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date (date) >1000 ✖
- 2019-09-12 78
- 2021-07-06 51
- 2021-03-11 47
- 2019-12-18 45
- 2016-01-05 40
- 2017-07-18 40
- 2021-09-07 40
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- 2018-07-10 39
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- 2005-05-17 35
- 2012-06-06 35
- 2018-05-09 35
- 2020-07-21 35
- 2021-03-16 35
- 2021-11-16 35
- 2006-12-05 34
- 2007-01-02 34
- 2017-11-07 34
- 2021-07-20 34
- 2005-07-19 33
- 2020-05-19 33
- 2007-12-04 32
- 2009-10-20 32
- 2010-04-20 32
- 2016-02-02 32
- 2016-03-01 32
- 2017-06-06 32
- 2018-07-11 32
- 2018-11-28 32
- 2020-03-03 32
- 2022-05-03 32
- 2006-10-17 31
- 2009-02-07 31
- 2010-03-16 31
- 2018-03-06 31
- 2019-03-13 31
- 2019-07-16 31
- 2008-10-07 30
- 2015-02-02 30
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- 2018-07-24 30
- 2019-03-19 30
- 2021-06-15 30
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Link | body | date | page | text ▼ | path |
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GolfCommission/2011-01-19.pdf,8 | GolfCommission | 2011-01-19 | 8 | GolfCommission/2011-01-19.pdf | |
GolfCommission/2012-10-09.pdf,4 | GolfCommission | 2012-10-09 | 4 | GolfCommission/2012-10-09.pdf | |
SocialServiceHumanRelationsBoard/2019-02-27.pdf,7 | SocialServiceHumanRelationsBoard | 2019-02-27 | 7 | SocialServiceHumanRelationsBoard/2019-02-27.pdf | |
GolfCommission/2011-12-13.pdf,6 | GolfCommission | 2011-12-13 | 6 | GolfCommission/2011-12-13.pdf | |
CityCouncil/2019-12-18.pdf,4 | CityCouncil | 2019-12-18 | 4 | CityCouncil/2019-12-18.pdf | |
CityCouncil/2019-12-18.pdf,6 | CityCouncil | 2019-12-18 | 6 | CityCouncil/2019-12-18.pdf | |
RecreationandParkCommission/2021-05-13.pdf,6 | RecreationandParkCommission | 2021-05-13 | 6 | RecreationandParkCommission/2021-05-13.pdf | |
CityCouncil/2010-11-03.pdf,12 | CityCouncil | 2010-11-03 | 12 | CityCouncil/2010-11-03.pdf | |
GolfCommission/2012-09-11.pdf,4 | GolfCommission | 2012-09-11 | 4 | GolfCommission/2012-09-11.pdf | |
GolfCommission/2011-09-21.pdf,6 | GolfCommission | 2011-09-21 | 6 | GolfCommission/2011-09-21.pdf | |
RecreationandParkCommission/2020-11-12.pdf,7 | RecreationandParkCommission | 2020-11-12 | 7 | RecreationandParkCommission/2020-11-12.pdf | |
GolfCommission/2012-12-11.pdf,4 | GolfCommission | 2012-12-11 | 4 | GolfCommission/2012-12-11.pdf | |
GolfCommission/2011-02-23.pdf,14 | GolfCommission | 2011-02-23 | 14 | GolfCommission/2011-02-23.pdf | |
RecreationandParkCommission/2019-09-12.pdf,78 | RecreationandParkCommission | 2019-09-12 | 78 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,8 | RecreationandParkCommission | 2019-09-12 | 8 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,14 | RecreationandParkCommission | 2019-09-12 | 14 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,15 | RecreationandParkCommission | 2019-09-12 | 15 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,16 | RecreationandParkCommission | 2019-09-12 | 16 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,17 | RecreationandParkCommission | 2019-09-12 | 17 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,18 | RecreationandParkCommission | 2019-09-12 | 18 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,21 | RecreationandParkCommission | 2019-09-12 | 21 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,22 | RecreationandParkCommission | 2019-09-12 | 22 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,25 | RecreationandParkCommission | 2019-09-12 | 25 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,26 | RecreationandParkCommission | 2019-09-12 | 26 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,28 | RecreationandParkCommission | 2019-09-12 | 28 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,29 | RecreationandParkCommission | 2019-09-12 | 29 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,30 | RecreationandParkCommission | 2019-09-12 | 30 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,31 | RecreationandParkCommission | 2019-09-12 | 31 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,32 | RecreationandParkCommission | 2019-09-12 | 32 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,33 | RecreationandParkCommission | 2019-09-12 | 33 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,35 | RecreationandParkCommission | 2019-09-12 | 35 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,36 | RecreationandParkCommission | 2019-09-12 | 36 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,37 | RecreationandParkCommission | 2019-09-12 | 37 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,38 | RecreationandParkCommission | 2019-09-12 | 38 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,44 | RecreationandParkCommission | 2019-09-12 | 44 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,46 | RecreationandParkCommission | 2019-09-12 | 46 | RecreationandParkCommission/2019-09-12.pdf | |
RecreationandParkCommission/2019-09-12.pdf,52 | RecreationandParkCommission | 2019-09-12 | 52 | RecreationandParkCommission/2019-09-12.pdf | |
GolfCommission/2012-11-13.pdf,6 | GolfCommission | 2012-11-13 | 6 | GolfCommission/2012-11-13.pdf | |
GolfCommission/2012-06-12.pdf,4 | GolfCommission | 2012-06-12 | 4 | GolfCommission/2012-06-12.pdf | |
Mayor'sEconomicDevelopmentAdvisoryPanel/EconomicRecoveryTaskForce/2016-07-20.pdf,9 | Mayor'sEconomicDevelopmentAdvisoryPanel/EconomicRecoveryTaskForce | EconomicRecoveryTaskForce | 9 | https://alameda.legistar.com/LegislationDetail.aspx?ID=2781417&GUID=16211D8D-2D63- 4E9A-8531-6366B3DB8COD&Options=&Search= Panel member Grunt asked about the ferry terminal. Ms. Ott said that the new Seaplane Lagoon terminal will be right in the heart of the development in the Enterprise District. This is the number one issue for developers: when is the ferry terminal coming? It will operate as a joint consolidated service with the Main Street Terminal. Most likely, the Seaplane Terminal will be the commute ferry with Main Street/Oakland supplying mid-day and weekend service. We did look at the relocating the Main Street Terminal, but it would undermine the Oakland service. The Oakland line cannot sustain itself and depends on Alameda ridership. Panel member Mik commented that Main Street is the most popular ferry terminal and is at capacity. They are selling out their boats. They are really adding capacity with the new terminal. Ms. Ott added that ferry ridership has grown 60 percent since 2012, which is unheard of for public transit. Panel member Chubb asked about the maker space cluster. Ms. Ott said that the buildings are being redeveloped by master developers. They will subdivide them into smaller spaces for specialty manufacturing, artist spaces and some office. One floor will most likely become work/live, with tight restrictions on the residential component. Panel member Monteko asked who pays for the infrastructure in Site B. Ms. Ott said the developer or end user through a negotiated land deal with the City. Alameda Point's infrastructure costs are approximately $600 million, or $1 million per acre. Panel member Elsesser asked about the square footage of entitled space and height limits. Ms. Ott answered that there is approximately 5.5 million square feet for all of Alameda Point, which is a lot of entitlement. We do not want low intensity development; we want jobs or catalyst benefit. The height limit is 100 feet. It is a very permissive, a big envelope to create a lot of flexibility. We do not know w… | Mayor'sEconomicDevelopmentAdvisoryPanel/EconomicRecoveryTaskForce/2016-07-20.pdf |
TransportationCommission/2017-09-27.pdf,3 | TransportationCommission | 2017-09-27 | 3 | https://alameda.legistar.com/LegislationDetail.aspx?ID=3158563&GUID=FA3FBDE5 B456-4391-8D95-1AC8D71F82AA&FullText=1 Commissioner Soules asked what the timeline is to meet the stated goals. Staff Member Ott said the goals were based on a 15 year timeline. Commissioner Palmer asked what dollar amounts the actual developers are required to contribute to the plan and not just their residents. Staff Member Ott gave examples of contributions that developers have been required to contribute, such as $10,000,000 for a new ferry terminal at Alameda Pt. Commissioner Palmer asked why 2030 was chosen as the benchmark for measuring the plan's success. Bill Hurrell, CDM Smith, said they wanted to pick a horizon that was long enough to allow the plan to have an impact, but not so long that they would not have confidence in predicting what would happen in the future. Vice-Chair Miley opened the public hearing. Christina Hanson, employee of Harbor Bay Isle and Central Avenue resident, said the community is concerned about the proposal to add bus lanes on Island Drive. She said they do not believe this is the right solution for the problem. She said the median and trees are very important to the community. She said there are also safety concerns around the elementary school with adding bus lanes there. Jim Strehlow said we have added 5,000 new homes and asked where the 5,000 new jobs were to go with them. He said the city should be prioritizing job creation but is in fact doing the opposite. He said stopping growth is part of the real solution. He said Alamedans want another bridge or tunnel. He said the public meetings are too rigid for genuine discussion, or speakers are hand picked. He asked that more discussion time be allowed for future meetings on these issues. He said when he drives kids for a non- profit he is a single driver off the island. He said he is mad because this plan is not a solution to the transportation problem. Pat Potter, CASA, said she is concerned about the Transportation Awareness Campaign. She said we n… | TransportationCommission/2017-09-27.pdf |
TransportationCommission/2018-12-03.pdf,2 | TransportationCommission | 2018-12-03 | 2 | https://alameda.legistar.com/LegislationDetail.aspx?ID=3760863&GUID=29DE963A- 62EC-4E90-B019-0B7972B1A813&FullText=1 Commissioner Nachtigall asked how the changes would look at the Bay Ship entrance during shift change. Staff Member Wikstrom said that if there was a queue of cars entering the Bay Ship property it could cause a small backup on the westbound lane. Commissioner Soules asked how long the project would take to complete once started. Staff Member Wikstrom said it would take less than two weeks to complete. He added that the project will cost less than $100,000 and can be completed with already allocated funds. Commissioner Soules asked for more details about potential traffic impacts and analysis. Staff Member Wikstrom said the level of service analysis showed that the change would be acceptable. He said the cars currently waiting behind left turning vehicles are already delayed. He said the highest 15 minute volumes are about 100 cars. He said the maximum traffic is about 300 cars per hour. He said a single lane intersection can handle 500 cars per hour without problem. He said the number of users of the Main St. terminal will likely decrease when the Seaplane Lagoon terminal opens. Commissioner Soules asked that in the future the staff reports include details on where the problems get pushed to. Chair Miley asked if lowering the 35 mile per hour speed limit was considered. Staff Member Wikstrom said they did not plan to do that at this time. He said they may have more of a basis to reduce the speed limit after the changes are implemented. Chair Miley asked what percentage of the collisions involved bikes or pedestrians. Staff Member Wikstrom said that most of the data he looked at were vehicle to vehicle. Commissioner Hans asked how this would impact the overflow parking near the nursery. Staff Member Wikstrom said there would be no change to the parking conditions. Commissioner Palmer said we are using 2017 data here and it seems like ridership is up with the larger boats. She asked what was meant … | TransportationCommission/2018-12-03.pdf |
TransportationCommission/2019-09-25.pdf,7 | TransportationCommission | 2019-09-25 | 7 | https://alameda.legistar.com/LegislationDetail.aspx?ID=4139823&GUID=F4F57230- D1C1-4647-85B9-C4DCDEB6B4C7&FullText=1 Commissioner Weitze asked if there are punitive or enforcement aspects to Vision Zero. Staff Member Foster said that increased enforcement is part of other cities' plans. She said San Francisco initially focused enforcement on locations and violations where fatalities and collisions were most likely. Staff Member Wheeler said she sees it as a data driven process to perhaps redistribute where enforcement occurs in order to have the most impact on behavior, rather than simply increasing overall enforcement. Commissioner Weitze asked if reconsidering the standards and process for placement of stop signs was part of the Vision Zero process. Staff Member Wheeler said they have not looked at that as a standard to evaluate, given that federal guidelines exist on stop sign placement. Chair Soules opened the public hearing. Jim Strehlow said NACTO implementation in San Francisco did not make him feel safer while cycling. He said it took him out of his way, compared to the older, more direct route. He recalled a recent fatality in San Francisco on a NACTO redesigned intersection. He warned the Commission not to believe that this would be a perfect solution. Chair Soules closed the public hearing. Commissioner Kohlstrand said she supports the Vision Zero movement and looks forward to developing the policy. Commissioner Yuen said she strongly supports Vision Zero and is excited by the focus on equity. She said she would like to see a focus on design and engineering over enforcement, which can be punitive. She asked that the annual report be brought back to the Transportation Commission. Commissioner Kohlstrand made a motion that the Vision Zero Policy be recommended to the City Council with the amendment that the annual report come to the Transportation Commission. Commissioner Yuen seconded the motion. The motion passed 5-0. 5-D 2019-7284 Update on Active Transportation Plan 7 | TransportationCommission/2019-09-25.pdf |
PlanningBoard/2021-04-26.pdf,2 | PlanningBoard | 2021-04-26 | 2 | https://alameda.legistar.com/LegislationDetail.aspx?ID=4913556&GUID=D03018E1- B78C-4DAE-8B76-1862FE538D8A&FullText=1. President Teague opened the board's clarifying questions. Board Member Rona Rothenberg wanted to know why air conditioning was called out as "baseline" as opposed to other common applications in this climate which was not as intensive in air conditioning as a particular application. Staff Member Mieler said that calling out the air conditioning was standard practice in new development. She also introduced Farhad Farahmand, a consultant, who had been advising the staff on this ordinance. Farhad Farahmand, TRC Energy Consultant, explained the underlining reasons for the air conditioning assumption. Board Member Hanson Hom asked for clarification that this ordinance would only apply to new structures and would not apply to ADU's if the main structure was already gas. Also, if a person were to completely remodel their kitchen (complete tear-out) he assumed this ordinance would not apply as well. Staff Member Mieler said that was correct, this would be for completely new construction. Board Member Ron Curtis was concerned about low-cost housing and wanted to know the total difference in utility cost from a completely electric house vs a gas-powered house. Mr. Farahmand said unfortunately he did not have a complete answer right now. He said they were currently working on that analysis for the utilities. They were seeing it as being around seven dollars a month, couple hundred dollars a year based on surrounding utilities. Board Member Curtis referred to the table in the presentation that showed that the electric dryer was six dollars more than a gas dryer, and the electric stove was a few more dollars a month than the gas stove. Mr. Farahmand explained how these appliances do add increases but several other factors decrease. There was a balancing act between everything. Board Member Curtis asked if a heat pump was more energy efficient than a furnace. Mr. Farahmand said yes absolutely. Board Member Cur… | PlanningBoard/2021-04-26.pdf |
PlanningBoard/2021-07-12.pdf,17 | PlanningBoard | 2021-07-12 | 17 | https://alameda.legistar.com/LegislationDetail.aspx?ID=5015994&GUID=174D0132- 9553-4E86-A703-5637C6E8FF46&FullText=1. No board member wished to pull any item for review. 9-B 2021-1106 Oral Report - Future Public Meetings and Upcoming Planning, Building and Transportation Department Projects Staff Member Tai announced that at the Monday, July 26 meeting they would have a full agenda and bring back the 1435 Webster which was the Study Session from today. There would also be a minor planned development amendment to a small setback issue for a building under construction at the Harbor Bay Business Park. The staff would also bring forward an architectural design review approval for the medical respite center at McKay Ave, a draft of the Vision Zero Action Plan, and another General Plan update. He also updated the board that Board Member Ruiz's question about 53 Killybegs had been addressed so she had withdrawn her request for a Design Review. Director Thomas gave an update that at the July 6th City Council meeting they decided to appeal the RHNA numbers on a 3-2 vote. The appeal was submitted on Friday, July 9th. President Teague asked about the other 4 items. Director Thomas said they did not do anything. They debated a bunch of aspects on it and decided not to do anything with the resolution. He explained the next actions for the staff and said they should hear back about the appeal in November. Board Member Hom wanted to know about the rationale for the appeal. Director Thomas explained that between Article 26, sea-level rise, transportation, and seismic safety the council believed that it had a strong argument for appeal. The staff had also introduced the issue of the Navy Cap as an argument. They wanted the region to know about the Cap to get help for it. He explained more about the appeal process and what they had asked for. The staff would be working on two paths, one if the appeal was accepted and the other if it is rejected. Board Member Rothenberg asked about the Encinal Terminals Action that had been bundl… | PlanningBoard/2021-07-12.pdf |
PlanningBoard/2021-07-26.pdf,13 | PlanningBoard | 2021-07-26 | 13 | https://alameda.legistar.com/LegislationDetail.aspx?ID=5031891&GUID=164AODE7- A13A-41FF-9A71-993AE1305D2A&FullText=1. Doug Biggs, the applicant, discussed a few things then introduced the architect for the project, Chris Ebert of Ankrom Moisan and Sarita Govani of Mantle Landscape Architecture. Mr. Ebert presented where he discussed the design intent and goals. Ms. Govani also presented where she discussed how the landscaping would support the building design and programming at the facility. President Teague opened the board clarifying questions. Board Member Ruiz thanked everyone for their presentations. She asked how users and visitors would arrive. She wanted more elaboration on why they turned the front door away from the street. Mr. Biggs discussed the 3 major uses of the center, a respite center for patients requiring aftercare, and those patients would be picked up from the hospital and brought to the site by staff. There would be no walk-in opportunities. The downstairs will be a clinic that would serve the patients in the respite center but also serve residents of the senior living facility. Those patients will get to the clinic by a little walkway. The front area will be a resource center for residents of Alameda only who are at risk of becoming homeless or recently homeless and will be by appointment only. They normally would have an opening at the front but one of the concerns by neighbors was that people would loiter at the front or lines forming on the street. This is why all entrances will be off the street. Board Member Ruiz then wanted clarification on the materiality of the building. Mr. Ebert said the plan was for it to be an Exterior Insulation Finishing System (EIFS) and they were thinking of a standard smooth texture. Board Member Ruiz also asked about the visibility of the vents on the roof. Mr. Ebert said you would be able to see them a bit but this was the least visible he had ever used. Board Member Ruiz asked about the vents and roof design. She also asked if he had thought about using… | PlanningBoard/2021-07-26.pdf |
TransportationCommission/2021-10-27.pdf,2 | TransportationCommission | 2021-10-27 | 2 | https://alameda.legistar.com/LegislationDetail.aspx?ID=5182985&GUID=6CFE355D-9085- 46A7-84A4-6FB800501F57&FullText=1. Commissioner Scott Weitze clarified his comments for Agenda item 6-C, his concern was for the scheduling, he felt the scheduling could be better. Commissioner Rebecca Kohlstrand clarified her comments for Agenda item 6-B. Commissioner Weitze made a motion to approve the minutes with these edits and Vice-Chair Tina Yuen seconded the motion. A vote was taken by a raise of hands and the motion passed 4-0, Commissioners Nachtigall and Hans abstained due to their absence at this meeting. 6. Regular Agenda Items 6A. Endorse the City Council's Adoption of the Vision Zero Action Plan (Lisa Foster, Senior Transportation Coordinator) (Action Item) Lisa Foster, a Senior Transportation Coordinator, introduced the item and gave a presentation. The staff report and attachments can be found at: https://alameda.legistar.com/LegislationDetail.aspx?ID=5182986&GUID=2C8EE9A4-BCB9- 4772-AAFD-3E9D1F4C119C&FullText=1. Commissioner Clarifying Questions for #6A Commissioner Weitze asked about the socially vulnerable area around Webster and the Webster Tube since there was not much of a population there and asked if another analysis has been done since the map updates. Staff Member Foster said they had not done another analysis since removing certain areas but they were planning on updating the Socially Vulnerable Map. Commissioner Kohlstrand asked about the High-Injury Corridor Map and wanted to know why the number differed online from what was in the plan. Staff Member Foster said she would double-check that information and make sure they had the most recent map. Public Comments for #6A | TransportationCommission/2021-10-27.pdf |
PlanningBoard/2022-01-24.pdf,2 | PlanningBoard | 2022-01-24 | 2 | https://alameda.legistar.com/LegislationDetail.aspx?ID=5379989&GUID=8240DCA5- 261F-4060-AAE5-444187E64F94&FullText=1. President Saheba opened the board clarifying questions. Board Member Alan Teague asked for clarification on where the four different doors lead to. He wanted to know how the residential entrance was distinguished from the retail entrance. Hillary Dowden, a developer with UDR, explained the layout and the entrances. President Saheba opened public comment. David Israel, the architect, also discussed and explained the difference between retail entrances and residential entrances. Betsy Mathieson, an Alameda resident, had questions about the hanger doors. She wanted to see the South Elevation. President Saheba closed public comment and opened board discussion. Board Member Teague was not totally in favor of this design but he would not stand in the way of its approval. He thought the way it was before made it clear how you were supposed to get into the building, and this way it kinda blends in. President Saheba agreed that there was no clarity of entryway. He thought there needed to be more work, perhaps with the canopy design. Vice President Teresa Ruiz had requested from the applicant the building plan and thought there was no confusion and was in support of this amendment. Board Member Teague made a motion to approve the amendment. Board Member Xiomara Cisneros seconded the motion. A roll call vote was taken and the motion passed 6-0 with Board Member Hom absent. 7-B 2022-1666 A Public Workshop to Review and Comment on the Draft Housing Element Update Zoning Code Amendments Regarding Definitions and Regulations for Residential and Related Land Uses. Director Thomas introduced this item and gave a presentation. The staff report and attachments can be found at https://alameda.legistar.com/LegislationDetail.aspx?ID=5379991&GUID=F97232D8- E3DF-44D1-9F85-FOEA8FC27926&FullText=1. Approved Planning Board Minutes Page 2 of 6 January 24, 2022 | PlanningBoard/2022-01-24.pdf |
PlanningBoard/2016-10-24.pdf,6 | PlanningBoard | 2016-10-24 | 6 | ttps://alameda.legistar.com/LegislationDetail.aspx?ID=2858659&GUID=A4EF7EBF- EBF-4FC7-B578-1E63AE0E56C9&Options=&Search=&FullText=1 Board Member Sullivan asked if we have looked at starter homes and senior homes for middle class people, not just the rich and very poor. Staff Member Thomas explained what affordability levels would be included. He said they are working on designing projects that will have units that are available for households of all income levels by dictating the size of the units. Board Member Sullivan said that young families cannot live in one bedroom apartments and we need small starter single family homes. Staff Member Ott said 9% of the units would be deed restricted moderate income units. She said the flexibility of building heights and types will make it so that the market rate units are more affordable to middle income buyers. Board Member Curtis said that the boom market helps pay for the affordable housing now, but if the market changes direction, that will not work out for the people who paid top dollar for the market rate units. Staff Member Ott explained that the moderate income buyers would not participate in the upside or downside equity changes that a market rate purchaser would. Staff Member Thomas explained the origin of the 25% inclusionary requirements of building at this site. Board Member Knox White asked what could be built within the Historic Zone within the strict design guidelines. Staff Member McPhee said the guidelines were targeted at the non-contributing buildings in the historic district. Board Member Mitchell asked if limiting heights to three stories instead of four was feasible. Staff Member Ott said they are looking to preserve flexibility in order to make certain product types viable. Board Member Zuppan said we need to be incorporating plans for indoor homework/library spaces for children on this end of town. Approved Minutes Page 6 of 9 Planning Board Meeting October 24, 2016 | PlanningBoard/2016-10-24.pdf |
PlanningBoard/2021-05-10.pdf,2 | PlanningBoard | 2021-05-10 | 2 | ttps://alameda.legistar.com/LegislationDetail.aspx?ID=4928037&GUID=63163F6E- A2D6-48B5-A4A5-6CE722E8D07D&FullText=1. President Teague opened public comment. There were no public speakers. President Teague closed public comments and opened the board/commission questions and commentary. Vice President Asheshh Saheba wanted to know if they had looked at the different parking requirements for the different programs offered for the city. Director Thomas said that parking and parking management are going to be a major focus of the city staff's work, and are working on a comprehensive rewrite of the Off-Street Parking Zoning Code. He explained how it would be different from how it had been in the past. Vice President Saheha believed this was critical to a sustainable future. Vice-Chair Alysha Nachtigall wanted to know since the plan is to have paid parking at the ferry terminals if there would also be an increase in transit connections to provide an incentive for commuters. Director Thomas said having additional transit connections were critical and AC transit is working on a plan with WETA (Water Emergency Transportation Authority). He gave a background on the work those organizations had been planning for Alameda and when it is expected to start. He brought up that AC Transit's plan was dependent on Alameda managing and charging for parking at the ferry terminals as an incentive to take the bus. Vice-Chair Nachtigall stated that with equity in mind getting the word out about these services would be critical. Director Thomas agreed. Board Member Rothenberg wanted to know if the climate action elements had been incorporated and if Residential Parking Permits had been addressed and discussed. Director Thomas said they did acknowledge the progress on the green initiatives and the General Plan would keep pushing on what else they can do to deal with Climate Change and Greenhouse Gas Emissions. For parking management, the General Plan did not talk a lot about the city's existing Residential Permit Parking Program, which is… | PlanningBoard/2021-05-10.pdf |
TransportationCommission/2021-07-28.pdf,2 | TransportationCommission | 2021-07-28 | 2 | ttps://alameda.legistar.com/LegislationDetail.aspx?ID=5037417&GUID=C108F591-B9D7- 4FAF-9DF2-2CC39C5426ED&FullText=1. Commissioner Weitze moved to approve as is and Vice-Chair Nachtigall seconded. A vote was taken by a raise of hands and the motion passed 5-0 with Commissioner Hans abstained since he had been absent. 5B. Approve Meeting Minutes - May 26, 2021 (Action Item) https://alameda.legistar.com/LegislationDetail.aspx?ID=5037418&GUID=E1EF96FE-5C3C- 4C78-BEF2-DA7C32B4F47D&FullText=1. Commissioner Kohlstrand moved to approve the minutes as is and Vice-Chair Nachtigall seconded. A vote was taken by a raise of hands and the motion passed 6-0. 6. Regular Agenda Items 6A. Elect Chair and Vice-Chair of the Transportation Commission (Action Item) The staff report can be found at https://alameda.legistar.com/LegislationDetail.aspx?ID=5037419&GUID=EFD295E3-0188- 4D90-820E-A52EB8BC601D&Options=&Search= Public Comments for #6A There were no public speakers. Chair Samantha Soules opened the floor for nominations. Vice-Chair Nachtigall nominated Chair Soules as Chair for the next term and Commissioner Weitze seconded the motion. A vote was taken by a raise of hands and the nomination passed 6-0. Chair Soules thanked everyone for their confidence in her leadership. Chair Soules nominated Commissioner Yuen for Vice-Chair, she had discussed this with her before the meeting and could confirm her interest in the role. Commissioner Rentschler seconded the motion. A vote was taken by a raise of hands and the nomination passed 6-0. 6E. Discuss Citywide Roundabout Analysis Results (Discussion Item) TC Meeting Minutes 2 July 28, 2021 | TransportationCommission/2021-07-28.pdf |
GolfCommission/2017-11-14.pdf,5 | GolfCommission | 2017-11-14 | 5 | "EXHIBIT A" South Golf Course Schedule Analysis - Joseph Van Winkle November 13,2017 November 2014 Closed 9 holes and began import of required soil July 2015 Closed remaining 9 holes April 2018 32 months or 2 years and 8 months (assume opening in May) Includes soil import and construction and grow-in period. How long should it take? "Planning and design is mostly done within one year; the construction work typically takes 2-2.5 years, depending on the topography of the site, the quality of soil, the availability of water, the climatic conditions and of course the expected quality, complexity or playing difficulty of the designed golf course." 17% of courses in the study took 2-3 years for construction phase. Source: KPMG tp://static.golfbenchmark.com/media/2/9/3/9/2939.pd 1. "Quality of Soil" - heavy clay, salt build up, zero drainage, still underwater after 4 year drought. Required significant soil critical to raise grade for optimum drainage. Soil also provided a protective cap over the old "dump site.' 2. "Climatic Conditions" of unprecedented rains Sept. 2016 - April 2017; highest rain in 100 years; Train of "Pineapple Express" storms; an "Atmospheric River" 3. High Quality Scope: a. Drainage and Water Management - 6 Bio-swales capture and "clean" the water with native wetland plantings, mile of canals restored and replanted resulting in abundant aquatic life; 3 lakes rebuilt with 70% increased capacity, b. Native grasses and shrubs (e.g. Buck Wheat-grown by UC Berkeley Nursery) often required long lead times. c. 8-12" Sand Cap - provides better root structure and drainage to allow carts on sooner without 90 degree rule, but doubles the amount of effort. Soil has to be positioned, moved by dozer, shaped/sculpted and then raked by hand and the d. Quality hardscape - stone bridges, 10' wide cart paths with 12" recycled road base, rock work to limit erosion into canals, stone pavers at restrooms, etc. e. Precision Irrigation - 5000 irrigation heads (3x North course) enabled by satellite geo-mapping and computer … | GolfCommission/2017-11-14.pdf |
GolfCommission/2017-11-14.pdf,6 | GolfCommission | 2017-11-14 | 6 | "EXHIBIT B" Informational Report on Corica Park Founding Membership Program To: Honorable Chair and Members of the Golf Commission From: Amy Wooldridge, Recreation and Parks Director Re: Informational Report on Corica Park Founding Membership Program BACKGROUND Greenway Golf previously reported to the Golf Commission on the development of a Founding Membership Program. Greenway is working toward implementing this program and this agenda item is an opportunity for the Golf Commission to receive detailed information and ask questions. DISCUSSION The table below outlines the details of the Founding Membership Program. OFFER Exclusive 20 Members Term 5 Years from opening of the South Course One Time Cost $15,000 Unlimited Access to Golf Facilities. - Two 18 hole courses - Par 3 course - Short Game Practice Area - Practice Range - Preferred $10 Cart Fees apply - Will receive Founding Member Bronze Bag Tag 14 Day advance booking window for tee times Family Access (spouse and children under age 25 included) - 3 Complimentary Accompanied Preferred Guests per Quarter. - Guest pass valid for play after 11am Monday-Thursday. Guests must be accompanied by the member. - Guests required to pay a cart fee. - 20% off regular golf rates for accompanied guests at all other times. - Weekend play before 12pm on the South Course is limited to Primary Member. Holidays Excluded (e.g. Christmas, day after Thanksgiving) Invitations to Member Events - social / golf / wine tasting / other 20% off Pro Shop Apparel (excludes hard good / non-sale items) Bonus: South Course Advance Preview Play - Valid for Member and one accompanied guest to play | GolfCommission/2017-11-14.pdf |
CityCouncil/2020-07-25.pdf,18 | CityCouncil | 2020-07-25 | 18 | "Help is on the way" BridgeGroup LLC Management Cnsultants Why do we want to do it? Identify WHY it is important for the Mayor and Council to consider action on projects or policy initiatives. Please note the list below on DEFINING the Why WE Want to Do IT How will we do it? Based on Mayor and Council discussion at the Workshop the staff will develop future agenda item for their action. How do we make sure it works? Determine if the agenda item has a current performance measure, requires a new performance measure or no performance measure. DEFINING the Why WE Want to Do IT To Improve: Operational Performance Policies Procedure Programs Racial Justice Equity Finances Risk Management Technology Customer Service Sustainability Community Well Being Infrastructure Other 16 I P a g e | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,17 | CityCouncil | 2020-07-25 | 17 | "Help is on the way" BridgeGroup LLC Management Consultants Consultant Recommendations: Consider adding specific timelines for completing the project/policy identified in the work plan. Determining specific timelines for each project will allow the Mayor and Council and staff to prioritize what projects/policies can be completed in a specific fiscal year and which need to be moved to subsequent years. This is the section of the Workshop where any ideas the Mayor and Council want to consider for future projects/policies from the information presented on healthy community model, citizen engagement and the Governance Relations System (GRS). Also potential policies and projects identified in the confidential Mayor and Council Workshop survey and from the December, 2019 Workshop (Note: Projects listed in Blue) will be discussed in this section. The facilitator will guide the Mayor and Council through this Workshop section using the Start With Why format. Staff will record the results of the discussion on a screen that can be viewed during the meetings by the participants. Start With WHY Obridgegroupllc The Mayor and Council Workshop will focus on creating dialogue and discussion opportunities between council members and staff. The format that will be used to facilitate this dialogue will be based on an approach developed by Simon Sinek in the book Start With Why: How Great Leaders Inspire Everyone to Take Action. By Starting with "WHY" the Mayor and Council and staff can quickly evaluate the proposed projects and policy discussed at the Workshop by using a FOUR Questions approach: 1. What do we want to do? (Mayor and Council) 2. Why do we want to do it? (Mayor and Council/Staff) 3. How will we do it? (Staff- Tactical determined after Workshop)) 4. How do we make sure it works? (Mayor and Council/Staff- Performance Measurement) What do we want to do? Discuss and Identify specific projects or policy initiatives for FY 2021 15 I P a g e | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,12 | CityCouncil | 2020-07-25 | 12 | "Help is on the way" BridgeGroup LLC Management Consultants Expectation Description Foster teamwork and high Guide people as a team toward common objectives; performing organizational select qualified and highly competent members of the characteristics. Leadership Team to implement through the organization. Recognize citizens are our The Council expects that the public will be treated customers equitably, with dignity and respect. Assist the Council by resolving problems at administrative levels and not through City Council action. Value community perceptions and understand that customer satisfaction is important. Agenda material Staff will provide concise, accurate and meaningful agenda material for the Council's review to include the timely delivery of written/electronic materials. Value intergovernmental relations Effectively represent the City's interests when dealing with other agencies. Participate and cooperate in intergovernmental activities to have an impact on the region. Communicate effectively Provide information to the public in a timely fashion on matters, which will cause public reaction. Be candid and forthright in discussing City business matters with the Council through various methods that include one on one meetings with Council members. Be accessible to Council members. Proactive Management Style Show initiative and creativity in dealing with issues, problems and unusual situations while remaining open to new ideas and suggestions for change. Be adaptive to the changing expectations of local government and the impacts of state and national conditions. Effective Leadership Be enthusiastic. Command respect and performance from the Leadership Team while providing the tools necessary for effective service delivery. Support a positive work culture at all times. Negotiate Effectively In conjunction with the Legal Staff (when appropriate), always consider City Residents when determining negotiating positions or reaching agreement. No Operational Surprises Staff will keep the City Council informed on… | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,15 | CityCouncil | 2020-07-25 | 15 | "Help is on the way" BridgeGroup LLC Management Consultants FIGURE 1: Strategic Policy Development System. STEP 1 Issue STEP 5 STEP 2 Review and Adjust, Determine If necessary Policy Model STEP 4 STEP 3 Determine Metrics Develop for Success Policy Source: Mike Letcher FIGURE 2: Policy Models. Opportunity Compass Best Practice Politically Core Business/Staft Source: Mike Letcher Figure 1 illustrates the process for using the policy models. The process is designed to evaluate the policy or issue the Mayor and Council are considering Figure 2 shows policy models that can be a key guidepost to strategic policy development. The policy models and subsequent definitions are not meant to be all-inclusive. The concepts or models can be adapted to meet the unique needs of the governing body and staff. Components of the strategic policy development system can be changed and policy models altered to fit your particular needs. In my experience working with governing bodies for more than 30 years, these models represent the key components or drivers that create the push for public-policy formulation. Compass approach. Policy development is based on community values, approved plan, or strategic approach. Best-practice approach. Policy is based on best-practice principles. Opportunity approach. Policy development is based on significant community and/or organizational benefit. 13 I P a g e | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,20 | CityCouncil | 2020-07-25 | 20 | "Help is on the way" BridgeGroup LLC Management Consultants Focus Area: Preparing Alameda for the Future Project/Policy To Improve Senge Department Lead Rating Climate Change Implement CARP, check ins, staffing 2 Assistant City Manager position, check box on reports Long-term Balanced approach to finances, 2 Finance financial maximize resources, connect to strategies outside assistance, Traffic Vision Zero Focus Area: Encouraging Economic Development across the Island Project/Policy To Improve Senge Department Lead Rating Work/Live Space Consider adjustment after election, 3 Planning, Building, broader housing discussion overall Transportation New ferry terminal at Seaplane Lagoon Development at Big picture, establish goals (falls 2 Community Development Alameda Point under multiple objectives: livability, Review Base economic development, preparing for Reuse/Property future), hold a work session Management Maintain More support to districts/smal 1 CMO - COVID Town Hall active businesses, COVID messaging - business business owners lead, street closures, districts near and long term goals, communicate plans Capitalizing Broadband, digital divide (WiFi and 2 IT on Working equipment), child care ARPD/CD - Child care from Home 18 I Page | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,5 | CityCouncil | 2020-07-25 | 5 | "Help is on the way" BridgeGroup LLC Management Consultants Mayor and Council Workshop Overview Development of the Mayor and Council Workshop Agenda was a collaborative process with the Mayor and Council, City Manager, and BridgeGroup. A confidential online survey was sent to the Mayor and each Council Member to get their input on the following Workshop Agenda: Review and Discuss Alignment and Foundations for High Performing Councils Review a Systems Approach to Planning COVID-19 Recovery Review Innovations for Citizen Engagement Review and Discuss Tools for Supporting Mayor and Council Effectiveness Determine What Tools to Develop Further for Future Use Develop Project and Policy Priorities for FY 2021 Discuss and Determine if Alignment Operating Policy is Needed The Mayor and Council Workshop was held on Saturday, July 25 2020 at the Alameda Main Library. The following were in attendance at the Workshop: Mayor Ezzy Ashcraft Vice Mayor John Knox White Councilmember Tony Daysog Councilmember Jim Oddie Councilmember Malia Vella City Manager Eric Levitt City Clerk Lara Weisiger City Attorney Yibin Shen President/CEO BridgeGroup LLC Mike Letcher This report provides a summary of the Workshop and some recommendations from the consultant. 3 I Page | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,16 | CityCouncil | 2020-07-25 | 16 | "Help is on the way" BridgeGroup LLC Management Consultants Politically based approach. Policy is based on narrow intent from special-interest groups or constituents. I would replace this Approach with one titled: Fiscal Sustainability approach Policy developed takes into account city's ability to fund its operations long term Core business/staff-recommended approach. Policy is based on the requirement to run government's core business functions and is recommended by staff to improve services, internal operations, and policies. In terms of policy models, more is better. Try out the model and see how it works. Groundwork has to be done for strategic policy development to work. A number of critical issues also have to be considered: Time required, the more the better. Thinking ahead and developing an annual work plan is important to provide the time to fully evaluate important policies that the governing board will consider. Staff capacities to effectively implement the policy. Are there enough worker bees to get the job done? This needs to be fully evaluated by the governing board and staff before time is spent developing the policy. Committee referral before consideration. This is a no-brainer. It always helps to have a committee recommendation. Communication of need and outcomes. Unfortunately, the clear and concise communication of the need for the policy is often overlooked. Get the sound bites determined before the policy-formulation process starts. NO EASY ANSWERS An approach and model for strategic policy development is needed. The approach described in this article is based on experience and what I have seen work and not work behind the curtain of policy formulation. Managers know there are no easy answers or solutions to policy development. But like all journeys, it begins with one step and the compass, map, or GPS to get you to the destination. Develop Project and Policy Priorities for FY 2021 Workshop Summary: The Mayor and Council had extensive discussions on the work priorities from the December 2019 … | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,7 | CityCouncil | 2020-07-25 | 7 | "Help is on the way" BridgeGroup LLC Management Consultants Review Innovations for Citizen Engagement Workshop Summary: The Mayor and Council discussed having standards for Boards and Commissions, periodic updates at Council meetings, promoting diversity in membership, having them do studies on issues to advise the Mayor and Council and considering a Marana, Arizona Model to consolidate some Board and Commissions. Consultant Recommendations: Consider implementing the Marana Citizens Forum and the other ideas discussed under the summary. Citizen Engagement is essential to creating a thriving community. The following are tools used by City's to engage their citizens: MARANA AZ ittps://icma.org/success-stories/new-approach-energizes-citizens- in-marana-arizona MRSC Local Government Success http://mrsc.org/Home/Explore-Topics/Governance/Citizen- Participation-and-Engagement/Communication-and-Citizen-Participation-Techniques.aspx click here to sign up, get involved and https://www.speakupaustin.org/ A sset B ased ommunity evelopment https://www.nurturedevelopment.org/asset-based-community development/ 5 I Page | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,6 | CityCouncil | 2020-07-25 | 6 | "Help is on the way" BridgeGroup LLC Management Consultants Review a Systems Approach to Planning COVID-19 Recovery Workshop Summary: The Mayor and Council liked the Healthy Community model and discussed how it might be used in COVID-19 recovery and linked to the budget and their priorities. Consultant Recommendations: Consider linking the Health Community Model to the Mayor and Council agenda development process. Recovery from COVID-19 for communities will be a complicated. What can Alameda potentially use to guide the city through its COVID -19 recovery efforts? The Arizona Town Hall will be using the Elements of Health Community Model to work with communities over the next year on building plans for COVID-19 recovery. The model was developed by the Vitalyst Health Foundation http://vitalysthealth.org/ in Arizona. The Arizona Town Hall will use the model as a checklist for communities to take a more comprehensive approach to COVID-19 recovery. TRANSPORTATION ACCESS STA OPTIONS TO CARE SOCIAL HEALTH AFFORDABLE QUALITY JUSTICE HOUSING HALE RESILIENCY SOCIAL/CULTURA ELEMENTS OF A COMMUNITY COHESION SAFETY HEALTHY COMMUNITY PARKS AND ECONOMIC RECREATION OPPORTUNITY COMMUNITY EDUCATIONAL DESIGN OPPORTUNITY FOOD ENVIRONMENTAL ACCESS QUALITY The following link provides more information on the Healthy Community model. https://www.dropbox.com/s/1h43alxerfmhfx5/Healthy-Communities-and-social-determinants- final.pdf?dl=0 During the workshop the Mayor and Council can discuss if this model may or may not be useful to use as a guide for the city as it recovers from COVID-19. 4 I Page | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,8 | CityCouncil | 2020-07-25 | 8 | "Help is on the way" BridgeGroup LLC Management Consultants Review and Discuss Tools for Supporting Mayor and Council Effectiveness Workshop Summary: The Mayor and Council discussed each component of the Governance Relations System (GRS) and how it may help them work more effectively with each other and the City Manager. Consultant Recommendations: Consider hiring a consultant to assist the Mayor and Council and City Manager in developing the (GRS). This section of the workshop will introduce two tools for improving Mayor and Council effectiveness. The Governance Relations "Governing boards have been known in one System (GRS) is designed to provide a system form or another for centuries. Yet throughout for establishing expectations for the Mayor those many years there has been a baffling and Council and City Manager. GRS will be failure to develop a coherent or universally applicable understanding of just what a board introduced using an example from the City of is for." Goodyear, Arizona. If it's determined at the Workshop that the GRS would be beneficial to Carver's Policy Governance Model in the City, the Mayor and Council can develop it Nonprofit Organizations at a future Workshop. The second tool, The Policy Model can be discussed and developed at the Workshop if it has value for the City to use in the future. Governance Relations System (Example Only) Obridgegroupllc The role of a Governing Board is often difficult to define. It is this lack of clarity within the roles of the Governing Board that results in a disconnect between the Governing Board and the Chief Executive. Ideally, the role of an elected Public Board is to set policy. The implementation of that policy and responsibility for the day-to-day operations of the organization reside with the Chief Executive or City Manager. What's missing? The answer is: established expectations that the Board has for the Executive or Manager. The Governance Relations System (GRS) is designed to create a bridge between the Elected Board's expectations of their Chie… | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,19 | CityCouncil | 2020-07-25 | 19 | "Help is on the way" BridgeGroup LLC Management Consultants Senge Chart The Senge Chart is an excellent tool the rate the impact of the proposed policy or project and gauge its difficulty to accomplish. The goal is to focus on projects or policies that are rated 1 or 2. PROJECT IS EASY TO PROJECT IS DIFFICULT ACCOMPLISH TO ACCOMPLISH HIGH IMPACT ON City 1 2 LOW IMPACT ON City 3 4 Focus Area Charts The Focus Area Charts will be used during the Workshop to develop project and policy initiatives for FY 2021. The Charts will be built on the Focus Areas developed in the Mayor and Council December, 2019 Workshop. The Charts will include the following: Focus Areas- The strategic priorities for the City Project/Policy- The proposed project or policy To Improve- Reference To Improve list of areas the policy or project will improve Senge Chart Rating- Rating assigned during facilitation to the policy or project. 17 I P a g e | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,22 | CityCouncil | 2020-07-25 | 22 | "Help is on the way" BridgeGroup LLC Management Consultants Strategic Operating Policy Workshop Summary: The Mayor and Council discussed how the Strategic Operating Policy would work and its benefits for Alameda. Consultant Recommendations: The Strategic Operating Policy should be considered for adoption by the Mayor and Council after any changes recommended by staff. How can a Strategic Operating Policy help the City of Alameda focus? Implementing key city priorities takes discipline and collaboration between the Mayor and City Council, City Manager and Staff. The City of Alameda will use its annual Priorities and Work Plan to: 1. Develop the operating budget. 2. Consider projects from the Climate Action and Resiliency Plan (CARP). General Plan, Economic Development Plan and other approved Mayor and Council plans 3. Develop new projects and assign them to specific departments for execution. What specific steps will Alameda take every year to focus its strategic efforts? 1. The Priorities and Work Plan will be updated annually during the budget process. 2. Mayor and City Council and City Manager are committed to making sure that staff has the time and resources to complete the projects in the plan. 3. If new project(s) are added to the work plan after it is approved during the fiscal year, the Mayor and Council will work with the City Manager to determine what project(s) currently in the plan need to be reprioritized and moved to a future fiscal year. CITI Y OF TFRKA 20 I P a g e | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,4 | CityCouncil | 2020-07-25 | 4 | "Help is on the way" BridgeGroup LLC Management Consultants TABLE OF CONTENTS Obridgegroupllo Content Page Mayor and Council Workshop 3-4 Summary Overview Review a Systems Approach to 4 Planning COVID-19 Recovery Review Innovations for Citizen 5 Engagement Review and Discuss Tools for 6-14 Supporting Mayor and Council Effectiveness Develop Project and Policy Priorities 14-19 for FY 2021 Strategic Operating Policy 20 PLAN ACT CONTINUOUS IMPROVEMENT DHO CHECK 2 I P ag e | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,14 | CityCouncil | 2020-07-25 | 14 | "Help is on the way" BridgeGroup LLC Management Consultants The Expectations of Customer Service/Civic Engagement Expectation Description Timely responses Staff will strive to provide timely responses to citizens that are easily understood. Civic engagement Opportunities to increase citizen engagement with the City on a social and formal basis will be a priority. Educate citizens on services Staff will continuously develop strategies and systems to educate citizens on the services and processes of local government. Accurate information Staff will ensure information provided to citizens is accurate and written for clarity Links Carver Policy Governance Model in Nonprofits: http://www.carvergovernance.com/pg-np.htm Mike Letcher ICMA Public Management Magazine article on Caver Policy Governance Model: https://icma.org/sites/default/files/2818 Commentary%20- %20The%20Undiscovered%20Country%20- %20A%2ONew%20Path%20for%20Local%20Government%20Management.pd Policy Model©bridgegroupllc The following is the link to the complete article on the Policy Model https://www.dropbox.com/s/fehk8nggdn73icf/Policy%20Model%20Article.pdf?dl=0.Themodel will be discussed at the Workshop for its applicability to Alameda. The specific content or wording in the model can be adjusted to requirements of the City. Workshop Summary: The Mayor and Council liked the Policy Model and discussed ways to link it to the agenda development process. Consultant Recommendations: The Policy Model should be considered for adoption by the Mayor and Council after any changes recommended by staff. 12 I Page | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,13 | CityCouncil | 2020-07-25 | 13 | "Help is on the way" BridgeGroup LLC Management Consultants The Expectations of the Governing Board Expectation Description Value members' opinions. You can disagree with each other but provide the space for each member of the City Council to express their opinion. Do your homework. Before the meeting, read information sent by staff to be informed and prepared for discussion. If a meeting is missed, become informed of the decisions made or the information shared. No surprises at meeting for staff. If possible, contact staff prior to the meeting when you have a critical question that requires research. Disagree with the vote, but do You can disagree with a vote and express your viewpoint not undermine the will of the on why you did not support an item but understand that Council. the Council has voted for the item and you are responsible, as a Council Member, for its successful implementation. Practice civility. As the elected representatives we will strive to be a model for our community and the region on how an elected body should work together for the public good. Support the strategic plan. City Council Members will support and require a Strategic Plan for the City. No public criticism of staff at No Council Member will criticize City staff at a public meetings. meeting. They can discuss their concerns with the City Manager privately. No operational interference. City Council Members will not direct the work of staff. If they have issues or questions related to operations, they will be directed to the City Manager or Designee. Focus on outcomes not positions. Before taking a position review the outcomes, potential benefits/results and relationship to the Strategic Plan of a policy or issue first. 11 I P a g e | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,10 | CityCouncil | 2020-07-25 | 10 | "Help is on the way" BridgeGroup LLC Management Consultants The Expectations of the Organization Expectation Description Maintain an Integrated Strategic The integrated strategic management system will allow Planning System that is linked to for strategic projects that require funding to be the annual budget, strategic considered during the annual budget process. Current projects, employee evaluations and new strategic projects and performance measures and performance measures. will also be reviewed and approved at this time. Strive to be an "open book" "Open Book" means that all critical, not confidential, organization for its employees. operational and financial information concerning the City will be shared and available to employees. Executive Team is committed to Employee development and involvement is a high priority the developing and empowering for the Executive Team. employees. Continuously improve technology Continuous technology improvements are essential for for internal and external services. the City to meet and exceed the expectations of its customers. Strive to be a regional model for Commitment for the City Council and City Manager to Board Governance. work collaboratively on continuously improving their Governance Relations. Continuously improve internal Continuous internal process improvement is essential for processes and procedures. efficiency and effectiveness of the City. Be good stewards of the public's Ensure processes, procedures and practices are in place money and trust. to meet this commitment Focus on developing a learning Commitment to provide training for employees to ensure organization. that the City continues to have talented and well-trained employees providing leadership and operational response readiness. Recognize internal stakeholders Internal stakeholders should be treated equitably and are customers too with respect, as these stakeholder's service timelines often are dependent upon the work of internal service providers. Innovation Employees are empowered to consider uniq… | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,11 | CityCouncil | 2020-07-25 | 11 | "Help is on the way" BridgeGroup LLC Management Consultants The Performance Expectations of the City Manager Expectation Description Implementing strategic plan Annual evaluation will include progress on these projects. projects. Assist the City Council with their Ensure that information is detailed, reliable and policy- making role. explained in a thorough manner. Include alternatives and recommendations. Any written information provided Information shared with one City Council Member must to one City Council Member will be be sent to all members. provided to all members. Plan ahead, anticipate needs and Seek input to ensure future plans are achievable and recognize potential problems. proactively communicate possible shortcomings to Ensuring attention to detail to collaborate with the Board when necessary. avoid error or things "slipping through the cracks". Implement City Council's policy Ensures that key information is shared with the Council regarding expenditures through the and that the Council's intent is followed. use of standard financial management procedures. Budget recommendations will Ensures that the City Council understands the basis for provide rationale and alternatives budget requests and how decisions were made in the for Council consideration. Projects final recommendations. will be integrated into the budget using the strategic plan. Respect the decisions of the City Implement Council's policies by accurately interpreting Council. direction given by the Council, carrying out their directives as a whole and supporting the actions of the Council after a decision has been made. Practice "collaborative leadership". Strive to ensure that your leadership is inclusive and not exclusive. Involve citizens, employees and other stakeholders and partners where appropriate. Ensure positive and supportive Create and foster an environment that values employees physical and emotional working and their contributions. Support an environment that conditions assists employees in being successful in the position… | CityCouncil/2020-07-25.pdf |
CityCouncil/2020-07-25.pdf,9 | CityCouncil | 2020-07-25 | 9 | "Help is on the way" BridgeGroup LLC Management Consultants operations of the organization. The GRS also sets expectations for the Board to support the success of the Chief Executive. The GRS includes FOUR areas: 1. Expectations of the Organization 2. Performance Expectation of the Chief Executive 3. Expectations of the Elected Board 4. Expectations of Customer Service/Civic Engagement 5. Expectations for Role of the Mayor (This section could be added to Alameda) These areas provide general guidelines for how the organization will be managed, the expected conduct of the Board, the manner in which services will be provided and opportunities for engagement with citizens. The key to making the GRS work is the partnership/collaboration between the Elected Board and Chief Executive to set clear expectations on how the organization will operate. The GRS can be viewed as a series of interconnected gears that drive the organization and its management and leadership priorities. The GRS is designed to improve the relationship between the Governing Board and Chief Executive and their collective effectiveness. The expectations set benchmarks for annually evaluating the efforts of the Board and the Chief Executive. The expectations can be amended and adjusted over time to keep them relevant to the municipality. The bar is set high with these expectations, but the journey in the search for governance excellence is never easy. Each step forward or times when these expectations are not met, are all part of trying to be the best governed municipality for the organization's citizens and employees. 7 I P age | CityCouncil/2020-07-25.pdf |
PlanningBoard/2007-06-25.pdf,3 | PlanningBoard | 2007-06-25 | 3 | "Hydrology and Water Quality: contaminated storm water runoffs can have a potentially significant impact due to the potential for petroleum product spills and other debris. The applicant is to prepare and implement a Storm Water Pollution Prevention Plan. "Fact: To date there has been no formal study of air quality regarding asbestos, carbon monoxide and gas emissions along the Otis Drive corridor, as well as soil erosion with stormwater runoffs impacting water quality, particularly that of the lagoon opposite of the proposed fuel station. (The lagoon opposite of the Towne Center is already 400% over the upper limit for expected fecal coliform.) "Fact: There was critical facilities (two respite care homes and a hospital) that will be affected by environmental conditions involving air and water quality. "Fact: Alameda is approaching the tipping point of endangering its natural and healthy environment at its south shore for trying to recoup revenue leakages. "Is this best planning practice for a town in such a fragile environment?' 8. CONSENT CALENDAR: 8-A. Use Permit UP07-0010; Minor Design Review MDR 07-0058; Parking In-lieu Fees - Applicant: Gary Parker - 2437 Lincoln (ZS). The applicant is requesting a Use Permit and Design Review approval to establish a dental office and laboratory on the ground floor of an existing building; reconfigure the parking lot to increase the number of parking spaces from seven to thirteen; and pay parking in-lieu fees for five parking spaces. The property is located within a C-C- T (Community Commercial Theater Combining) zoning district. Board member Cunningham moved to adopt Planning Board Resolution No. PB-07-23 to approve a Use Permit and Design Review approval to establish a dental office and laboratory on the ground floor of an existing building; reconfigure the parking lot to increase the number of parking spaces from seven to thirteen; and pay parking in-lieu fees for five parking spaces. Board member Ezzy Ashcraft seconded the motion, with the following voice vote - 6 Absen… | PlanningBoard/2007-06-25.pdf |
PlanningBoard/2006-09-11.pdf,3 | PlanningBoard | 2006-09-11 | 3 | "President Lynch noted that the noticing practices were regulated by the State, and that the City may want to consider extending often extended the noticing parameters." He suggested that he leave his contact information with City staff to be including in the noticing. He recommended that he bring the videotapes to City staff as well. 7. CONSENT CALENDAR: 7-A. Applicant requests a Final Development Plan and Major Design Review to allow five new buildings totaling approximately 100,795 square feet in floor area with a total of 268 parking spaces to be constructed on a 7.7 acre site (CL). The site is located at 1900 - 1980 North Loop Road within the Harbor Bay Business Park in the C-M-PD, Commercial Manufacturing, Planned Development Zoning District. Applicant: SRM Associates (FDP06- 0003 and DR06-0071). M/S Kohlstrand/Member McNamara and unanimous to continue Item 7-A to September 25, 2006. AYES - 5 (Cook, Mariani absent); NOES - 0; ABSTAIN - 0 7-B. Applicant requests a Final Development Plan and Major Design Review to allow a one- story building of approximately 36,899 square feet in floor area with 69 parking spaces to be constructed on a 4.1 acre site (CL). The site is located at 2275 Harbor Bay Parkway within the Harbor Bay Business Park in the C-M-PD, Commercial Manufacturing, Planned Development Zoning District. Applicant: Harbor Bay Acquisition LLC (FDP06-0002 and DR06-0062) M/S Kohlstrand/Member McNamara and unanimous to continue Item 7-B to September 25, 2006. AYES - 5 (Cook, Mariani absent); NOES - 0; ABSTAIN - 0 7-C. DR06-0027 and V06-0006 - Applicant: Fargo Farnesi Inc. - 2427 Clement Ave. (DG). The applicant requests Design Review approval to construct a new two-story commercial cabinet shop with a penthouse apartment on the third floor, to be used as a caretaker's unit, and a free-standing single-story wood frame structure to be used as an administrative office for the cabinet shop. The project will provide four full-size parking spaces and one ADA compliant parking space. The applicant proposes to p… | PlanningBoard/2006-09-11.pdf |
RecreationandParkCommission/2008-06-12.pdf,2 | RecreationandParkCommission | 2008-06-12 | 2 | "That ARPD staff write a letter to the Police Department and ask for assistance in the parks on the weekends. The Commission would like to have APD check permits and make sure there is no alcohol is being consumed in the parks." 4. WRITTEN COMMUNICATIONS 5. NEW BUSINESS A. Review and Discussion of Lincoln Park Field Renovation Plans - (Information Item) PM McDonald reviewed with the Commission the Lincoln Park Field Renovation Plans. The plans call for new irrigation, new turf, and the ball field will remain in the same location, dirt area will be leveled where another field used to be in the southeast corner, and some regrading will be done. Commissioner Restagno asked if there will be a grass infield. PM McDonald stated there is an alternate bid for a grass infield. Having a grass infield may be a good idea because the infield mix is getting very expensive and it needs to be trucked in, etc. Also some of the homes are very close to the field, and as much as everyone tries to water the field the dust still ends up on the homes. It would not eliminate all the dirt problems, but would help alleviate the dust problem. Commissioner Cooper asked how the field is used. PM McDonald stated that it is strictly used for hardball play. The only issue is if there are enough funds to do a grass infield. Commissioner Kahuanui asked how the project will be funded. PM McDonald stated that funds for the project will come from the General Fund. Commissioner Sonneman asked for clarification regarding the Rittler Park renovation being put on hold. PM McDonald stated that the Rittler Park Field Renovation was recently put out to bid and is scheduled to begin on July 7, 2008. Commissioner Cooper stated that he thought the City was going to start the Harrison Center first. PM McDonald stated that the building renovation was postponed at a Council Meeting and Council moved the field renovation up. PM McDonald also stated that the City has received notice from EBMUD about water rationing and it is impossible to keep up a new turf with t… | RecreationandParkCommission/2008-06-12.pdf |
RecreationandParkCommission/2005-02-10.pdf,4 | RecreationandParkCommission | 2005-02-10 | 4 | "That the per player fee be tabled until alternatives are reviewed. " Approved (5): Ingram, Kahuanui, Johnson, Oliver, Reeves M/S/C REEVES/KAHUANUI (Approved) That the 2005 fee increases listed below is approved: BASKETBALL Adult $610.00 Resident Team Fee $660.00 Non-Resident Team Fee SOFTBALL Adult $620.00 Resident Team Fee $670.00 Non-Resident Team Fee FLAG FOOTBALL Adult $598.00 Resident Team Fee $615.00 Non-Resident Team Fee SWIM LESSONS $ 5.00 each 1/2 hr. lesson - Resident ($50 for two-week session) $ 6.00 each 1/2 hr. Lesson - Non-Resident ($60 for two-week session) SWIM TEAMS USE FEE Hourly Rate: $5/hr./youth & adult (currently) $11/hr./youth (beginning January 2006) $12/hr./adult (beginning January 2006) $12/hr./youth (beginning January 2006) $13/hr. adult (beginning January 2006) TENNIS Adult Group Lessons $ 11/hour Junior Group Lessons $ 11/hour Private Lessons $ 42/hour YOUTH Day Camp $120/week - Hidden Cove $135/week - Trails End $ 60/week - Hidden Cove Extended Care $ 50/week - Trails End Extended Care Preschool $ 4/hour YOUTH SPORTS Fall, Winter, Spring 4 Recreation & Park Commission Mtg. Minutes Thursday, February 10, 2005 Dedicated to Excellence, Committed to Service | RecreationandParkCommission/2005-02-10.pdf |
RecreationandParkCommission/2007-03-08.pdf,4 | RecreationandParkCommission | 2007-03-08 | 4 | "That the request from Alameda Girls Softball to install a storage container in Krusi Park be approved." (Storage container will go where an existing container exists at this time. This is next to field number three down the first baseline.) 7. REPORTS FROM RECREATION COMMISSION AND RECREATION AND PARK DIRECTOR A. Park Division See March 6, 2007 Activity Report. B. Recreation Division See March 6, 2007 Activity Report. C. Mastick Senior Center See March 6, 2007 Activity Report. D. Other Reports and Announcments - Status Report on Transportation Master Plan Committee (Commissioner Johnson) No report at this time. 8. ORAL COMMUNICATIONS, GENERAL Commissioner Johnson stated that she would like to recommend some improvements to the small dog park in Washington Park. Recommendations are possibly planting a tree to provide shade to patrons using the facility, possibly mowing along the fence to allow owners of dogs to exercise around the perimeter of the park while their dogs are using it, and fixing the ADA entrance into the small dog park and making it level. Director Lillard suggested trying to procure donations to have an arbor put in, like the one in the center of Mastick Senior Center. Manager McDonald stated that there are parachute type shades that cover a good size picnic area that cost approximately $15,000. Director Lillard stated that staff will look at the grading of the dirt at the entrance to the site. 9. ITEMS FOR NEXT AGENDA 10. SET DAY FOR NEXT MEETING April 12, 2007 11. ADJOURNMENT - -4 - Recreation & Park Commission Mtg Minutes - Thursday, March 8, 2007 | RecreationandParkCommission/2007-03-08.pdf |
TransportationCommission/2007-04-25.pdf,7 | TransportationCommission | 2007-04-25 | 7 | "The City of Alameda has put a great deal of effort into making pedestrian crossings as safe as possible. Do not take a step backwards! "Although there are ramps located at the supercrosswalk at Otis, there are unrecognized ADA problems with putting a bus at Lum School. The only reason to place a bus stop on Otis at Willow and Grand is to attract riders. There are no cross streets in this area. North of Otis are one-block dead-end cul de sacs with low-density, single-family houses. South of Otis are four blocks of housing: two blocks of single family, and two blocks of medium-density apartments and condos. The bulk of the potential riders reside south of Otis. To get to Otis from the south, there are two routes: One is Ivy Walk, which leads directly to Otis. The other is Snowberry Walk which leads you into the back of Lum School, then along a driveway through the Lum School grounds to Sandcreek Way, approximately one block distance, then along Sandcreek Way for one block to Otis. "ADA Problem #1: When school is not in session, there is a chain attached with a padlock across the driveway through Lum School. I can step over the chain, but a handicapped person cannot. You will have to tell the principal at Lum School to stop using the chain. Whatever the reason the chain serves will be eliminated. I do not know, but I suspect the chain reduces the likelihood of vandalism, as this driveway leads past the office entrance, which is not visible from the street or from the residences in the area. Also, as this parking lot is not visible from the street, and school is only in session during the day, and then only 185 days out of a 365 day year, the same reasons for closing the gates to the parking lot at Crown Beach at sunset would be in play for limiting access to this parking lot. "ADA Problem #2: There is no ADA ramp to get up only the sidewalk on Sandcreek Way. My wife is disabled; we went to vote at Lum School last election. We used the supercrosswalk, but when we got to the area near the school office where the voti… | TransportationCommission/2007-04-25.pdf |
RecreationandParkCommission/2021-01-14.pdf,9 | RecreationandParkCommission | 2021-01-14 | 9 | "The Missing Link" of Alameda Shoreline Park On Harbor Bay the San Francisco Bay Trail is incorporated into the Shoreline Park Shoreline Park . includes both grassy areas and paths for both pedestrians and bicyclists to safely access the views and fresh air. Hundreds of residents and Harbor Bay Business Park workers walk and bike these paths. During the pandemic use has greatly increased, which is vital to physical and mental health. This photo shows a wide section of the Shoreline Park concrete path that ends abruptly, narrowing into a ragged, asphalt path. | RecreationandParkCommission/2021-01-14.pdf |
PlanningBoard/2007-10-22.pdf,7 | PlanningBoard | 2007-10-22 | 7 | "big box" store. The Zoning Code would be further amended to require that the use permit be amended for a large format retail store, in addition to the standard use permit conditions. In that case, the key issues could be addressed in terms of its design, operations and the issue of sale leakage. He noted that this was a new presentation, and that there had not been any community feedback at this point. The public hearing was opened. Ms. Karen Bay noted that she was speaking as an Alameda resident, and was looking forward to the workshop, which she believed was very timely. She supported amending the Zoning Code to define and address large format retail stores, and supported the requirement of a use permit for all large format retail store. She believed the City's retail policy needed some updating because so much had changed since 2004. She believed that the City had more clarity and understanding about the retail development process since then. She had reviewed the DDA as it related to the Alameda Landing project as approved, and believed that the City had approved a lifestyle center, not a hybrid center, and believed the wording should be changed to reflect that. She suggested that the term "lifestyle center" be defined. The public hearing was closed for Board discussion. Mr. Thomas requested the Planning Board's thoughts on the definition, as well as the idea of requiring a conditional use permit. He noted that there were many people who would be interested in looking at a prohibition on stores over a certain size. He noted that the issues of stopping sales leakage and historic buildings were of concern to the community; he noted that the Del Monte building had been a centerpiece of that debate. Mr. Thomas noted that care should be taken in the definitions and prohibitions, and added that there were many in the community who would like a "big box" prohibition. He noted that it would not be possible to write a zoning ordinance that prohibited a particular retailer, and that naming certain retailers as acceptab… | PlanningBoard/2007-10-22.pdf |
SocialServiceHumanRelationsBoard/2015-03-26.pdf,5 | SocialServiceHumanRelationsBoard | 2015-03-26 | 5 | "essay" questions. Staff has secured a booth at the Earth Day Celebration at Washington Park on April 25, and will order new SSHRB banners for this and other events. Staff also shared that renting space at the Park Street Spring festival would be very costly, and that Rob Ratto, PSBA Executive Director is trying to arrange for free or low-cost space at the event. Member Sorensen announced that he will be able to provide free space at the Jam at Neptune Beach on June 21st and 22nd Members will be needed to staff the booths, and sign-up sheets for all three events were circulated. Member Sorensen suggested that the Board might also distribute the survey at the Chamber event on April 10. The committee will continue to work on the survey and SSHRB brochure, and will report back at the April meeting. The City has offered to provide City of Alameda shopping bags to all who fill out the survey, but there may be other costs for printing and other materials for the event. A Motion was made to authorize the committee to spend an amount not to exceed $400 for materials. M/S Williams / Villareal Unanimous Staff shared how much each agency would receive if the $6,753 were to be distributed proportionally to the four applicants. 3.-E UPDATE ON SSHRB HOMELESS COUNT PRESENTATION TO COUNCIL ON APRIL 7 Discussion and Action item with a suggested time limit of 20 minutes. President Biggs reported that he had collected photos from the homeless Count conducted in September 2014, and that he was preparing a PowerPoint presentation to accompany his report to the Council. He will present his report at the May 5th meeting. This is the same meeting that the Council will hear Public Comment and vote on the FY 15-16 CBDG funding. Board members are encouraged to attend. 4. BOARD/STAFF COMMUNICATIONS, NON-AGENDA Member Villareal requested that co-sponsorship and the consideration of providing funds for the 6th annual Alameda Harvey Milk Day celebration be placed on the April agenda. 5. ORAL COMMUNICATIONS- NONE 6. ADJOURNMENT The meeting was … | SocialServiceHumanRelationsBoard/2015-03-26.pdf |
CityCouncil/2021-09-07.pdf,8 | CityCouncil | 2021-09-07 | 8 | "must encourage status quo;" the matter is critical and gives the OGC process effectiveness and power; he does not agree with the use of the term "should;" expressed concern about the five year penalty; stated that he does not think the situation in government has been so troubling for someone to muck up the gears of the government process; he is not convinced of imposing such a drastic penalty; it is the right of the people to attend OGC and Council meetings; he does not think Council should be so heavy handed in the penalty; the penalty is not fair or democratic. Mayor Ezzy Ashcraft stated the matter may return to the OGC. Councilmember Daysog stated that he has concerns over the Null and Void provision; the OGC does not have the power to declare matters Null and Void; when the OGC challenges a Council decision, the decisions must be put in abeyance. Vice Mayor Vella expressed support for the recommendations; stated there have been several lively conversations with the OGC; the ordinance has been in place for over one decade; a number of things may need to be changed going forward; the OGC and Sunshine Ordinance came about from large-scale community conversation; there have been proposals and differences in opinion on what may or may not be within the confines of the City Charter; if constituents are interested in seeing certain things change, proposals to take action through amending the Charter or other alternatives can occur via robust community conversation; it is a good time to make changes; a tremendous amount of effort has been put forth in the proposed language before Council; she is prepared to support the matter; expressed support for all members of the OGC through the years; stated a substantial amount of time has been put into the matter; an ordinance has been put forth which will ensure the City is as open and transparent as possible; she would like to encourage Council, the OGC, staff and the community to have a larger discussion on the meaning of open government. On the call for the question, the… | CityCouncil/2021-09-07.pdf |
CityCouncil/2018-11-27.pdf,13 | CityCouncil | 2018-11-27 | 13 | "primarily" in "primarily used to host." Councilmember Ezzy Ashcraft inquired why the Council would not treat the definition of youth center the same for Alameda Recreation and Park Department (ARPD) recreation centers and a martial arts studio on Webster Street. The Assistant City Attorney responded there is more clarity surrounding the definition of parks than a martial arts studio. Councilmember Ezzy Ashcraft inquired if ARPD requested their centers be left out of the definition, to which the Assistant City Attorney responded in the negative. Councilmember Ezzy Ashcraft inquired if ARPD's protection would be removed by teaching martial arts, to which the Assistant City Attorney responded in the negative. Councilmember Oddie inquired if staff modified the State definition of youth center to include ARPD centers, to which the Assistant City Attorney responded in the affirmative. Councilmember Oddie inquired if Council could eliminate youth center as a sensitive use and keep the ARPD centers. The Assistant City Attorney responded doing so is an option; stated the City would want to ensure certain federal enforcement priorities are effectuated. Councilmember Oddie stated the definition could instead read: "a youth center is a facility determined by the ARPD to be a recreation center". Mayor Spencer inquired what the State's recommendation is regarding distance from schools, to which the Economic Development Manager responded the State's recommendation is at 600 feet. Mayor Spencer inquired what is the City's proposed distance, to which the Economic Development Manager responded 1000 feet. Vice Mayor Vella inquired whether having the language read: "a facility exclusively used to host recreational or social activities for minors" would apply to ARPD, to which the Assistant City Attorney responded in the affirmative. Councilmember Ezzy Ashcraft stated almost all recreation facilities, park events and classes are offered to minors and adults; inquired if the criteria is a facility exclusively used by youth. The Assis… | CityCouncil/2018-11-27.pdf |
CityCouncil/2021-11-30.pdf,23 | CityCouncil | 2021-11-30 | 23 | "streamline and expedite permits for businesses" on page 27; the process is an ongoing issue for businesses; people of color and women are not included under the list in Section LU-11 on page 27; the Section needs to include people of color and women; the list should be alphabetically; people of color are a historically marginalized population; she is saddened to see the exclusions; the "partnerships" should be listed alphabetically; photos included throughout the General Plan are mostly white people;, she is saddened to see the images. Mayor Ezzy Ashcraft stated that she does not disagree with Councilmember Herrera Spencer regarding Section LU-11; she does not think the list was meant to be inclusive or exclusive; the Section states: "interventions that break down barriers to employment pre-historically marginalized populations such as: youth, seniors, people with disabilities. stated that she would have added unhoused individuals to the list; the term "such as" expands the definition; she would like to ensure the recommendations provided by Councilmember Knox White would not hamper the Recreation and Parks Department's ability to pursue outside funding; since Council has not yet approved the project, the actions listed in the General Plan seem to be jumping ahead. The Recreation and Parks Director stated that she does not think adding the term "support" would hamper either being lead agency or partner on a grant; the term change still shows the importance to the City; adding the term is fine. Mayor Ezzy Ashcraft inquired whether removing the actions causes any difficulty. The Recreation and Parks Director stated that she has come to the discussion late and would like time to read the details and provide an accurate answer. Mayor Ezzy Ashcraft stated the recommendations provided should be considered to have staff look at all the potential ramifications and implications; staff should report back to Council. The Planning, Building and Transportation Director stated staff can report back to Council; the list helps … | CityCouncil/2021-11-30.pdf |
PlanningBoard/2017-06-12.pdf,2 | PlanningBoard | 2017-06-12 | 2 | #2006012091) in 2006. An Environmental Assessment for the Proposed Master Plan Amendment has been prepared. Staff Member Thomas gave a presentation The staff report and attachments can be found at: https://alameda.legistar.com/LegislationDetail.aspx?ID=3066059&GUID=783D43D9- ABD6-4E81-B2EC-7E52AF26CCE2&FullText=1 Sean Whiskeman, Catellus, gave a presentation detailing their new master plan application. Leslie and Alan Cameron, Bay Ship and Yacht, said they are excited to partner with Catellus and expand Alameda's working waterfront. Board Member Curtis asked about the change in the staff report from 300 to 600 units. Staff Member Thomas said that the original plan for all of Alameda Landing included 300 units. He said the 600 number includes the 287 nearly completed units at the current phase of Alameda Landing. Board Member Zuppan asked about the size of the park space. Staff Member Thomas said it would be 4.5 acres, including 100 feet from the water along the full length of the residential. Board Member Burton asked how the plan to keep the two warehouses would affect plans to reinforce the shoreline infrastructure. Mr. Whiskeman explained that the Bay Ship portion would have to be repaired if they ever redeveloped their site. Board Member Mitchell opened the public hearing. Brent Aboudara expressed concern about construction and warehouse truck traffic and parking. He said he is glad the hotel is gone from the plan and is sad to see the reduction in park acreage. Nick Ellis said he supports the plan and efforts to develop a blue collar incubator. Diana Maiden Aiken said she looks forward to enjoying the estuary access. She said we need a diversity of homes. Tony Daysog said we should keep the focus on creating jobs. He said Catellus has benefitted from their overall project and we need to conduct a full EIR to evaluate the change in traffic impacts caused by new housing. Approved Minutes Page 2 of 10 June 12, 2017 Planning Board Meeting | PlanningBoard/2017-06-12.pdf |
PlanningBoard/2011-10-10.pdf,11 | PlanningBoard | 2011-10-10 | 11 | #22- This Conditional Use Permit PLN08-0479, as amended on October 10, 2011 will be reviewed by the Alameda Planning Board in six months from the date of these conditions of approval, as modified and upon the receipt of a verifiable complaint which cannot be resolved by the Community Development Director on an administrative level. [See amended resolution attached.] Motion made to approve the conditions of approval as amended above by Board member Kohlstrand, seconded by Board member Burton. Approved 5-0. 9-B Use Permit Annual Review - PLN09-0184 - Applicant - Chengben Wang for Encinal Terminals - An annual review for compliance with conditions for use of the property located at 1523 Entrance Road/Buena Vista Avenue commonly referred to as "Encinal Terminals". Andrew Thomas, Planning Services gave an overview of the Use Permit. He reported that over the last 18 months there has been some progress on the Master Plan although all three properties are currently in receivership. It is doubtful that there will be any progress on the project until the financial issues get resolved. He reported that the City has received calls inquiring about the properties by potential developers. The City needs to make sure that there is a viable Master Plan in place for who ever develop the sites, which works given the economic times. Board member Zuppan asked if any of the calls regarding the property referenced the Master Plan documents. Mr. Thomas stated that all of the calls have inquired as to what the City is willing to consider on the sites. He also stated that the Chipman site has been zoned for residential and the tentative map was approved, although it has since expired. President Ezzy-Ashcraft asked what protection the City has against someone purchasing the property in foreclosure and developing it as they wish. Farimah Faiz, Assistant City Attorney, responded that the property is zoned MX and any potential developer would need to get a Master Plan approved by the City prior to any development of the sites. Mr. Thomas sta… | PlanningBoard/2011-10-10.pdf |
LibraryBoard/2011-10-12.pdf,1 | LibraryBoard | 2011-10-12 | 1 | $ Minutes of the ALAMEDA FREE LIBRARY BOARD MEETING WEDNESDAY, October 12, 2011 The regular meeting of the Alameda Free Library Board was called to order at 6:03 p.m. ROLL CALL Present: Suzanne Whyte, Board Member Michael Hartigan, Board Member Gail Wetzork, Board Member Staff: Jane Chisaki, Library Director Christina Baines, Recording Secretary Absent: Catherine Atkin President Nancy Lewis Vice President CONSENT CALENDAR An asterisk indicates items so accepted or approved on the Consent Calendar A. *Report from the Library Director Highlighting Activities for the Month of September 2011. B. *Draft Minutes of the Regular Library Board Meeting of September 14, 2011. C. *Library Services Reports for the Month of August 2011. D. *Financial Report Reflecting FY 10 Expenditures by Fund for September 2011. E. *Bills for Ratification for the Month of September 2011. Board Member Hartigan expressed concern with the decline in checkouts across the board at Main, WEB, and BFI on the August Service Report. Director Chisaki indicated some rebalancing of the collection is in the process and with the upgrade of the computer system, the number of floating collections will be increased and this may improve these numbers. There being no further comments, Board Member Whyte, seconded by Board Member Wetzork moved approval of the minutes as presented. The motion was carried by a 3-0 vote. | LibraryBoard/2011-10-12.pdf |
LibraryBoard/2010-09-08.pdf,1 | LibraryBoard | 2010-09-08 | 1 | $ TERILA ORATEO Minutes of the ALAMEDA FREE LIBRARY BOARD MEETING September 8, 2010 The regular meeting of the Alameda Free Library Board was called to order at 6:01 p.m. ROLL CALL Present: Mike Hartigan, President Suzanne Whyte, Vice President Catherine Atkin, Board Member Gail Wetzork, Board Member Absent: None Staff: Jane Chisaki, Library Director Marsha Merrick, Recording Secretary CONSENT CALENDAR An asterisk indicates items so accepted or approved on the Consent Calendar. A. *Report from the Library Director Highlighting Activities for the Months of August and September 2010. Accepted. B. *Draft Minutes of the Regular Library Board Meeting of July 14, 2010. Approved. C. *Library Services Reports for the Months of June and July 2010. Accepted. D. *Financial Reports Reflecting FY10 Expenditures by Fund for July and August 2010. Accepted. E. *Bills for Ratification for the Months of July and August 2010. Approved. President Hartigan asked why there were no budget dollars in the individual line items; the Finance Department has not dropped them in yet. Hartigan then asked why the payroll dollars looked so out-of- whack from one month to the next, almost tripling these expenditures from July to August. Staff will talk with Finance to see what happened and report back at the next meeting. Vice President Whyte asked how the book machine was doing. Director Chisaki said it had been having some issues which the company in Germany fixed, and testing continues. The Library does not yet have the software that will alert us if the machine is down, but that is coming. Board Member Atkin proclaimed the End of Summer Reading Ceremony a great success, and thanked Vice President Whyte for her eloquent remarks. President Hartigan said this is the first time in 8-9 years that he has missed it. | LibraryBoard/2010-09-08.pdf |
GolfCommission/2007-02-11.pdf,3 | GolfCommission | 2007-02-11 | 3 | $1 $1 $0 $0 Juniors Non-Resident* $8 $10 $8 $2 $0 CART FEES: Current Recommended Change Single Rider (Non-Shared Cart) $14 $15 $1 Senior M-F per player $11 $13 $2 Late Twilight $9 $10 $1 Mif $8 MONTHLY PASSES: Current Surcharge Recommended Surcharge Change Res. Sr. (M-Th + Fri (JC only) $85 $0 $100 $0 8.1.5 Resident (M-Th + Fri (JC only) $100 $0 $115 $0 $15 Non-Res. (M-Th + Fri (JC only) $130 $3 $195 $0 $65 TOURNAMENTS: Current Recommended Green Fees Cart Req Merch EF/JC Cart Req Merch* Mon Thurs $30 no $6 $50/$48 yes $5 Mon Thurs (Senior) $30 no $6 $38/$36 yes $0 Friday $35 yes $6 $52/$50 yes $5 Weekends and Holidays $35 yes $6 $60/$56 yes $5 Mif 9-HOLE COURSE RATES: Current Recommended Change Regular Weekday $9 $10 $1 Driving Current Recommended Change Regular Weekend $11 $12 $1 Range Senior Weekday $7 $8 $1 Small $0 $3 $3 Replay Rate $7 $7 $0 Medium $4 $5 $1 Junior Resident $1 $1 $0 Large I $6 $7 $1 Junior Non-Resident $4 $5 $1 X-Large $8 $9 $1 Practice Area: $5 w/ small bucket *EF Mon-Fri after 12:00: Weekends & Holidays after twilight only ** Can be waived Chuck Corica Golf Complex Page 3 Revised format only 3/5/07 Golf Commission Minutes | GolfCommission/2007-02-11.pdf |
CityCouncil/2011-05-19.pdf,2 | CityCouncil | 2011-05-19 | 2 | $1,091,000; Encinal: $1,433,000]. Councilmember deHaan inquired whether the County has identified items that need to be fixed, to which Mr. Shemwell responded the County has not come out and identified items to be repaired; stated the County could come out at any time and direct that any outstanding compliance issues have to be repaired. Councilmember deHaan inquired whether the School District bond measure included any operational or capital funding for pools, to which Mr. Shemwell responded in the negative. Councilmember deHaan stated liability has been discussed; inquired whether both parties are comfortable regarding liability issues, to which Mr. Shemwell responded in the affirmative around the particular drain issues. Following School Board discussion, Councilmember Tam questioned whether slide 3 amounts on operation and maintenance for both swim centers show payments are closer to a 50-50 split, rather than the agreed upon 60-40 split. Mr. Shemwell responded the agreement expired in 2000; stated the pools have been operating on a handshake agreement to continue the 60-40 split; the School District has taken on utility costs and has been billed for 60% of the City expenses. Councilmember Tam inquired whether the District has paid 47% and the City has paid 53% since the Agreement expired, to which Mr. Shemwell responded in the negative; stated the School District took on the utilities and has been billed for operational costs in the last two or three years. The Recreation and Park Director stated the 60-40 split was occurring for both operations and utilities until two years ago when the District staff could not determine whether the meters were separate and agreed to discontinue billing the City for utilities until the matter could be resolved. In response to Councilmember deHaan's inquiry regarding the division of use from 3:00 p.m. to 10:00 p.m., the Recreation and Park Director stated figures are based on the total hours of operations; during the summer, pools are used from 6:00 a.m. to 10:00 p.m.; use i… | CityCouncil/2011-05-19.pdf |
CityCouncil/2017-10-03.pdf,5 | CityCouncil | 2017-10-03 | 5 | $124,310." Adopted. (*17-582) Ordinance No. 3190, "Approving an Amended and Restated Lease and Authorizing the City Manager to Execute Documents Necessary to Implement the Terms of an Amended and Restated Lease Agreement with Mr. Hi Chi Chen and Mrs. Lena Muy Chiv, a Married Couple, DBA Hometown Donuts, for 1930 Main Street." Finally passed. (*17-583) Ordinance No. 3191, "Approving a Grant of Non-Exclusive Easement and Authorizing the City Manager to Execute Documents Necessary to Implement the Terms of Grant of Non-Exclusive Easement to Alameda Boys & Girls Club and Alameda Unified School District for Access and Maintenance." Finally passed. (*17-584) Ordinance No. 3192, "Approving a Purchase and Sale Agreement of Building 40, Located at 800 West Tower Avenue at Alameda Point, with Bladium, Inc, a California Corporation.' Finally passed. (17-585) Ordinance No. 3193, "Amending the Alameda Municipal Code Section 4-4 (Disposable Food Service Ware) to Prohibit Certain Single-Use Plastics such as Straws and Clarifying Compostable Food Service Ware Requirements.' Finally passed. Mayor Spencer stated that she left the last meeting on Council business before the ordinance was introduced; thanked Council for supporting the ordinance. Expressed support for the ordinance; stated CASA will work with the restaurant community to transition to compostable take-out packaging: Ruth Abbe, CASA. Mayor Spencer stated letters were received from Edison Elementary School students in support of the green efforts. Councilmember Oddie thanked Mayor Spencer for bringing the referral forward; stated Thursday at 6:30 p.m. there will be a CASA workshop for updating the City's Local Action Plan for climate protection. Mayor Spencer thanked staff for their work. Councilmember Matarrese moved final passage of the ordinance. Councilmember Ezzy Ashcraft seconded the motion, which carried by unanimous voice vote - 5. REGULAR AGENDA ITEMS (17-586) Presentation of Certificates of Appreciation to the Mayor's Fourth of July Parade Committee Members, F… | CityCouncil/2017-10-03.pdf |
RecreationandParkCommission/2016-11-10.pdf,4 | RecreationandParkCommission | 2016-11-10 | 4 | $20,000.00 to support parks and health and wellness programs. The Bike for the Parks was also successful with 531 riders and positive comments from participants. Alameda Rotary gave a lot of support along with ARPD staff who were the backbone of the event. There were 5 major sponsors that stepped up and donated to cover the costs and $20,000 was secured from the event. C. Recreation and Parks Director Report Parks: Ball Field Renovation at Krusi Park, fence repair and pruning completed over at Tillman, fence repaired for access at Sweeney Park, two additional Memorial Benches were installed at Franklin and Shoreline Parks. Recreation: Mayor's Tree Lighting will take place on December 3 at City Hall, sign-ups for Breakfast with Santa is on December 10 and Santa Home Visits are underway, TGIF and Non School Day Programs coming up for the Holiday week, Bike for the Parks was extremely successful. A big shout out to the Gene Oh who was the driving force behind the event, the committee and Friends of the Park Foundation for raising over $20,000.00 for funding that will go to the Park programs. Women's Softball league has begun on Friday nights at lower Washington. Mastick Senior Center: Mastick's annual Halloween dance was held in the social hall on October 27th at 1:00 PM with an attendance of 92 Mastick members which was the highest in the past three years. Teens Teaching Technology is a very popular joint program held by Mastick Senior Center and the Underground Teen Center where middle school and high school students help seniors with questions they have about their electronic devices. The Ukulele Jam and Sing-Along was another popular class with 20 members participating. Heavenly Hair at 50 was held by Brandon Stanford and his staff at Compliments Salon who gave demonstration and tips on how to care for aging hair. The workshop was successful with an attendance of 40 people and a waitlist of 20. Projects: There will be a public meeting at Woodstock Center on December 1st at 6:00 PM to review the three design conc… | RecreationandParkCommission/2016-11-10.pdf |
CityCouncil/2016-10-04.pdf,14 | CityCouncil | 2016-10-04 | 14 | $200,000 and Capital Improvement Projects Fund Budget by $100,000. Introduced. The Community Development Director gave a Power Point presentation. Vice Mayor Matarrese inquired if the Public Art Commission (PAC) made the recommendations to appropriate $100,000 to Jean Sweeny Public Art and use part of the $100,000 for maintenance. The Community Development Director responded in the negative; stated the Council is the body that appropriates funds; the Public Art Ordinance states that maintenance of public art is an eligible expense of the public art fund. Councilmember Daysog inquired whether the PAC makes recommendations to the Planning Board. The Community Development Director responded the PAC expressed interest in the ordinance being drafted to create a mandatory requirement that money be paid into the art fund; because of the zoning ordinance, the City cannot dictate how a developer decides to use the funds; developers have to be given the choice between paying into the fund or providing art onsite. Councilmember Daysog inquired if the PAC had input, to which the Community Development Director responded in the affirmative. Councilmember Daysog inquired whether there discussion on how to capture cultural art. The Community Development Director responded cultural art should be free and open to the public; the criteria could be added to the Request for Proposal (RFP) process. Councilmember Daysog suggested codes could be implemented for people to look up and see cultural event that happened years ago. Councilmember Oddie inquired if the Council adopted a Master Plan for Jean Sweeny Park, to which the Community Development Director responded in the affirmative. Councilmember Oddie inquired if there was a public art component in the Master Plan, to which the Community Development Director responded in the affirmative. Councilmember Oddie inquired if the estimated cost of the public art component was $100,000. The Community Development Director responded the $100,000 is a way to jump start the public art design and… | CityCouncil/2016-10-04.pdf |
CityCouncil/2006-02-07.pdf,12 | CityCouncil | 2006-02-07 | 12 | $200,000 or $35,000; the resolution is correct in stating that the matter should be brought to the CIC at the earliest convenience if the estimated costs exceeds $35,0000. The General Counsel stated the policy was adopted by the Council on September 6; noted Page 2, Item #3 states "Comply with the Community Improvement Commission Policy regarding Procedures for Hiring of Special Legal Counsel. Chair Johnson stated that the policy and resolution state two different things ARRA may have the same inconsistency the intent was that matters be brought to the CIC if estimated outside counsel legal fees are more than $35,000. Commissioner deHaan stated the Commission would approve the resolution. Commissioner Gilmore and Chair Johnson concurred with Commissioner deHaan. Commissioner Matarrese stated the ground rule should be that the matter comes to the appropriate governing body if the estimate is over $35,000 but General Counsel can spend up to $35,000 per matter to initiate the process. Chair Johnson stated that bullet point 1 [General Counsel is authorized by CIC to spend up to $35,000 per matter from appropriate project budget without prior CIC approval] should be omitted; the correction should be made to the ARRA policy also. Commissioner deHaan moved adoption of the resolution and approval of the policy with modification to omit bullet point 1 [General Counsel is authorized by CIC to spend up to $35,000 per matter from appropriated project budget without prior CIC approval]. Commissioner Matarrese seconded the motion, which carried by unanimous voice vote - 5. AGENDA ITEM (06-057CC/06-003CIC) Recommendation to accept Quarterly Financial Report and approve mid-year budget adjustments, including General Fund reserve policy and infrastructure review. The Finance Director gave a brief presentation. The Public Works Director gave a brief update on the December 6, Special Joint Meeting Alameda City Council and 2 Community Improvement Commission February 7, 2006 | CityCouncil/2006-02-07.pdf |
CityCouncil/2011-06-28.pdf,2 | CityCouncil | 2011-06-28 | 2 | $230,000." Adopted. Councilmember Tam requested an explanation for the urgency to purchase a replacement disk storage solution. The Information Technology Manager stated systems have been running on servers and the EMC Storage Area Network system for a number of years; storage has been depleted because of email growth and graphics; email is 90% full; messages cannot be retrieved when a server is out of disc space; disk space has not been increased over the last six years. Councilmember Tam stated the staff report notes that the current system does not have the ability to recover lost information if the system crashes. The Information Technology Manager stated system backups are stored on unreliable legacy magnetic tapes; multiple tapes are needed as disk space continues to grow; space is not available to hold all of the data. Mayor Gilmore stated storage space is cheap; inquired why the Replacement Disk Storage Solution is so expensive. The Information Technology Manager responded the Storage Area Network allows everyone to share data and provides fault tolerance. Councilmember Johnson inquired whether the proposed storage platform is the best price. The Information Technology Manager responded four proposals were submitted; stated Compellent, Dell's midrange system, is the fastest growing vendor in the industry; price is not the only issue; technology is important; Compellent provides options and provides more disk space for the money; Compellent uses 60% disk drive versus other vendors using 50%. Councilmember deHaan inquired what type of on-going support would be needed. The Information Technology Manager responded the vendor would provide a three-year warranty; stated training would be provided to allow staff management of many features. Councilmember deHaan inquired whether a support contract would be needed, to which the Information Technology Manager responded definitely. Vice Mayor Bonta inquired how long the City's needs would be met with the proposed solution. Special Joint Meeting Alameda City Council,… | CityCouncil/2011-06-28.pdf |
CityCouncil/2021-07-20.pdf,23 | CityCouncil | 2021-07-20 | 23 | $28 million is likely not the correct amount to allocate; the analysis of the sale will drive the funding amounts; $20 million is too high for the project; dedicating so much of the ARPA funds toward one project is not going to fly; ; the project's proximity to amenities makes the Marina Village Inn an asset; Council should not miss the opportunity; expressed concern about groundwater; stated groundwater is something that cuts across the City; expressed support for taking advantage of the storm water system. Vice Mayor Vella expressed support for spending ARPA funding as needed based off assessments for the Marina Village Inn; stated the project is a good use of funds; equity is about helping those who need the most; there will be times when significant amounts of resources will be used in order to have an impact on those who need help; Council can do something positive with the project; Council has addressed issues related to budget shortages; further cuts should not be made to services; expressed support for ensuring the budget is being taken care of; expressed concern about additional budget cuts; stated that she would like to find a way to maximize the use of ARPA funds for housing needs; questioned other ways to maximize and assist with housing needs; stated matters are being discussed at the State level, including UBI; there will be multiple layers of assistance coming to families and those in need; Council can make the greatest impact using ARPA funds for housing. Mayor Ezzy Ashcraft stated Council should think big; ARPA funds have been described as a once in a lifetime opportunity; outlined the staff report; stated that she agrees with using ARPA funds to purchase the Marina Village Inn; however, not using $20 million; different funding sourcs will be incorporated; in addition to federal funding, there will be money coming in from the State and County which can be used towards operating costs; outlined a meeting with Alameda Justice Alliance, Transform Alameda and Alameda Renters Coalition; expressed supp… | CityCouncil/2021-07-20.pdf |
GolfCommission/2010-01-21.pdf,6 | GolfCommission | 2010-01-21 | 6 | $300 which totals $2,475. Chair Sullwold asked Matt Wisely to convey to management to make sure employees are having juniors sign the NCGA form for proper reimbursement. 4-C Update on Golf Complex Finances Chair Sullwold stated that the financial report had not been received from the City. Bob Sullwold stated that the Fry and Clark courses were down in rounds and revenue. For the first six months of the fiscal rounds are down about 11%, revenue is down roughly $60,000 or 4.5%. The financial performance is worse this year than last year. 4-D Consideration of Memorial Bench Program for the Golf Complex Matt Wisely and John Vest have researched concrete benches, and according to Dale Lillard, the benches that are used at the parks run about $500 or $600. That is the price just for the bench, not for the plaque. Chair Sullwold asked if they could get some pictures of the iron wood benches. 5 ORAL REPORTS 5-A Golf Shop and Driving Range activities report by John Vest None 5-B Golf Complex Maintenance activities report by Matt Wisely Matt Wisely stated that we received over 5 inches of rain since Saturday. Four trees were lost, two gigantic eucalyptus trees on number one North alongside the pond on the right hand side, one behind number one green on the Mif, and one leaning on the driving range on the Mif. He is trying to get on ETA on the second pump that was removed back in September. There is widespread flooding on the course and they are trying to get the course back open for the weekend. There is a 50% chance of rain tomorrow. All the sloughs are backed up and the water is above the rocks on number five on the North in the fairway. The two trees that fell on number one North is because the slough between eighteen and one is now passed the cart path. There may be no carts allowed this weekend. They are constantly moving water and cleaning debris. The bridge between 15 North and the maintenance yard is under water. The course was closed today due to possible winds resulting in risks of trees falling. As of January 1… | GolfCommission/2010-01-21.pdf |
SocialServiceHumanRelationsBoard/2016-03-24.pdf,2 | SocialServiceHumanRelationsBoard | 2016-03-24 | 2 | $33,556 (ECHO/TL)). The Public Services funds available for distribution total $147,812. He added that, since the Board will not be considering the HFH application and BFWC's application for rental assistance, and because the remaining five agencies are requesting a total of $ 129,136, the Board can fully fund the five remaining agencies, and still have an additional $18,676 to allocate. President Biggs then introduced the first speaker. Kate Rosenbaum, Development Associate for Legal Assistance for Seniors (LAS) Ms. Rosenbaum thanked the city for their level of support, adding that, without it, they would not be able to offer the level of service they currently provide. They enjoy being a part of the Alameda community, especially their relationship with Mastick Senior Center. She added that their Executive Director has initiated discussion with AHA staff, Claudia Young, regarding a future housing project. She concluded saying that she is available to answer any questions the Board might have. Patricia Bidar, Director of Development and Communications, Building Futures with Women and Children (BFWC) Ms. Bidar began her presentation by thanking the City of Alameda for its on-going support of BFWC, and that it makes a tremendous difference in their clients lives. She went on to speak to the withdrawal of their application for rental assistance, stating that BFWC staff will continues to provide tenant-based rental assistance, and will be inviting the families on Central Ave., who are being displaced, to a housing workshop. She added that the challenge of identifying affordable units in which to place their clients is one of the reasons they withdrew their application. Ms. Bidar then made a request that the additional CDBG Public Service funds available be added to the BFWC grant, and that their scope of work be expanded to include the provision of emergency housing services. In conclusion, she shared that the change in how Emergency Solutions Grants State funding for emergency shelters is now allocated, has resulted… | SocialServiceHumanRelationsBoard/2016-03-24.pdf |
GolfCommission/2011-04-20.pdf,4 | GolfCommission | 2011-04-20 | 4 | $470,000. The net available cash balance at the end of March is down to $217,000. Fortunately, Acting City Manager Lisa Goldman announced that the $300,000 loan from the Enterprise Fund to ARRA will be repaid before the end of the fiscal year. She also announced that PILOT and surcharge will be eliminated in fiscal year 2011-12, and that the Cost Allocation amount will be reevaluated. 6. ORAL COMMUNICATIONS, NON-AGENDA (Public Comment) None 7. OLD BUSINESS None 8. WRITTEN COMMUNICATIONS Included in the Commission packet was a memorandum to the Finance Department showing a surcharge payment for March 2011 of $4,000. The year-to-date total to the General Fund is $67,488 for FY 2010/2011. 9. ITEMS FOR NEXT MEETING'S AGENDA Status Report on Long Term Lease, Mif Albright Negotiations, and proposal for Golf Complex reconfiguration by Ron Cowan and Harbor Bay Isle Associates, including Golf Commission recommendations, if any Update on Golf Complex Finances 10. ANNOUNCEMENTS/ADJOURNMENT The meeting was adjourned at 7:18 p.m. The agenda for the meeting was posted 72 hours in advance in accordance with the Brown Act. 4 Golf Commission Minutes -Wednesday, April 20, 2011 | GolfCommission/2011-04-20.pdf |
CityCouncil/2008-05-20.pdf,9 | CityCouncil | 2008-05-20 | 9 | $504,334 including contingencies, to Redgwick Construction for Fernside Boulevard bike path and street improvements, San Jose Avenue to north of Otis Drive, No. P.W. 03-08-10. Accepted. ( *08-219) Recommendation to set a Public Hearing for delinquent integrated Waste Management charges for June 17, 2008. Accepted. (08-220) Resolution No. 14210, "Approving an Amendment to Memorandum of Understanding between the Management and Confidential Employees Association and the City of Alameda for the Period Commencing January 1, 2005 and Ending December 20, 2008. " Adopted. The Human Resources Director gave a brief presentation. Mayor Johnson stated Council is very happy that the Management and Confidential Employees Association (MCEA) consented to enter into an agreement to extend the existing Memorandum of Understanding for one year; requested that the Building Official advise who is in MCEA; stated MCEA came forward before negotiations started. The Building Official stated MCEA consists of approximately 130 membersi the MCEA is fully aware of the City's revenue issues and thought that it was important to make the offer to the City; 80% of the membership was in favor of the recommendation. Mayor Johnson requested that the Building Official pass on Council's appreciation. The Building Official stated that he would be happy to do so. Councilmember Gilmore moved adoption of the resolution. Councilmember Matarrese seconded the motion, which carried by unanimous voice vote - 5. (*08-221) Resolution No. 14211, "Intention to Levy an Annual Assessment on the Alameda Business Improvement Area of the City of Alameda for Fiscal Year 2008-2009 and Set a Public Hearing for June 3, 2008. " Adopted. ( *08-222 - ) Ordinance No. 2981, "Amending the Alameda Municipal Code by Amending Chapter XIII (Building and Housing) by Creating a Civic Green Building Ordinance. Finally passed. REGULAR AGENDA ITEM (08-223 - ) Resolution No. 14212, "Implementing the National Incident Management System (NIMS) as the Official Regulatory Guidance for Regula… | CityCouncil/2008-05-20.pdf |
CityCouncil/2010-06-01.pdf,16 | CityCouncil | 2010-06-01 | 16 | $593 per square foot for a 2500 square foot house ends up with a house priced at $1,347,000; EPS started with the all residential bucket at $582,000, as opposed to the single family bucket at $666,000, which ends up with a price of $1,462,000 for a 2500 square foot single family house using the EPS methodology; EPS estimates that the average premiums at Alameda Point to be 1% of sale price; the SunCal estimate is 6.4%; explained the basis for SunCal's estimate; stated SunCal disagrees with the 1%; regarding absorption, SunCal is not opposed to changing to the City and EPS's recommendation; if the City wants to take a slower absorption, it is fine with SunCal; for single family construction costs, SunCal estimates $115 versus EPS's estimate of $130; explained the basis for SunCal's estimate; further stated another area that has been discussed is what should be anticipated as the real growth in home prices over time; SunCall's pro forma includes 2% starting in 2012; ESP recommends 1.4%; both sides have gone back and forth over the analysis; long term construction cost trends range from -0.7% to 0.5%; SunCal included a 0% real price growth; all of SunCal's prices are increased by CPI throughout the term of the project; there have been some clear mistakes in the EPS methodology as to price; EPS's premium analysis is simple; SunCal has done a lot more research on direct construction costs; regarding SunCal's Albuquerque, New Mexico project with D.E. Shaw being put into bankruptcy, it is fair to say any large real estate player, particularly in residential, has struggled in the past several years; assets have gone through a devaluation; SunCal and its partners have been severely hurt; in the Albuquerque example, $180 million in D.E. Shaw and SunCal's combined equity is in danger of being lost, which is an unfortunate circumstance that is part of the price and risk of working in development; the good news is D.E. Shaw continues to invest along side of SunCal and to express faith that SunCal will go forward, as evidenced… | CityCouncil/2010-06-01.pdf |
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