Council Airport Committee - Regular Meeting

Yeah. Okay.

Good afternoon, everybody. Today is Wednesday, February. This is council infrastructure and airport committee. It is 05:30PM. I can call the meeting order, and I might even ask miss Barras to do roll call.

Council member Andrew, present. Council member Sinek?

Present.

Mayor Smith?

Present. Thank you. And director of mayor is online just so you

can hear him.

Yes.

Next is public comment. This is reserved for anybody in the public who would like to make a comment on something that is not on the agenda. The first speaker I have one speaker card. The first speaker is is it Hugh Merriam?

That's me. There. There you go.

And the podium is right there.

Great. Hey. Well, thank you very much.

What? Press the green button on the mic and then That one? Yes.

Okay. And I can leave it off. Yep. So my name is Humariam. I live in the San Lorenzo Village area. And I'm here because the other night, I took a short walk through the old Hayward Golf Course. Not sure if you're supposed to do that. They got a gate.

No. You're not. And,

you know, it is actually quite amazing. It's come along. It's really kinda grown back. And then I noticed there were some signs going up about projects that are being supported, and then I noticed there's a meeting the next day. So while you're not talking about it, I may not be here when you finally do, so I thought I'd be trying to give a a quick 2¢.

First off, I am a pilot, and I do like the sound of the airplanes. I live off the approach, and they approach end of one zero, departure of two eight. And so, you know, I know I live near an airport, and I like it. On the other hand, that's a really nice piece of land right there, and it's a really nice buffer. And it gives us a place to go when there's a problem, and it helps to shield us away from the houses and houses away from us.

So as you consider that and you think about, you know, the value of expanding the airport, I realize it's compelling. You know, every jet has a lot of personal property tax associated with it. I mean and I'm sure that's a compelling argument. On the other hand, the airport used to be much bigger. When I was growing up, it had where I think the Home Depot is.

My memory is fuzzy. I was much younger. But I think it had where the Home Depot is and where the La Quinta is and has since given that up, and that area was still there and still good buffer. So, you know what? Other thing that, I guess, I think about as a pilot is if that land goes away and it gets developed into more hangars and an industrial part, which seems

to be the way that things happen,

then it's right up next to the neighborhood. And the land at the airport starts to look like land that could be a development. And then that's, in my mind, one thing to really strongly consider is is is the airport really gonna be sustainable if you develop all that? In my mind, even we're looking at Santa Monica, Wheat Hill, you would probably be a better example, except they don't have the private jet traffic. So I would make a real strong pitch.

I I can't vote in the city of Haywood, but if I could, I'd be voting for the idea of keeping that as open space in the least expensive way possible. I mean, I know there's gonna be trees that encroach. It looks like that's why the one way threshold on one zero is displaced, and that may or may not have to be addressed, and that might provide some value to the the city to do it. But, really, keeping that area open and having that contiguous strip, that'd be worth something. So thank you very much.

Thank you very much. Yes. Thank you. I don't have any other cards for public comment. Did you want make a public comment or are you just handing on to that card?

Well, I did, but not right now.

Oh, okay. Okay. So and I don't see any public comment online. So I will close the public comment and move on to, our first action item, which is approval of this.

I'll move the item. I'll second it.

Moved by AP council member Andrews, seconded by Mayor Proteo Oguzaro. And there are no objections that the meeting has been passed. Thank you. Moving on to item number two, which is the draft speed management plan. And this is for draft speed management plan, and who will kick this off? We'll I have

a question before we jump into it because I know we're sensitive about time right now. How much of this is gonna overlap with the planned work session that we discussed having with counsel at the March just so we're not seeing the same, you know, presentation twice over? What what additional information do you think will be added?

I don't,

yeah, I don't think this would overlap a lot. Okay. This is a long range plan. Okay. Much of what's gonna be discussed in that work session will be short term, medium term, but there will be some long term discussion, but this is more on the long range side.

Okay. Great. Thanks for clarifying, Thank you for work.

Okay. It's okay. Usually, you you usually introduce, so you want to You

know, director Omiri, do you wanna introduce this, or how should we start?

Yes. Very very quickly, mister Mayer and and the committee members, the safe system approach for speed management is an idea of Federal Highway Administration to decide to look at streets and intersections and decide what is the desired speed for the streets, not the posted speed, but what is the desired speed for safe transportation and safety. So we have a report here, and Byron Tang, who is our principal transportation engineer, is going to kick it off. Byron?

Thank you, guys. Good evening, mayor Salinas, council for committee members, Andrew. My name is Bartang. I'm the transportation principal transportation in New York for public works transportation division. I'm joined with Karina Schneider.

She's from Farrand Pierce. She's an associate. Farrand Pierce is the city's consultant for this project, and she's a project manager on-site. I'm gonna go over the agenda of what we're gonna talk about today. First, I'm gonna talk a little bit and recap on the target speeds.

What is target speeds? How we arrived at the target speeds and the street types that are associated with the target speeds? And then we're gonna talk about speed reduction quarters, how we would use these target speeds and apply them to certain corridors in our city to manage speeds. We're gonna talk a little bit about the countermeasures toolbox, which is a toolbox of countermeasures that we can use to reduce speeds and manage speeds throughout the city. And then finally, we're gonna talk a little bit about how we can strengthen speed management in the city by institutionalizing policies and actions.

And then lastly, we do have a recommendation, and we'd like to get feedback and any questions from the group. Alright. So in June 2023, the city adopted Vision Zero and its local road safety plan. Vision Zero the goal of Vision Zero for the city is to get to Vision Zero by 2050, which means zero fatalities and severe injuries, traffic collisions. The local and safety plan identifies a lot of strategies and goals to get to vision zero.

And how do we prioritize safety? Local and safety plan has that and lists some deficiencies in where we can focus our efforts. One of them is pedestrian and bicyclists, which happen to be the most vulnerable road users. Another emphasis area it identifies is speeding. Unsafe speeding is a major contributing factor to a lot of the severe and fatal injuries.

In addition, the local safety plan identified a high injury network. This is a network of roads where the majority of fatal and severe injuries occur. It is it makes up fourteen percent of the city's roads, but up to seventy five percent of these injuries occur on those roads. Lastly, local safety kind of emphasizes equity, being able to invest in areas that have been underinvested in in in in its history. Let's say let's talk about why speed is so important.

Speed management is a key step towards reducing fatalities and severe injuries because speed always plays a role in the severity of a crash. Human bodies can only survive so much kinetic energy before fail before failing, so speed increases the risk of fatality for all types of collisions, including auto collisions. The line in this green chart shows that people in t bone crashes have a drastic jump in fatality risk once you hit 35 miles per hour. I'd like to point out the red line to the left is that shows when a car hits a pedestrian. So to read that line, if a car is going at 20 miles per hour and impacts a pedestrian, the risk for fatality is low, under ten percent.

But as soon as it's around 30 miles per hour, it can go up to fifty percent. And as you go higher, it goes higher. It jumps higher fast. So about how this plan was developed, the first step was to, develop and determine target speeds based on the roadway and land use context. And by doing that, we developed four street types, which we'll talk about.

Step two was to select countermeasures to apply to these types of streets and target speed to reach those target speeds that we're looking to to lower the risk. Step three was to develop an implementation plan for priority projects. We selected a few quarters that would make great candidates that aren't overlapping with current projects. And then step four, the last part is we identify certain actions and policies that we can that other departments in the city can use to further strengthen speed management as we go forward. Okay.

So before we get into prior speed reduction quarters, we wanna recap four street types and target speeds we developed. Connected streets in black are largely on materials and industrial areas and have a target speed of 35 miles per hour. Fourth streets in darker green are materials and collectors along key commercial areas on streets like Hesperian and Mission and have a target speed of 30 miles per hour. Place streets are primarily in downtown, but also on lower volume side streets in commercial areas, largely off Mission Boulevard. And most of the city's roadway network are neighborhood streets, largely streets serving residential areas.

And I do wanna emphasize target speeds are not the posted speed limit. The posted speed limit is set by law. There's a certain procedure we use, and we have to follow that. Target speeds are the ideal speed at which a vehicle should be operating on the roadway in order to enhance safety and lower that fatality risk. So now I'm gonna turn it over to Karina to talk more about the details.

Great. Thanks, Byron. So the next step after identifying our target speeds was to identify where actual speeds or observed speed exceed target speeds. And so the map on this slide is showing our speed reduction corridors, where actual seas exceed the target speeds by at least 10 miles per hour. The segments in orange are where the existing speeds exceed target speeds by 10 to 14 miles per hour, and then these segments in red are where speeds exceed target speeds by 15 miles per hour or more.

So you can see these types of cortosis all across the city. They're most common on the core and neighborhood street types, so those are streets and residential areas as well as commercial areas. And then in terms of where we see the segments in red most popping up, we see the most prevalent North South routes between the Spirit and Mission, including streets like Santa Clara Street, Huntwood, Whitman, etcetera. So all these quarters represent a high need for speed reduction, and this network also serves as the basis for the state to identify where to prioritize speed management. So to identify a set of priority speed reduction corridors, we took the corridors in orange and red on that previous map and then selected a handful that aligned with priorities from the city's local roadway safety and speed.

So the speed reduction corridors combined with both streets that are on the high injury network and priority population zone areas as well as ones along on along schools in the city. So that process resulted in the selection of these five corridors, Hesperian Boulevard, Santa Clara Street, Huntwood Ave, Caledonca Ave, and Industrial Boulevard. So these represent three of the four street types that that Byron presented earlier. The one street type that's not representative is is base streets, and that's because concurrent with this plan, this is also developing the Downtown Hayward Loop project, which fully encompasses several phase street types. And so we made the decision to make sure that we're just coordinating closely with with that group to make sure that speed management strategies are also implemented in that that particular project.

And is also the consultant team on that, so that made the collaboration process by PC. So we wanted to identify these priority corridors so that they can serve as templates or samples of where and how to apply speed management strategies in the city by street type. And then the first step to doing this was to develop a toolbox of speed management strategies. So this toolbox is set up in two different categories. We have intersection type strategies.

So those are countermeasures that can be applied at the intersection to slow down vehicles as they're approaching the intersection as well as when I'm turning through it. And then we have street segment strategies that are really any type of strategy in between intersections on on the street segment. So the next couple of slides are gonna go over some examples of tools in the toolbox for each of these two different categories. And what I'm going to present to you is not exhaustive, but the toolbox in the plan is is quite a bit longer than this, but I just wanted to provide you kind of a sense of of what's included. So we'll start with the intersection treatments.

So I'll just go through each of these these photos here. So first, we have traffic circles. These are great intersection treatments. You have lower volume residential serving streets forces vehicles to slow down as they're moving, turning through an intersection. And traffic circles can be coupled with stall control as opposed to roundabouts with our with the yields based approaches so that so vehicles entering the the roundabout need need to yield to oncoming traffic.

We have centerline hardening, which are vertical posts that are installed in a median, which helps to slow down vehicles that are approaching the intersection and turn left as well as as vehicles kind of exiting the intersection turning left. We have a couple of traffic signal operation examples listed here. We have no right turn on red, so that just completely erases any conflict with pedestrians crossing the streets that might conflict with vehicles turning right. And then we have leading pedestrian intervals. So kind of shown in the photo here, this this enables the pedestrian to cross the street first before the light turn screen for vehicles.

And so it essentially gives pedestrians priority to cross the street first, makes them very visible to the vehicles that might be turning in conflict with them. It forces the vehicle to wait to let the pedestrian cross rather than trying to zoom in front of them if if there was no LPI implemented. And just to know that the city is implementing LPI or leading pedestrian intervals across the city actively on the high entry network. We also have protected intersections, essentially intersections that create dedicated space for bicyclists. This is kind of a common approach where where streets have protected bikeway on the street.

And so as you kind of see in this photo, it really reduces the amount of space in the intersection for vehicles. So kind of constraining the space and and encouraging vehicles to slow down if it's going to the intersection. And you can also see there's a little bit of a a barrier right next to that bike lane, which forces vehicles to slow down as they make your right turn. And last example here is a race intersection. This is, again, good for kind of a lower volume, perhaps residential serving street, but where you we expect to see more pedestrians crossing the street, this might be a good application in front of a residential school, for example.

Next slide. Alright. Now we have some street segment treatments. First example here is a road diet. So this photo is from Main Street, an example of reducing a four lane roadway to a two lane roadway and creating space for a bike lane and and introducing some turnpockets.

So that's, again, kind of reducing the the the width of the lanes as well as kind the visual width of space for vehicles to to proceed through along the street. And in addition to cut regular painted bike lanes, you could actually install a separated bikeway, which is the example shown at the bottom here. So this is an example on Mission Street. So separated bikeways require some kind of vertical barrier between the bikeway and the vehicle lane. So this this example is showing both a concrete buffer as well as as a parking lane.

Then we have chicanes, which are kind of like a a horizontal deflection type. So, you know, if you have a street that just goes straight, it really encourages vehicles. They just they just see a straight shot. They're they're gonna wanna speed down that street. Chicane's forced vehicles to kind of move in, an s route along the street, slowing them down there.

And then speed humps are an example of a vertical deflection, which I'm sure everyone here is very familiar with and known known to be an effective strategy. Then we have speed limit reduction. So literally just lowering the speed limit. Recent California legislation actually enables cities to provides more flexibility for cities to set speed limit closer to to target speeds. So that's one of the actions that basically will will take into account as as their efforts.

And then we have speed feedback signs. Those are very obvious visual cues if drivers are going over the speed limit. Those are effective as well. So this slide oh, there. This slide is showing an example of kind of one of the cut sheets we developed for the priority safety priority speed reduction corridors.

So these are kind of showing examples of how to apply the tools and the tool plots on each street type and and the plan. So I'm gonna go over every recommendation in this example for Caloroga. I'll just note that, you know, Caloroga is is a neighborhood street type. The the target speed is 50 miles per hour. So some of the recommendations that the city would would implement or, you know, make at this type of of of street would be implementing traffic circles at intersections, installing race crosswalks, and those could be coupled with flashing beacons to help improve visibility of pedestrians crossing the street.

In this example, also recommending a separated bikeway to connect the school to the Eden Greenway. So just some examples of of of how the city could apply the different different people books. I'll hand it back to Byron to talk a little bit more about how the city is going to institutionalize feed management through this plan.

Thank you, Grieghan. There are six categories that the city that there would the actions listed in the speed management plan to institutionalize speed management, training and education, enforcement, stakeholder collaboration, evaluation and prioritization, policies and procedures, and monitoring. The full list of actions are against the draft plan, which is an attachment in the staff report, and I'll just talk a little bit about a couple of them here. Okay. So starting from the top left, safety demonstration projects is a great short term way of testing out testing out the countermeasures that helps build support and solicit feedbacks projects.

I think it is very relevant given a lot of the things that have been discussed lately. Moving towards safety task force. For Vision Zero, one of the actual best practices is to establish a working group and or safety task force that meets regularly, for example, quarterly, to talk about Vision Zero and its progress and how we are gonna reduce speeds over time and, you know, monitoring those metrics. So that is a that is an action that is recommended here. Moving to the top right, safety optimized signal timing.

I think traditional signal timing reputation is that it increases vehicle speeds. We can use single timing to actually reduce speeds, and that is by coordinating the quarters at a lower speed, maybe at the speed limit or even lower, like the target speed. There are also other ways to use single timing to reduce speeds that was previously previously mentioned, like the leading pedestrian and other things. Now going to the bottom left, automated enforcement. There there are two main automated enforcement topics that are typically discussed today.

The first one, which is automated speed cameras, which is not as relevant right now because we're just not legally able to do that as a city, and that pilot program won't end until probably closer to 2030, and then that might be a discussion that for possibility. But the other one is red light counter enforcement, and that is something that can be evaluated and looked into. So that is another way of, you know, adding enforcement to really get people to mind the rules of the road and red light running. Going to the bottom middle, project evaluation framework. Now that we have a focus on speed management, how do we incorporate that into how we're evaluating projects?

How are we looking at the data before and after? A lot of it typically is looking at collisions traditionally, but now, like, now with big data and the other data sources, how do we use that to track speed? And similarly to the bottom right, speed and collision data collection, how do we, over the long term, use big data to track network wide speed changes. So as you saw in the plan, we were able to get a snapshot of the whole city and how speeding looked like at the whole city. We can continue to do that to measure our progress.

So using metrics is very important to determine, you know, if we're being successful or not. Okay. So now I'd like to talk towards the recommendation that we have, That is for this council infrastructure airport committee to provide feedback and recommend the draft final speed measurement plan for adoption by city council. And we are here to take any questions. Before I call on members,

I heard I don't know if it was if it's city lore. I don't know if it's city lore or or just blatant rumor. But the city of Alameda, is the entire city 25 miles an hour?

I think they yes. I think recently changed all the speed limits to see,

there used to be 35, but there's there were very few streets that were

35. But yeah. Yes. Oh, okay.

Okay. So the whole city, 25 miles an hour. And okay. I'll stop there and see. Who wants to go first?

Oh, I can Do you

wanna do public?

Oh, yes. Let's do okay. Let's do let's do public comment. Okay. Okay. How about Peyton Waterman? Peyton?

The green light on the mic.

Oh, 30. 30? No. Nope. The best don't mean to go in this room as it does.

Green means go in this room.

Okay. Green means go in there. Okay. Okay. Thank you. My name is Peyton. I live in the Mount Eden neighborhood. And so I'm I just wanted to say that I'm excited for these updates. They're gonna happen on Hesperian and Industrial. I tell people that my favorite street in the city currently is the part of West Tennyson between Industrial and Hesperian since adding the new protected bike lanes and the bus islands.

And so I hope that we can add that as more to different parts of the city soon. I think I misunderstood the speed management plan when I first looked at it because I mostly wanted to talk about Asperian and how it's written in the draft about how it seemed like we were mostly looking at adding paint and signs. And from my understanding is that paint and signs don't really slow drivers down. People usually don't always drive the speed of the law, but the speed at which the road that they are driving on allows them to drive. And so I mostly just wanted to hopefully, that we can look more on adding more tools on sewing people down on Experian and similar to how I saw in Tennyson that we were adding a roundabout.

We can have more roundabouts. I think that would be great. Yeah. And that's it. Thank you.

Thank you. Is there anyone online? No. He answered me. Okay. Perfect. Okay. Well, I'll I'll let me I had a question that that piqued my interest when we speak. I was talking, and I I just lost it. Thanks. Don't come to me. Alright. Who wants to yeah. Go ahead. I'll jump Would

you mind sharing the report again just so we can reference it during the or the slide deck? Great. Well, thank you both for the report. This is really exciting work, and it's, been really fascinating to watch it develop over time. A few comments and questions.

I'm gonna kinda just go in order as they came up as I was receiving the presentation. B Street is the Upper B Street, it seems like it's categorized mostly as a connector street, small part of it as a core street. I I recognize that's a way to get into Fairview and Castro Valley, but it's also very residential, and there's a significant amount of speeding on that street that didn't seem to quite make it into the speed reduction corridor. So I just I'm I'm trusting that you're doing the analysis, but just, I guess, some anecdotal perspectives I live off of that neighborhood is that there's I both find a lot of traffic and find a lot of speeding on that street itself. So I guess I'm curious, you know, what room is there for the the I guess, if a neighborhood is more residential, for example, is this purely data driven, or is there, like, anecdotal information or zoning information that also helps inform this?

Let's see. Yeah. Cool. Yeah.

I think we this actually came up from a stakeholder during the process, and I I I think we are keeping the core streets of approach for that part of our side, Niagara Street approach. But I think maybe we need to add footnote that says, like, if if there is, like, a residential serving area or, you know, if there's a lot of driveways or something if something's that effect, we could add to kind of as a footnote to the target speed framework. I think that would help alleviate some concerns for for B Street in particular. Okay.

And was how was the information collected to come to these conclusions in the first place?

Yeah. So I think maybe we can go back. Oh, we're in this slide. So to establish the target speeds, we looked largely at existing volumes, but use a proxy of of the the the roadway type. Right. So there are collectors, arterials, neighborhood streets, etcetera.

So we

kinda use that to assess level of vehicle volume. And then we've also looked at land use. Okay. And I think there was a graphic that was presented to this committee at a previous meeting that kind of, like, that showed that. And it's included in the final report too.

Okay.

So it it kinda breaks down the different criteria that were used to develop the target speed framework.

Gotcha. Okay. Yeah. If there's a way to start to incorporate that kind of testimony or look at land use to help modify or give a higher resolution to help determine what these definitions are. I'd be curious to see what that process would look like as we move forward with implementing these programs because, yeah, to to see 35 be the target speed for that street to me just feels like that that's way too fast. It needs to be ten ten miles per hour lower based on all people I see walking around there and the fact that it's, one lane going both ways.

Council member Sarop, if I may add, this street, this section of B Street is slated for repaving in the next few years. That's an opportunity to look into incorporating some traffic calming measures in the street, including looking at the speed limit.

Great. Okay. Thank you for that update. And if we could jump forward to the priority speed reduction, four door lanes, those five green lines. So I think this is great. I think there was a comment that was made earlier about trying to make sure that we're targeting areas where there's not overlapping work happening. On the Whitman side of things, maybe I'm getting this wrong. Maybe I'm doing the street wrong here. I just wanted to make sure that that work wasn't happening.

Is that what you mean?

Whitman is not included in the list of priorities, Peter.

Okay. What's that southernmost south southeasternmost green line there? Sunwood. Okay. I'm sorry. I misread that one. I just wanna make sure you're well overlapping up the Green Belt. Okay. And then I think just as far as the conversation we have like static around street safety, sequencing these kinds of projects with something like a payment improvement program, is there are these projects talking to each other at all?

Yeah. Our team works very closely whenever there's a payment improvement program, the annual program. So, of course, these projects whenever right now, at this stage, we would still need to do outreach and things in order to to fully implement. Yeah. Yeah. We're always looking for opportunities to do these, you know, with cheaper Yeah. Quicker, and yeah. So we're always looking

at it. Because just as an example, I know we we voted on payment improvement program last night. But let's say, now we have one year between now and the next approval of the payment improvement program. If we know that these are the quarters we wanna focus on, is there a way to make sure that we're prioritizing this outreach so that by the time we vote on it next year, we're good to go. We already have a game plan in place, this gets moved in? Or does that actually minimize how many changes we're making across the city? That might be a good question for director Mary. I just wanna understand the coordination aspect here.

Yeah. I I think I think go ahead.

Council member Sarop, we appreciated the comments that, you and the council made last evening. We are going to take that approach, to look at the payment pro program a year in advance, maybe even a couple years in advance, and see if there are major changes to a street that we need to do in order to have enough time for public outreach, neighborhood involvement, and so on. So, yes, we are going to incorporate that in the work that we do for payment improvement program.

Great. Thank you for that answer. Yeah. I I think it helps us to have a coordinated and holistic view to all of our traffic safety. So there's not, like, four different traffic improvement projects happening simultaneously that, you know, we could save time, money, be more effective on. I was curious too for determining these corridors. Are we taking injury stats into account, or is that set it's on the topic of coordination, or is that data specific to the high injury network study? Or in prioritizing these lanes, these are places where we are seeing significant injury. Yeah.

These are streets that are on the high injury network. Okay. Yeah. Great.

Thank you. And then can we jump now to, I think, some of the recommendations towards the end Sample actions. And I trust you to figure out which ones of those will make the most sense for the sample actions, I think, what you're looking feedback on here. I like to see the demonstration projects. I think Mission has been a lot more enjoyable to be on as we, like I thought I think it connects the lower part of downtown to the rest of downtown.

I'm curious how long do safety demonstration projects last. It'd be helpful to have a timeline because I you know, for something like the the carve out that we see on Mission, at what point can we just have, you know, plan for an actual bulb out or the installation of a light thing there now that there's there's space for one, I guess. I want yes. I I support the demonstration projects. I'm also curious how long are we demonstrating for.

I think a lot of it comes to the safety. Once we implement the safety demonstration project, a lot of it comes then to can we secure the funding to a much more, like, the next type of project for that. I see. But in in terms of how long they can last, they're they're pretty robust. For example, we could also do Orchard. Yeah. And we can as long as we secure the funding for the next for the long range one, then

yeah. Okay. So it's funding dependent for us to transition from kind of quick build to more permanent infrastructure. Mhmm. Okay. Safety task force. I mean, I think that makes sense. Some of the folks from BiQWERT wanted BiQWERT to have its own bicycle commission. I think my only concern is staff constraints. The the the would we be partnering with Baron Pierce to help us manage the safety task force? Is this something it says we in public works, so just wanna make sure that I mean, you're helping redesign basically all of the city streets, so I don't know if adding on facilitating and roping in a bunch of folks for a task force is the best use of your time. I just wanna understand your perspective here because I think you already have a good working relationship with my associates in the area.

Yeah. Well, the great thing about this project is we established a working group for it, and that working group can be the base of this safety task force. And Okay. It's I don't think it's a big lift. We just meet, let's say, quarterly. Okay. It is a Vision Zero best practice to do that and to continually get internal and external stakeholder feedback. So we would be following also our long range goals and vision zero goals too.

Okay. Good. I mean, if you feel comfortable with it, then I'm supportive of it. Safety optimized signal timing, absolutely. Automated enforcement. So I I am wondering if, as for the city manager, with our maybe I should have brought this up with our our state lobbyist when we had them a few weeks ago. But to me, it's kinda silly. Like, the the speed limiting cameras are doing great, and we have to wait until twenty thirty. And I'm wondering, is there something we can do here to just expedite? Like, can someone put forward some legislation that says pilot's over? Who wants them? But is that something we could ask our person to lobby for?

I mean, sure. We can I mean, Alex may or the director may know whether or public works directors are trying to advocate for other state legislation? I will say, in addition to that, the director, Mary, and I are chatting about red light cameras and doing some of those, which are legal Yeah. At a couple pilot locations. Okay. So we're talking about that. Those do have they have been shown to slow Yeah. People down. You have signage. You warn people. There are cameras, and so they do they can't. But we also, given our budget situation, wanna expand that program too quickly until we're sure it's completely cost recovered. So those are way things that we can do. And when I looked at this in another city, we you can buy cameras that could be adapted Okay. For Speed.

Later so that you don't have to buy cameras again. So there are ways we can get started now, but I'll let director Miri talk about any advocacy efforts going on more statewide.

Absolutely. I want to say that, obviously, speed cameras are desired by all agencies. They want to have them. One city comparable size to the city of Hayward in Alameda County advocated through their state representative, and, unfortunately, this city was not added to the pilot cities. The response was that we have to wait until the end of the pilot program in order for us to be able to add and join that program.

But we can add speed, red light cameras between two to four. We have talked about that. And that, as it was mentioned, has the effect of reducing speed not only at those intersections, but in other places in the city as well.

Yeah. Okay. Thank you for that. And it sounds like the political will isn't there at the state level, but I'm glad that captain Olsen is here. I wanted to ask because I I feel like my understanding of the history of red light cameras in Hayward is we used to have them, and it was the recommendation of the police chief at the time that we removed them because it took up staff time to review a lot of the footage. Most of the footage were folks making a right turn a little too early, and a lot of folks were getting rear ended because people were so afraid of the find in the red light camera. They would slam their brakes, and it led to more accidents. But I thought in maybe 2014, they were discontinued, but you probably know the history better than I do. That that's my understanding. Yes, sir. We did have them for

a period of time. I do remember several locations where we did have them. Their efficacy was mediocre at best. And to the point the city manager just brought up, I believe the the program was discontinued because it it was not cost effective, and and it wasn't even cost neutral. Mhmm. So the the staff time that it required to go through, verify the photos versus the photos on file of the registered owner of the vehicle. It basically, it did not math out. I don't have any independent election recollection of it leading to more collisions. Yeah. But I remember the financial piece did not make sense.

Got it. They feel like both of Oh, yeah.

If I may add, council member Sarraf, that I'm sorry. Can I go ahead?

Yeah. Go ahead, mister Amiri.

Just wanted to mention that things have changed since 2014. One of the big changes is that now police officers do not have to physically go to court, and they can do this online so that reduces some of the time and effort that is needed. We can also look into right turns because sometimes the right turns activate the cameras, and that is something that is not what, you know, the cities are interested in. We know that the cities that continued with their program from 2014, like the city of Fremont, have a successful program. They recently added, you know, a couple of more cameras.

We know that even financially, it makes sense for them. Safety is improved, and, also, there's not a financial impact on the city. And, there is a small amount of residue as well. So times have changed, and we can look into the adoption of red light cameras, again, of course, in cooperation and collaboration with our police department.

Go

ahead. You know, Mike, I just wanna because I looked at this really carefully also in it's Fremont. It has a very robust program. So but, also, there's ways we start small. We need to use part time employees to see to and then use hearing officers that are actually contract hearing officers. So there are ways now that we think that that we could do that without impacting the police department or having and then if we do it on a small scale, if it's not working, then we can stop. I think we're we're not we haven't hired new people and all that, so we kinda start small. But I think I'm hopeful that it could be something that could help us.

Okay. Yeah. I mean, similar to comments from yesterday around anything that we're doing as a city is we we need this to at least have cost recovery at a minimum. Then, of course, especially as the police department is short staffed, we don't wanna add more work to their their plate either. So I recognize twelve years is a lot of time, and technology has definitely advanced a lot in those last twelve years. Yeah. I'm fine. I think overall, because moving forward with the full council, I I'm still kind of I I can learn more when it comes to the the camera side of things. And I also have similar concerns around surveillance that I had flat cameras, but I'm under the impression that these would be completely city owned. Right? This is not a third party contract, or would we I guess it's just a matter of who we contract with. My concern is making sure that we own this information specifically.

Yeah. And we'd have to do that research. And there's different companies that do it, but I think that would be our intent.

Okay. Do you do want to add, Wilson?

I I don't know these systems off the top of my head as well as maybe city manager does, but my recollection was it was a third party contractor Okay. That that oversaw things. Okay. It had a part time employee that came back and did a lot of verifications that now apparently can be done externally. Okay. But I don't remember that being our data at the time. Got

it. Okay. Linked to that clarification. So I think you understand my concern about here around this project. I want there to be full cost recovery, not adding undue burden to our police officers and also privacy and surveillance or construction as well. But, you know, I I welcome the full process discussion on this. Then, of course, absolutely need speed and collision data collection and reporting. Absolutely need a project evaluation framework. I would like the framework to be pretty consistent with the, you know, the bike pedestrian plan that we have and the comments that we got yesterday about making sure any work that we're doing is consistent with that. So I I guess I'm curious, you know, when you say project evaluation framework, can one of those rubric boxes be, you know, adherence to our master plan?

Yes. I think when we do these plans, it's very important that we incorporate it into our work. Otherwise, this plan just kind of lives in isolation. Mhmm. And with the focus, you saw how speeds relate to the fatality risk and the severe injuries. It's vitally important in order for Vision Zero to be successful to make sure it's incorporated and thoughtfully and it's in in the process of how we look at her.

Okay. Great. Alright. Those are my comments. Thank you. Thank you.

Thank you. Thanks for the invitation. I want to go back to a slide where it has the chicanes. How do you say say it? The chicanes. Chicanes. Chicanes. Chicanes. K. I wanted to see if that is I won't say a compromise, but an option whenever we can't have class four bike lanes is if these can be installed as a a way to slow lower speeds.

I know that there's a lot of locations that are in front of homes that's causing a lot of divisions in the community. I'm just wondering if this is a a medium that we can look at. Yeah. Think depending on the street type. I think chickens can be coupled really well by boulevards on, like, lower volume residential streets. Mhmm. The goal. Yep. Because I know that we're looking at areas where we're removing parking spaces in front of people's homes, but I wanted to see if this is a compromise that we can can do. If we have a bike corridor, there's people's homes there.

Maybe we have these chains as a combination, and maybe that can be an option if we continue to, you know, not find a a solution that works for everyone. This can be probably a medium. So I'm definitely interested in those. And then the feedback signs, I heard mixed results on that as well. So I was curious about payer PD's response on the speed feedback signs and if they're actually effective or not, but it seems like that would be a lot of infrastructure to put in that doesn't yield a lot of results. But I was curious to hear that from a from a observation from Gidi.

Ma'am, I don't have any indication. I certainly don't have any data that the speed limit flashing up there as someone drives by is going to actually slow down or impact anyone's. Right.

So that Slow down? I mean, I do.

Do. It may not affect everyone's behavior, but it does not affect. Okay. It does not affect. Okay.

But the the I'm looking for any of these options for economic impact analysis. So if if it's gonna cause if it's gonna cost a lot of money but not be very effective, that's where I'm that's that's where where I'm trying to find that balance. Mhmm. So I would say not deprioritize, but just really look at the cost effectiveness of it is also important because maybe there's another alternative that would be more effective and cost neutral. The other question I had about the options that you brought up, see, was actually the red light cameras as well.

I was just wondering how how much does it cost really to put in one of these red light cameras, like, a general ballpark figure?

I don't think we have that number yet. Okay. Yeah. Yeah.

Okay. Was just wondering if if you calculate it if your these cameras were in certain parts of the city, what's the total cost in the high injury network areas, and that's something that we can include in the report when we get the next draft.

I don't

know if that's something that is

Or if there's we wanna I might suggest because this as you can see, it's gonna be a topic, but we might wanna do is just have a if there's direction, and it's included as a potential strategy and a plan, and then I think we would probably director Mary and I would come back to the council on just this item with a lot more detail. We would have the cost laid out and kind of That I like the idea of keeping it in here as a potential option. Okay. Mean, you have to agree to it now, and then we would have to flush out a much more detailed kind of plan.

Okay. I I'd

add these the policies you see in here aren't that we're having the policy. It's a recommended or yeah. So

Okay.

Yeah. We're not saying we're gonna, for sure, have it by adopting the speed.

Okay. Got it. It just we always hear, put the rear light cameras in, and that I just want the community know, well, this is how much it's gonna cost if we if we put them in as well. So I don't know.

And our safety work session might be able flesh out a little more information, but I think you'd really we're gonna want given all the questions about all these things, when we actually bring it, we before you prove it, you're gonna wanna have a lot more information about it. But we can maybe flesh it out a little more when we come back with the safety work submission in March.

And then how did we decide mission would be other than being a high injury network, how did we decide those exact corners would be the ones with the pop ups with I think what street what cross street are they on? Is it on Mission Inn B?

Yeah. Mission B.

Wait. Are

you referring to the safety demonstration? The safety demonstration. Oh, I have the actions one.

Oh.

Because when we have that

Yeah. Okay.

How did we choose that particular corner?

Okay. Oh, yeah. I I think that that came out of just the opportunity

Okay.

Given that what the roadway was and the the lanes feeding into it. There's a good opportunity to utilize to take that one lane and make it parking. I think it's depending on context of the road.

Okay.

Yeah. Not all roads. You can just do that quickly, but I think we have staff who recognize that and made a great suggestion, and we went forward with it. Okay.

And then do we know I know councilor mentioned the longevity of those projects, but when do we when can we decide to make it permanent if it's if we have funding, how long does it usually take for us to decide if it's gonna be permanent? Do they have to come back to a as a plan to the council in order to approve

it? Well, I mean, for for larger projects, you have to go you have to design it, and you have to get funding to be able to implement it. So I think it just depends. We are looking at that area as part of the downtown. But that's very long range. So it depends, like, it just depends if we wanna do something later in which we you know, it's possible that we have to evaluate that.

The reason why I'm asking because, well, last night, we had a lot of advocacy about just do it. Right? Just do the pop ups. Just do it right now. And I just wanna make sure that we have some kind of framework where that we have this this speed management plan. We have these locations, but it still takes these steps in order to install a lot of the great demonstration projects to become permanent. It takes work in order to do that. So is there any education you can do at the safety task force meeting about all the steps it would take in order to have pop ups to be permanent?

Yeah. We can kind of talk about the project process of how a project many phases the project has and how we would seek funding for it.

And also educate the safety task force on how funding works and how state funding works or federal funding, regional funding so they understand what planning dollars are, implementation dollars are and construction dollars and all that. So that would be helpful in the safety task force. I think it would be helpful. And then the last question I had is about the speed and collision data collection and reporting. Would those draft reports be submitted to public safety, or would they come to infrastructure if we were to implement something like that, do you think? Or would this be a a website that's accessible to everyone, I guess, is my question.

Yeah. I I think it it definitely can. And I for Vision Zero, we would want to publish data of, like, how we're doing in terms of collisions and how we're doing the speed reduction. So I think it it it definitely would be something like that. Public facing would also use to track our progress. Okay. Okay. Great.

Yeah. A lot of visions are studies have a public facing data dashboard, so that's a lot of transparency. That's good. Yeah. Like, how many collisions are happening and if and if the city's implementation projects are, you know, making a difference, like moving the needle on safety. I think the thing that I would add with the speed and collision data collection is also show what work we have been doing. So I haven't I haven't oh, please forgive me. I haven't seen the website on this particular topic in a quite a while, but I think it'll be good to show how many projects you actually have done to reduce the traffic and speeding if along with the speed in person data so people see that we've been working.

Yep. Thank you.

Perfect. Just for a matter of time, I'm gonna I'm gonna agree with everything that you said and and I wanna thank for all the comments. The only comment I wanna make is, you know, the, you know, cameras. I know we've been talking about cameras. You know, I, know, I remember back in 2014 when we or '13 or '14 when we just keep discontinued the cameras.

I don't remember any com I don't remember any public comment or any public support for cameras. And, and in fact, you know, the the only group that came out that supported the camera were the people who manufactured camera manufactured the cameras. So and we I mean, in addition to some of the economic stuff and, you know, the the the the cost neutral and and, you know, the the, you know, all the other economic stuff, you know, it just you know, it it didn't really do anything. And in fact, some of the personal testimony and and, you know, I I don't know. There may have been some data connected to this.

We have to sort of dig out the staff report. But I if I if I do remember correctly, there were some comments or there were some reporting around high high rates of rear ends and and other traffic incidences around. There was the the halfway and a street intersection. That was a big stuff. There was a camera there. And the other camera was the Hispian and West Winton. There was a high Mhmm. Rear end and Yeah. You know, stuff like that. But there might have been another intersection.

But those two intersections do stand out to me. But anyways, so, you know, with the camera, I'm I'm still you know, with camera with a with a fully realized camera program. You know, I know San Francisco has put in cameras or that are speed cameras that are you know, you get a ticket in the mail automatically or something. I mean, I don't know if we have San Francisco problems right now, but but, you know, with some of this other stuff, I think it it I would rather explore these. But, anyways, I you know, we'll see. You know? My mind's not made a bummer yet, but with them to

okay. Do you need a motion?

Oh, yeah. Bring this to bring this up to oh, okay. So I'll move it. Yeah. Move so the recommendation is to bring the plan up to council so we can fully vet this as a as a go. Moved by council member Cyro.

Second.

Second by council member Andrews. As I have no objections, we'll see you soon. Great. Perfect. Thank you. Moving on to council moving on to the public safety center site assessment and conceptual design. And I believe, either mister O'Meary will kick this off or mister, Fong.

Mister mayor, I can kick you kick it off. I can say that the current police headquarters on Westminton Avenue was constructed in 1975. It is functionally obsolete. Although the structure is not excessively old, it is functionally obsolete, and it is too small for the needs. The construction of a new public safety center has been a desire of council for a number of years.

The project has been on the identified but unfunded list for a number of years, as I mentioned. So last year, council directed staff to go ahead and do a need assessment and come up with a conceptual design, just very preliminary, you know, conceptual design for two or three different sites. We have done that, and we have the information to present to you this evening. Dave Hong is our acting deputy director of public works for engineering, and he's here to present the report. Dave?

Thank you, director Mary. Good evening, mayor Salinas, council member Andrew Houston, council member of. I'm Dave, acting deputy director of public works, and I'm here to provide an update to the public center project and specifically the site assessment and conceptual design. I'm also joined by Captain Olson and on my we have Jeremy Hart and Alan Pierce with LPA who's our consultant in this phase of the project. I'll start with the the background.

The existing police department facility at 300 West Winton was constructed in 1975 and has served the department well. However, it is outdated and does not meet the current needs. In June 2014, voters, approved measure c, funds that were generated to restore and maintain city services and facilities, including the construction of the new downtown library as well as Fire Station 6 and the fire training center. Measure c expires in 2034. In November 2024, voters approved measure k one extending the sales tax for additional twenty years to the year 2054 to continue to provide essential services, including modernizing city facilities like this project.

With the extension, there will be twenty eight years remaining before measure k expires. And in April 2025, the the RFP process, the service agreement with LPA was executed. In three months of work, visits, questionnaires, and interviews, LPA completed the site assessment and conceptual design. Part of LPA scope included looking at the operational and space deficiencies. On the left here, this picture shows the entrance.

And on the right is the lobby area where a lot happens. There's the waiting area. There's front counter help area and also access to different rooms to name a few of the functions in this area. Here's an example of the layout inefficiency where meeting space is adjacent to office cubicles. File storage is necessary to block new space.

Here, file cabinets are placed in in this hallway. This is the kitchen area where there's insufficient space for staff. Here's an example of space issues in the locker room. This is the entrance to be holding and booking facility facilities, which is outdated. This is inadequate there's inadequate parking space for staff and department vehicles.

And in the background, you can those are temporary structures that are used for various police functions. And these are just examples of some of the pictures that highlight the deficiencies. To come up with programming and space needs, LPA provided the department questionnaires and interviewed over 50 staff members. Part of the analysis included projecting the anticipated growth to of the department through the year 2050. This resulted in a 91,000 square feet central services building that includes public space, space for admin and all PD divisions, crime lab, dispatch, jail, and shared staff areas.

And a separate building would be a 30,000 gross square feet of nonessential services building. This would house the k nine training, special response unit, property and evidence room, and indoor range. Now the difference between the two types of buildings, essential services buildings must function immediately after a disaster whereas nonessential buildings need something to be enclosed. The the programming space needs also includes a 29,000 gross square feet of animal services building, a 100 yard outdoor range, a tactical simulation building, and parking. In addition to programming and space needs, LPA was tasked to evaluate two sites.

Site option a is at the airport at the former California International Guard site. Site option b is at the former City Hall on Drive. Option a is also known as the site. It's a larger site at 8.1 acres with potential for a larger space. The site is also adjacent to the fire station sits in the Fire Training Center.

Option b at City Center Drive is closer to downtown in City Hall. However, it is a smaller 5.8 acre site and is adjacent to the Hayward Fault. With the programming and space needs, the cost estimate was done for both sites. The City Center site is more expensive due to a number of factors. One of them is with the limited space, a five story parking structure will be needed instead of a three parking three story parking structure.

The one thing to note is that the site development includes outdoor the outdoor shooting range and the tactical simulation building at the site and is not included at City Center site due to noise issues around residential and commercial use in surrounding areas. Because, cost estimate exceeds the $200,000,000 identified for this project, prioritization of programming space needs was needed or was done to reduce the cost. This includes keeping the Animal Services Building where it currently is, or it can be deferred to a future phase or move it to an alternate site. In the public spaces, the lobby space would, would be reduced, and one of the community meeting rooms would be removed. Workstation spaces would be reduced.

However, functionality would be maintained. The firearms training, the there would be a reduction in indoor fire arms range from 50 yards to 25 yards, and the 100 yard outdoor rain is included at the site with a four lane 50 yard outdoor range by for future phase. The tactical simulation building would be deferred to a future phase. The property and evidence room would see a reduction in number of workstations, drawing cabinets, and evidence lockers. The k nine training would be deferred to a future phase.

The special response unit, there would be no dedicated briefing room. The jail would see a reduction in storage space, kitchen size, and the number of cells from 49 people to 35 people. The communication center, there would be a reduction in the size of the break room and the dispatch sent console reduced from 16 to 14. The exam bay would be reduced from two to one. And then finally, the youth and family services bureau, it would be the overflow of counseling room, waiting room, or dedicated break room.

With these reduction, the King site project total is $247,000,000, and now the city center site, that total is 259, 259,000,000. The same, table that you saw earlier was with for the original programming above the prioritized programming. Massing study was done at each site to see how the prioritized programming and space needs would fit the respective sites considering the available site size and the overall project costs. The site is the recommended site. Now discussion on the delivery method.

So the delivery method is approach used to design and construct the project. It defines how the project team is structured, how contracts are established, and how responsibilities, risks, costs, and schedules are managed among the owner, designer, and contractor. Design bid build is the traditional delivery method that we're very familiar with. The design is completed first, then advertised and received bids, and the construction contract is awarded to the lowest responsive and responsible bidder. This method results in strong pricing competition but leads to longer schedule, limited collaboration results in the facility as initially specified.

We'll look at possible alternative delivery methods. Design build and progressive design builder are similar. They both use a single entity for design and construction, but the key difference is when the price and design are locked in. Design build locks in the price and design early, while progressive design build is a two phase process that selects a team based on qualifications, designing up to a 100% collaboratively before setting a guaranteed maximum price. Construction manager at risk is where a public agency hires a construction manager during the design phase to provide cost estimate, scheduling input, and constructability review.

Once the design is complete, the construction manager becomes the general contractor and delivers the project under a guaranteed maximum price. This method supports our routine work and better cost control. Finally, public private partnership p three is where the public agency partners with a private company to design, build, finance, and sometimes operate or maintain a facility. Risks are assigned to the part best able to manage loans, and the private partner provides funding and performance guarantees. For this project, two p three delivery method appears to be the most advantageous because it combines it combines strong cost and schedule certainty with enhanced accountability and transparency.

Staff is actively exploring p three to finalize a delivery method recommendation for city council. Finally, staff will evaluate the city's timing in providing financial support for this project in light of the current this financial situation faced by the city. This concludes the presentation. We look forward to the committee's feedback, and we're here to answer any questions. Thank you.

Thank you. I have a I have a few questions. This on the slide where it says cost estimate, prior prioritization, and reduce cost, this list right here, is this in prior priority list, or are these just put on the on this on this ground like this?

Is it so the original programming, that that cost them is

called No. Let's go to the cost estimate slide. Okay. We're prior to this one? No. Where it says prioritization to reduce cost. One off of net the back. I thought That one.

Sorry. This one.

That one. Okay. That list right there, is that in is that a prior a list of priorities right there? Meaning top is the top and the bottom is the least? No. No? Okay. So so

it's not.

Okay. So I I I guess the the question I have is, you know, and and maybe, you know, maybe captain Olsen could answer this. The the the first question I had is, you know, is there has the PD have you looked at and did an inventory on on top priority, like essential things we need in the building or essential things that have to be in the building, things we need in the building, and then, you know, what we want in the building?

Has that been done?

Yes, sir. That was done as part of LPA's RFP to do this study. We actually met with dozens. I should say dozens of police department employees to get their feedback about their time there, the current facility where it meets their needs, what would they envision for a future one, and then based on their knowledge and experience, what would they envision the police department and the structure needs to be forty, fifty years from now? And that was what led to the build of, I would guess, a slide before this where they really did put everything on the table and said, this is what we need to move forward with everything involved.

That's where we landed at that 337 number. Okay. Then from there, it was the prioritization of starting to take things off the list Mhmm. That would have been nice to have in the first phase. Okay. We could technically live without. We could still function, but we would need eventually down the road in the phase two. But, yeah, these were the things that were not necessarily on the must have. These were more in the they'd be nice to have at the moment, and, hopefully, we get

to them down the road. Okay. Yes, sir. And so if okay. So then, you know so let's go back to well, actually, this so you don't have to move the slide yet.

But that where it says, you know, this slide 16 where it says, you know, the $2.47 price, the king-size. Does that you know, would we so does that include a you know, is the size of that does that bias a building that enables us to grow into it? And, you know, for just like what you said, few you know, one of the questions I had is, has there been an analysis on department growth on the out years? There has. So, you know, this building, will there be space to grow and to, you know, and to you know, will there be rooms but empty? Right? And we can fill them later.

Yes, sir. Not on overstep my balance. Dave Hung and director Mary are definitely the experts here. But there were other pieces of that LPA report that did show the build out phased approach of how we could actually do a phase two and what gets included. Part of it was included into I I think, originally, we were at a 8.1 acres of that site.

To get the cost down, we wound up needing a little over nine to go with all ground level parking to then be able to include some of the pieces that are on this, animal services, a larger property and evidence room, the tactical simulations building. Those items would then be placed where the parking is ground level at the moment, and then we would need to erect an actual parking structure. But the cost of that right now was prohibitive to try to keep it at the $2.50 mark or build.

Just out of

curiosity, where does PD want it? I know we're looking at a couple sites here, but have you guys you know, where do you want it?

Personally, I thought the Sears building would have been fantastic. But yeah. That that was just my own commentary. Between those two sites, sir, I I think we recognized that the Kang site shows the the greatest potential Yeah. For not only an immediate need, but also for future needs.

It it kind of lends itself to a public safety campus seeing as there's only a small parcel of land between us and the train fire training center in Station 6. It also still has, depending on which parcel we wind up going with, somewhere between seven and eight acres just to the west of us that has yet to be decided or developed that could lend to a full training facility, a partnership with Chabot, a driving course, forensics. I know I'm going too far. My boss is gonna yell at me tomorrow, sir. Uh-huh. But if you're asking for the easy answer, we would prefer the Kang site versus the city center site. Alright.

And then so and then my last my last question or my last comment, I guess, is is, you know, the the the p three, if you if you go to the delivery methods where it says public private partnerships, you know, I have, you know, I have been reading about p threes, and I have seen examples of p threes. And, you know, I guess the, you know, the question that you know, I I see, you know, that there is, you know, risks are allocated strategically, leveraging, you know, public private expertise and etcetera. And, you know, I guess the you know, you know, are they is this, like, you know, is this a fruitful, you know, a plausible avenue to take to potentially build it, you know, sooner than later?

Mister mayor, that is something that's yet to be determined. We don't have a whole lot of experience with private partnership. Most almost all of our projects in the past fifty years, I would say, have been done by design build. Using that approach gives you total control over every detail of what you want, and you're going to get that. But it is more expensive, and it takes, you know, much more time to completion.

But there are, you know, other ways, like design build or private public partnership that can reduce the time and reduce the cost. But there are some uncertainties that we have to learn more about before we can fully recommend an approach like that to council. The only design build project that, you know, in the past thirty years was done was the city hall that we are in right now. That was done under a design build project. And then much earlier than that, in mid-1970s, we constructed the garage for the Civic Centre on Foothill as part of a design build.

So we don't have a whole lot of experience. We know that there are other agencies like the City of San Francisco that have some experience. We also have heard that a similar sized police safety center is being constructed in a different city in Southern California. It is about 100,000 square feet, but the cost is much less than $250,000,000 The reasons could be related to the location, the fact that there may or may not have a CWA as part of their contract and many other many other reasons. We haven't done enough studies, enough work to be able to fully recommend any of these alternative options.

Okay.

Can I just add, that I totally agree with director O'Meary? We have more research to do. P threes, there there are complicated transactions. Just a couple of things to think about. The there are public entities. University of California uses p threes all the time for highly specialized, like, buildings at UCSF. So there there are precedents where for a highly specialized building like this that these work, but it would be something we need to look at. The bottom line, though, is that you still essentially, it's usually done through a leaseback. So they build it, and then they lease it back to you for a period of time through some sort of through a transaction. But the reality is you still have to pay the lease payment.

So we still have you have to have sufficient funds to essentially finance them. Right? So you don't get out of it's not it's not gonna allow us to move forward faster, you know, if we don't have the money to Yep. Pay. You know, in a normal traditional thing, it might be debt that we would issue. In this case, it's kind of a lease transaction. We still have to have the

Yeah.

The annual revenue to pay that on a basis. So we'll talk about this more on Saturday, but we'll have to see when we the measure money might we might have sufficient amount annually to be able to enter into a transaction like this if that was the way we wanna go.

Because I don't I don't ever recall a p I I mean, since I've been up here, I've never seen a p three project.

Yeah. In Garden Grove, Alex mentioned it's you know, so we're we'll be talking to that city to see what they think, or I've asked the chief to talk to their their chief and see what they think. And then I was gonna meet today, but they got stuck. But Edgemoor is one of the developers that specializes in that that works for the UC, and they were gonna fly out and just chat with us about it and how it might work. Because it might make sense for us to get something kind of spend some time exploring it further so that when we do have the money that we're kind of ready to go. So I just wanted to

add a

Yeah. If we do you know, if if this is something that we're looking at, I mean, if this is something we're sort of, you know, messing with, you know, I I would my recommendation would be I I think we wouldn't need educate council. So, you know, as I'm sure, you know, I I think the council needs to know exactly how this how this works and sort of the the the options and you know? But, you know, we just we really need to know how this works because, you know, just wanna be cautious about it.

Yeah. And it sounds very good too. Yeah. Oh, sorry. Go ahead.

Director Amiri, if I may offer a couple of clarifications. The cost estimate that we have presented assumes a p three because one of the advantages that we do see in a p three is speed to market. We would anticipate that the project schedule moving much faster in a p three because you are bringing on I think one of the advantages of the p three is your p three partner acts in someone in the capacity as a developer, and so they are able to move the project along faster through that structure of the the lease leaseback. It let it gives them more flexibility to operate and move. And we do LPA does have experience in p three with public safety projects, including, one in Salinas and one in Rialto, that have both been very successful in delivering the project, quickly.

Okay. Okay.

Anyway, we're doing it.

Yeah. I had a couple of questions.

Go

ahead. So what would happen to the Winton site? The Winton site, what what are the options if we were to move to the King site?

So there are a couple of options I can discuss. One is that if the structure is deconstructed and removed, you have four point you know, four acres of land that is access to the city's need, and the council can decide, you know, what to do what they want to do with it. So that's one option. The other one that we just, on a very preliminary basis, talked about is that that building can be refurbished and used for some other, you know, needs that the city may have. One of the options is if you wanted to use that after refurbishment for the, you know, animal center, you know, that could be done.

The existing location has a square footage of about 20,000 square feet. This building is 41,000, so it is almost twice as large as the existing one. So those are just two options.

That was actually what I was gonna ask next is have we thought about animal services moving there, but I didn't know if it needed to be one floor because of the type of use it is, or it could be two stories if you could have offices on the top. So, just curious about that. And then also was curious about the animal services. If you it's it sounds like it's not gonna be able to go to the cane site. Is it am I reading that correctly, or is it an option to expand on the cane site? I could be misreading the slides there.

Yeah. Not initially. Initially, it's not going going to be a part of that. But as it was mentioned, there is some property to the west of the plant, public safety center that can be considered for that, during a future phase.

I was just wondering because a lot of the dogs and and animals we receive have behavioral issues, and I was wondering if that impacts the animals if they were closer to an airport here in airport, you know, at least all the time. So it was just something to think about. You might wanna talk to an animal behaviorist, but also maybe talk to Dublin because they I know that animal service location is very noisy. And so sometimes when I see the animals there, it seems like they're impacted by the noise outside. So Understood.

Yes. Not Caesar, the dog expert, so please talk to someone about that. And then I was wondering about p three. I was actually thinking of just p three on other city facilities and was curious about any kind of conflict of interest of any developer with a police or public safety building. Just I've never heard so this is all news to me to have a public private partnership on a public safety building. So just wonder if there's any conflicts there for whatever reason.

I had Yeah. I don't I don't not inherently in the delivery method because we know there it's being used. So I think we'd have to look at the developer. Right? Any developer, we'd to make sure they didn't have a conflict of interest and Yeah. Things like that. But, inherently, the delivery method is something that we we do think is an option for us.

I think we all have

to get more educated and do more get more information on how it'd work bring it up to counsel, but, no, there's not not an inherent conflict of interest in the method.

Okay. And then with the design build, I know there there are some risk because of really that contractor owning the design. So and and even though it might be quicker to get to construction, we might see some fallout during construction when they're the owner of the design. So I agree with director Mary is we have to be very careful with switching methods. If we know the design build method is tried and true for this city, I mean, the the city is it the city can be a little bit more challenging when we change to alternatives.

So that's that's why I'm a little nervous about design builds. But if it gets us quicker into construction, then then maybe. I haven't I had I'm not really familiar with the progressive design builds delivery method, but I I am familiar with the the Centimeters at risk. And do we have any examples of Centimeters at risk of public safety buildings from other jurisdictions? Sorry. I'm looking at people in

the room, but Okay. Maybe

Who do we look at?

Who Yeah. I'm looking at Allison. Yeah. Okay.

I I'll

I'll let Jeremy answer that question. But

I like,

don't look at me. I don't feel No, ma'am. Conversation really.

Jeremy. Sorry.

How long did you

experience with CMR?

Well, I would say that San Francisco has done a lot of projects based on construction manager at risk. But, Jeremy, maybe you can add what I

Yeah. I've I've been a part of construction manager risk product projects in Southern California, but never a project up in Northern California. You know, to to maybe simplify the the direct differences between the different delivery methods, the design bid build, while it does give the city a lot of control, it does put all the risk of the price onto the city. Whereas your design build and your progressive design build and even your your p three, you are working with a design build entity who is giving you a guaranteed maximum price. So in the design build, you are locking in that guaranteed maximum price very early on, and the city or the the city and the PD would seek some control over the ultimate delivery of the project and what it contains, what it looks like because you're going to be locked into that early price from day one.

Whereas in a progressive design build delivery method, you would be hiring a firm, a design build entity that would be based upon the qualifications of that firm. And then once you get to a certain stage into the design process where you are comfortable with the the look, the feel, what was in the building, then you would negotiate that guaranteed maximum price with that design builder, and then they would assume the risk moving forward. In a construction manager at risk, you know, it works very similar where your construction manager is helping you manage that, and you are working through that guaranteed maximum price that is developed later, but it's not necessarily locked in with your builder from the start. And then the p three works very much like a progressive design build where it's a calls based selection, but then you are bringing on that that partner to act more like your developer who's managing that process in a complete open book fashion that that gives you the opportunity to understand all the pricing and the structure of everything, but then you do, again, negotiate that guaranteed maximum price, shifting that risk to the developer.

Okay. Thank you. And I would say if we do move forward with design build, just having a really good contract because even though they're owning the design and the and the GMP and we have the GMP, they usually have some some pretty good contracts for them. Like, if we don't hit certain targets, it buys them time and buys them other other substitutions that we might not be excited about. So it's just really making sure that we we look at the contracts.

So thank you for the additional explanation of the delivery methods. And, yeah, I'm I'm interested in the Cane site as well. And I I do wanna have a better understanding, though, of the animal services if we were to put it there or put it at Winton or leave it as is. So maybe there's could be a a comparison of of the three locations, or if there's another site, four locations. Thank you.

Thank you, council member. I actually wanna open it up to public comment just so I can help staff address any questions that may come up here in common. Do we have any cards for public comment?

We have no cards. We have five attendees. No hands raised right now.

Okay. Public comment.

Did you wanna speak

could I ask just it's just a question. What why the Sears billing is not a consideration?

Great. Thank you. I will ask that question for you. Any other public comments online? Okay. I will close public comment. And, yeah, that was actually my questions too. Thank you for asking. So I know that Sears in the Southland Mall was owned by a small handful of folks, and recently, the entire mall sold. And I'm assuming that this study was happening while that sale was taking place. So I I I know this wasn't part of the study, but just as an example, Eastmont Mall in East Oakland, they have their police department stationed out of a portion of the mall. What is the thinking around and I know it wasn't part of the studies, but but were there conversations, I guess, and what is the thinking around not using the mall, especially because there's a singular owner of it now compared to when it was gonna be, like, three or four before in the past?

Yeah. I I think we've looked at these two sites because, you know, looking at speed in terms of how quickly we can get this to construction. And these two sites that we are looking at, we don't Yeah. Versus serocyte, which, you know, would could potentially take some time to acquire.

And what are ad costs? Right? Because you have acquisition costs associated with acquiring private land.

I see. Okay. And then, I mean, in the case of, like, the public private partnership, for example, if you were just to lease out the building and do refurbishing inside, I mean, I I guess I'm just curious, like, what are the variables there that would be when we look at these different delivery methods, help drive down acquisition costs or maybe even for go acquisition in lieu of some of the option that we're throwing out today.

Yeah. But that's then we can look at a little more Okay.

More detail. I think the way even though it's a leaseback, it's on our own land. So it's

and you essentially own it.

I see. It's just kind of a way that they can finance the the debt and get taxes on financing and keep the cost down. I see. So even UC does it, but they do it on their own land. Okay. They lease it back. And it would be something, like I said, I I have never done one, so I we'd have to load. We have to get specialized attorneys and help us who understand how this work and do some more education. It's not usually done on land that an entity doesn't own. Yeah.

So and then I I I don't know what the status is, and I

can ask our economic development officer. But, usually, some of the mall properties have a lot of covenants and other things, which make them really difficult to redevelop. So we Yeah. So there might be easements and other things that we'd we'd have to untangle to be able

to in addition to acquisition costs.

Okay.

Actually, I had a question to related to that is with the height restrictions at the airport as well, could we probably can you do a five story building at the Sears location? Yeah.

I don't know. We haven't been able to do that.

We It

doesn't have to be a five five story building there either depending on the size of the parcel that is available for construction.

Okay. Yeah. I I mean, I do think it would be helpful just to have a baseline understanding of development potential or partnership with the mall given that for the first time in decades, there's a single owner. Whereas before, you know, Todd was constantly trying to make offers through his property management group as the the manager of the majority of the mall to acquire the other wing of the mall, and now that's all been settled. So if there was ever a time for working with the law to be simplified, this would be it. And I I guess I am curious, like, in the same way we partnered with Palmasea to help our southern district office. Right? Like, what are what are the partnership? And maybe this is kind of veering a little bit for having a full HQ.

Yeah. And there I mean, there are offices there, or they do have you wanna talk about Yeah.

Yes, sir. We do have or I think we recently had to shut it down due to budgetary constraints unless that changed

personally. We think we may have a solution.

Okay. There you go. Good news. We may have a solution for that. But we did have a substation over there at the at the mall. The new owners, I haven't had any experience with them. I will first apologize to director Mary and everyone else. I did not mean to start anything. I mean, I was a myself. Momentary.

When I was researching it, though, I was researching it with with with Todd. There were three elements that he he kinda educated me about. One of them being, I guess, there was a property owner. There's another entity that has the lease rights to the buildings, but then there's also an REA, which retail engagement agreement is my best recollection of that, that really the the main anchors of the mall, I had to agree that something other than retail was going to be put Yeah. In that space. Yeah. And so he kinda said, there's three elements you have there's three hurdles you have to get over Yeah. To be able to even think about this.

Yeah. And so I I had talked to Todd about those elements before. So I think for the refresher that helps to define them. And now I guess that's why I'm curious since the study was being conducted when we were still living in that world, but now that world's different. We had someone like five was it 71,000,000 that someone purchased it for? But I'm under the impression the mall is a singular owner now. So that drastically simplifies things. And I think just, I guess, the the the commentary of meeting years would be helpful to understand what it's like to work these folks to at least start to build a relationship because there could be opportunity there. And it may not be right for the public safety building. I fully acknowledge that. I just I I understand the recommendation of the site. It makes

the most sense

to me given that it provides room to grow as well. If we could jump back to that list of priorities. Okay. So I think it's very useful that lot of PD staff set an opportunity to figure out, like, the must haves versus the nice to haves. I think it'd be very helpful for the council to have access to a similar list of variables. We're just seeing what was modified. I wanna know what all the variables were that could have been modified. I think before moving forward planning plans, Like, when I look at this, I see, where is it? Public spaces. I don't know if we need another community meeting room there, if that means that we can put a waiting room for our Ethan Family Services Bureau in.

Right? Like, these are the kinds of conversations that I wanna have. And at the end of a, you know, almost two hour meeting, I I'm not trying to give this granular feedback right now, but I do think there should be a work session from the council to understand beyond just this list what were the other options so that we can weigh in from the community perspective. Does does that make sense? Yeah. Okay. And, you know, if framework around phasing, like, I think, you know, I wonder, does a tactical simulation building make sense? If it does, then I I agree. Defer to a future phase. Like, that's where

I think it's helpful for us

to attend the discussion. With things like the jail, I guess my question is, I'm under the impression that we're we're not making the most use of our jail currently. So does the 35 even seem too large to you in your experience, Captain? Well, this is kind of

a two phased approach as well. There's elements on this list here that we prioritize down and even some that we talked about for future phases. Yeah. It could be revenue generating. I see. The jail was one of them. I see. We currently very, very rarely can I ever even say we've had 35 people in our current gym? Yeah. 49 was really kind of our thought of we can kind of regionalize and be a revenue generating measure in the South Bay for a lot of the agencies around us that gave up their holding facilities in their channels. So at 35, I think we still have some of that ability.

Okay. But a lot of

the the jail for one, the tax the tactical simulation building, these are all revenue generating firearms training. These are great I see. Okay.

That I mean, that kind of strategic thinking is helpful in understanding, you know, these are amenities, not just for ourselves, but for regional law enforcement. Okay. Well, yeah, I think general feedback is that I just like to have a more in-depth conversation so we can give the the community need to haves and and nice to haves. Because for me, a waiting room for family counseling is like a a need to have. It doesn't make sense to me to not provide that if this is part of, like, the broader umbrella of public safety.

And right now, the way it's being, you know, refined for cost savings, it makes it primarily a police building, which is, I think, not the vision that I was campaigning on. It seems to be a bit more holistic for me to be openly or more verbally supportive of it, but I think we're moving in the right direction. And then just out of curiosity, what's the what you're quoting the potential private partnership public private partnership cost. What's the cost for design construction build? I think the the first option was for both the reduced cost and the full cost.

Trying to lose that something.

So I I I see this slide, but

I thought I heard it

a moment ago. Jeremy, you mentioned the costs that are being shown here are the p three costs. So I'm curious what the design what was the last the first category was called? Design Design mid mid build. Thank you. Yeah. What what were those costs for for both the, original and programming?

Yes. Give me one moment. I'm pulling that up right now.

Great. Thank you.

I apologize. I got the wrong file here. One more minute.

Okay. Do I have other questions. Go ahead. I had a question about noise level of the outdoor range at the SEER site. Would that be an issue if we were to add an outdoor range there?

Someone from LPA could probably speak a little better to that. My understanding is it's not just clearly outdoors. It does have cement walls, and it does have a baffled roof. Okay. And, technically, it does have an open element to it. So I think noise reduction was built into the plan, but it's not truly a fully enclosed indoor range.

Okay. And then the last question. Yeah. Was about the lease payment of a department store versus a city facility. Is it would it be comparable if we were to take over the serous site? Is another analysis we probably need to look at.

Yeah. We can take a look at that. Okay. And

while we're still searching, I would say my my hope is in saying, you know, community rooms, the Public Safety Building is that, you know, Chabot College still a brand new library, for example. Right? Like, how can we coordinate with the amenities that already exist in these neighborhoods so that we can help drive down costs further and get this closer to to reality? I'm fine with a public safety campus being focused on public safety. It doesn't need to be a place where facilities are managing public coming to use it, especially if it means protecting or expanding certain other programs under police department currently? So that that's kind of my thinking there. Not that I don't think community rooms are important. How's it looking over there?

So I looking back through my notes, our we we pivoted to the p three conversation because it was the most cost effective approach very early on. And I should sort of also comment another way to think about p three is its design build plus the financing. But the difference so my notes going back, I I would sharpen my pencil, and I can follow-up with director Mary and mister Hung tomorrow with a more finite number. But it is approximately 16 so million dollars more to go to a design bid build delivery method. And that that difference in cost is really coming from escalation in a protracted schedule.

We we saw that the p three approach was a faster to market, saving time on schedule, and then the that's simply you know, it's the same program and same cost, but that's the additional cost of dollars over time.

Okay. Great. That that makes a lot of sense. And that was, I would say, more negligible difference than I thought it would have been, which is good. You know, my concern was that if we didn't wanna go the p three route, I would like to have the option to not necessarily have to go the p three route, but I understand the benefits you're talking about here. It depends on who the partner's gonna end up being, and, you know, we have to keep all our options open. So I I also appreciate when this does come before other members of the council just being, like, tossed out for the different management strategies as well as we can make informed decision, not just go with the cheapest because it's the easiest. I I I don't wanna find myself locked in a contract. It's not beneficial in the long run for both our police department and and our residents. Yeah. I think do have any other questions you want

to ask?

No. Okay. I think that's it for me. Is there any additional comments you'd like to make about the project? Okay. Great. Then I think we can close that item and move on making the report, make sure we work that way into this. I know it's been a long

time coming. It's exciting exciting to

see the project moving along. We'll move quickly to item four, proposed agenda agenda planning calendar review and comments. Let's pull that up. And they view LPA by. The next meeting will be April 22.

Is she anything we'd to add? Okay. Yeah. Sure. K. And I guess, are there any world reports or committee members, staff announcements, and referrals? Okay. If not, our next regular meeting is Wednesday, April 22. This meeting is adjourned at 07:16PM. Thank you. Bye.