet adoptions at the new dog park (We would partner with other groups that handle this type of effort) Ideas for potential classes that can be offered by independent instructors: o o o o o o
Zumba Computer literacy (in Spanish) Knitting Cooking (for kids & adults) Parenting Guitar lessons
(These can all be explored and independent instructors sought) Other Questions/Comments from Residents:
Can we rezone an area so that the taxes go into our neighborhood instead of Antioch parks and School District? (Specifically, west of Empire by Live Oak) There is a bond that will be expiring that does pay for Antioch parks and schools. (Such an action has been attempted over the years, but the matter is so complicated and would likely require State action, that success is not likely) What is Oakley’s involvement with the slough project? The City will have about 50 acres that is designed for the large park with access to the delta. (see Action item 7.c.) Where will the 50 acre park be? (north of E. Cypress at Sellers Ave.) What type of landscape will be in the dog park? (turf and trees) How are you improving the trails in the community? (We’re looking to connections for trails and paths and partner with EBRPD. Most recently we have put in pedestrian bridges at parks like Creekside to connect trails). Will the trail connect from Vintage to Emerson Ranch? (Yes, it will). What is planned to be at the 50 acre park? (There have been many ideas including ball fields, water access, farm activities, and rental area/picnic area) Will the commercial kitchen in the new Recreation Center be rentable? (Yes) What about having a farmers market in Oakley? (A Farmers Market will begin on Saturday mornings in June at the Civic Center Plaza)
Can the City have a surplus sale for the equipment on the Neroly Road lot where the free mulch pick up is? (Some of the equipment at the lot is not safe for use and that is why it was removed) Who is responsible for maintaining Oakley Elementary School Park, and the alley/ trail between the homes and Oakley Elementary? (The School District is responsible for maintaining the park at Oakley Elementary School and O’Hara Park Middle School. Staff is investigating who owns and maintains the connection between homes at Norcross and Duarte).
*Highlighted actions items mean support was expressed for the item * Italicized comments in blue are comments added by Staff.
COMMUNITY OUTREACH, COMMUNICATION AND EDUCATION Goal: We will improve our relationships with other community organizations, our public information and customer service efforts, and we will work to increase public input and participation.
Action items: 8.a. Return all phone calls and emails same day or within 24 hours (or next business day) 8.b. Keep updated the City’s website and continuously monitor content 8.c. Partner with the Chamber of Commerce, School Districts, the Community College District and other community organizations to participate in a Community Calendar that lists events and activities; publish to the City’s website 8.d. Coordinate regular updates from partner agencies 8.e. Continue building cooperative relationships with representatives of service clubs and other community groups and extend offers to have Staff and/or Councilmembers attend their meetings 8. f. Conduct the 2018 and 2020 Municipal elections. 8.g. Conduct Resident Satisfaction Survey the spring of 2020 8.h. Prepare and send out weekly press releases 8. i. Provide regular updates via social media that inform the public regarding City Council meetings, upcoming events, special projects etc. 8.j. Promote City Hall tours 8.k. Continue to facilitate Memorial Day, Veterans Day and other like events that retain Oakley’s small town identity 8.l. Continue Citizen/Leadership Academy 8.m. Continue You, Me, We = Oakley program 8.n. Advertise and prepare related vacancy and term documentation for City Council appointed positions
New Action Items Suggested:
Connect with the East Bay Works Center in Brentwood before it closes to learn how & if the City can continue to offer some of the resources they provide/d (Staff would need to research why it is closing and if those officials are proposing to provide these services to our residents at other locations) Have some of the marquee announcements in Spanish (The new marquee will provide for all kinds of options and graphics for announcements) Restart the YMWO Dining & Dialogues (This is planned) Offer cultural awareness informational/educational forums (This can be discussed with the YMWO Project Committee) *Highlighted actions items mean support was expressed for the item * Italicized comments in blue are comments added by Staff.
POLITICAL LEADERSHIP & STABILITY Goal: Provide proactive, forward‐thinking, civil and long‐term focused leadership to guide Oakley forward and become a more effective player in the county, state and federal political environments.
Action items: 9.a. Develop a multi‐faceted advocacy plan with State Legislators 9.b. Ensure City Council meetings are professional, business‐like, civil and maintain good decorum 9.c. Develop relationships of trust and influence with county, regional agency, state and federal government officials 9.d. Address with City Manager issues or areas of concern with City departments and/or employees for review and possible action 9.e. View the long‐term impact not just the short‐term, of all decisions and planning efforts 9.f. Attend and support community organizations and events 9.g. Seek intergovernmental revenues that support City goals 9.h. Meet with County Supervisor, State Assembly member and Senator at least twice per year
OPERATIONAL EXCELLENCE Goal: Provide responsive and exceptional public service with a lean yet effective staff, limit the use of consultants and always be POLITE, PROFESSIONAL and PROGRESSIVE in our efforts.
Action items: 10.a. Conduct semi‐annual Department/Division strategic planning sessions 10.b. Facilitate Community‐Council‐Staff Strategic Planning Sessions 10.c. Continue emphasis of the 3P’s of Public Service: Polite, Professional, Progressive 10.d. Invest in technology to assist staff and operational efficiency. 10.e. Maintain Records Management and Scanning Program 10.f. Implement Granicus live‐streaming of City Council Meetings 10.g. Hold annual employee recognition event 10.h. Implement a GIS software program
