1995-03-15 ARRA PacketII.
AGENDA
of Special Meeting o the Governing Body of the Alameda Reuse and Redevelopment Authority
Alameda High Little Theater
(Corner of Central Avenue and Walnut Streets)
Alameda,
Wednesday, March 15, 1995
5:30 p.m.
IF YOU WISH TO ADDRESS THE AUTHORITY:
1) Please file aspeaker's slip with the Secretary, and upon
recognition by the Chair, approach the rostrum and state your
name. Speakers are limited to three (3) minutes per item.
2) Lengthy testimony should be submitted in writing and only a
f summary o pertinent points presented verbally.
3) Applause, signs or demonstrations are prohibited during Authority
meetings.
ROLL CALL
AGENDA ITEMS
from the Interim Executive Director Recommending End Transportation Business
A. Report fr
CA Cluster at Interim Reuse o (AS) Alameda and Authorization for the Interim Executive t ve
Cluster at Naval Air Station (N AS) to Negotiate Director of the Alameda Reuse and Redevelopment se Rates, Terms, Conditions in the
the U.S. Navy and CAL,START Concerning
Event CALSTART Receives its Federal Grant Monies.
III. Off'
COMMUNICATIONS, NON - AGENDA (PUBLIC COMMENT)
matter over which the Governing
(Any person may address the Governing Body is gn dance, a that is not on the agenda.)
Body has jurisdiction or of which it may
IV.
COMMUNICATIONS FROM GOVERNING BODY
V. ADJOURNMENT
N=
Sign language e interpreters will be available on request. lea a se contact to eq ee 1
*
Brydon, ARRA Secretary, at 263 -2870 at least 72 hours before
an interpreter. those using wheelchairs) is
* Accessible seating for persons with disabilities (including
available.
Minutes of the meeting are available in enlarged print.
* Audio Tapes of the meeting are available upon request.
* * * **
MINUTES OF THE
JOINT WORK SESSION
OF THE
ALAMEDA CITY COUNCIL
AND THE
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY
Wednesday, February 1, 1995
5:30 p.m.
The meeting convened at 5:37 p.m. with Chair Mayor Ralph Appezzato presiding.
I. ROLL CALL: Present: Mayor Ralph Appezzato, City of Alameda; Councilman
"Lil" Arnerich, City of Alameda; Mayor Ellen Corbett, City of
San Leandro, Councilmember Albert DeWitt, City of Alameda;
Wilma Chan, Alameda County Board of Supervisors, District 3;
Councilmember Karin Lucas, City of Alameda; Vice -Mayor
Charles Mannix, City of Alameda; Vice -Chair Sandre Swanson,
District Director, 9th Congressional District; Alternate Roberta
Brooks, Senior Staff Member, 9th Congressional District; Ex-
officio Member Lee Perez, Chair, Base Reuse Advisory Group;
Absent: Ex- officio Member, Gail Greely, Alameda Unified School
District; Councilmember Dezie Woods- Jones, City of Oakland.
(Vice -Chair Swanson arrived at 6:05 p.m.)
II. JOINT WORK SESSION BETWEEN ALAMEDA CITY COUNCIL AND ALAMEDA
REUSE AND REDEVELOPMENT AUTHORITY TO HEAR ORAL REPORTS BY
THE INTERIM EXECUTIVE DIRECTOR DAVID LOUK AND THE EDAW
CONSULTANT TEAM REGARDING EXISTING CONDITIONS OF ALAMEDA
NAVAL AIR STATION.
Mr. John Petrovsky, Principal and project manager for the EDAW consultant
team gave an oral /visual presentation regarding Existing Conditions and Trends (Phase
II Report) for Alameda Naval Air Station. The presentation covered: (1) a review of
public comments and BRAG meetings /workshops; (2) a review of existing conditions and
economic trends; (3) a review of plan principals; and, 4) a review of preliminary long
range planning concepts.
The findings of the Conditions and Trends summarized major issues, opportunities
and constraints for reuse including: land use issues; intergovernmental coordination;
economic development and market feasibility; financial planning and fiscal conditions;
property transfer and leasing; housing, homeless and McKinney Act screening;
transportation issues; building conditions and marketability; waterfront facilities; utility
systems; environmental clean -up; geotechnical considerations; hydrology, air quality and
biological resources; and historic resources.
Six major land planning principals were presented including: integration of reuse
development with the surrounding community; providing for a range of alternative
transportation systems; providing for bay access; providing a system of parks, recreation
and open space and conservation systems connected and integrated with the surrounding
community; preserving and enhancing views; and preservation of the character of the
historic district.
Five major long range planning concepts were presented representing land use
concepts organized around major land use proposals including; open space and wildlife
refuge, a seaport, a major residential community, a major light industrial development,
and a mixed use community center oriented reuse scheme. Mr. Petrovsky reported that
the purpose of the concepts was to help identify the range of major uses that should be
considered in the development of alternatives. The consultant team will be returning in
two months requesting approval of a range of alternatives which will be analyzed in
detail, i.e., traffic impacts, economic impacts, environmental resource impacts,
infrastructure requirements, etc.
In summary, Mr. Petrovsky identified the major constraints for the reuse and
redevelopment process being the lack of funds needed for reuse in the very beginning of
the process when the ARRA's ability to finance improvements for reuse is the lowest.
In particular, funding will continue to be a problem given the City of Alameda's ability
to provide needed funds for reuse which are extremely limited given the state of the
City's fiscal crisis, the lack of federal funding, and the current budget climate in
Washington, D.C. Funding for reuse and redevelopment will continue to be a major
obstacle or challenge in the coming years.
Mr. Petrovsky concluded that the consultant team is on schedule and within
budget in teinus of the original work program.
The ARRA thanked Mr. Petrovsky and the Consultant team on the excellent work
that has been completed in the Phase II Conditions and Trends Report. The report was
an excellent document and gave a very thorough and complete description of the existing
conditions and trends.
III. PUBLIC COMMENT ON AGENDA ITEMS ONLY:
The following speakers expressed their opinions regarding the EDAW presentation
and traffic:
Speakers:
Gerhard W. Degemann, resident of the City of Alameda and Neal Patrick Sweeney,
resident of the City of Alameda.
IV. ADJOURNMENT:
The Joint Work Session between the Alameda City Council and the Alameda
Reuse and Redevelopment Authority was adjourned at 7:40 p.m.
Resppectfully submitted
Elizabeth Brydon
Secretary
MINUTES
OF THE
REGULAR MEETING
OF THE
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY
Wednesday, February 1, 1995
5:30 p.m.
The meeting convened at 7:45 p.m. with Chair Ralph Appezzato presiding.
I. ROLL CALL: Present: Mayor Ralph Appezzato, City of Alameda; Councilman
"Lil" Arnerich, City of Alameda; Mayor Ellen Corbett, City of
San Leandro, Councilmember Albert DeWitt, City of Alameda;
Wilma Chan, Alameda County Board of Supervisors, District 3;
Councilmember Karin Lucas, City of Alameda; Vice -Mayor
Charles Mannix, City of Alameda; Vice -Chair Sandre Swanson,
District Director, 9th Congressional District; Alternate Roberta
Brooks, Senior Staff Member, 9th Congressional District; Ex-
officio Member Lee Perez, Chair, Base Reuse Advisory Group;
Absent: Ex- officio Member, Gail Greely, Alameda Unified School
District; Councilmember Dezie Woods- Jones, City of Oakland.
(Vice -Chair Swanson arrived at 6:05 p.m.)
A. Approval of Minutes - Regular Meeting of January 4, 1995
The Secretary notes a correction in the minutes, Item I, Roll Call,
"Councilmember" Appezzato should read "Mayor" Appezzato. Councilmember
Lucas moved approval of the corrected minutes. The motion was seconded by
Councilmember DeWitt, and carried by unanimous voice vote.
II. AGENDA ITEMS:
A. Approval of a Resolution of Appreciation for the Former Chair of the Alameda
Reuse and Redevelopment Authority, E. William Withrow, Jr.
Vice -Mayor Mannix moved and Councilmember DeWitt, seconded a
motion to approve the Resolution of Appreciation. The motion was passed by a
unanimous voice vote.
After reading the Resolution of Appreciation for Mr. Withrow, several of
the Reuse Authority Members expressed their appreciation to Mr. Withrow.
III. ORAL REPORTS (taken out of order)
A. Oral Report /Presentation from the Interim Executive Director Regarding the State
Lands Issue and How It Affects Property at Alameda Naval Air Station.
Mr. Robert Height of the State Lands Commission gave a presentation on
the state lands issue and how it affects property at Alameda Naval Air Station.
II. AGENDA ITEMS
B. Designation by Authority Members of His /Her Alternate:
The following alternates were appointed: For Authority Member
Arnerich: Mr. Tony Daysog; For Authority Member DeWitt: Mr. Doug deHaan;
For Authority Member Mannix: Beverly Follrath- Johnson; For Authority
Member Appezzato: Mr. Lee Perez. Alternates for remaining Authority
Members remain the same per the updated roster.
C. Report from the City of Alameda Planning Director for the HAB and BRAG
Recommendation to Approve the Report on the Conservation of Architectural and
Historical Resources and Historical Artifacts at Naval Air Station, Alameda and
Recommendation of Postponement of a Decision on the Approach to Conservation
In Order to Coordinate the Determination with the Final Community Reuse Plan.
Speakers:
The following speakers expressed their concerns regarding the potential
loss of historical artifacts from NAS Alameda: Naomi Hatkin representing the
Historical Advisory Board; Dave Plummer representing the Historical Advisory
Board; Marilyn York representing the Historical Advisory Board; and Barbara.
Baack representing the Historical Advisory Board.
Councilmember Lucas reported that she had a petition from the National
Association of Retired Federal Employees (NARFE) Alameda Chapter 1272
requesting that the district and artifacts be preserved. She added that there are
two issues: 1) the district which includes buildings and, in agreement with staff,
is a long term project with no emergency need to act immediately; 2) historical
artifacts. She then requested that at the next ARRA meeting, the item be
agendized, a staff report be prepared as to exactly what is being done to preserve
the artifacts.
Councilmember Lucas moved that the ARRA accept the recommendation
of Item #1 of the staff report, and Item #2 of the staff report be reagendized for
the next meeting of the ARRA with staff in the interim working on the problem
of preserving the artifacts from NAS Alameda. The motion was seconded by
Councilman Arnerich, and passed by a unanimous voice vote.
2
D. Report from the Interim Executive Director Recommending Approval of the
Establishment of a Three Month Timeframe for Screening Homeless Applications
and Acknowledgement of the Alameda County Homeless Providers Base
Conversion Collaborative as the Entity that the Alameda Reuse and
Redevelopment Authority Shall Work With During the Homeless Screening Process
as Required in the Base Closure Community Redevelopment and Homeless
Assistance Act of 1994.
After a report from the Interim Executive Director Mr. Louk and
comments from speakers, Mayor Corbett moved and Roberta Brooks (Alternate
for Mr. Swanson) seconded a motion to support the recommendation of staff to
recognize the collaborative as the entity for the ARRA to work with per the Base
Closure Community Redevelopment and Homeless Assistance Act of 1994 which,
as requested by Alternate Roberta Brooks, essentially is the same group of
homeless providers the ARRA staff has worked with the past few months under
the old McKinney process. The motion was passed by a unanimous voice vote.
Speakers:
The following speakers expressed their support of the recommendation of the staff
regarding the Alameda County Homeless Providers Base Conversion
Collaborative: Alex R. McElree of the Homeless Collaborative, Elaine deColigny
of the San Leandro Shelter and Homeless Collaborate, and Mr. Tony Daysog,
resident of the City of Alameda.
E. Report from the Chair of the Base Reuse Advisory Group (BRAG) Recommending
the Alameda Reuse and Redevelopment Authority Adopt as Its Vision Statement for
the Naval Air Station (NAS) Alameda the Community Vision Statement Prepared
by the BRAG.
After a presentation by Chair Lee Perez, a motion was made by
Councilman Arnerich and seconded by Councilmember DeWitt. The motion
was passed by a unanimous voice vote.
F. Report from the Interim Executive Director Regarding Change of Meeting Date
for the July Meeting of the ARRA.
A motion was made by Vice -Mayor Mannix and seconded by Chair
Appezzato to change the July meeting date of the ARRA to Wednesday, June 28,
1995. The motion was passed by a unanimous voice vote.
III. ORAL REPORTS
B. Oral Report from the Interim Executive Director Regarding the Status of the
Recruitment of an Executive Director.
Dave Louk, Interim Executive Director, reported that the City Manager
had indicated to him that through an advertising and selection process, candidates
were narrowed down to three individuals, with negotiations arising from one of
the candidates. This candidate chose to stay in their present position and
presently the City Manager is reexamining some of the other candidates which
were not in the final selection. A report will follow at the next ARRA meeting.
3
C. Oral Report from the Interim. Executive Director Updating the Reuse Authority on
Reuse Authority Staff Activities.
Mr. Louk reported on the following items: the sewer line increase in size
from 16" to 22 "; NADEP computer distribution; closing of 1993 -94 grant, and
AEG Leasing.
D. Oral Report from the Interim Executive Director Regarding the Next Agenda for
the Alameda Reuse and Redevelopment Authority.
Mr. Louk reported that the following items would be on the next ARRA
meeting agenda: Preservation of Historical Artifacts; Update on Recruitment of
Executive Director; Update on Homeless Collaborative; and an oral report from
BRAG.
IV. ORAL COMMUNICATIONS
The Chair of the Base Reuse Advisory Group (BRAG) gave a report on current
BRAG activities..
V. COMMUNICATIONS FROM GOVERNING BODY
VI. ADJOURNMENT
The meeting was adjourned by Chair Appezzato at 8:15 p.m.
Respectfully submitted,
r//e/Y-4
Elizabeth Brydon
Secretary
4
MINUTES
OF THE
SPECIAL MEETING
OF THE
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY
Wednesday, February 1,. 1995
6:00 p.m.
L ROLL CALL: Present: Mayor Ralph Appezzato, City of Alameda; Councilman
"Lil" Arnerich, City of Alameda; Mayor Ellen Corbett, City of
San Leandro, Councilmember Albert DeWitt, City of Alameda;
Wilma Chan, Alameda County Board of Supervisors, District 3;
Councilmember Karin Lucas, City of Alameda; Vice -Mayor
Charles Mannix, City of Alameda; Vice -Chair Sandre Swanson,
District Director, 9th Congressional District; Alternate Roberta
Brooks, Senior Staff Member, 9th Congressional District; Ex-
officio Member Lee Perez, Chair, Base Reuse Advisory Group;
Absent: Ex- officio Member, Gail Greely, Alameda Unified School
District; Councilmember Dezie Woods- Jones, City of Oakland.
(Vice -Chair Swanson arrived at 6:05 p.m.)
II. AGENDA ITEMS:
A. Report (and action, if necessary) Regarding the Status of Benefits to the Staff of
the Alameda Reuse and Redevelopment Authority.
Interim Executive Director reported that the benefits for the Base
Conversion/ARRA Staff are authorized at a rate of 30% by OEA. This
authorization for 30% benefits was offered to the employees in a cafeteria style
benefits plan. Because of the closing of the OEA grant through the EBCRC for
fiscal year 1993 -94, it is necessary to resolve the issue of benefits immediately.
Per the benefits package outlined by the Personnel Department and the
calculations of benefits received, it was noted that the ARRA staff members were
not able to collect their full 30% in benefits.
Mr. Louk added that a similar resolution was reached by the employees
of the EBCRC and their fiscal agent, Alameda County, resulting in a cash pay -out
to employees of benefits not available for collection due to local practices. Mr.
Louk stated that the monies to cover the 30% benefits were available through the
OEA /ARRA approved budget, resulting in no expense to the City of Alameda.
The Personnel Director from the City of Alameda, Elizebeth Kingsley,
stated that she would like to add a different perspective on the issue. She stated
that the staff of the ARRA began to be hired in the Fall of 1993. At the time the
staff was hired, two things happened: (1) early on staff didn't want to have
benefits in the normal sense of the word because of their individual circumstances
(i.e. ,a retiree from the military having health benefits from other sources, etc.)
instead, they wanted salary to be maximized. When the City classified the
Positions. did the rermitmentc anri • .
consideration when compared to like positions in the City. (2) As the small
group of individuals (5 ARRA staff positions) are funded from two different
sources with different sets of rules, (i.e., federal government, the County of
Alameda and the City of Alameda) trying to balance all the rules created a two
headed animal: She stated that she felt now that the staff has reconsidered their
positions, and that they would like to be more on a "basic" . approach with
benefits similar and /or equal to the City. She stated that she would be willing to
do this. She added that she had not been informed of this request until late the
previous day, and recommended to the Authority that she be requested to report
back to the Authority with options or other alternatives of providing benefits to
the staff.
Chair Appezzato stated that he liked this idea, and requested Mrs.
Kingsley come back to the Authority after meeting with staff and developing
various options.
Vice -Chair Swanson stated that one of the reasons that he raised this issue
some time ago was that these programs' budgets, (i.e. the work the staff of the
EBCRC and ARRA is doing), call for 30% in a benefits package, and that he is
very concerned that people who are working in projects which have a projected
end -date receive the maximum amount of benefits. Since these funds would go
back to the federal government if unused, there is no rational reason, if it was not
inconsistent with local practice, for an employee to receive the full value of their
benefit package. It was the thing to do given the work load, and everyone has
to admit, that this small group of people are doing a tremendous amount of work.
With the EBCRC, as they ended the grant year, there were unused benefits and
as it was peiiiiissible, they cashed out, which is Option #2 on the staff Report to
the Authority; "All or a portion of the unused benefit monies could be made
available to the employee through deferred comp and /or cash payment". The
EBCRC chose a cash payment with its unused benefit funds. He stated that he
felt that there wasn't any advantage to not try and provide the full package.
Because of the closing date of the grant, Vice -Chair Swanson recommended that
for this first grant cycle, that the remaining benefit values be cashed out, and then
have the Personnel Department and the staff look at the next funding cycle to see
if there are any adjustments that need to be made for the next fiscal year. He
concluded by stating that it is appropriate for the Authority to determine what the
permanent relationship might be with the staff of the ARRA, whether it is this
solution (cash -out) or another combination of benefits for future budgets. He
stated that he felt the cash out option is the best: giving the staff at least the
opportunity to invest that money in a retirement fund; would speak to the
principle of 30% staff receiving the full benefits; and would not be any additional
cost to the program. In summary, he recommended that for the first grant
period, the Authority vote for Option #2 (cash out), and then staff and the
Personnel Department can meet to develop the most agreeable approach for the
next grant fiscal year. Mr. Louk reported that the first grant period ended
October 31, 1994, and that it was in the process of being closed so that this item
needed to be acted on immediately. He stated that there would be no expense to
the City of Alameda, and added that all benefits are provided by the grant from
the Office of Economic Adjustment.
Councilman Arnerich asked Mrs. Kingsley to verify the fact that when the
staff was hired, that several or all of them, opted to not take benefits, because of
their particular situation. Mrs. Kingsley agreed that was true. He asked
whether, as a result of that, instead of taking the benefits to pay for medical that
they were getting somewhere else, more money was added into their salary.
Mrs. Kingsley stated that salaries were higher than they might have had, had they
been hired in the same position in the City. Councilman Arnerich then stated that
he supported the recommendation that the issue be brought back to the ARRA for
further discussions.
Vice -Chair Swanson stated that there are two amounts of money for staff
members: one does not affect the other and the benefit package is the benefit
package.
Interim Executive Director Dave Louk stated that the positions for the two
employees on the bottom of the Benefit Balance Sheet do not get any paid
vacation or holidays as their salaries when hired were more than the money the
EBCRC had allocated for these positions so benefit money was used to pay the
difference in their salaries. The part of the ARRA funds which would cover
these expenses is listed on the sheet. For the staff members on the top of the
sheet, for example, himself, when hired the office had not yet been approved for
funding by the Office of Economic Adjustment, and when hired staff was being
told by the Personnel Department, "You are a temporary employee, you don't
come under City benefit packages ". He in turn negotiated a salary with Don
Parker, which was obviously approved by the City Manager and Personnel
Director. He understood that, at that time, there were no benefits. Subsequently,
when OEA granted funds to the ARRA, OEA designated the amounts that certain
positions would be funded at, and on top of that, there was a 30 % benefit
package afforded to these positions. These funds all come from the OEA grant.
In summary, he stated that OEA has authorized the 30 % benefit package (based
on the ceiling amount allowable for each position), the staff does not currently get
this total value amount, and if it is not used for benefits, it will revert back to the
Office of Economic Adjustment. He added that these positions are not permanent
full time civil service positions and there is no tenure for the ARRA staff
positions.
Personnel Director Elizebeth Kingsley stated that she felt there was an
honest misunderstanding, and that possibly the manner in which to deal with the
problem was to proceed with the suggestion made for the grant year being closed
(1993 -94), and then come up with a very clear -cut understanding for the current
fiscal year. She recommended to the Authority that the grant period currently
concluded be cleared up and paid out for the one year (Option #2), then bring
back to the Authority the proposal for the current budget.
Vice -Chair Swanson moved that the Authority accept Option #2, "All or
a portion of the unused benefit monies could be made available to the employee
through a cash payment ", for the first concluding fiscal year and for the next
fiscal year, staff and the Personnel Department negotiate how the total 30 %
benefit package will be distributed for the current fiscal year. He added that part
of the problem is growing pains as new staff transition in, and felt that this
solution was the best, so that the monies will not be sent back to the federal
government. The motion was seconded by Councilmember DeWitt and carried
by a unanimous voice vote.
Vice -Mayor Mannix stated that he hoped, that in the future, these types
of discussions occur initially with the hiring authority rather than be brought to
a public meeting.
B. Report from the Chair Requesting Authorization from the ARRA to Communicate
with the Assistant Secretary of Defense for Economic Security Requesting
Consideration of the Development of a Federal Loan Program to be Utilized for
the Implementation of the NAS Alameda Final Community Reuse Plan.
After a report by Chair Appezzato regarding the Mayor's Conference in
Washington, D.C. and the idea presented to the President regarding federal loan
programs for base closures, he requested that the title of the action be amended
to read "communicate with the President of the United States" rather than
"communicate with the Assistant Secretary of Defense for Economic Security ".
A motion was made by Mayor Corbett to accept the recommendation to
communicate with the President in the form of a letter to be written by staff,
Mayor Appezzato and Mayor Corbett. The motion was seconded by
Councilmember DeWitt and carried by a unanimous voice vote.
III. ORAL COMMUNICATIONS, NON - AGENDA (PUBLIC COMMENT)
(Any person may address the Governing Body in regard to any matter over which the
Governing Body has jurisdiction or of which it may take cognizance, that is not on the
agenda.)
There were no speakers for this item.
IV. COMMUNICATIONS FROM GOVERNING BODY:
There were no communications from the Governing Body.
V. ADJOURNMENT:
The meeting was adjourned at 8:45 p.m.
Respectfully submitted,
Elizabeth Brydon
Secretary
4
Alameda Reuse and Redevelopment Authority
Inter - Office Memorandum
DATE: March 9, 1995
TO: Honorable Members of the
Alameda Reuse and Redevelopment Authority
FROM: David J. Louk
Interim Executive Director
SUBJ: Report from the Interim Executive Director Recommending Endorsement of the
CALSTART Interim Reuse Proposal to Develop an Advance Transportation
Business Cluster at Naval Air Station (NAS) Alameda and Authorization for the
Interim Executive Director of the Alameda Reuse and Redevelopment Authority
(ARRA) to Negotiate with the U.S. Navy and CALSTART Concerning Lease
Rates, Terms, and Conditions in the Event CALSTART Receives its Federal Grant
Monies
Background:
CALSTART submitted their proposal/business plan to the ARRA staff on February 23,
1995. This proposal is based on the use of facilities at NAS Alameda on anticipated lease rates.
CALSTART's proposal /business plan has been through the BRAG process and received a
favorable recommendation.
Discussion/Analysis:
CALSTART is interested in using Building 20 for its proposed advanced transportation
cluster. They have stated that they need approximately 65,000 square feet of floor space
including office space. This building must be made available to CALSTART by May 15, 1995,
in order for them to meet their production goals.
CALSTART has applied for federal grants in order to start its incubator called Project
Hatchery North (PHN). PHN expects to provide direct employment for over 400 people by the
end of 1996. Many NADEP personnel are qualified to compete for these jobs.
Financial Impact/Budget Consideration:
Negotiation with CALSTART on the use of facilities at NAS Alameda will have no
impact on existing Alameda Reuse and Redevelopment Authority funding.
Honorable Members of the
Alameda Reuse and Redevelopment Authority
Recommendation:
March 9, 1995
Page 2
Staff recommends that the Alameda Reuse and Redevelopment Authority endorse the
proposal by CALSTART to develop an advanced business cluster at NAS Alameda.
Additionally, staff recommends that the Alameda Reuse and Redevelopment Authority authorize
its Interim Executive Director to negotiate with the U.S. Navy and CALSTART regarding lease
rates, terms and conditions of a master lease and sublease, respectively, for CALSTART to
occupy Building 20 at NAS Alameda.
DJL /erb
Respectfully submitted,
avid J. Louk
Interim Executive Director
Attachment: CALSTART Proposal
THE CALSTART ADVANCED TRANSPORTATION CLUSTER
February 21, 1995
CALSTART proposes the development of an advanced transportation business
cluster at the Alameda Naval Air Station (NAS). This cluster would not only help
re- employ the air station's employees, it would help position the East Bay as a key
manufacturing center for this emerging global industry.
With air pollution and congestion problems mounting worldwide, there is an ever
increasing need for cleaner, more efficient forms of transportation than the gasoline-
powered internal combustion engine vehicle. Given the expected production of one
million electric and natural gas vehicles in the year 2000, there is tremendous
economic benefit to be derived from being a significant early player in this industry.
For example, if California firms were to capture a third of the electric vehicle
component market by the year 2000, it would generate over 50,000 jobs, and $2
billion in wages.
California firms are also well positioned to benefit from the anticipated growth in the
intelligent transportation systems market segment. Much of the knowledge and
technology required for the development of these systems which can reduce traffic
congestion and enhance driver safety, resides in the universities, national
laboratories, and businesses of the San Francisco Bay Area. Many analysts estimate
the intelligent transportation systems industry will generate $2 -5 billion a year in
revenues by the early part of the next century.
CALSTART sees a tremendous opportunity to develop a cluster of advanced
transportation businesses at the NAS. With $12 million in federal funds, to be
matched by a greater amount in private sector funds, CALSTART proposes to
establish the following at the NAS over the next 24 months:
• Advanced Transportation Business Incubator (3 -6 months)
• Electric Vehicle Chassis Manufacturing Facility (3 -6 months)
• Clean Fuel Vehicle Assembly Plant (12 -18 months)
• Advanced Transportation Technology Assistance Center (6 -9 months)
• Electric Vehicle Maintenance and Service Center (4 -8 months)
• Targeted R &D /Cluster Development Fund (0 -3 months)
The federal funds would be matched by a greater amount of private, state, and local
funds. This project would not require an on -going federal subsidy. The cluster
would be self - financing. If federal funds are not forthcoming, it's conceivable that
portions of the cluster could be implemented. However, without federal funding,
the pace of the cluster's development will be slowed and the certainty of job
creation will be diminished. Under such a scenario, it's highly unlikely that a
significant number of jobs would be created by the time base workers are forced to
seek new opportunities.
The following is a budget summary of the cluster on a project by project basis.
Project Description
Federal Funds
Matching Funds
$50,000
Project Hatchery North (Bus. Incubator)
$150,000
Project Hatchery Mach. & Equip. Shop
$1,500,000
0
EV Chassis Agile Manufacturing
$3,000,000
$4,000,000
$4,500,000
$6,000,000
Clean Fuel Vehicle Production
Advanced Trans. Tech. Asst. Center
$1,000,000
$2,100,000
$150,000
$3,150,000
Cluster Development Fund
Cluster Planning Grant
$250,000
0
Totals
$12,000,000
$13,850,000
For the initial phase (0 -3 months), CALSTART requests the use of one 65,000 s.f.
building. The primary tenant of this building would be Project Hatchery,
CALSTART's Northern California advanced transportation business incubator.
However, during the start-up period, all of the activities proposed above, except for
the Clean Fuel Vehicle Assembly Plant, would be located in this building. The
vehicle assembly plant is a longer term (12 -18 months) and larger project that will
require a separate building. CALSTART requests that the incubator facility be
leased at a nominal annual rate. To meet the production goals of two of the initial
incubator tenants, this building must be made available for operations by May 15,
1995. Delays could result in the loss of these two promising business opportunities.
CALSTART is a statewide, non -profit organization, seeking to develop a globally
competitive advanced transportation as a way of creating jobs and improving air
quality. In its 2.5 years of operations, CALSTART has launched approximately $60
million in technology development and business enhancement programs. The state's
private sector has provided nearly 60 percent of the funding for these programs.
CALSTART presently manages a business incubator and a targeted research and
development fund. CALSTART senior management officials have been in
discussion with a number of firms who have expressed a substantive interest in
participating in the development of this cluster.
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CALSTART is a non -profit organization, representing over 120 different California
firms, dedicated to creating jobs and improving air quality by building an advanced
transportation industry in California. As a public- private partnership, CALSTART
is promoting the technologies, products, and policies necessary for the widespread
utilization of clean fuel vehicles and intelligent transportation systems. Working
with such firms as Hughes Aircraft, Lockheed, and FMC, CALSTART is
recognized by the California Congressional delegation as one of the nation's premier
defense industry diversification organizations.
CALSTART is a statewide collaborative effort, involving a tremendous diversity of
organizations, seeking to turn some of the state's greatest liabilities, namely air
pollution and unemployment, into its greatest assets. (A list of the CALSTART
Board of Directors is provided on the following page). With mobile sources
representing over two - thirds of the state's air pollution, there is clearly a need for
cleaner and more advanced forms of transportation than gasoline - powered internal
combustion engine vehicles. With base closures and the downsizing of the defense
industry, there is a sizable and employable population of California residents with
the skills and attributes available to manufacture the vehicles of the future.
CALSTART has a proven track record in the advanced transportation industry.
CALSTART presently manages over $60 million in advanced transportation
programs. Though approximately 60 percent of CALSTART's programs have been
funded by the private sector, CALSTART has received $20 million in funds from
the Department of Defense (ARPA), the Federal Transit Administration, the
Department of Commerce, the California Energy Commission, and several other
state and local agencies. (For more information please see the 1993 Action Report
attached to the proposal).
To address the state's air pollution problems, the California Air Resources Board
(CARB) implemented an aggressive plan requiring the sale of zero and ultra -low
emission vehicles beginning in the year 1998. Essentially mandating the sale of
electric and natural gas vehicles, the CARB regulations have inspired the birth of
many start-up business and the launching of new initiatives by several large
corporations. By the year 2000, this mandate will result in the sale of approximately
200,000 electric vehicles in California alone. Approximately 70 percent of the
components for electric vehicles would be different from gasoline powered vehicles.
Recognizing that California will be the single biggest market for these new products,
many out of state and foreign firms are now seeking to establish manufacturing
facilities in California. If California -based firms were to capture a third of the
electric vehicle components industry, it would generate approximately $4 billion in
sales, creating nearly 50,000 jobs and paying close to $2 billion in wages.
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Project California, an organization consisting of CEO's from over 20 major
California employers, identified the advanced transportation as one of the largest
potential growth markets for California industry. In an independent study
commissioned by Project California, it was estimated that effective public and
private sector cooperation could lead to the development of over 400,000 California
advanced transportation related jobs by the year 2010. Working in coordination
with Project California, CALSTART is seeking to turn policies and goals into real
jobs tomorrow.
CALSTART's primary focus is to develop programs that will help California
advanced transportation companies create jobs in the near term. Among those
products already rolled -out by CALSTART and its participating companies are a
showcase electric vehicle, three hybrid electric /natural gas troop transport buses, a
22' electric shuttle bus, a low cost purpose -built electric vehicle chassis, the nation's
first electric school bus, several electric sedans and pick -ups, 300 electric vehicle
charging stations, and many separate electric vehicle components.
In a public ceremony at the Port of Oakland building in January of 1994,
Congressman Dellums invited CALSTART to open an office and work with the
East Bay Conversion and Reinvestment Commission (EBCRC) to promote this
exciting new industry in the San Francisco Bay Area. Working with Congressman
Dellum's office, CALSTART has developed the following proposal to jump -start
the advanced transportation industry in the East Bay.
5
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CALSTART proposes the development of an advanced transportation cluster at the
Naval Air Station, Alameda (NAS). t Advanced transportation, including clean fuel
vehicles and intelligent transportation systems, is an emerging multi - billion dollar
global industry. The development of this cluster will not only re- deploy many of the
base workers before the departure of the Navy in 1996, it will help position the East
Bay to be a major manufacturing center for this industry of the future.
As a result of its central role in the development of an advanced transportation
industry in the United States, CALSTART has the ability to develop the following at
NAS within the following time frames:
• Advanced Transportation Business Incubator (3 -6 months)
• Electric Vehicle Chassis Manufacturing Facility (3 -6 months)
• Clean Fuel Vehicle Assembly Plant (12 -18 months)
• Advanced Transportation Technology Assistance Center (6 -9 months)
• Electric Vehicle Maintenance and Service Center (4 -8 months)
• Targeted R &D /Cluster Development Fund (0 -3 months)
Working in coordination with Congressman Dellums' office, CALSTART can fully
establish this cluster by December 31, 1996. Conservatively speaking, by that time,
the cluster would provide direct employment for over 400 people. If federal funding
arrives in a timely fashion to fully develop this effort, the cluster has the potential to
directly and indirectly employ thousands of East Bay residents. Perhaps more
importantly, this cluster would position the East Bay to capture thousands of the
jobs that will be created in this industry in the years to come.
The CALSTART Advanced Transportation Cluster (CATC) at the NAS would be
an excellent complement to many of the other activities planned for the air station.
The CATC can create jobs in the short-, medium -, and long -term future on the
NAS. This particular cluster could provide employment opportunities for hundreds
of base workers and other Oakland and Alameda residents. However, the CATC is
not intended to be a comprehensive program for re -use of the entire NAS.
While CALSTART remains fully committed to the implementation of its entire plan,
it is now seeking rapid assistance to launch its business incubator at the air station.
This incubator, with a promising strong anchor tenant, could be launched within a
three month time frame. A potential anchor tenant and current CALSTART
1
The term NAS is meant to include all of the different Naval facilities and entities located on
Alameda Island.
6
t1
participant, recently completed a deal for a significant international product order
which could lead to an expansion of manufacturing opportunities within a 12 -18
month time frame. However, to secure the participation of this tenant and others,
quick action and congressional support will be essential.
Tangible Results in a Short- -Time Frame
The requested federal funds would be used to actually establish manufacturing,
service, and business incubation facilities. Only a very small portion of these funds,
less than five percent, would be used for planning purposes. CALSTART is an
organization that prides itself on "putting rubber on the road." As the central
organization for this growing 120+ company consortium, CALSTART has been
able to act as a catalyst and to make things happen rapidly. Within two years,
CALSTART has launched over $60 million in advanced transportation technology
development programs and is operating a successful business incubator with 19
start-up businesses in Burbank, California. With prompt action, all aspects of this
cluster could be in full operation by the end of 1996.
Re- Employment of NAS Employees
The workers at the NAS are well suited for the advanced transportation industry.
The cluster would need a significant number of skilled and semi- skilled blue collar
workers, particularly those with experience in the assembly and maintenance of
vehicles with sophisticated electronic systems. Many of the base workers have
already been working on advanced forms of transportation (fighter jets and
helicopters). CALSTART would facilitate the development of any training
programs that would be necessary to re- deploy the NAS's workers. CALSTART
would also work with the NAS personnel office to promote and encourage the re-
employment of base workers.
Timely Initiative
The CATC seeks to take advantage of the problems caused by the downsizing of the
defense industry and the state's air pollution problems. Reductions in military
spending have freed up strategic manufacturing space and resources in Alameda.
Concurrently, to address California's major air quality problems, state regulators
have required the introduction of electric vehicles by major automakers by the year
1998. By the end of the year 2000, over 200,000 electric and 300,000 natural gas
powered vehicles will be on California's roads. Manufacturers and components
suppliers from around the world are looking for locations so they can take maximum
advantage of the commercial opportunities created by. the 1998 mandates.
7
C.7
Meeting National Goals
In addition to helping the Bay Area adjust to the concurrent closure of several
military bases, the development of the CATC would help the federal government
meet three of its primary objectives. First, the Department of Defense's Advanced
Research Projects Agency (ARPA) has identified several of the CALSTART
participant technologies as critical dual -use technologies. Hybrid electric drive
trains, for example, is one of the 12 focus areas of the Technology Reinvestment
Project (TRP). CALSTART is presently managing $17 million in programs under
ARPA for technologies related to electric and hybrid electric vehicle technology.2
Second, the vehicles and components developed in the cluster will enhance national
security by promoting viable vehicles not dependent on unstable foreign oil. Lastly,
under the Energy Policy Act of 1992, the federal government is obligated to convert
its fleets to cost- effective, clean fueled vehicles. This cluster will help develop the
technologies and products necessary to meet this important environmental goal.
Utilizing Regional Strengths
The East Bay has tremendous potential to become a significant manufacturing
region for the advanced transportation industry. With the increasing use of
sophisticated electronics in vehicles, the CATC would draw on the talent and
resources of Silicon Valley's high technology and defense industries, as well as the
Bay Area's internationally recognized universities and national laboratories to
develop new products. The CATC would also seek to utilize the East Bay's current
strengths in transportation including the Bay Area Rapid Transit and the
Metropolitan Transportation Commission (both with headquarters in Oakland), the
Port of Oakland, AC Transit, Lawrence Livermore National Laboratory's
Transportation Group, New United Motors Incorporated (the only remaining
automobile manufacturer in California), the Oakland Airport, Gillig-- California's
largest bus manufacturer, and the national rail connections.
The remainder of this proposal will provide additional details, including budgets, for
each of the components of the CALSTART Advanced Transportation Cluster.
2 In addition to the current $17 million in programs that CALSTART is managing for ARPA,
CALSTART is also in final contract negotiations for two additional programs with a total cost of
approximately $12 million.
8
PROJECT HATCHERY NORTH
CALSTART Advanced Transportation Cluster:
A Proposal for the Re -Use of the Alameda Naval Air Station
9
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Project Description
CALSTART is prepared to open an advanced transportation business incubator at
the Naval Alameda Station Alameda (NAS) within three months of securing federal
start-up funds. CALSTART has already secured three strong tenants for the
incubator, all of whom have tremendous potential for expansion. CALSTART
requests the use of one 65,000 s.f. NAS building for the incubator. Within a 12-
month time frame, CALSTART expects the self - financing incubator to be the home
for over 15 start-up businesses, each of which has the potential to grow and employ
a significant number of current NAS employees.
As part of its effort to build a cluster of advanced transportation at the NAS,
CALSTART will replicate its successful business incubator, known as Project
Hatchery South (PHS), located at its headquarters complex in Burbank, California.
For the incubator at the NAS, to be known at Project Hatchery North (PHN),
CALSTART has recruited three viable firms interested in utilizing 35- 40,000 s.f. of
NAS manufacturing and office space. One firm, identified as a potential anchor
tenant for the incubator, has requested 30,000 s.f. of space
CALSTART's PHN would be designed to become self - financing over a two-year
period. Participating PHN organizations would be assessed a below- market rate fee
to cover the incubator's operating expenses. This fee assumes a low annual lease
rate of the building to CALSTART.3 Outside funds would only be needed to
develop the PHN organization, to purchase machinery and equipment, and to
market the incubator to prospective start-up businesses. Pacific Gas and Electric
Corporation and CALSTART have committed $25,000 each (for a total of $50,000)
in matching funds to help initiate this effort.
As it has done in Burbank, CALSTART proposes the development of a start- of -the-
prototype development machine and equipment facility for PHN. With a $1.5
million grant from the Economic Development Administration, CALSTART has
purchased a wide range of equipment, machines, and computers and made them
available for all of its PHS participants. CALSTART would seek to work with the
Navy to make use of any surplus equipment it might possess as the NAS workforce
is reduced. Supplemental information regarding the proposed $1.5 million machine
and equipment facility for PHN has been attached.
3 CALSTART presently manages and leases a 155,000 s.f. industrial building from Lockheed
Corporation for $1 per year. Located adjacent to the Burbank Airport, the building serves as
CALSTART's headquarters and is home to PHS. Presently 19 start-up businesses are using this
building to develop and provide advanced transportation products and services.
10
0
The PHN building would house all of the initial CATC projects except the Clean
Fuel Vehicle Assembly Plant. The vehicle assembly plant is a longer term project
that would require a larger and separate facility.
Anchor Tenant -- A Special Opportunity
One of the initial three PHN firms, Amerigon Incorporated (Amerigon), would be
manufacturing dozens of purpose -built electric vehicle chassis' and vehicles under a
contract with a major international firm. As it targets new domestic and
international markets, there is a strong possibility that Amerigon would have to
expand its production line and could become the sole tenant for an additional facility
at the NAS.
At the NAS Amerigon proposes the development of a state -of -the -art agile
manufacturing line. In the same production facility, Amerigon seeks to produce at
least two different chassis'. The flexibility designed into the manufacturing process
would allow for the different chassis types to be produced concurrently. This agile
manufacturing system would yield benefits for both the emerging electric vehicle
(EV) industry and the Department of Defense (DOD). In the early years of the EV
business, relatively low volumes of cars are expected to be produced. Amerigon's
process would allow for cost- effective production of small quantities (5,000 to
10,000) of vehicles. This same cost - effective, low- volume process would be of
value to the DOD as Amerigon would also have the ability to produce chassis' for
advanced hybrid electric military vehicles.
Within the first 12 months, Amerigon anticipates hiring approximately 20 -40 skilled
and semi - skilled workers to meet its order for the prototype chassis' and vehicles. In
the following year, as the production is scaled -up to produce approximately 1,500
vehicles per year, Amerigon estimates that it will directly hire 75 -125 employees and
generate approximately $27 to $30 million in revenue. Assuming these efforts are
successful, Amerigon would then seek to expand its operations at NAS and begin
producing vehicles in quantities of tens of thousands, thereby requiring an additional
800 to 1,000 employees in 1997.
Amerigon's management team has a history of success. Lead by Dr. Lon Bell, the
team formerly managed Technar, a manufacturer of airbag initiators. When Dr. Bell
sold the 1,500 employee - business to TRW, his firm had secured 40 percent of the
world market for airbag initiators. While operating in CALSTART's PHS in 1993,
Amerigon raised over $15 million in a public offering. Earlier this year, Amerigon
graduated from CALSTART's PHS and moved into its own modern facility in
Monrovia, California. (Additional information on this effort is contained in a
separate segment of this proposal)
11
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The Need for Prompt Action
Amerigon recently completed negotiations for a significant number of purpose -built
electric vehicle chassis with a major international firm. It is also completing
negotiations with CALSTART and ARPA for the development of the military
version of the chassis. Amerigon will need to complete these projects on an
aggressive time schedule. It will be essential for Amerigon to begin producing the
chassis' as soon as possible. In negotiations with CALSTART, Amerigon has made
a commitment to produce the chassis' at PHN on the following two conditions: 1)
The requested federal funds are forthcoming; 2) The facility can be made available
in a three month time frame. In discussions with Alameda Re -Use Authority
officials, CALSTART has been informed that gaining access to a 65,000 s.f. NAS
building is feasible, assuming the project has received the proper approvals.
NAS Facility Arrangements
Based on preliminary planning efforts, CALSTART anticipates the need for a
building with manufacturing and office space of approximately 60,000 s.f.. Building
20, formerly used as an airport hangar, could be an appropriate site. CALSTART
would encourage the federal government and the Alameda Re -Use Authority to
initially make such space available at a low rate that would encourage the creation of
new businesses at the NAS. CALSTART has been able to encourage 19 start-up
businesses to locate at its headquarters in Burbank, due, in large part, to a $1 per
year master lease between CALSTART and Lockheed Corporation. CALSTART
has already identified other possible East Bay Hatchery sites that would offer similar
lease arrangements. To encourage economic activity on the NAS as the Navy
withdraws its personnel and resources, it is important that the NAS lease rates be
competitive.
If the incubator facility is made available for a nominal annual fee, CALSTART will
manage it to be self - financing after a two -year start-up period. As companies enter
the incubator and become established, they will be expected to be able to afford
increasing "participation fees." CALSTART anticipates that PHN participants will
be able to afford rates close to market levels. However, what is not included in the
"market rate" calculation are the additional facilities, equipment, and resources that
would be available to the PHN participants. The PHN participant fees would be
used to cover the buildings expenses, including utilities, and the management of the
incubator. CALSTART is working with a consulting firm, Business Cluster Inc.,
which has already established four successful, self - financing incubators in California.
After a two year period the lease holder (whether it be the Navy or the Alameda Re-
Use Authority) would begin seeing a substantial return in terms of local tax revenue
and employment. Graduating firms, or "hatchlings" would be prime candidates to
lease additional facilities, at full market rates, at the NAS. Incidentally, it would be
12
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CALSTART's goal that each PHN participant would "graduate" in a period of five
years or less.
PHN Development Plan
Planning Phase
1. CALSTART will work with NAS and Re -Use Authorities to identify a
preferred facility. It is estimated that the building would have 50- 65,000 gross
square feet of office and manufacturing space and would accommodate
approximately 20 -30 start-up businesses, depending upon the configuration
and efficiency of the space. Site analysis will included both functional and
financial analysis of the preferred site, as well as the advantages and
disadvantages of any alternative sites
2. A comprehensive business plan will be developed for PHN. The business plan
will include'the goals of the incubator, as well as its operating principles and
structure. In addition, the plan will include:
a. the implementation plan and schedule
b. the plans for attracting start-up businesses
c. the application and selection criteria for incubator tenants
d. the plans for selection and training of incubator staff
e. the evaluation criteria for measuring success
3. Identify potential sponsors and others resources, such as companies that might
donate furniture or equipment.
4. Develop project operating budgets for the first two years, including all
development costs.
Implementation Phase
1. In association with the Alameda Re -Use Authority and NAS officials,
CALSTART will identify a site and finalize a suitable lease arrangement.
2. Identify sources for donated furniture and equipment.
3. Hire and train incubator staff.
4. Implement marketing and public relations plan to attract potential start-up
tenants.
5. Screen and qualify initial start-up business applicants. CALSTART will select
those advanced transportation firms with a viable business plan.
13
6. Oversight of facility planning and fit -up.
7. Conduct opening ceremony.
Schedule
Assuming a suitable NAS building would be made available at a favorable rate,
CALSTART would commence the planning and marketing phase immediately upon
receiving the in January. The incubator's doors could be opened by April 15, 1995.
The following is a summary of the key milestones and dates.
Major Milestones
Federal Grants Approved
Initiate Planning and Marketing Program
Identify and Select Appropriate NAS Building
Finalize PHN Lease Arrangements
Opening Ceremonies for PHN
Finalize Facility Setup for Chassis Production
Complete PHN Machine/Equipment Procurements
First Chassis Rolls -Off Assembly Line
15 Start-up Businesses Located in PHN
Budget
March 1, 1995
March 7, 1995
March 7, 1995
May 1, 19954
May 21, 1995
May 31, 1995
July 15, 1995
September 1, 1995
December 31, 1995
The schedule above is based on this budget which assumes prompt access to federal
funds. With $.150,000 in federal funds, CALSTART is confident that it could start
the incubator in a three month period CALSTART and Pacific Gas and Electric
Company have each committed $25,000 to commence this effort. Once the project
has been started, with the assistance of the federal government, CALSTART will
seek additional private sector funds if needed.
It should be noted that the start-up cost estimate is dependent on the size of the
facility and its associated operating expenses. The $200,000 estimate is based on
the costs associated with the opening of other incubators in the Bay Area and
CALSTART's experience with its incubator in Burbank. This estimate also assumes
that the Re -Use Authority or the Navy would be able to provide the facilities at a
nominal cost. Ideally, CALSTART would assume responsibility for the buildings'
operational expenses in phases. As the number of tenants grows, CALSTART
would be willing to assume a larger portion of the building's operational expenses.
4 In order to capture an important opportunity, the facility must be made available for Amerigon to
set -up its production line by March 31, 1995. This firm is operating under a significant deadline,
and will be forced to find another location if the base cannot be made available by that time.
14
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At the end of the two year start-up phase, CALSTART would assume complete
responsibility for the building's operational expenses.
The $150,000 in federal funds would be used to launch PHN. Assuming a favorable
lease arrangement, CALSTART's PHN would not require an on -going operating
subsidy. PHN would be designed to be self - financing after a two -year period. At
that point, CALSTART estimates an 80 percent occupancy rate and the elimination
of all development costs.
PHN Start-up Costs $300,000
Federal Funds Requested $150,000
Private Sector Funds Provided $50,000
Proforma Budget
Expenses Year 1 'Year 2
Rent and Furniture (donated) 0 0
Miscellaneous Expense 50,000 50,000
Utilities 50,000 50,000
Maintenance and Repair 10,000 10,000
Secretary/Receptionist 30,000 31,500
Incubator Manager 85,000 89,250
Incubator Development Costs 75,000 10,000
Fit -Up 75,000 120,000
Contingency 61,009 60,000
Marketing 100,000 75,000
Consulting Fees 45,000 20,000
Total Expenses 581,009 515,750
Total Revenues (participant fees) (396,115) (500,644)
Net Expenses 184,894 15,106
To secure Amerigon as an anchor tenant, CALSTART is requesting $3 million in
federal funds. These funds will be matched by Amerigon on a basis far greater than
1:1. The request for these funds is addressed in a separate segment of this proposal.
$1.5 million will be needed for the machine shop equipment and computer - assisted
design systems for PHN, an amount similar to that needed by CALSTART to
develop its machine shop and computer facilities for the participants in PHS.
Information on the machine and equipment shop funding request is attached as
supplementary information to this proposal.
15
PROJECT HATCHERY NORTH
MACHINE AND EQUIPMENT SHOP
-- SUPPLEMENTAL PROPOSAL
CALSTART Advanced Transportation Cluster:
A Proposal for the Re -Use of the Alameda Naval Air Station
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Project Description
At the NAS, CALSTART seeks to replicate its successful business incubator,
known as Project Hatchery South (PHS), located at its headquarters complex in
Burbank, California. PHS is now home to over 19 start-up businesses. A critical
element of this incubator's success was the development of extensive machine and
equipment facilities for the incubator tenants.
CALSTART is requesting an additional $1.5 million to establish a nearly identical
machine and equipment shop at its NAS business incubator, referred to as Project
Hatchery North (PHN). The machines and equipment would be available to all
PHN participants, thereby significantly de- fraying their start-up costs.
At PHS, CALSTART has acquired a wide range of standard prototype fabrication
equipment such as lathes, mills, surface grinders, bandsaws, drill presses, molding
machines, and many others. Due to the downsizing of the aerospace industry,
CALSTART was able to purchase these standard industrial machines at an
enormous discount.
For PHS, as a result of the $1.5 million grant from the Economic Development
Administration, CALSTART also bought equipment with specific applications to the
advanced transportation industry. After conducting a thorough survey of its
participants, CALSTART identified a high need for and purchased, among others,
the following items: battery test system, motor dynamometer, sensing
instrumentation, and oscilloscopes.
In an effort to keep the PHS participants on the leading edge of industrial design,
CALSTART has also purchased sophisticated simulated design systems from Silicon
Graphics. These systems provide state -of -the -art design capabilities to start-up
businesses. In a traditional business environment, due to the high cost of these
systems, very few start-up businesses would be able to access this technology. This
advanced technology will give the PHN participants a tremendous advantage in
competing with other firms in the global marketplace. Given its close proximity to
Silicon Valley, CALSTART will survey potential PHN participants to determine if
there are additional high technology systems that would be of value to them.
For PHN, CALSTART will also purchase items that will facilitate training. Among
those purchases will be video and projection equipment, white boards, removable
partitions, and tables and chairs. In addition, computers with business planning
software will be acquired for use by the PHN participants.
17
ELECTRIC VEHICLE CHASSIS
AGILE MANUFACTURING
FACILITY
CALSTART Advanced Transportation Cluster:
A Proposal for the Re -Use of the Alameda Naval Air Station
18
Overview
Founded in 1991, Amerigon Incorporated (Amerigon) designs and manufactures
proprietary products for the conventional automotive industry and the emerging
electric vehicle market. Amerigon has recently won contracts valued at $8 million
for the production of electric vehicles to be delivered within twelve months and is
now making plans for the manufacture of those vehicles. Additional contracts for
additional vehicles are expected.
To meet these and future production needs, Amerigon, in conjunction with
CALSTART, proposes to build a state -of -the -art agile line for the production of
commercial and military electric vehicles at the CALSTART Advanced
Transportation Cluster (CATC) at the Alameda Naval Air Station (NAS). The
vehicles to be produced on this agile line will be based on Amerigon's Running
Chassis bonded- aluminum technology.
The production line is called "agile" because several different types of vehicles can
be built on the same line. The proposed line will be able to produce both
commercial and military vehicles. In addition, several different body types can be
built from the same platform, allowing for wider flexibility than conventional auto
assembly lines.
This new technology addresses one of the key problems facing the emerging electric
vehicle industry; the problem of how to produce competitively priced vehicles at
relatively low volumes. Conventional auto assembly techniques relies on a very
large investment in capital- intensive plant and machinery. Production volumes
approaching 100,000 to 200,000 units (vehicles) per year are required to amortize
the large' capital expenditures and produce competitively priced vehicles. No
manufacturer of electric vehicles plans to build these quantities of vehicles in the
near term.
The Running Chassis technology requires a significantly smaller capital investment,
primarily by utilizing new concepts for assembly such as the agile -line concept and
by substituting labor for capital. The result is an assembly process that requires
more labor per vehicle built, but that can build vehicles at a competitive price at
volumes as low as five to ten thousand units per year.
Amerigon's Experience with Electric Vehicle Development & Manufacture
Amerigon has had considerable experience in the field of electric vehicles (See
appendix I for a summary of Amerigon Electric Vehicle Activities). In 1992,
Amerigon managed the production of a showcase electric vehicle for
CALSTART, a consortium of leading California companies seeking to create a
19
lectnc Vehicle Runnin. Chassi
EVAlI L
AMERIGON
Figure 3. Platfonn sharing is a common practice among auto manufacturers.
CHRYSLER
K -Car Platform
Aries /Reliant
CaravanNoyager
LeBaron
DAEWOO
Le Mans Platform
Le Mans
(Pontiac)
Van
(Korean)
Racer
(Korean)
Figure 4. Running Chassis Program produces shared EV platforms for development of multiple
vehicles.
105 Inch Wheelbase (2667mm)
90 inch Wheelbase (2286mm)
Mid -Sized Plck -Up
Mini -Van
4 -Door Sedan
2 -Door Hatchback
2 -Door Wagon
2- Passenger Coupe
regional advanced transportation industry. The showcase electric vehicle
included a collection of state -of -the -art vehicle components and subsystems and
was displayed to auto makers worldwide in 1992 and 1993. The vehicle was also
featured as a pace car for the 1993 Monaco Grand Prix.
In 1993, Amerigon began its development of the Running Chassis Electric
Vehicle System. The first Running Chassis prototype vehicle was unveiled in
December 1993. The vehicle featured a chassis structure formed from an
extruded aluminum space frame that reduces weight and extends vehicle range
(see photograph on next page). Among the team members in this initial project
were Kaiser Aluminum (based in Pleasanton), Hughes Power Control Systems,
and Lawrence Livermore National Laboratory (LLNL). LLNL continues to .
serve as a consultant to the chassis development program by providing crash
simulation modeling.
Amerigon is a current contractor to the Advanced Research and Projects Agency
(ARPA) of the U.S. Department of Defense for the development and fabrication
of electric vehicles. Amerigon has also received extensive funding for electric
vehicle technology development projects from the State of California Energy
Commission and the South Coast Air Quality District. The development of an
agile production line that can produce both civilian and military vehicles is a
natural extension of the work already undertaken by Amerigon on behalf of its
Government funding sources.
Commercially speaking, Amerigon hopes to sell the chassis to manufacturers who
can use it to produce a wide range of vehicles. The same chassis could be used
for a 4 -door sedan, a mini -van, and a mid -sized pick -up. Chrysler has effectively
used the same basic chassis for such different cars as its Caravan, LeBaron, and
Aries/Reliant (see photographs and drawings on following pages).
Amerigon's other products include the AudioNav, a voice - activated automotive
navigation system that is expected to be released by year end. The company is
also developing a low -cost crash - avoidance radar system.
History of Success
Amerigon's management team has a history of success. Lead by Dr. Lon Bell, the
team formerly managed Technar, a manufacturer of airbag initiators. When Dr. Bell
sold the 1,500 employee- business to TRW, his firm had secured 40 percent of the
world market for airbag initiators. While operating in CALSTART's business
incubator in Burbank in 1993, Amerigon raised over $15 million in a public offering.
In early 1994 Amerigon graduated from CALSTART's Southern California
incubator and moved into its own modern facility in Monrovia, California.
20
Timetable for Production
Amerigon is now under contract to deliver vehicles within twelve months. In
addition, Amerigon is currently under contract with ARPA to fabricate several
chassis' for delivery by 1996.
To meet these production deadlines, an agile production facility must be on line by
May 1, 1995. Additional orders are now under negotiation and, if successful,
additional capacity will be needed by January 1996.
This timetable for production assumes that CALSTART and the Navy and /or
Alameda Re -Use Authority will be able to structure a favorable lease arrangement
for this project and the other projects in the proposed CALSTART Advanced
Transportation Cluster at the NAS.
First Year Activities
During the first year, Amerigon will build a low- volume agile production line for the
assembly of complete electric vehicles as well as electric vehicle "knock- down - kits"
currently under order to be built. Vehicle parts and materials will enter the facility
where they will be assembled into vehicle subassemblies. A total of 25 to 35
vehicles will be produced. A small number (3 to 5) will be assembled into complete
vehicles. The remainder will be packaged in knock- down -kits for export and
assembly overseas to satisfy contracts currently in place.
The vehicles to be produced include:
1) A "low- cost" basic entry level vehicle adapted to agile manufacture
2) A "compact class" passenger sedan
3) An aluminum frame military vehicle similar to the I MIMWV
First Year Tasks
Design Vehicles
Develop Facility and Production Line Plans
Setup Facility
Procure or Fabricate Low Volume Tooling
Build Low Volume Production Line
Establish Quality Assurance
Begin Production
21
Cr:
First Year Requirements
Plant Cost (Capital Expenditures &
Engineering Costs)
$5.5 million to $7.2 million
Size of Plant
30,000 square feet
Direct Employment
10 to 20 employees
Indirect Employment
20 to 40 employees
PLANS FOR FUTURE EXPANSION
Intermediate Production Levels (1996 and 1997)
Scaling -Up to Intermediate Production Levels (production of about 200 vehicles
per year, which is expected to take place during 1996 and 1997):
Proposed Activities:
Expand the production line to accommodate the
assembly of 200 vehicles per year
Potential Revenue:
$4 million to $6 million per year
Potential Direct Employment:
20 to 40 employees
Potential Indirect Employment:
40 to 80 employees
Capital Budget:
$2.25 million for additional equipment and
engineering expenditures to allow additional
capacity
Near - Commercial Production Levels (1998)
Scaling -Up to Near- Commercial Production Levels (production of about 1,500
vehicles per year, which is expected to take place by 1998):
Proposed Activities:
Scale -up production line to accommodate the
assembly of 1,500 vehicles per year
Potential Revenue:
$27 million to $30 million per year
Potential Direct Employment:
75 to 125 employees
Potential Indirect Employment:
150 to 250 employees
Capital Budget:
$3 million for additional capital expenditures to
allow additional capacity
22
If the chassis is accepted in the marketplace, the potential for orders in the tens of
thousands is highly possible. By 1998 alone, six U.S. and Japanese firms will have
to produce between 30,000 and 40,000 electric vehicles for the California market
alone. By the year 2000, those numbers will increase to 75,000 and 100,000. Thus
far, Amerigon has successfully marketed the chassis to firms overseas. If Amerigon
succeeds in capturing a portion of the California market, the employment
• projections for its NAS plant could easily increase by factors of two to three.
Benefits of the CALSTART /Amerigon Proposal
Amerigon will provide a match to Federal dollars at a 1:1 ratio or higher,
resulting in several million dollars of private sector matching investment.
• Amerigon has a strong commitment to the continued commercial success of the
Running Chassis technology and has an aggressive marketing plan and marketing
department already in place and pursuing orders.
• The project will create skilled and semi- skilled jobs in a high - technology growth
field.
• The production of EV chassis' at the NAS will establish the base as a civilian
manufacturing site which will help attract additional advanced transportation
firms to the CALSTART cluster.
• The project will create high- value -added products for export.
• The project involves the production of both civilian and military vehicles,
providing for true dual -use benefits.
23
Cf
EL:F,CTRIC VEHICLE CHASSIS
AGILE MANUFACTURING
FACILITY
APPENDIX
24
1
1
1
1
1
Summary of Amerigon's Electric Vehicle' Activities
Comment
Complete "wheels up" vehicle prototype designed by Amerigon and built by
Amerigon and IAD employees showcases over 20 new technologies for use in
EVs. Amerigon managed cooperative program that involved over 30 major
companies. The vehicle has been displayed in major auto shows worldwide and
has been inspected by 12 major automakers worldwide.
Complete operational EV test platform to evaluate EV components and
operational characteristics
Amerigon designed, built and managed the construction of the world's first fully
bonded extruded aluminum space frame vehicle. This program uniquely
addresses the need to make light weight, efficient electric vehicles at low cost.
Amerigon converted a Honda Legend for the University of Hong Kong. The
vehicle features EMS, CCS, the world's first Audio Navigation system for Asia,
and has overa 100 mile range.
Unique microprocessor controlled system tracks and controls energy flow
throughout EV to extend life, range and improve performance. Several electric
vehicles and electric buses are equipped with this technology.
Amerigon converted a GEO Prizm (Toyota Corolla twin) to electric drive using
Marconi DC brushless technology.
Program
Completion
Date
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CALSTART
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Showcase Electric Vehicle
(SEV -I)
EV Test Buck •
Electric Vehicle Running
Chassis Program
Honda Legend Conversion to
Electric Vehicle
EV Safety System
Energy Management System
for Electric Vehicle
Climate Controlled Seats for
Electric Vehicle
General Motors GEO Prizm
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EV Test Program
* • CALSTART is the largest Electric Vehicle consortium in the world.
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C.
CLEAN FUEL VEHICLE
MANUFACTURING PLANT
CALSTART Advanced Transportation Cluster:
A Proposal for the Re -Use of the Alameda Naval Air Station
25
L.?
CALSTART is working with a wide range of clean fuel vehicle manufacturers to
develop and produce clean fuel vehicles in California. If funds are made available
for CATC, CALSTART will work to specifically recruit those firms to the NAS.
Additionally, each of the ten participating CALSTART manufacturers of clean fuel
vehicles has ambitious growth plans and is considering expansion opportunities.5
CALSTART has already initiated discussions with two manufacturers of electric
vehicles (EVs) regarding the NAS. One firm is a small East Coast electric vehicle
manufacturer which has formed strategic alliances with a utility and other large
corporations. This firm, seeking to position itself before the 1998 CARB mandates
take effect, has publicly announced its intentions to manufacture vehicles in
California. CALSTART has also had extensive dialogue with a European
consortium of firms that has produced a light- weight electric vehicle. This
consortium has definitive plans for the manufacture and sale of this electric vehicle
in California before 1998.
CALSTART's goal for this project would be to create high wage, high skilled jobs
by producing clean fuel cars, or possibly buses. CALSTART would work with
utilities, local governments, and other organizations to develop a region -wide plan
to stimulate sales and encourage local purchases of the plant's vehicles. The
proposed federal funding for this project, which would be matched by an equal or
greater amount in private sector investment, would pay for the design and layout of
the plant as well as assist in the development of the final vehicle.
Based on current conversations, such a manufacturing operation might need a
facility between 400,000 and 800,000 s.f.. While a rent subsidy would be required
in the beginning, over a period of four years the manufacturer should be capable of
paying a full market rate.
Budget
CALSTART estimates that $4 million in federal matching funds would be needed to
assist a manufacturer of clean fuel vehicles with the development of an assembly
plant at the NAS. These $4 million in funds would be matched by the vehicle
manufacturer on a greater than 1:1 basis.
5 At an international electric vehicle conference in California in December, 1994, representatives
of over 100 firms visited an exhibition booth hosted by the California Trade and Commerce
Agency indicating an interest in sighting or expanding facilities in California.
26
ADVANCED TRANSPORTATION
TECHNOLOGY ASSISTANCE
CENTER
CALSTART Advanced Transportation Cluster:
A Proposal for the Re -Use of the Alameda Naval Air Station
27
0
As a partnership between LLNL and CALSTART, the Advanced Transportation
Technology Assistance Center (ATTAC) would make the laboratory's world class,
multi - billion dollar resources and capabilities available to California's advanced
transportation industry. There is little doubt that these resources could be of
significant advantage to small and medium -sized California firms who are competing
in a market -place filled with such global giants as General Motors, Siemens, and
Mitsubishi. The expertise and talent at LLNL could help these small California firms
solve the technological issues that prevent them from reaching the market with a
viable product.
CALSTART's primary focus for the ATTAC would be to assist firms involved with
the CATC at the NAS. Organizations participating in the cluster would be given the
first opportunity to access the technical consulting services from LLNL.
CALSTART would also work with LLNL to target disadvantaged businesses in the
San Francisco Bay Area for assistance.
LLNL is already assisting two CALSTART participants by re- deploying its
Strategic Defense Initiative (SDI) computer simulation program to reduce the cost
of crash testing and safety certifying clean fuel vehicles. Another CALSTART
participant who is developing a low -cost system to reduce traffic congestion is
working with an LLNL researcher he met at a CALSTART briefing to address a key
technical hurdle he had been working on for years.
The ATTAC would have a satellite office located at. PHN, the CALSTART business
incubator. The close proximity of the center would further promote the
development of the cluster and and provide easy access to the laboratory's
resources.
Officials at LLNL view advanced transportation as a way to re- direct its resources
in the post Cold War era. CALSTART is not only interested in tapping into the
technical talent at LLNL, CALSTART also wants to work with LLNL to develop
commercial applications for the laboratory's military technologies.
Budget
CALSTART recommends that $1 million be allocated to commence the ATTAC.
These funds would primarily be used in the form of technical consulting contracts in
the range of $5- 10,000 per engagement. Access fees would be charged to expand
the program. CALSTART would evaluate the project on a pilot basis to determine
if this is a cost - effective and reproducible model for emerging industry clusters.
28
TARGETED CLUSTER
DEVELOPMENT FUND
CALSTART Advanced Transportation Cluster:
A Proposal for the Re -Use of the Alameda Naval Air Station
29
This fund would be used to assist in the research, but would be used primarily to
develop and deploy advanced transportation technologies in the CATC.
CALSTART mainly supports those efforts with strong near term commercial
potential. These funds would be used to match either private sector or state and
local contributions.
The highest priority use of these funds would be to assist disadvantaged businesses
involved in the advanced transportation industry in the San Francisco Bay Area.
The second highest use of the fund would be to assist firms participating in the
CATC. Every effort would be made to encourage these firms to hire base workers
and residents from Bay Area enterprise zones.
Under its original grant in 1992 from the Federal Transit Administration (FTA),
CALSTART has managed, with notable success, a $600,000 research and
development fund. CALSTART has carefully allocated these funds to a small
number of high impact projects. Worlcing in consultation with officials at the FTA,
CALSTART has used these funds to support the following projects (in
chronological order):
• A $50,000 grant to Group IX Systems, a minority -owned business in South
Central Los Angeles, helped them further develop a battery management system
for electric vehicles.
A $200,000 grant to a five company consortium lead by Amerigon to begin the
effort to build the first prototype of a purpose -built electric vehicle chassis.
• A $75,000 grant to a Van Nuys -based small business, led by the former
Chairman of Hughes Aircraft, to develop a working prototype of a low -cost
hybrid electric vehicle propulsion system.
• A $60,000 grant was recently awarded to researchers at Lawrence Livermore
National Laboratory (LLNL) to install and test their innovative zinc -air battery
in CALSTART's electric 22' shuttle bus in operation at the Santa Barbara
Metropolitan Transit District.
This proposed fund would be used to finance similar projects, ones where a small
amount of money can leverage significant investment or provide support at a critical
point in the product development stage. This fund would also help attract firms to
the incubator. This fund is a critical aspect of the over -all plan to establish the East
Bay as a center for this emerging industry.
30
Budget
CALSTART requests a $2.1 million fund to develop businesses in the cluster at
NAS. CALSTART would seek to leverage the dollars invested by this fund. At a
minimum, CALSTART would guarantee that these funds be matched on at least a
1:1 basis by private sector firms and local agencies. Thus, at a minimum,
CALSTART would use the $2.1 million to generate over $4.2 million in direct
economic activity in the Alameda/Oakland area.
31
CLUSTER DEVELOPMENT
PLANNING GRANT
CALSTART Advanced Transportation Cluster:
A Proposal for the Re -Use of the AIameda Naval Air Station
32
n
LJ
As mentioned earlier, CALSTART requests a total of $12 million in federal funds,
to be matched by a greater amount in private sector investment, to develop an
advanced transportation cluster at the NAS. Over 95 percent of those funds will be
spent to directly develop globally competitive manufacturing and technology
development businesses which have the potential to employ over 400 workers by the
end of 1996. To meet this aggressive deadline, CALSTART requests a planning
grant. These funds will be used to complete the planning and marketing efforts
associated with the cluster.
In a 12 month period, assuming additional federal funds are made available as
requested, CALSTART would identify and finalize agreements with the appropriate
companies and organizations to make the cluster fully operational. The planning
grant would expedite the process and allow CALSTART to fulfill its commitment to
having a completed advanced transportation cluster in place by December 31, 1996.
These additional funds would also greatly increase the chances for employment
opportunities for base workers before the Navy begins substantial workforce
reductions at the NAS.
Among those specific tasks included in the planning grant are the following:
Facilities Assessment (months 0 -3)
Contractual Arrangements with Navy/Re -Use Authority (months 0 -3)
NAS Marketing Plan for Advanced Transportation Industry (months 0 -6)
Cluster Participation FacilitationfNegotiation Process (months 0 -12)
With the resources provided by the planning grant, CALSTART will significantly
expand its efforts to assist participants in locating their businesses at the NAS.
CALSTART will intensify its role as a "strategic broker" to build the core of a new
advanced transportation industry at the NAS by 1996.
CALSTART has already undertaken an effort to identify and solicit firms potentially
interested in the NAS. CALSTART targeted a manufacturer of electric vehicle
chassis' and components as a prime candidate for participation in the cluster.
CALSTART is now working with Congressman Dellums' office to bring this firm to
the NAS.
Budget
CALSTART requests approximately $250,000 to complete the planning and
marketing phase for the CATC. These funds would be primarily used for labor,
supplies, equipment, printing, and travel costs.
33
0
BUDGET SUMMARY
CALSTART Advanced Transportation Cluster:
A Proposal for the Re -Use of the Alameda Naval Air Station
34
To fully implement the cluster, CALSTART requests a total of $12 million in federal
funds which would be matched on a greater than 1:1 basis by private, state, and
local sources.
The federal funds needed to jump -start each of these projects is summarized below:
Project Description Federal Funds Matching Funds
Project Hatchery North (Bus. Incubator) $150,000 $50,000
Project Hatchery Mach. & Equip. Shop $1,500,000 0
EV Chassis Agile Manufacturing $3,000,000 $4,500,000
Clean Fuel Vehicle Production $4,000,000 $6,000,000
Advanced Trans. Tech. Asst. Center $1,000,000 $150,000
Cluster Development Fund $2,100,000 $3,150,000
Cluster Planning Grant $250,000 0
Totals $12,000,000 $13,850,000
CALSTART is a 501(c)3 non - profit organization. Headquartered in Burbank,
California, CALSTART also maintains a Northern California office in Oakland.
Complete financial statements for the organization can be made available upon
request.
CALSTART is a contractor in good standing with a wide range of federal, state,
and local agencies including the following:
Advanced Research Projects Agency
Federal Transit Administration
Economic Development Administration
California Department of Transportation
California Energy Commission
California Trade and Commerce Agency
Bay Area Air Quality Management District
South Coast Air Quality Management District
Santa Barbara Air Pollution Control District
35
Members
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY
MEMBERS AND ALTERNATES
Alternates
Chair Mayor Ralph Appezzato
Office of the Mayor, Room 301
City of Alameda
City Hall
2263 Santa Clara Ave.
Alameda, CA 94501 -4456
(510) 748 -4545
FAX (510) 748 -4504
Councilman "Lil" Arnerich
City of Alameda
City Hall
2263 Santa Clara Ave.
Alameda, CA 94501
(510) 748- -4506
FAX (510) 748 -4503
Mayor Ellen Corbett
City of San Leandro
835 E. 14th Street
San Leandro, CA 94577
(510) 577 -3355
FAX (510) 577 -3340
Supervisor Wilma Chan
Alameda County Board of Supervisors
District 3
1221 Oak Street, Suite #536
Oakland, CA 94612
(510) 272 -6693
FAX (510) 268 -8004
Councilmember Karin Lucas
City of Alameda
City Hall
2263 Santa Clara Ave.
Alameda, CA 94501 -4456
(510) 748 -4506
FAX (510) 748 -4503
Mr. Lee Perez
Chairman of the BRAG
29 Seabridge
Alameda, CA 94502
(510) 865 -7903
FAX (510) 271 -5115
Mr. Tony Daysog
146 Santa Clara Ave.
Alameda, CA 94501
(510) 251 -2600 (wk)
FAX (510) 251 -0600 (wk)
Councilmember Garry Loeffler
City of San Leandro
235 Begier Ave.
San Leandro, CA 94577
Hm. (510) 569 -5561 Wk. (510) 667 -3592
FAX (510) 568 -3028
Mr. Mark Friedman
Aide to Supervisor Wilma Chan
Alameda County Board of Supervisors
District 3
1221 Oak Street, Suite #536
Oakland, CA 94612
(510) 272 -6693
FAX (510) 268 -8004
Ms. Roberta Hough
911 San Antonio
Alameda, A 94501
(510) 865 -6963
Members
Albert DeWitt
City of Alameda
City Hall
2263 Santa Clara Ave.
Alameda, CA 94501 -4456
(510) 748 -4506
FAX: (510) 748 -4503
Vice -Chair Sandre Swanson ( #1 Alternate)
District Director
9th Congressional District
1301 Clay Street, Suite 1000N
Oakland, CA 94612
(510) 763 -0370
FAX (510) 763 -6538
Vice -Mayor Charles Mannix
City of Alameda
City Hall
2263 Santa Clara Ave.
Alameda, CA 94501 -4456
(510) 748 -4506
FAX: (510) 748 -4503
Mayor Elihu Harris
Office of the Mayor
City of Oakland
505 14th Street
Oakland, CA 94612
(510) 238 -3141
FAX (510) 238 -4731
Ms. Gail Greely
Alameda Unified School District
2200 Central Avenue
Alameda, CA 94501
(510) 337 -7060 (District)
FAX (510) 522 -6926
Mr. Lee Perez
Chairman of the BRAG
Alameda, CA 94502
(510) 865 -7903
FAX: (510) 271 -5115
Alternates
Mr. Douglas deHaan
Chair, Reuse Subcommittee
1305 Dayton Ave.
Alameda, CA 94501
(510) 523 -5777 (hm)
(510) 263 -7988 (wk)
FAX (510) 263 -8043
Ms. Roberta Brooks ( #2 Alternate)
Senior Staff Member
9th Congressional District
1301 Clay Street, Suite 1000N
Oakland, CA 94612
(510) 763 -0370
FAX (510) 763 -6538
Ms. Beverly Follrath- Johnson
33 Killybegs Rd.
Alameda, CA 94502
(510) 865 -3484 (hm).
(510) 268 -7566 (wk)
Councilmember Henry Chang, Jr.
City of Oakland
City Hall
505 14th Street
Oakland, CA 94612
(510) 238 -3266
FAX (510) 238 -6129
Ex- Officio Members
Ms. Barbara Rasmussen
Alameda Unified School District
2200 Central Avenue
Alameda, CA 94501
(510) 337 -7060 (District)
FAX (510) 522 -6926
Ms. Helen Sause
816 Grand Ave.
Alameda, CA 9450
(510) 521 -3940
FAX: (415) 749 -2585
AGENDA
Regular Meeting of f the Governing Body of the
Alameda Reuse and Redevelopment Authority
* * ** * **
* * * * * * * * PLEASE NOTE NEW LOCATION!! * * * * * * * *
********
Alameda High School Little Theater
West Wing
Corner of Central Avenue and Walnut Street
Alameda, CA
Wednesday, March 1, 1995
5:30 p.m.
IF YOU WISH TO ADDRESS THE AUTHORITY:
1) Please file a speaker's slip with the Secretary, and upon
recognition by the Chair, approach the rostrum and state your
name. Speakers are limited to three (3) minutes per item.
2) Lengthy testimony should be submitted in writing and only a
summary of pertinent points presented verbally.
3) Applause, signs or demonstrations are prohibited during Authority
meetings.
ROLL CALL
A. Approval of Minutes - Joint Work Session Between Alameda City Council and Alameda
Reuse and Redevelopment Authority - February 1, 1995
B. Approval of Minutes - Regular Meeting of February 1, 1995.
C. Approval of Minutes - Special Meeting of February 1, 1995.
IL AGENDA ITEMS
A. Report from the Interim Executive Director Recommending the Alameda Reuse and
Redevelopment Authority Request Caltrans and the California Transportation Commission
Authorize a One Year Extension on the City of Alameda Grant for Purchase of the SPRR
Property East of Main Street between Atlantic Avenue and Singleton Avenue for Park
Purposes.
B. Report from the Interim Executive Director Recommending that the Alameda Reuse and
Redevelopment Authority Designate Individuals to Implement a Plan to Distribute Surplus
NADEP Computers.
C. Report from the Planning Director Regarding Preservation of Artifacts at the Naval Air
Station Alameda Recommending that the Alameda Reuse and Redevelopment Authority
(ARRA) Request the Navy to Designate a Building for Archiving of Artifacts and that the
ARRA Designate Barbara Baack and Marilyn York as Coordinators of the Community
Based Group to Assist in the Identification and Inventory of Artifacts.
III.. ORAL REPORTS
IV.
A. Oral Report from Chair Appezzato Regarding the Letter to President Clinton Regarding
Consideration of the Development of a Federal Loan Program to be Utilized for the
Implementation of the NAS Alameda Final Community Reuse Plan.
B. Oral Report from the Interim Executive Director Updating the Reuse Authority on
Consultant Activity - Phase III Interim Reuse Strategy.
C. Oral Report from the Interim Executive Director Updating the Reuse Authority on NAS
Alameda Sewer Force Main Improvements.
D. Oral Report from the Interim Executive Director Updating the Reuse Authority on
McKinney Act /Homeless Issues.
E. Oral Report from Chairman of the Alameda Base Reuse Advisory Group (BRAG)
Updating the Reuse Authority on BRAG Activities.
F. Oral Report from the Interim Executive Director Regarding the Status of the Recruitment
of an Executive Director.
G. Oral Report from the Interim Executive Director Updating the Reuse Authority on Reuse
Authority Staff Activities.
H. Oral Report from the Interim Executive Director Regarding Next Agenda for Alameda
Reuse and Redevelopment Authority.
ORAL COMMUNICATIONS, NON - AGENDA (PUBLIC COMMENT)
(Any person may address the Governing Body in regard to any matter over which the Governing
Body has jurisdiction or of which it may take cognizance, that is not on the agenda.)
V. COMMUNICATIONS FROM GOVERNING BODY
Vl. ADJOURNMENT
Note:
* Sign language interpreters will be available on request. Please contact Elizabeth
Brydon, ARRA Secretary, at 263 -2870 at least 72 hours before the meeting to request
an interpreter.
* Accessible seating for persons with disabilities (including those using wheelchairs) is
available.
* Minutes of the meeting are available in enlarged print.
* Audio Tapes of the meeting are available upon request.
* * * * *
Alameda Reuse and Redevelopment Authority
Inner -Office Memorandum
February 22, 1995
TO: Honorable Members of the
Alameda Reuse and Redevelopment Authority
FROM: Dave Louk
Interim Executive Director
SUBJ:
Background:
Report from the Interim Executive Director Recommending. the Alameda Reuse
and Redevelopment Authority Request Caltrans and the California Transportation
Commission Authorize a One Year Extension on the City of Alameda Grant for
Purchase of the Southern Pacific Rail Road (SPRR) Property East of Main Street
Between Atlantic Avenue and Singleton Avenue for Park Purposes
The City of Alameda was awarded an Environmental Enhancement Mitigation (EEM)
Grant in 1992 for purchase of Southern Pacific Rail Road (SPRR) property east of Main Street
between Atlantic Avenue and Singleton Avenue in Alameda for park purposes and highway
landscape enhancement. The original grant was for $400,000.
The railroad line has served the Alameda Naval Air Station (NAS) in the past but was no
longer needed. Southern Pacific cannot sell the property to the City of Alameda until the Naval
Air Station releases the railroad from their agreements to provide service. The City and the Navy
were obtaining the necessary release when the Base Realignment and Closure Committee voted to
close NAS Alameda.
The closure action caused the Navy to temporarily postpone the decision to release the
Southern Pacific Railroad until the Community Reuse Plan is completed. The plan is scheduled
for completion in December 1995.
The City of Alameda was granted an extension of the grant by Caltrans and the California
Transportation Commission to June 5, 1995. At that time it was indicated that no further
extensions would be given.
Honorable Members of the February 22, 1995
Alameda Reuse and Redevelopment Authority Page 2
Discussion:
The consultant team has completed the Draft Conditions and Trends Report for the base
closure plan. It was concluded that while the railroad line along Main Street is in poor condition,
and likely not needed for future reuse proposals, further analysis of the economic market
feasibility, need and potential use of the rail services is needed. A part of this analysis will be
prepared as part of the assessment of reuse alternatives (Phase IV) and completed in August
1995. It is unlikely that rail line access in this location will be necessary for the reuse of NAS
Alameda. Improvements to the Main Street rail line would bisect housing areas causing noise and
traffic congestion as well as additional safety problems. If required at all, the most likely scenario
for rail access would be a new line along the estuary, north Main Street and a new railroad bridge
crossing east of the Posey Tube. This alternative will be evaluated as part of the alternatives
assessment.
Development of the Main Street SPRR right of way for park and trail use would be a
great benefit to the surrounding residential neighborhoods and the City, as well as create an
attractive entryway to NAS Alameda. The visual improvements to the street and right -of -way
would be a strong marketing element for the future reuse efforts for NAS Alameda. The visual
character and image of the site and neighborhood is an important issues considered in the
relocation of new business. New landscaping, an attractive park and recreational trails provide an
image of safety, cleanliness, and success important to new business relocations.
Delay of the grant purchase is important to the overall reuse planning process. The Navy
cannot release the service agreement for the right -of -way until the completion of the Community
Reuse Plan. The planning process is required by federal law in conformance to the Base Closure
and Realignment Act passed by Congress at the direction of President of the United States.
Fiscal Impact:
Delaying action on the purchase of the property could jeopardize the City of Alameda's
capability to purchase the railroad right -of -way in the future for park purposes if the grant to the
City is not also extended by Caltrans and the California Transportation Commission.
Honorable Members of the February 22, 1995
Alameda Reuse and Redevelopment Authority Page 3
Recommendation:
It is recommended that the Alameda Reuse and Redevelopment Authority request Caltrans
and the California Transportation Commission authorize a one year extension to the City of
Alameda Grant for purchase of the SPRR property East of Main Street between Atlantic Avenue
and Singleton Avenue for park purposes, and authorize the Interim Executive Director to
communicate the ARRA's request to the appropriate agency staff.
Respectfully submitted,
ave Louk
Acting Executive Director
DL /dpt/erb
Attachments:
1. Background reports
cc: Caltrans
California Transportation Commission
City of'.11:,,,t� ti. t_. ,iforr�ia
*January 11, 1994
California Department of Transportation
111 Grand Street
Oakland, CA 94623
Attn: Mr. Herb Okubo
Chief - Local Streets and Roads
RE: Environmental Enhancement Mitigation Grant
Request for Extension
Dear Mr. Okubo:
The City of Alameda was awarded an EEM grant in 1992 for
Environmental Enhancement Mitigation for property east of Main
Street in Alameda. The grant was for $400,000 and is to be used
to assist in our purchase of property presently owned by the
Southern Pacific Railroad Company. The railroad had served the
Alameda Naval Air Station in the past but was no longer needed.
S.P. cannot sell the property to the City until the Naval Air
Station releases them from their agreements to provide service.
We were well on our way toward obtaining the release from the
Naval Air Station when the U.S. Government, Base Realignment and
Closure Committee, voted to close the Naval Air Station.
This recent closure action has caused the Naval Air Station to
temporarily postpone the decision to release the Southern Pacific
Railroad from their contractual agreement. The Navy is now
waiting until the Base Reuse Plan is.prepared and adopted. This
document is scheduled for completion the first part of 1995.
With all this activity ongoing we are unable to complete our
activities within the timetable we submitted as part of our
original application submittal. Therefore we hereby request a
eighteen month extension to our schedule.
Public Works Department, Room 204
City 1 lall
220:3 Santa Clara Avenue • 04501 -4455
Tel: 510.748 4550
Fax: 510.74U 4548
We can supply any additional information as background to this
request that you may require. Please contact me at 510-748-4552
if any information is required.
sincerely
cL-A9-41k,
Dick Rudloff
Public Works Coordinator
cc: Public Works Director
STATE OF, CALIFORNIA - BUSINESS, TRANSPOR, AND HOUSING AGENCY
DEPARTMENT OF TRANSPORTATION
g.OX 23660
1KLAND, CA 94623 -0660
,,10) 286 -4444
Mr. Robert Warrick
Director of Public Works
City of Alameda
2263 Santa Clara Ave.
Alameda, Ca. 94501
Attention: Dick Rudloff
Dear Mr. Warrick:
PETE WLSON, Governor
June 24, 1994
04-EEM 92 -145
JUN 29 i ;4
PUBLIC WORKS DEPT.
CITY OF ALAMFDA
ct Park
This letter is in response to your letter of January 11, 1994 in which you
requested a time extension for the above referenced project. Your request has
been approved. You have until June 5, 1995 to complete your project and submit
invoices. Invoices received after June 5, 1995 will not be paid.
If you have any questions, please call me at (510) 286 -5743.
Sincerely,
JOE BROWNE
District Director
Derek J. Pool
Local Assistance Engineer
NAS ALAMEDA. COMMUNITY R ELISE PLAN:
Alameda. In some cases, existing right of way widths preclude the installation of sidewalks
and/or bike lanes.
Aviation System
5. Major constraints to civilian reuse of the NAS Alameda airfield include airspace
conflicts with the Oakland International Airport, lack of demand (excess capacity
at Oakland International), poor condition of aircraft apron parking, structural
problems with older aircraft support buildings, need for (and cost of installation
of an operating air traffic control tower, impact on regional airspace capacity, cost
of a new instrument landing system, existing obstructions such as the Bay Bridge,
restricted runway length per FAA civilian airport design standards, and restricted
aircraft hangar capacity.
These factors severely constrain the potential for use of the Airfield in commercial aviation.
Many of these concerns may not be applicable if the airfields were to be used for
maintenance of aircraft or other sporadic users. However, the potential market for such
activities and their ability to generate revenues sufficient to operate and maintain the airfield
complex does not appear strong (See Section 3.3 )
Freight System
6. The primary constraint to truck access and the business and industry it could
potentially serve at NAS Alameda is the limited reserve capacity of the primary
truck access route and the goal of the City of Alameda of maintaining a system of
truck routes that enables efficient deliveries with minimal disturbance of residential
neighborhoods.
Truck access to NAS Alameda suffers from the same problem as general vehicle access, i.e., it
is circuitous and currently congested during peak periods. This condition poses a major
constraint on large increases in truck traffic that would negatively impact level of service
conditions and increase congestion on the City of Alameda street system.
ANIMMOMMI
7. The primary constraint to rail access access and the business and industry it could
potentially serve at NAS Alameda is the poor condition of the Existing Belt Line
trackage, an independent railroad owned jointly by the Southern Pacific and
Union Pacific Railroads, and the capital costs that would be required to upgrade
the rail system.
Rail access is constrained due to (a) the poor condition of the trackage, especially west of the
Belt Line Yards, (b) geometric limitations which would preclude some container railcars, (c)
extensive on- street trackage and at -grade railroad crossings, and (d) lack of crossing
protection or signalization. Moreover, rail connections to the Port of Oakland Intermodal
Facilities from Alameda would require an additional one or two days of transit time,
resulting in excessive delays and impinging on the competitive position of
freight operations. The abandoned route along Atlantic Ave. is not suitable for resumption
of rail use but could be developed as a recreational greenbelt or multiuse trail.
PHYSICAL AND INFRASTRUCTURE SYSTEMS
2ll
NAS ALAMEDA C OMMUNITY REUSE P LAN
4.1.5 Recommendations and Implementation Actions
41(a) Code Compliance (City ofAlameda): The Engineering and Design Division should
review proposed modifications to roadways and intersections to ensure compliance with
design codes, including traffic control, street lights, curb and gutter, lane widths, sidewalks,
and wheelchair access at intersections. The Engineering and Design Division will be
responsible for enforcement.
4.1(b) Evaluation of the Need and Cost Effectiveness of Expanded Crossing Capacity (EDAW
Team, ARRA, City ofAlameda, Caltrans, Federal Govt.): The EDAW Team (Fehr & Peers
Associates) working in conjunction with the City of Alameda and Caltrans will evaluate the
need and the feasibility of a new bridge or tunnel crossing from Oakland and I -880 directly
to NAS Alameda. One of the most critical issues with regards to the reuse and
redevelopment of NAS Alameda will be the ability of the current infrastructure to support
redevelopment of the base. In addition, if the re -use were to generate significantly higher
auto and truck traffic volumes than the existing land uses, a more direct access route would
be a great benefit, both in terms of the increased redevelopment potential of NAS Alameda
and reduced impacts to the City of Oakland's street circulation system.
4.1(c) Evaluation of the Need for Expanded Transit Service (EDAW Team, AC Transit,
Alameda Ferry): The EDAW Team (Fehr & Peers Associates) working in conjunction with
AC Transit will evaluate the need for expanded local and regional bus service directly from
NAS Alameda. In addition, expanded ferry service from the Alameda Gateway Ferry
Terminal to San Francisco will be evaluated. Public transit has the potential of reducing the
dependance on private automobiles and the need for expanded crossing capacity.
4.1(d) Develop Bicycle and Pedestrian Circulation Plan (City ofAlameda, ARRA): The
EDAW team will develop a comprehensive circulation plan for NAS Alameda that will
provide a system of bicycle and pedestrian paths that will encourage both commute and
recreational activities. The circulation plan will help reduce the number of vehicle trips that
are made internally at NAS Alameda by providing individuals an efficient system of bikeways
and pedestrian path for internal circulation and access.
41(e) Develop Rail Facility Improvements Contingent on Market Feasibility: The rail facilities
leading up to and into NAS Alameda could be rehabilitated to serviceable condition with
some level of investment. Development of plans for reuse of these facilities should be based
on the market feasibility of civilian reuse and the economic need and benefit of the proposed
reuse. Implementation studies should be performed by the ARRA for rail facilities
improvement and upgrade if reuse is deemed feasible and appropriate.
4.10 Develop Seaport Plan Contingent on Market Feasibility: The seaport facilities related to
NAS Alameda could be implemented with improvements as outlined in the Seaport Plan.
Development of plans for reuse of these facilities should be based on the market feasibility of
civilian reuse and the economic need and benefit of the proposed reuse. Implementation
studies should be performed by the ARRA for seaport facilities improvement and upgrade if
reuse is deemed feasible and appropriate.
4 -40 PHYSICAL AND INFRASTRUCTURE SYSTEMS
To Bay Bridge / Sacramento
Junction with
Southern Pacific
Mainline
Legend:
111111111 Existing Rail System
ill kw Tracks Not Functioning
Right-of-Way Only
Source: Alameda Seaport Access Assessment Report, 1994
Bay Farm
Island
Figure 4-9
Existing Rail Facilities
Fehr & Peers Associates, Inc.
To San
Leandro
To
San
Jose
NAS Alameda
Community
Retisc. PJn
ALAMEDA SEAPORT ACCESS ASSESSMENT
Light Rail Transit. This should free up sufficient capacity to allow uncongested truck access
through the existing tubes.
Altemative E - Low Level, Lift Bridge located immediately east of the Posey Tube. It would also
connect to the proposed Mitchell Avenue extension in Alameda. It would pass over the parking
lot east of Jack London Village and cross over Embarcadero and Oak Street. It could either
continue on a viaduct and connect to 1 -880 directly or drop to grade, merge with Embarcadero
and connect to an upgraded interchange with 1 -880 in the vicinity of 5th Avenue (currently
northbound off only). Another possibility would be to use the existing southbound interchange
in the vicinity of 10th Avenue. The new facility could be four lanes and be a joint Light
Rail /Highway Bridge.
Altemative F - Exclusive Single Track Freight Rail Facility following the same general alignment
sd Altemative D. It would also be a lift -bridge and would tie to the existing trackage adjacent to
Mitchell Avenue in Alameda and the trackage north of the Embarcadero in Oakland, east of Oak
Street. A freight rail tunnel was not included because the required clearances would place the
top of rail elevation at least 75' below mean high water and this would require unacceptable
access length on the Oakland side.
Preliminary Cost Estimates
A range of preliminary cost estimates is shown for each alternative in Table 1. The cost
estimates are fully loaded costs that are based on the development of unit costs for standard
cross - sections and the application of 40% contingency and design/construction management
costs. No right -of -way costs have been included, but approximate areas of required right -of -way
are tabulated. The right -of -way area of bridge alternatives is the "shadow" area. The area for
tunnels is for approaches only, no area beyond the portal is included. All costs are un- escalated
in 1994 dollars. None of the Altematives appear to require acquisition or relocation of residential
property.
AUGUST 1994
Page 12
Alameda Reuse and Redevelopment Authority
Inter - Office Memorandum
DATE: February 22, 1995
TO: Honorable Members of the Alameda Reuse and Redevelopment Authority
FROM: Dave Louk
Interim Executive Director
Alameda Reuse and Redevelopment Authority
SUBJ: Report from the Interim Executive Director Recommending that the Alameda
Reuse and Redevelopment Authority Designate Individuals to Implement a Plan
to Distribute Surplus NADEP Computers
Background:
Naval Aviation Depot ( NADEP) Alameda has approximately 500 computers which they
will make available to the communities within the local reuse authority area. There are also a
substantial number of printers which will be made available. Executive Order 12021 of
November 16, 1992, makes these computers and associated equipment available for educational
use to elementary and secondary schools. "Elementary and secondary schools" includes public
or private educational institutions encompassing kindergarten through twelfth grade, as well as
public school districts. As part of NADEP's drawdown and closure, the Navy will be
implementing this Executive Order and has requested assistance from the ARRA. Additionally,
NADEP has offered to have their technicians go to the communities and assist with the set -up
and installation of computers on site.
Discussion /Analysis:
This is a tremendous opportunity for all of the communities within the Alameda Reuse and
Redevelopment Authority's area to share in base closure benefits. There needs to be a fair and
equitable way to handle requests for these computers and determine how they will be distributed.
A Community Computer Sub - committee could be formed to ensure information on this project is
provided to the respective communities, process requests for computers, and recommend to the
ARRA how the NADEP computers will be distributed.
Budget /Fiscal Impact:
None
Recommendation:
It is recommended that each of the represented bodies comprising the Alameda Reuse and
Redevelopment Authority (Cities of Alameda, San Leandro and Oakland; Alameda County Board
of Supervisors; and Congressman Ron Dellums) appoint one individual for a total of (5)
representatives in order to form a Community Computer Sub - committee which will report back
to the ARRA prior to the distribution of the computers.
Respectfully submit
David J. Louk
Interim Executive Director
DJ /eb
City of Alameda
Inter- department Memorandum
TO:
FROM:
SUBJ:
Background
February 22, 1995
Honorable Members of the
Alameda Reuse and Redevelopment Authority
Colette Meunier
Planning Director
Report from the Planning Director Regarding Preservation
of Artifacts at the Naval Air Station, Alameda, and
Recommending that the Alameda,Reuse and Redevelopment
Authority (ARRA) Request the Navy to Designate a Building
for Archiving of Artifacts and that the ARRA Designate
Barbara Baack and Marilyn York as Coordinators of the
Community Based Group to Assist in the Identification and
Inventory of Artifacts.
On February 1, 1995, the ARRA asked for a report back regarding:
(1) the loss of resources from NAS, and (2) an approach for
conservation of artifacts at NAS.
Discussion /Analysis
Loss of Resources: Staff has been in contact with the Navy
regarding this matter and found that the Navy is very interested in
retaining the artifacts at NAS and was assured that the artifacts
are not being removed. The reported loss of some resources may be
misunderstanding or miscommunication. For example, the plaque
commemorating Jimmy Doolittle was removed by the Sea Bees for
cleaning and will be relocated on base to a more appropriate and
visible location. Norma Bishop, Assistant Base Closure Officer,
will be in attendance at the ARRA meeting and will be able to
respond to any questions the ARRA may have on the retention of
artifacts.
Conservation of Artifacts:
The Navy has developed a "Preserving the Legacy" program which
would preserve the history of NAS. The ARRA should request that
the Navy implement this program which will:
•
identify and collect all historic resources including
artifacts, memorabilia and oral histories;
Honorable Member of the February 22, 1995
Alameda Reuse and Redevelopment Authority Page 2
• inventory and catalogue all materials;
• establish a museum.
Please see the attached outline of the program provided by the
Navy.
According to the program, the ARRA can further the conservation of
artifacts in two ways: by requesting that a building be designated
for the storage and display of the artifacts and by establishing a
community based group of volunteers to work with the Navy.
Requesting a Museum Site: The Navy has advised that through the
"Preserving the Legacy" program a building can be provided if it is
requested by the local reuse authority. The ARRA should formally
request that the Navy set aside an appropriate building for the
archiving of the artifacts, memorabilia and oral histories. It is
recommended that the ARRA make such a request of the Navy.
Volunteer Personnel: The "Preserving the Legacy" program envisions
volunteer personnel to help station personnel and a historical
detachment in inventorying and cataloguing the materials. It is
recommended that the ARRA request that a community based group be
established, and that Barbara Baack and Marilyn York be asked to
coordinate the volunteer group proposed by the Navy's "Preserving
the Legacy" program. Ms. Baack and Ms. York are both retired from
NAS. These women have a long term personal involvement with NAS
and are familiar with the inner workings of the Navy. They are
acquainted with the commanding officer, other Navy personnel and
current and former employees. They have a well demonstrated
interest in the preservation of the artifacts and in the
establishment of a museum. ARRA Staff should provide assistance to
the volunteer group in communicating with the Base command and in
reporting back to the ARRA.
Recommendation
Staff recommends that the ARRA accept this report and make the
following motions:
1. Request that the Navy implement as part of the "Preserving the
Legacy" program, the preservation of artifacts and providing
an appropriate building for the archiving of the artifacts,
memorabilia and oral histories.
Honorable Member of the
February 22,
Alameda Reuse and Redevelopment Authority Page ge 3
2. Invite Barbara Baack and Marilyn York to serve as the
coordinators of a community based group which would work with
the Navy to inventory and catalogue the artifacts, memorabilia
and oral histories outlined in the "Preserving the Legacy"
program.
Respectfully submitted,
ette Meunier,
Planning Director
Attachment
1. Naval Air Station "Preserving the Legacy"
cc. Norma Bishop
Barbara Baack & Marilyn York
NAVAL AIR STATION
"PRESERVING THE LEGACY"
I. IDENTIFY AND COLLECT ALL HISTORIC RESOURCES
A. ARTIFACTS (PLAQUES, DISPLAY AIRCRAFT,
ARCHEOLOGICAL "FINDS ", TROPHIES)
B. MEMORABILIA (PHOTOGRAPHS, PAINTINGS,
CERTIFICATES, RECORDS)
C. "LIVING HISTORY" (PERSONAL WRITTEN OR VIDEO
HISTORIES)
II. INVENTORY AND RECORD (CATALOG)
A. HISTORICAL DETACHMENT ARRIVES 1 APRIL 95
B. STATION PERSONNEL
C. VOLUNTEER PERSONNEL
III. DISPLAY OR STORE, AS APPROPRIATE
A. MUSEUM SITE REQUEST THROUGH ARRA
B. SELECTION OF SITE
CORRESPONDENCE
DEPARTMENT OF THE NAVY
THE ASSISTANT SECRETARY OF THE NAVY
(INSTALLATIONS AND ENVIRONMENT)
1000 NAVY PENTAGON
WASHINGTON. D.C. 20350 -1000
FEB i t40c
The City Council of Alameda
City Hall
2263 Santa Clara Avenue
Alameda, CA 94501 -4456
Dear Councilmembers:
Thank you for your letter of January 18, 1995, to the
Secretary of the Navy and the Deputy Assistant Secretary
(Conversion and Redevelopment). I am responding for Secretary
Dalton and Deputy Assistant Secretary Cassidy.
As you know, the Department of the Navy is preparing its
recommendations for the 1995 round of base closures and
realignments. While we made substantial progress in reducing the
Navy's shore -based infrastructure in the 1991 and 1993 rounds,
additional reductions are necessary to match this infrastructure
with our force structure.
I appreciate your continuing support for Naval Air Station
Alameda, but your proposal would require a reversal of the BRAC
1993 closure decision. Department of.Defense policy specifically
excludes reassessment of previous closure decisions in the BRAC •
1995 process. Readdressals may only be applied to activities
designated in previous BRAC rounds as receiving sites.
As difficult as these closures are for all of us, they are
necessary to ensure that the Navy's remaining infrastructure can
be maintained properly. Please be assured that one of the
primary considerations in the closure and realignment
implementation process is the impact on people and communities.
We are doing everything possible to ensure that the Alameda
transition is sensitive to the concerns of the community and
those affected by it.
Sincerely,
ROBERT B. PIRIE, JR.
FOR YOUR INFORMATION
Honorable Mayor
Counci Lriembers
CM, ACM
DavidLouk, Interim Project Mgr
Base Conversion .Of i.ce
December 12, 1994
PETITION
To: Members of the Alameda City Council
From: Members of the National Association of
Employees (NARFE), Alameda Chapter 1272
Subject: Historic Preservation of core district
Air Station
Retired Federal
of Alameda Naval
1. We are an organization of 700 members. Some 300 members are
Alameda residents. About 400 of our members live in the
surrounding communities.
The efforts made by the Navy at the Naval Air Station Alameda over
the past 50 years by both civilian and military personnel deserve
to be recognized. We wish to place the historic core district of
the Naval Air Station Alameda on the national register of historic
places. We recommend that a building in the historic district be
set aside as a museum in which to house historic plaques, objects,
artifacts, posters, photographs and bronze markers.
The subject of historic preservation of the air station is covered
in detail in a report entitled"Historic Architectural Resources at
NAS Alameda." The report was reviewed by the City Planning
Department on June 2, 1994. Section 106 covers details of
historic preservation.
Our Chapter members hope that the Alameda City Council will approve
our request to save the historic district. The artifacts, plaques
and monuments at the Naval Air Station Alameda should be recognized
because of the contributions made by the Navy to our local and
national history.
Restpectfully submitted,
2{.</14A-
Charles Butler, President
Alameda Chapter 1272 NARFE
Signatures listed below are members supporting this recommendation.
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