2006-07-18 PacketCITY OF ALAMEDA • CALIFORNIA
SPECIAL MEETING OF THE CITY COUNCIL
TUESDAY - - - JULY 18, 2006 - - - 5:30 P.M.
Time: Tuesday, July 18, 2006 5:30 p.m.
Place: City Council. Chambers Conference Room, City' Hall, corner
of Santa Clara Avenue and Oak Street
Agenda:
1. Roll Call
2. Public Comment on Agenda Items Only
Anyone wishing to address the Council on agenda items only,
may speak for a maximum of 3 minutes per item.
3. Adjournment to Closed Session to consider:
3 -A. CONFERENCE WITH LABOR NEGOTIATORS
Agency negotiators: Craig Jory and Human Resources
Director
Employee organizations: Alameda City Employees Association,
International Brotherhood of
Electrical Workers, and Management
and Confidential Employees
Association
3 -B. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: 2900 Main Street
Negotiating parties: City of Alameda and Alameda Gateway,
Ltd.
Under negotiation: Price and terms
3 -C. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION
Initiation of litigation pursuant to subdivision (c)
Section 54956.9
Number of cases: Two.
4. Announcement of Action Taken in Clo Session, if any.
5. Adjournment
Beverly John
CITY OF ALAMEDA • CALIFORNIA
IF YOU WISH TO ADDRESS THE COUNCIL:
1. Please file a speaker's slip with the Deputy City
Clerk and upon recognition by the Mayor, approach
the podium 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 and demonstration are prohibited during
Council meetings.
AGENDA REGULAR MEETING OF THE CITY COUNCIL
TUESDAY
JULY 18, 2006 - - - - 7:30 P.M.
[Note: Regular Council Meeting convenes at 7:30 p.m., City
Hall, Council Chambers, corner of Santa Clara Avenue and Oak
Street]
The Order of Business for City Council Meeting is as follows:
1. Roll Call
2. Agenda Changes
3. Proclamations, Special Orders of the Day and Announcements
4. Consent Calendar
5. Agenda Items
6. Oral Communications, Non - Agenda (Public Comment)
7. Council Communications (Communications from Council)
8. Adjournment
Public Participation
Anyone wishing to address the Council on agenda items or business
introduced by Councilmembers may speak for a maximum of 3 minutes
per agenda item when the subject is before Council. Please file a
speaker's slip with the Deputy City Clerk if you wish to address
the City Council.
SPECIAL MEETING OF THE CITY COUNCIL 5:30 P.M.
CITY COUNCIL CHAMBERS CONFERENCE ROOM
Separate Agenda (Closed Session)
PLEDGE OF ALLEGIANCE
1. ROLL CALL - City Council
2. AGENDA CHANGES
3. PROCLAMATIONS, SPECIAL ORDERS OF THE DAY AND ANNOUNCEMENTS
3 -A. Presentation by the Park Street Business Association (PSBA) on
the 22nd Annual Art and Wine Faire.
3 -B. Presentation to the Fourth of July Committee recognizing their
efforts for a successful Mayor's Fourth of July Parade.
3 -C. Presentation regarding the World Masters Swim Championship to
be held on August 11, 2006. [Councilmember deHaan]
3 -D. Presentation and update on Alameda Development Corporation.
4. CONSENT CALENDAR
Consent Calendar items are considered routine and will be
enacted, approved or adopted by one motion unless a request
for removal for discussion or explanation is received from the
Council or a member of the public.
4 -A. Minutes of the Special Joint City Council, Alameda Reuse and
Redevelopment Authority, and Community Improvement Commission
Meetings held on July 5, 2006, and the Regular City Council
Meeting held on July 5, 2006. (City Clerk)
4 -B. Bills for ratification. (Finance)
4 -C. Adoption of Resolution Amending Resolution No. 9460 to Reflect
Current Positions and Entities to be Included in the City of
Alameda's Conflict of Interest Code and Rescinding Resolution
No. 13906. (City Attorney)
5. REGULAR AGENDA ITEMS
5 -A. Discussion of City Attorney staffing options and request to
hire an Administrative Management Analyst. (City Attorney)
5 -B. Adoption of a Resolution Participating in the International
Council for Local Environmental Initiatives (ICLEI) Cities for
Climate Protection Campaign and Creation of a City Task Force;
and
• Adoption of Resolution Providing Support for Policies that
Promote the Development and Commercialization of Plug -In
Hybrid Electric Vehicles as a Participant in the Plug -In
Partners National Campaign. (Planning and Building)
5 -C. Negotiations with the Bay Area Water Transit Authority Related
to Transfer of City Ferry Services. (Public Works)
6. ORAL COMMUNICATIONS, NON- AGENDA (Public Comment)
Any person may address the Council in regard to any matter
over which the Council has jurisdiction or of which it may
take cognizance, that is not on the agenda.
7. COUNCIL COMMUNICATIONS (Communications from Council)
Councilmembers can address any matter, including reporting on
any Conferences or meetings attended.
8. ADJOURNMENT
* **
• For use in preparing the Official Record, speakers reading a
written statement are invited to submit a copy to the City Clerk
at the meeting or e -mail to: lweisige @ci.alameda.ca.us
• Sign language interpreters will be available on request. Please
contact the City Clerk at 747 -4800 or TDD number 522 -7538 at
least 72 hours prior to the Meeting to request an interpreter
• Equipment for the hearing impaired is available for public use.
For assistance, please contact the City Clerk at 747 -4800 or TDD
number 522 -7538 either prior to, or at, the Council Meeting
• Accessible seating for persons with disabilities, including
those using wheelchairs, is available
• Minutes of the meeting available in enlarged print
• Audio Tapes of the meeting are available upon request
• Please contact the City Clerk at 747 -4800 or TDD number 522 -7538
at least 48 hours prior to the meeting to request agenda
materials in an alternative format, or any other reasonable
accommodation that may be necessary to participate in and enjoy
the benefits of the meeting
Alameda Development Corporation
2363 Mariner Square Drive, Suite 240 Alameda, CA 94501 510 523 -4460 www.alamedadevcorp.org
July 10, 2006
Hon. Mayor Beverly Johnson and Members of the City Council
City of Alameda
2263 Santa Clara Ave.
Alameda, CA 94501
Dear Honorable Mayor and Members of the Council:
The Alameda Development Corporation (ADC) is pleased to provide you with an update
on our organization's recent activities. We are extremely excited by the progress we
have made in 2006. Six moderate - income families have purchased homes at Bayport
Alameda and six more buyers have signed contracts with Warmington Homes to
purchase units at Bayport and should be closing escrow by the end of July. In addition,
five buyers have signed contracts with Resources for Community Development (RCD) to
purchase below market rate homes at The Breakers at Bayport. We expect to provide the
five additional buyers to RCD in the next few weeks.
As Phase 2 of the Below Market Rate program at Bayport Alameda winds down, ADC
will begin preparing for Phase 3. We expect to conduct orientation workshops and a
lottery before the end of 2006. Working closely with the City of Alameda Development
Services Department, ADC is in the process of clarifying Policies and Procedures for this
next phase of the Bayport project.
ADC is working with Habitat for Humanity East Bay to develop eight affordable
ownership homes at 626 Buena Vista in Alameda. The application for Planned
Development approval has been submitted to the Planning Department and will be
considered by the Planning Board on Monday, July 24th. ADC is very pleased that this
project is now on the verge of becoming a reality.
Recent meetings with the Alameda Unified School District on the proposed development
of affordable rental housing at the Island High School site have led to progress on this
project. ADC selected a consultant to conduct the Phase 1 Environmental Site
Assessment. The East Bay firm Fugro West completed the report at the end of June.
Based on the report, we have asked for a proposal for a Phase 2 Assessment to examine
possible groundwater contamination issues at the site. ADC has also solicited a proposal
from JSWD Architects for a feasibility study for the site. Based on this study, ADC will
make recommendations to the School District for different development scenarios.
Presentation 3 -D
7 -18 -06
Finally, ADC will be scheduling a Strategic Planning session in September to review the
organization's mission and priorities and to discuss policy issues and the future work
plan.
We thank you for your continued support of the Alameda Development Corporation.
Please feel free to call our office at 523 -4460 if you have any questions.
Sincerely,
reg
Dan Lachman
Boar. 'resi. ent Executive Director
Attachment
Cc: Alameda Development Corp. Board of Directors
Alameda Development Corporation
Summary of Accomplishments
Alameda Development Corporation:
ADC was formed in 2000 as a non - profit corporation with a Board of Directors
consisting of established community leaders.
626 Buena Vista Avenue:
ADC acquired property at 626 Buena Vista Ave. and is in the process of developing eight
(8) units of affordable ownership housing in partnership with Habitat For Humanity East
Bay. Plans have been submitted to the Planning Department for Planned Development
approval.
Marina Cove:
ADC successfully placed twelve (12) low and moderate - income families into homes at
KB Homes' Marina Cove Development. In addition, ADC performs annual in -home
inspections.
Affordable Housing Guidelines:
ADC developed Affordable Housing Guidelines. These Guidelines were submitted to the
Planning Director and were a resource for the City of Alameda in the development of its
own guidelines.
Education:
ADC has held numerous, well- attended, educational workshops covering home
improvement projects, routine maintenance and housing related resources. ADC worked
with Pagano's Hardware to develop a post - purchase counseling workshop.
Bayport Alameda:
1. ADC was retained by Warmington Homes California to conduct buyer
placement services for forty -eight (48) below - market -rate homes at Bayport Alameda.
By the end of 2006, ADC will have successfully placed thirty-two (32) moderate - income
families into the new homes.
2. Resources for Community Development (RCD) retained ADC to market and
perform buyer placement and buyer selection for ten (10) below - market rate homes at
The Breakers at Bayport. By August 2006, ADC will have successfully selected and
placed 10 moderate - income families in those homes.
Alameda Unified School District:
ADC is providing consulting services to the Alameda Unified School District (AUSD) to
assist in the development of workforce rental housing on the Island High School site.
ADC worked with the District to identify the site for use of the District's Housing funds,
and is currently working with AUSD staff to refine the development program.
UNAPPROVED MINUTES
MINUTES OF THE SPECIAL JOINT CITY COUNCIL,
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY (ARRA), AND
COMMUNITY IMPROVEMENT COMMISSION (CIC) MEETING
WEDNESDAY- -JULY 5, 2006- -5:30 P.M.
Mayor /Chair Johnson convened the Special Joint Meeting at 5:40 p.m.
ROLL CALL - Present: Councilmembers / Board Members /
Commissioners Daysog, deHaan, Gilmore,
Matarrese, and Mayor /Chair Johnson - 5.
Absent: None.
The Special Joint Meeting was adjourned to Closed Session to
consider:
ARRA Conference with Real Property Negotiators; Property: Alameda
Naval Air Station; Negotiating parties: ARRA and Navy; Under
negotiation: Price and terms.
(06- CC) Conference with Labor Negotiators; Agency Negotiators:
Craig Jory and Human Resources Director; Employee Organizations:
Alameda City Employees Association, International Brotherhood of
Electrical Workers, and Management and Confidential Employees
Association.
(06- CC) Conference with Property Negotiators; Property: Fruitvale
Railroad Bridge; Negotiating parties: City of Alameda and Army
Corp. of Engineers; Under negotiation: Price and terms.
* **
Mayor /Chair Johnson called a recess at 7:40 p.m. to hold the Regular
Meeting and reconvened the Special Joint Meeting at 9:56 p.m.
* **
(06- CIC) Conference with Legal Counsel - Existing Litigation;
Name of case: Community Improvement Commission v. Cocores
Development Company.
(06- CC) Conference with Legal Counsel - Anticipated Litigation;
Initiation of litigation pursuant to subdivision (c) of Section
54956.9; Number of cases: One.
Following the Closed Session, the Special Joint Meeting was
reconvened and Mayor /Chair Johnson announced that regarding Alameda
Special Joint Meeting
Alameda City Council, Alameda
Reuse and Redevelopment Authority,
and Community Improvement Commission
July 5, 2006
1
Naval Air Station, direction was given to Real Property
Negotiators; regarding Conference with Labor Negotiators, Council
received a briefing from Labor Negotiators and gave direction on
settlement parameters; regarding Fruitvale Railroad Bridge, Council
received a briefing from Real Property Negotiators and gave
direction to Negotiator; regarding Existing Litigation, the CIC
received a briefing from Leal Counsel and gave direction on
settlement parameters; and regarding Anticipated Litigation,
Council received briefing from Legal Counsel and gave direction.
Adjournment
There being no further business, Mayor /Chair Johnson adjourned the
Special Joint Meeting at 12:30 a.m.
Respectfully submitted,
Lara Weisiger, City Clerk
Secretary, Community Improvement
Commission
The Agenda for this meeting was posted in accordance with the Brown
Act.
Special Joint Meeting
Alameda City Council, Alameda
Reuse and Redevelopment Authority,
and Community Improvement Commission
July 5, 2006
2
UNAPPROVED MINUTES
MINUTES OF THE REGULAR CITY COUNCIL MEETING
WEDNESDAY- -JULY 5, 2006- -7:30 P.M.
Mayor Johnson convened the Regular Meeting at 7:52 p.m.
ROLL CALL - Present: Councilmembers Daysog, deHaan, Gilmore,
Matarrese, and Mayor Johnson - 5.
Absent: None.
AGENDA CHANGES
(06- ) Mayor Johnson announced that the recommendation to
appoint Rebecca A. Kozak [paragraph no. 06- ] was withdrawn from
the agenda.
PROCLAMATIONS, SPECIAL ORDERS OF THE DAY AND ANNOUNCEMENTS
(06- ) Welcoming of new Police Chief, Walter Tibbet.
The City Manager introduced the new Police Chief and the City Clerk
administered the Oath of Office.
Police Chief Tibbet thanked Council for the opportunity to serve as
Police Chief and introduced his family.
(06- ) Library project update.
The Project Manager provided a brief update.
Vice Mayor Gilmore inquired why there was only one bidder for each
of the three individual Information Technology Contracts.
The Project Manager stated the Contracts were sole source Contracts
for Library technology.
Vice Mayor Gilmore inquired whether the three Contracts came in on
budget.
The Project Manager responded the Contracts came in $200,000 less
than expected; stated the furniture Contract came in lower also;
the total savings would probably take care of all contingency
requirements.
Councilmember deHaan stated the project is on time and on budget;
inquired whether $1 million of the $2 million Measure 0 money would
be spent.
Regular Meeting
Alameda City Council 1
July 5, 2006
The Project Manager responded the Measure 0 reserve for the branch
budget is approximately $1.5 million at this time; stated over $2
million should return to Measure 0 funds for branch improvements.
Councilmember deHaan inquired whether some redevelopment bond money
was used.
The Project Manager responded $2 million of redevelopment money was
allocated to the project; $1 million went into funding the
construction contract immediately.
Councilmember deHaan inquired whether the other $1 million
earmarked for the project would go back to redevelopment.
The Project Manager responded in the affirmative; further stated
$670,000 in Measure 0 funding would be earmarked for the main
branch until the State audit is completed, which should occur in
December.
Mayor Johnson thanked the Project Manager for the project being on
time and on budget.
The Project Manager stated another tour of the building should take
place next month.
CONSENT CALENDAR
Mayor Johnson announced that the recommendation to accept the Park
Street Clock [paragraph no. 06- ] was removed from the Consent
Calendar for discussion.
Councilmember Matarrese moved approval of the remainder of the
Consent Calendar.
Councilmember Daysog seconded the motion, which carried by
unanimous voice vote - 5.
[Items so enacted or adopted are indicated by an asterisk preceding
the paragraph number.]
( *06- ) Minutes of the Regular City Council Meeting held on June
20, 2006. Approved.
( *06- ) Ratified bills in the amount of $3,209,974.98.
(06- ) Recommendation to accept the Park Street Clock donated by
Frank and Debbie George, Pillow Park Plaza owners.
Regular Meeting
Alameda City Council 2
July 5, 2006
Mayor Johnson thanked the George's for the beautiful clock; stated
the George's wanted to donate the clock for many years; the clock
adds to Park Street's character and appearance.
Debbie George thanked Development Services for handling the process
swiftly and professionally.
Mayor Johnson requested that the City hold a dedication ceremony
and install a plaque recognizing the George's.
Frank George thanked Council and the community.
By consensus, the motion carried by unanimous vote - 5.
( *06- ) Recommendation to award Contracts in the amount of
$417,445.56 for Information Technology in the New Main Library.
Accepted.
(06- ) Recommendation to appoint Rebecca A. Kozak to the Bay
Area Library and Information System (BALIS) Advisory Board.
Withdrawn.
( *06- ) Resolution No. 13982, "Calling for a General Municipal
Election to be Consolidated with the Statewide General Election, to
be Held in the City of Alameda on Tuesday, November 7, 2006 and
Requesting the Alameda County Board of Supervisors to Permit the
County Clerk /Registrar of Voters to Render Specified Services to
the City Relating to the Conduct of Said Election." Adopted.
( *06- ) Resolution No. 13983, "Authorizing the City Manager to
Execute the Grant Contract between the State of California
Department of Boating and Waterways and the Alameda Police
Department." Adopted.
REGULAR AGENDA ITEMS
(06- ) Resolution No. 13984, "Reappointing Roberto Rocha to the
Civil Service Board." Adopted;
(06- A) Resolution No. 13985, "Appointing Michael E.
the Civil Service Board." Adopted;
(06- B) Resolution No. 13986, "Appointing DuWayne A.
Commission on Disability Issues." Adopted;
Soderberg to
Crone to the
(06- C) Resolution No. 13987, "Appointing Paulina Kirola to the
Commission on Disability Issues." Adopted;
Regular Meeting
Alameda City Council 3
July 5, 2006
(06- D) Resolution No. 13988, "Reappointing Judith A. Lynch to
the Historical Advisory Board - Community -at -Large Seat." Adopted;
(06- E) Resolution No. 13989, "Appointing Mark Irons to the
Historical Advisory Board - Contractor Seat." Adopted;
(06- F) Resolution No. 13990, "Reappointing Jeff Cambra to the
Housing and Building Code Hearing and Appeals Board." Adopted;
(06- G) Resolution No. 13991, "Appointing Harold J. Holmes to
the Housing and Building Code Hearing and Appeals Board." Adopted;
(06- H) Resolution No. 13992, "Reappointing Billie Trujillo to
the Housing Commission." Adopted;
(06- I) Resolution No. 13993, "Reappointing Karen A. Butter to
the Library Board." Adopted;
(06- J) Resolution No. 13994, "Reappointing Anne Cook to the
Planning Board." Adopted;
(06- K) Resolution No. 13995, "Reappointing Andrew J. Cunningham
to the Planning Board." Adopted;
(06- L) Resolution No. 13996, "Reappointing Ann McCormick to the
Public Utilities Board - Engineer Seat." Adopted;
(06- M) Resolution No. 13997, "Reappointing Michael J.
the Transportation Commissioner." Adopted; and
(06- N) Resolution No. 13998, "Reappointing Robert L.
to the Transportation Commission." Adopted.
Kreuger to
McFarland
Councilmember Matarrese moved adoption of the resolutions.
Vice Mayor Gilmore seconded the motion, which carried by unanimous
voice vote - 5.
The City Clerk administered the Oath of Office and presented
certificates to Board and Commission members.
Mayor Johnson thanked the Board and Commission members for their
willingness to serve.
ORAL COMMUNICATIONS, NON- AGENDA
(06- ) The following speakers discussed Measure A: Former
Councilmember Barbara Kerr, Alameda; Karen Butter, League of Women
Voters (submitted letter); Arthur Lipow, Alameda Public Affairs
Program; Ashley Jones, Alameda; Janet Gibson, Alameda; Helen Sause,
Housing Opportunities Makes Economic Sense (HOMES); Pat Gannon,
Regular Meeting
Alameda City Council 4
July 5, 2006
Alameda; Doug Biggs, Alameda; Reyla Graber, Alameda; Nita Rosen,
Alameda; Denise Brady, Alameda; Former Councilmember Lil Arnerich,
Alameda.
(06- ) Duane Rutledge, Dublin, discussed his appeal process
regarding the housing lottery at Bayport.
(06- ) Robert Sikora, Alameda, discussed the Plug in Partners
program and the environment.
(06- ) David Kirwin, Alameda, raised questions about the Buy
Alameda campaign.
Mayor Johnson suggested Mr. Kirwin speak to the Finance Director.
COUNCIL COMMUNICATIONS
(06- ) Councilmember Matarrese requested an explanation of the
process for the Bayport Housing lottery; inquired when Mr.
Rutledge's case would reach an end.
The Development Services Director outlined the process; stated
staff received Mr. Rutledge's appeal and would review the matter;
if Mr. Rutledge disagrees with the staff ruling, he could appeal to
the Community Improvement Commission; noted the process to provide
information regarding the rules is being clarified.
(06- ) Councilmember Matarrese inquired when the clean air
inventory resolution would be on the Council agenda, to which the
City Manager responded July 18, 2006.
Councilmember Matarrese requested the resolution include Alameda
Power & Telecom's action regarding Plug in Partners.
ADJOURNMENT
There being no further business, Mayor Johnson adjourned the
Regular Meeting at 8:59 p.m.
Respectfully submitted,
Lara Weisiger
City Clerk
The agenda for this meeting was posted in accordance with the Brown
Act.
Regular Meeting
Alameda City Council
July 5, 2006
5
UNAPPROVED MINUTES
MINUTES OF THE SPECIAL JOINT CITY COUNCIL,
ALAMEDA REUSE AND REDEVELOPMENT AUTHORITY,
AND COMMUNITY IMPROVEMENT COMMISSION MEETING
WEDNESDAY- -JULY 5, 2006- -7:31 P.M.
Mayor /Chair Johnson convened the Special Joint Meeting at 9:00 p.m.
ROLL CALL - Present:
MINUTES
Councilmember /Board Members /Commissioners
Daysog, deHaan, Gilmore, Matarrese, and
Mayor /Chair Johnson - 5.
Absent: None.
(06- CC /06- CIC) Minutes of the Special Joint City Council,
Community Improvement Commission, Alameda Reuse and Redevelopment
Authority, and Housing Authority Board of Commissioners Meeting
held on June 20, 2006, and the Special Joint City Council, Alameda
Reuse and Redevelopment Authority, and Community Improvement
Commission Meeting held on June 20, 2006. Approved.
Councilmember /Board Member /Commissioner Matarrese moved approval of
the minutes.
Councilmember /Board Member /Commissioner deHaan seconded the motion,
which carried by unanimous voice vote - 5.
AGENDA ITEMS
(06- CC /06- CIC) Discussion of City Attorney / /General Counsel
Legal Services and staffing options.
Mayor /Chair Johnson stated she was reluctant to add positions; the
Administrative Management Analyst's duties are a Council priority;
she does not want to increase staff, but there is a rational for
the position; freezing positions was not done strategically in the
past; expanding the number of employees is not the intended
direction even if the Council /Commission decides to fill the
position; reviewing staffing levels is a long -term process.
Councilmember /Board Member /Commissioner deHaan stated he has
concerns about filling the position; the task should be handled by
various departments; he is still working through the process of
where the position sits; he prefers to have the position closer to
Special Joint Meeting
Alameda City Council, Alameda
Reuse and Redevelopment Authority,
and Community Improvement Commission
July 5, 2006
1
the operational side; he is concerned with the job title;
Management Analyst would be more appropriate; he realizes there is
a deficit.
Mayor /Chair Johnson stated there should be a review on whether Risk
Management should be in the City Attorney's office.
Councilmember /Board Member /Commissioner deHaan stated there is an
immediate need; an organizational chart was requested; inquired
whether the matter could be held over for one more meeting.
The City Attorney /Legal Counsel responded in the affirmative;
stated the position is in the recommended budget; the matter could
be held over, and no action would be taken.
Councilmember /Board Member /Commissioner deHaan stated holding the
matter over would provide an opportunity for additional review.
Mayor /Chair Johnson requested an explanation of the position's
duties and a review on how other cities handle workers'
compensation.
Councilmember /Board Member /Commissioner deHaan concurred with
Mayor /Chair Johnson.
Vice Mayor /Board Member /Commissioner Gilmore noted the staff report
states that the position is not a General Fund position; inquired
whether the position actually would be a General Fund position
because other departments funded by the General Fund would pay for
the position, to which the City Attorney /Legal Counsel responded in
the affirmative.
The City Manager /Executive Director stated a portion comes from
other funds as well.
Mayor /Chair Johnson and Councilmember /Board Member /Commissioner
Matarrese suggested continuing the matter.
Councilmember /Board Member /Commissioner deHaan concurred with
Mayor /Chair Johnson and Councilmember /Board Member /Commissioner
Matarrese with the caveat that the position not be excluded from
the budget.
Mayor /Chair Johnson stated on- going, strategic review is needed.
Councilmember /Board Member /Commissioner Matarrese stated the
Special Joint Meeting
Alameda City Council, Alameda
Reuse and Redevelopment Authority,
and Community Improvement Commission
July 5, 2006
2
Council /Commission needs to be provided with an organization chart,
an outline of other duties the position might serve, and a rational
for the position being where it is now along with some possible
alternatives when the matter returns.
(06- CC) Resolution No. 13899, "Approving and Adopting the
Operating Budget for Fiscal Year 2006 -2007 and Appropriating
Certain Moneys for the Expenditures Provided in Said Fiscal Year."
Adopted;
(06- CIC) Resolution No. 06 -144, "Approving and Adopting the
Operating Budget for Fiscal Year 2006 -2007 and Appropriating
Certain Moneys for the Expenditures Provided in Said Fiscal Year."
Adopted; and
ARRA Resolution No. 38, "Approving and Adopting the Operating
Budget for Fiscal Year 2006 -2007 and Appropriating Certain Moneys
for the Expenditures Provided in Said Fiscal Year." Adopted.
The City Manager /Executive Director provided a brief presentation.
Councilmember /Board Member /Commissioner Matarrese stated the budget
was presented very clearly; he is concerned about the General Fund
revenue; requested that revenue increases or decreases above or
below projections be categorized as reliable or unreliable at the
sales tax mid -year review; stated the sales tax is still lagging
and should be watched carefully; revenue increases or decreases can
be included in the ten -year modeling and projections to evaluate
how to adjust expenditures moving forward.
Mayor /Chair Johnson inquired whether information was available on
sales tax projections.
The Finance Director responded the June quarterly report should be
received by the first of August; the Sales Tax Consultant prepares
the analogies and summary results; she would try to get the reports
sooner.
Mayor /Chair Johnson stated there is a commitment to continue with
conservative budgets; the budget increase is less than projected
growth in revenue; an Alameda Power and Telecom briefing has not
been done.
Vice Mayor /Board Member /Commissioner Gilmore inquired whether a
joint meeting has been scheduled with the Golf Commission.
Special Joint Meeting
Alameda City Council, Alameda
Reuse and Redevelopment Authority,
and Community Improvement Commission
July 5, 2006
3
The City Manager /Executive Director responded various joint
meetings would be scheduled.
Vice Mayor /Board Member /Commissioner Gilmore requested an
explanation for the loss in Golf revenue in Fiscal Year 1996 -1997;
stated that she is concerned with redoing the Clubhouse; money has
been made in only five of the past ten years.
Councilmember /Board Member /Commissioner deHaan commended staff for
putting the budget together in a good, orderly manner; stated all
golf courses have had a steady down trend; coming out of
construction and into operation is an important phase for Alameda
Power and Telecom; competitiveness makes it more difficult to break
even; enterprise areas have been successful in the past; the
Greater Alameda Business Association (GABA) would like to request
funding as part of the mid -year budget review; GABA has extended
membership to Harbor Bay; the ten -year forecast is extremely
important to ensure key elements are addressed; requested that the
ten -year forecast tool come to the Council in the next month or
two; the ten -year forecast does not need to be completely refined;
suggested reviewing possible funding streams for a $20,000 to
$30,000 initial analysis of the auxiliary pumping system; stated
that he is looking forward to sidewalk and tree discussions by mid-
year review; programs should be put in the needed state of repair
if additional funding materializes; he appreciates the Police and
Fire Department's attrition concerns; he would like to have a
better understanding of attrition taking place over the next two or
three years, including forecasting.
Vice Mayor /Board Member /Commissioner Gilmore requested information
on how the City has been impacted by the Metropolitan Golf Course
in terms of playing and the banquet facility.
Mayor /Chair Johnson responded the banquet facility is very small.
Vice Mayor /Board Member /Commissioner Gilmore stated the banquet
facility is being expanded to accommodate 200 people.
Councilmember /Board Member /Commissioner deHaan stated that San
Leandro's banquet facility is very small; the good news is that the
rainy season is over; Jim's has been fairly successful at the golf
course; Jim's serves the same menu as the restaurant on Lincoln
Avenue.
Mayor /Chair Johnson stated discussion on the proposed, new
Clubhouse should be addressed at a joint meeting; suggested that
Special Joint Meeting
Alameda City Council, Alameda
Reuse and Redevelopment Authority,
and Community Improvement Commission
July 5, 2006
4
the turf management plan be renamed the turf /field management plan.
Councilmember /Board Member /Commissioner Daysog stated the current
budget process was seamless and transparent; three components are
involved with approving the operating budget: City Council,
Community Improvement, and Alameda Reuse and Redevelopment
Authority; that he is not ready to endorse shifting from
retail /office redevelopment to residential redevelopment [at the
Fleet Industrial Supply Center], which has a $6.9 million cost;
suggested that the resolutions be adopted separately.
Mayor /Chair Johnson stated the budget adoption should move forward
and the Alameda Power and Telecom briefing should be scheduled.
Councilmember /Board Member /Commissioner Matarrese stated a follow -
up joint meeting [with the Public Utilities Board] is needed to
address unanswered, time - dependent assessment and evaluation
questions raised at the last joint meeting.
Mayor /Chair Johnson stated scheduling a joint meeting might take
longer; scheduling a briefing first would allow for better
preparation; both a briefing and joint meeting should be scheduled.
Councilmember /Board Member /Commissioner deHaan inquired whether
quarterly reports are provided.
The City Manager /Executive Director responded that information
provided to the Public Utilities Board would be shared.
Councilmember /Board Member /Commissioner deHaan stated quarterly
reports should be the minimum; key indicators need to be reviewed.
Councilmember Matarrese moved adoption of the City Council
resolution.
Councilmember Daysog seconded the motion, which carried by
unanimous voice vote - 5.
Commissioner Matarrese moved adoption of the Community Improvement
Commission resolution.
Commissioner Gilmore seconded the motion, which carried by the
following voice vote: Ayes: Commissioners deHaan, Gilmore,
Matarrese, and Chair Johnson - 4. Abstentions: Commissioner Daysog
- 1.
Special Joint Meeting
Alameda City Council, Alameda
Reuse and Redevelopment Authority,
and Community Improvement Commission
July 5, 2006
5
Board Member Daysog moved adoption of the Alameda Reuse and
Redevelopment Authority resolution.
Board Member Matarrese seconded the motion, which carried by
unanimous voice vote - 5.
ADJOURNMENT
There being no further business, Mayor /Chair Johnson adjourned the
Special Joint Meeting at 9:36 p.m.
Respectfully submitted,
Lara Weisiger, City Clerk
Secretary, Community Improvement
Commission
The agenda for this meeting was posted in accordance with the Brown
Act.
Special Joint Meeting
Alameda City Council, Alameda
Reuse and Redevelopment Authority,
and Community Improvement Commission
July 5, 2006
6
July 13, 2006
Honorable Mayor and Councilmembers:
This is to certify that the claims listed on the check register and shown below have been
approved by the proper officials and, in my opinion, represent fair and just charges against the
City in accordance with their respective amounts as indicated thereon.
Check Numbers
149805 - 150291
E15265 -E15389
EFT 224
EFT 225
EFT 226
Void Checks:
Amount
2,168,106.03
77, 370.59
46,109.68
250, 000.00
5,562.00
142842 (15.00)
149980 (159.89)
149731 (287.10)
148319 (22,750.00)
GRAND TOTAL
Respectfully submitted,
Pamela J. Sibley
Council Warrants 07/18/06
2, 523, 936.31
BILLS #4 -B
07/18/06
City of Alameda
Memorandum
July 18, 2006
To: Honorable Mayor and
Members of the City Council
From: Teresa Highsmith
City Attorney
Re: Amending Conflict of Interest Code by Amending Paragraph Two of
Resolution No. 9460 Relative to Disclosure Positions and Disclosure
Categories and Rescinding Resolution No. 13906 and Requesting that the
City Council Designate the City Attorney as the City's Reviewing Body of the
Conflict of Interest Codes of Other Local Agencies Within the City's
Jurisdiction.
Background
The City of Alameda is required to adopt a Conflict of Interest Code and to make
amendments when new positions are added or duties changed. The last amendments
to the Conflict of Interest Code were adopted November 2, 2005, Resolution No.
13906. In addition, every local government agency which has a Conflict of Interest
Code within its authority has been directed to review its Conflict of Interest Code and to
either amend the code if necessary or report to their respective code reviewing body,
(City Council) that no amendment is necessary.
Discussion
The Political Reform Act requires that every city adopt a Conflict of Interest Code and
amend it whenever new positions are designated or duties changed. Employees are to
be included when they may be involved in the making or participate in the making of
decisions which may foreseeably have a material financial effect on any financial
interest. Boards, commissions and committees are to be included when they have
decision making authority.
Each employee position has been reviewed to determine which employees are
involved in the making of decisions potentially having a material effect on any financial
interest. Each employee who either has been added to the Conflict of Interest Code or
has a change in the reporting requirements was given a copy of the proposed Conflict
of Interest Code. Each employee was requested to advise of any recommendations or
objections. There have been no objections made by any employees to the changes.
Re: Reso 4 -C
7 -18 -06
Mayor and Councilmembers
July 18, 2006
Page 2
The Fair Political Practices Commissions (FPPC) implements and interprets the
Conflict of Interest provisions of the Political Reform Act. FPPC regulation C.C.R.
Section 18701 provides guidance in determining whether a board or commission is
solely advisory or has decision making authority. It states:
(1) "Member" shall include, but not be limited to, salaried or unsalaried members of
committees, boards or commissions with decisionmaking authority.
(A) A committee, board or commission possesses decisionmaking authority
whenever:
(i) It may make a final governmental decision;
(ii) It may compel a governmental decision; or it may prevent a
governmental decision either by reason of an exclusive power
to initiate the decision or by reason of a veto which may not be
overridden; or
(iii) It makes substantive recommendations which are, and over an
extended period of time have been, regularly approved without
a significant amendment or modification by another public
official or governmental agency.
Each committee, board, and commission has been reviewed. This review included the
existing committees, boards, and commissions and those created since adoption of
Resolution No. 12073, adopted February 20, 1991. The staff liaison to each of the
committees, boards and commissions reviewed the recommendations of that entity to the
City Council. The record of each entity was reviewed to determine whether the City
Council regularly approved their substantive recommendations without significant
amendment or modification. It concludes that all of the current disclosure categories for all
existing committees, boards and commissions were correct.
Addressing Section 87306.5 of the Political Reform Act, requiring the City Council to act as
a reviewing body, I am requesting that the City Council, by motion delegate the
responsibility of being the reviewing body to the City Attorney. A copy of each local
agency's Conflict of Interest Code and bi- annual reports will be kept on file in the City
Clerk's office.
Budget Consideration /Financial Impact
There will be no impact on the General Fund.
Mayor and Councilmembers
July 18, 2006
Page 3
Recommendation
. The attached resolution amending the City's Conflict of Interest be adopted; and
. That the City Council, by motion, delegate to the City Attorney, the responsibility of being
the reviewing body for local government agencies' Conflict of Interest Codes.
Respectfully submitted,
Teresa L. Highs
City Attorney
cc: City Manager
Assistant City Manager
Assistant to the City Manager
E
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0.
CITY OF ALAMEDA RESOLUTION NO.
AMENDING RESOLUTION NO. 9460 TO REFLECT CURRENT POSITIONS AND
ENTITIES TO BE INCLUDED IN THE CITY OF ALAMEDA'S CONFLICT OF INTEREST
CODE AND RESCINDING RESOLUTION NO. 13906
BE IT RESOLVED by the Council of the City of Alameda that City of Alameda
Resolution No. 13906 is hereby rescinded; and
BE IT FURTHER RESOLVED by the Council of the City of Alameda that Paragraph
2 of the Conflict of Interest Code set forth in Resolution No. 9460 be amended thereof to
read:
2. The terms of 2 Cal. Adm. Code Section 18730 and any amendments to it
duly adopted by the Fair Political Practices Commission along with the attached
Appendices in which officials and employees are designated and disclosure categories are
set forth, are hereby incorporated by reference and constitute the Conflict of Interest Code
for the following departments and agencies:
Alameda Power & Telecom
Building Services Division
City Attorney's Office
City Clerk's Department
City Council
City Manager's Department
Civil Service Board
Claims Board
Development Services Department
Economic Development Commission
Film Commission
Finance Department
Fire Department
Golf Commission
Golf Complex
Historical Advisory Board
Housing and Building Code Hearing and Appeals Board
Housing Authority
Housing Commission
Human Resources Department
Information Technology
Library Board
Library Department
Pension Board
Planning Department
Police Department
Public Art Commission
Public Utilities Board
Public Works Department
Recreation and Park Commission
Recreation and Park Department
Social Service Human Relations Board Resolution #4 -C CC
Transportation Commission 7 -18 -06
DESIGNATED POSITIONS
AND
DISCLOSURE CATEGORIES
DESIGNATED POSITIONS
Alameda Power & Telecom
General Manager
Operations Manager
Administrative Services Manager
Marketing Manager
Utility Service Manager
Utility Planning Supervisor
Engineering Supervisor
Financial Analyst
Financial Services Supervisor
Senior Electrical Engineer
Support Services Supervisor
Technical Operations Superintendent
Telecom Operations Supervisor
Line Superindentent
Assistant Line Superintendent
Marketing Coordinator
Marketing Specialist
Customer Service Supervisor
City Attorney's Office
City Attorney*
Assistant City Attorney
Deputy City Attorney
Risk Manager
City Clerk's Department
City Clerk
Deputy City Clerk
City Council
City Council Members*
City Manager's Department
City Manager*
Assistant City Manager
Assistant to the City Manager
*Reporting requirements covered by other law.
DISCLOSURE CATEGORY
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
Appendix A - Page 1
Civil Service Board
Board Members
Claims Board
Board Members
Development Services Department
Alameda Point Project Manager
Development Services Director
Community Development Manager
Community Development Program Manager
Redevelopment Manager
Development Coordinator
Development Manager
Development Manager, Housing
Development Project Manager
Planner III
Management Analyst
Reconstruction Specialist I
Reconstruction Specialist II
Administrative Services Coordinator
Economic Development Commission
Commission Members
Finance Department
Auditor
Treasurer*
Chief Financial Officer
Supervising Accountants
Admin. Services Coordinator
Financial Analyst
Fire Department
Fire Chief
Deputy Chief
Division Chiefs
Assistant Fire Marshal — Captain
Training Director
Assistant Training Director
E.M.S. Director
E.M.S. Education Coordinator
Disaster Preparedness Coordinator
Firefighter Inspector
*Reporting requirements covered by other law.
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
Appendix A - Page 2
Golf Commission
Commission Members
Golf Complex
General Manager
Golf Professional
Assistant Golf Professional
Golf Course Maintenance Superintendent
Historical Advisory Board
Board Members
Housing Authority
Board Members
Executive Director
Finance Manager
Housing Assistance Manager
Housing Authority Manager
Maintenance Services Coordinator
Housing and Building Code Hearing and Appeals Board
Board Members
Housing Commission
Commission Members
Human Resources Department
Human Resources Director
Senior Management Analyst
Information Technology Department
Information Technology Director
Information Technology Operations Supervisor
Library Board
Board Members
Library Department
Library Director
Supervising Librarian
Library Technician (Order Clerk)
*Reporting requirements covered by other law.
None
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
Appendix A - Page 3
Pension Board
Board Members
Planning Board
Board Members*
Planning and Building Department
Planning and Building Director
Planning Services Manager
Building Official
Building Services Manager
Supervising Building Inspector
Code Compliance Officer
Supervising Planner
Permit Technician I
Permit Technician II
Permit Technician III
Plan Check Engineer
Planner III
Planner II
Planner I
Combination Building Inspector
Senior Combination Building Inspector
Police Department
Chief of Police
Civilian Records Manager
Police Captains
Police Lieutenants
Public Art Commission
Commission Members
Public Utilities Board
Board Members
Public Works
Public Works Director
City Engineer
Public Works Coordinator
Public Works Superintendent
Public Works Supervisor
*Reporting requirements covered by other law.
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
Appendix A - Page 4
Public Works Supervisor — Ferry Manager
Senior Civil Engineer
Supervising Civil Engineer
Associate Civil Engineer
Traffic Engineer
Survey & Construction Inspector Supervisor
Senior Construction Inspector
Construction Inspector
Administrative Management Analyst
Administrative Management Analyst
Environmental Services
Administrative Services Coordinator
Recreation and Park Commission
Commission Members
Recreation and Parks Department
Recreation and Parks Director
Recreation Services Manager
Senior Services Manager
Recreation Supervisors
Park Manager
Social Service Human Relations Board
Board Members
Transportation Commission
Committee Members
*Reporting requirements covered by other law.
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
A through F
Appendix A - Page 5
Consultants*
* Consultants shall be included in the list of designated employees and shall disclose
pursuant to the broadest disclosure category in the code subject to the following
limitation:
The City Manager may determine in writing that a particular consultant, although a
"designated position," is hired to perform a range of duties that is limited in scope
and thus is not required to fully comply with the disclosure requirements in this
section. Such written determination shall include a description of the consultant's
duties and, based upon that description, a statement of the extent of disclosure
requirements. The City Manager determination is a public record and shall be
retained for public inspection in the same manner and location as this conflict of
interest code.
Appendix A - Page 6
DISCLOSURE CATEGORIES
An investment, interest in real property, or income is reportable if the business entity
in which the investment is held, the interest in real property, or the income or source of
income may foreseeably be affected materially by any decision made or participated in by
the designated employee by virtue of the employee's position.
An investment, interest in real property, or source of income or gift does not have a
foreseeable material effect on an economic interest of the designated employee unless the
business, real property or source of income or gift may foreseeably require legislative
action or permits from the City of Alameda or may foreseeably enter into contracts or
leases with or make sales of real property or goods or services to or be sold to the City of
Alameda, a department thereof or the Housing Authority of the City of Alameda.
In general, that which a reasonable person would predict, anticipate, or expect
beforehand, can be said to be "foreseeable ". The term requires the application of
reasonable judgment to assess the degree of likelihood that a decision made or
participated in will as financial interest. Where the likelihood is sufficiently great that a
reasonable person would predict or anticipate an effect on a financial interest, the effect of
the decision is foreseeable. Clearly, in the context of designating positions within a Conflict
of Interest Code, "foreseeable" means greater probability than "conceivable ", yet less
probability than "certainly ".
CATEGORY A - INVESTMENTS
All direct or indirect investments of the designated employee valued over $2,000 in a
business entity, including any parent, subsidiary or related business, either (1) located in
Alameda or (2) doing business in Alameda.
CATEGORY B - INTERESTS IN REAL PROPERTY
All direct or indirect interests over $2,000 of the designated employee in real
property located in Alameda.
CATEGORY C - INCOME (OTHER THAN GIFTS AND LOANS)
All direct or indirect income of the designated employee aggregating $500 or more
from any one source, during the reporting period.
Appendix B - Page 1
CATEGORY D - LOANS
Outstanding loans and loans received by the designated employee from one source,
aggregating $500.00 or more during the reporting period.
CATEGORY E - GIFTS
Gifts to the designated employee from one source, which total $50 or more during
the reporting period.
CATEGORY F - TRAVEL PAYMENTS, ADVANCES AND REIMBURSEMENTS
Travel payments to the designated employee from one source, which total $320 or
more during the reporting period. Reportable travel payments include advances and
reimbursements for travel and related lodging and subsistence.
Appendix B - Page 2
INCOMPATIBLE ACTIVITIES
(A) No officer or employee shall engage in any employment, activity, or
enterprise for compensation which is inconsistent, incompatible, in conflict with, or inimical
to his /her duties as an officer or employee or with the duties, functions or responsibilities of
his /her appointing power or the agency. No officer or employee shall perform any work,
service or counsel for compensation outside of his /her employment where any part of
his /her efforts will be subject to approval by any other officer, employee, board of
commission of his /her employing body.
(B) An employee or officer's outside employment, activity or enterprise is
prohibited if that:
(1) Involves the use for private gain or advantage of his /her departmental time,
facilities, equipment and supplies; the badge, uniform, prestige or influence of the
departmental office or employment;
(2) Involves receipt or acceptance by the officer or employee of any money or
other consideration from anyone other than the City for the performance of an act which
the officer or employee, if not performing such act, would be required or expected to render
in the regular course or hours of his /her employment as a part of his /her duties as a local
agency officer or employee;
(3) Involves the performance of an act in other than his /her capacity as an officer
or employee which act may later be subject directly or indirectly to the control, inspection,
review, audit or enforcement of any other officer or employee of the department by which
he /she is employed;
(4) Involves such time demands as would render performance of his her duties
as an officer or employee Tess efficient.
This Appendix C shall apply to all employees, officers and agents within the
agencies covered by the Code.
(This Appendix does not incorporate by reference the definitions of the Political
Reform Act and the regulations adopted pursuant thereto. Interpretations of Government
Code Section 1126 are applicable and interpretations of the Political Reform Act may
apply.)
Appendix C - Page 1
I, the undersigned, hereby certify that the foregoing Resolution was duly
and regularly adopted and passed by the Council of the City of Alameda in a
regular meeting assembled on the day of , 2006, by
the following vote to wit:
AYES
NOES:
ABSENT:
ABSTENTIONS:
IN WITNESS, WHEREOF, I have hereunto set my hand and affixed the seal of
said City this day of , 2006.
Lara Weisiger, City Clerk
City of Alameda
CITY OF ALAMEDA
MEMORANDUM
Date: July 18, 2006
To: Honorable Mayor and
Council Members
From: Teresa L. Highsmit
City Attorney
Re:
City Attorney Staffing Options:
Request to Hire an Administrative Management Analyst
This is a supplemental report to the July 5' 2006 staff report regarding the City
Attorney's request and City Manager's budget recommendation to fill the position
of Administrative Management Analyst for the Risk Management Division of the
City Attorney's Office. The Council requested additional information, including an
organizational chart. This memorandum is in the format of "Frequently Asked
Questions" or FAQ's, as an easy reference.
1. What is the organizational structure of the City Attorney's Office?
As shown in the attached organizational chart (Exhibit A), the present staffing of
the City Attorney's Office is comprised of the City Attorney, three staff attorneys,
a part-time law clerk(s), three administrative support staff, the Risk Manager and
one administrative support person for Risk Management. The position of
Administrative Management Analyst is currently funded under the budget
adopted by Council on July 5, 2006, but is presently unfilled.
Risk Management is a division of the City Attorney's Office and reports to the
City Attorney. Because the City Attorney's Office is neither an operational or
policy making Department, the Risk Manager has no operational or policy making
authority.
2. Why is Risk Management included as a Division of the City Attorney's
Office?
Risk Management has been a division of the City Attorney's Office since 1990
when the City began self- administration of its liability claims program under the
City Attorney,1 in accordance with audit recommendations from the California
' Prior to 1990, the Risk Manager was part of the Finance Department.
7 -18 -06
Report 5 -A
Honorable Mayor and Councilmembers
July 18, 2006
Page 2
Joint Powers Risk Management Association ( "CJPRMA "), the City's excess
liability risk pool. In 1989/1990, the City was in danger of being ejected from the
excess liability risk pool, CJPRMA, due to audited findings two years in a row for
failure to properly monitor and report claims to the risk pool. At that time, the City
had 82 active lawsuits to defend. In response to this threat, newly hired City
Attorney, Carol Korade, moved the liability claim program (including Risk
Management) to the City Attorney's Office and took an aggressive stance on all
open lawsuits, as well as existing claims which had not yet gone to litigation. As
a result of this restructuring of the liability claims management, the City's
membership in the pool was maintained, and the audit found that "there has been
a dramatic reversal in litigation management by the City Attorney's Office."
As part of the City Attorney's Office, Risk Management is supervised by and
coordinates directly with the City Attorney regarding the handling of claims, with
the dual goal of both keeping claims payments low and minimizing the number of
claims that become litigated. As a result, since this change was made in 1990,
claims payments have been consistently low and the average number of litigated
defense cases is 20 or less per year.
3. What are the functions of Risk Management?
The Risk Manager administers all liability claims against the City. This includes
claims investigation, claims adjustment, management of litigation of claims, and
coordination and reporting to CJPRMA. The Risk Manager acts as a Director
representing the City on the Board of the California Joint Powers Risk
Management Authority (CJPRMA).
The Risk Manager necessarily works closely with the City Attorney in the
management of litigation. Because the City Attorney is, by Charter, responsible
for all legal services to the City (and reporting directly to the City Council), only
the City Attorney can engage outside co- counsel for the defense of the City.
The engagement of counsel for litigation defense is an important component of
any Risk Management program, and includes reporting requirements to the
excess liability risk pool.
In addition to claims management, the Risk Manager oversees the procurement
of insurance for the City, Community Improvement Commission and the Alameda
Reuse and Redevelopment Authority, including environmental insurance.
The Risk Manager provides risk analysis and advice to all City Departments,
through the City Attorney's Office. Because the Risk Manager is not part of an
operational department, the Risk Manager has no inherent decision - making
authority regarding how risks should or must be handled, but can only advise the
operational department.
Honorable Mayor and Councilmembers
July 18, 2006
Page 3
Finally, the Risk Manager also oversees the City's workers" compensation
program. The City is "self insured" for workers" compensation and belongs to an
excess liability risk pool for workers' compensation, known as the Local Agency
Workers" Compensation Excess Claims Authority ( "LAWCX "). The Risk
Manager acts as a Director, representing the City, for the Board of LAWCX. The
Risk Manager administers workers' compensation claims and manages litigation
resulting from such claims. As part of this program, the Risk Manager is
responsible for industrial injury reporting to the State and Federal OSHA, and for
keeping current with CaIOSHA and FedOSHA regulations and requirements.
4. Why is Workers' Compensation Included in the Risk Management
Division?
Prior to fiscal year 1992/93, workers' compensation was administered by the
Human Resources Department. In fiscal year 1992/93, responsibilities for
administering workers' compensation were moved to the Risk Manager by City
Manager Bill Norton. Because then Risk Manager, Patricia Born, came to the
City with specific workers' compensation experience, the City Manager intended
to realize some cost savings by combining the workers' compensation duties in
an existing position.
Since workers' compensation was moved to Risk Management in fiscal year
1992/93, the City Attorney has always required that the Risk Manager maintain
workers' compensation administration skills. Current Risk Manager, Darrell
Handy, has many years of experience administering workers' compensation
programs, in addition to general risk management skills and experience.
5. Is there any cost savings in consolidating the duties of Risk Management
and Workers' Compensation?
There are cost savings in personnel costs by consolidating the duties of risk
management and workers' compensation in one position, personnel costs
savings in support staff, as well as efficiencies by consolidation of space for filing
of documents and records in one office area. The bulk of the budget for the
administration of workers' compensation is the cost of the LAWCX insurance
pool premium, third -party administrator contract, and statutorily mandated loss
reserve fund. (See illustrative chart on Exhibit B). These are set costs,
regardless of what City department oversees the workers' compensation
program.
Honorable Mayor and Councilmembers
July 18, 2006
Page 4
6. Why include the functions of the ADA Coordinator in the Risk
Management Division of the City Attorney's Office?
While the ADA Coordinator could be placed in an operational department, such
as Public Works, ADA issues are legal in nature and coordination with the City
Attorney's Office regarding access issues and ADA requirements is frequent.
Additionally, current Risk Manager Darrell Handy is experienced in analyzing and
advising on ADA access requirements, and the City Attorney's Office has in-
house staff attorney expertise on disability regulations, requirements and issues.
The ADA Coordinator will require data input from various departments, (including
Public Works, Park & Recreation, Housing Authority, AP &T, and others), which
provide facilities and programs to the public. This position will be responsible to
manage the collection of the data and monitor the work of the professional
consultant who will update the ADA Transition Plan. The knowledge of the Risk
Manager and staff attorneys will be benefit the ADA Coordinator in this task.
7. Is there any cost savings in consolidating the duties of the ADA
Coordinator in the Risk Management Division of the City Attorney's
Office?
A savings in personnel costs can be realized by combining the duties of ADA
Coordinator with risk management assistance in the position of Administrative
Management Analyst. The Administrative Management Analyst, in the function
of the ADA Coordinator, will not require an additional budget to bill staff time for
the "project" of updating the ADA Transition plan. The existing budget for the
ADA Transition Plan consultant, which is currently part of the Public Works
Department budget, will be used to pay for the services of the consultant; the
consultant will be supervised by the ADA Coordinator (Administrative
Management Analyst).
In addition to the ADA Coordinator duties, the Administrative Management
Analyst will be available to provide the Risk Manager with technical assistance,
focusing primarily on safety and Toss control. (See previous memo dated July 5,
2006, attached as Exhibit "C ").
Attachments
cc: City Manager
Assist. City Manager
Finance Director
Human Resources Director
CITY OF ALAMEDA
Organizational Chart
City Attorney
VACANT
Asst. City Atty
x3
City Council
City Attorney
Risk Manager
Paralegal
Admin Mgmt
Analyst/ADA
Coordinator
Admin Tech III
Admin Tech II I
Admin Tech I
EXHIBIT A
Law Clerk(s)
(part-time)
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Total combined budget decreases from $6.7 million for FY 05 -06 to $6.6 million for FY 06 -07.
*
EXHIBIT B
CITY OF ALAMEDA
MEMORANDUM
Date: July 5, 2006
To: Honorable Mayor and
Councilmembers; Members of
Alameda Reuse and Redevelopment Authority;
Members of Community Improvement Commission
From: Teresa L. Highsmith
City Attorney /General Counsel
Re: City Attorney /General Counsel Staffing Options:
Request to Hire an Administrative Management Analyst
The need to update the City's ADA (Americans with Disabilities Act) Transition
Plan and the Risk Manager's need for assistance in providing professional risk
management services for the City and ARRA necessitate the City Attorney's
request to fill the position of Administrative Management Analyst for the Risk
Management Division.
BACKGROUND
In 1992, the City retained a consultant to prepare a Transition Plan, as required
by Title II of the Americans with Disabilities Act of 1990 ( "ADA "), 42 U.S.C. §§
12131 - 12134, and the Department's implementing regulation, 28 C.F.R. Part 35.
The Transition Plan was designed in part to self - evaluate the City's need for
modifications that would make the City's buildings, parks, and facilities
accessible to persons with disabilities, as well as designed to implement the
modifications needed.
In 2001, the California Joint Powers Risk Management Authority (CJPRMA, our
excess liability pool) conducted a loss prevention audit of all its member cities.
At the conclusion of our City's audit, the auditors recommended that the City hire
one or two additional technical staff that could assist the Risk Manager in his
routine duties as well as to focus on the safety needs of the City. Following the
Authority's recommendations, the City hired an Administrative Management
Analyst whose effective title was Assistant Risk Manager. In 2005, this position
was not funded due to budget constraints.
EXHIBIT C
Honorable Mayor and Councilmembers
Alameda Reuse and Redevelopment Authority
Community Improvement Commission
July 5, 2006
Page 2
DISCUSSION /ANALYSIS
The Administrative Management Analyst position if approved, will fulfill two
primary functions within the Risk Management Division of the City Attorney's
Office. Those functions are 1) to serve as the City's ADA Coordinator as
required in Title II of the ADA Act, and 2) to provide the Risk Manager with
technical assistance, focusing primarily on safety and loss control.
I. ADA Coordination Function
Initially, the person filling the Administrative Management Analyst position would
primarily work with and oversee a consultant charged with updating the ADA
Transition Plan, which is required by federal law. This involves inspections of all
City facilities (including buildings, parks, sidewalks, traffic signals and signs,
crosswalks, etc.), communicating and acting as a liaison between the consultant
and Public Works, Development Services, Planning and Building, AP &T, Park &
Recreation and Finance Departments, as well . as the City Attorney's and City
Manager's Office.
Following the completion of the updated Transition Plan, the Administrative
Management Analyst will function in the role of the ADA Coordinator, including
working with the Mayor's Committee on Disability to assure that Alameda's
disabled community has equal access to all public areas, work with staff on
issues of reasonable accommodation, etc., and act as the liaison between the
disabled community and staff.
II. Risk Management Function (Safety and Loss Control)
The second function of the Administrative Management Analyst would be to
assist the Risk Manager in varied functions of Risk Management. Those duties
include, but are not limited to the following:
• Assisting the Risk Manager in Updating and revising CaIOSHA's
mandated Injury, Illness and Prevention Program.
• Assisting in the designing and implementation of employee health and
safety programs.
• Conducting ergonomic evaluations.
Honorable Mayor and Councilmembers
Alameda Reuse and Redevelopment Authority
Community Improvement Commission
July 5, 2006
Page 3
• Presiding over City -wide Safety Committee as required by ACEA's MOU.
• Assisting with safety training.
• Reviewing insurance requirements, certificates of insurance and
endorsements for all City contracts and most City permits.
• Reviewing insurance requirements, certificates of insurance and
endorsements for all ARRA- issued Agreements and Licenses.
• Assisting with questions from staff and contractors on meeting contractual
insurance requirements.
• Assisting the Risk Manager with updating and maintaining the City's
Property ($188 million in real and personal property), Auto Physical
Damage (all City rolling stock), and Certificate of Coverage Programs.
• Preparing applications and securing documentation for insurance policy
procurement.
• Assisting with scene investigations.
Under the direction of the Risk Manager, investigating and adjusting low
exposure tort claims.
• Preparing and presenting cases for the Claims Board.
• Preparing computer - generated reports for Risk Manager as required for
analysis and trends.
• Responding and advising staff in all risk management matters.
In the absence of a Risk Management Analyst and in addition to the duties listed
above, the Risk Manager handles other Toss control matters such as:
• The self - administration of all liability claims against the City.
• Litigation management under the direction of the City Attorney.
• Workers' Compensation claims and litigation.
• Industrial injury reporting to the State and Federal OSHA.
Honorable Mayor and Councilmembers
Alameda Reuse and Redevelopment Authority
Community Improvement Commission
July 5, 2006
Page 4
• Annual Self- Insured Report to the State.
• Environmental issues at Alameda Point for insurance evaluation and
reporting.
• Base transfer insurance and risk transfer issues.
• Small Claims Court Hearings.
• Director duties on the Boards of the Local Agency Workers' Compensation
Excess Claims Authority (LAWCX) and the California Joint Powers Risk
Management Authority (CJPRMA), our excess workers' compensation and
excess liability pools.
• Disaster Preparedness with Police and Fire.
• Financial projections and actuarial analysis for self - insured programs and
reserves.
• Keeps up to date on CaIOSHA and FedOSHA Regulations, and design
and implement training to meet the mandates.
• Risk analysis in all areas of City government.
The ability of Risk Management to meet legal deadlines regarding claims and
litigation is essential. The addition of an Administrative Management Analyst in
the Risk Management division of the City Attorney's Office will increase the
response time for staff requested projects, correspondence, and contract
insurance reviews, as well as availability for meetings; additionally, the safety
program and related duties can be resumed.
BUDGET CONSIDERATION /FINANCIAL IMPACT
The Administrative Management Analyst is not a General Fund position.
Because the City Attorney's Office has reduced its attorney staffing by one
Deputy City Attorney II position, refunding the Administrative Management
Analyst position will represent a salary and benefit savings of approximately
$38,000 annually over the cost of a Deputy City Attorney II from the previous
budget cycle.
Honorable Mayor and Councilmembers
Alameda Reuse and Redevelopment Authority
Community Improvement Commission
July 5, 2006
Page 5
MUNICIPAL CODE /POLICY DOCUMENT CROSS REFERENCE
Not Applicable.
RECOMMENDATION
Authorize funding the Administrative Management Analyst for the Risk
Management Division of the City Attorney's Office, as a part of the FY 2006/2007
Budget recommended by the City Manager.
Respectfully Submitted,
Teresa L. Highsmith
City Attorney /General Counsel
cc: City Manager
Assist. City Manager
Finance Director
Human Resources Director
CITY OF ALAMEDA
Memorandum
To: Honorable Mayor and
Councilmembers
From: Debra Kurita
City Manager
Date: July 18, 2006
Re: Adoption of Two Resolutions: 1) Adoption of a Resolution Participating in the
International Council for Local Environmental Initiatives (ICLEI) Cities for
Climate Protection Campaign and Creation of a City Task Force, and 2)
Adoption of a Resolution Providing Support for Policies that Promote the
Development and Commercialization of Plug -In Hybrid Electric Vehicles as a
Participant in the Plug -In Partners National Campaign
BACKGROUND
The International Council for Local Environmental Initiatives (ICLEI), in participation with
Stopwaste.org and the Alameda County Conference of Mayors, is launching the Alameda
County Climate Protection Project this summer. Participating jurisdictions are embarking on
a coordinated, countywide effort. The Cities for Climate Protection (CCP) Campaign enlists
cities to adopt policies and implement measures to achieve quantifiable reductions in local
greenhouse gas emissions, improve air quality, and enhance urban livability and
sustainability. More than 650 local governments participate in the CCP, integrating climate
change mitigation into their decision - making processes.
In addition to the CCP campaign, another campaign, known as "The Plug -in Partners
National Campaign" is being launched across the nation. The Plug -In Partners enlists the
support of utilities, cities, states, businesses, and environmental groups in demonstrating a
market for plug -in hybrid electric vehicles (PHEVs) as a way to reduce greenhouse gas
emissions, reduce our oil consumption, and improve air quality.
DISCUSSION
The CCP campaign is based on a performance framework structured around five
milestones that local governments commit to undertake. The milestones, as described on
the following page, allow local governments to understand how municipal decisions affect
energy use and how these decisions can be used to mitigate global climate change while
improving community quality of life. The CCP methodology provides a simple, standardized
way of acting to reduce greenhouse gas emissions and of monitoring, measuring, and
reporting performance. ICLEI will bear the cost of doing the analysis and their meetings
Re: Resos 5 -B
Honorable Mayor and
Councilmembers
July 18, 2006
Page 2 of 4
with City of Alameda staff for data collection and goal setting. ICLEI has developed their
own software for doing the analysis. Alameda will be working closely with ICLEI staff to
ensure their model accounts for the City's existing commitments to renewable energy
through Alameda Power & Telecom. All other Cities will be using standardized data from
Pacific Gas & Electric.
The five milestones are:
Milestone 1. Conduct a baseline emissions inventory and forecast. Based on energy consumption and waste generation,
the city calculates greenhouse gas emissions for a base year (e.g., 2000) and for a forecast year (e.g., 201.5). The
inventory and forecast provide a benchmark against which the city can measure progress.
Milestone 2. Adopt an emissions reduction target for the forecast year. The city establishes an emission reduction target
for the city. The target both fosters political will and creates a framework to guide the planning and implementation of
measures.
Milestone 3. Develop a Local Action. Plan. Through a multi- stakeholder process, the city develops a Local Action Plan
that describes the policies and measures that the local government will take to reduce greenhouse gas emissions and
achieve its emissions reduction target. Most plans include a timeline, a description of financing mechanisms, and an
assignment of responsibility to departments and staff. In addition to direct greenhouse gas reduction measures, most plans
also incorporate public aware -ness and education efforts.
Milestone 4. Implement policies and measures. The city implements the policies and measures contained in their Local
Action Plan. Typical policies and measures implemented by CCP participants include energy efficiency improvements to
municipal buildings and water treatment facilities, streetlight retrofits, public transit improvements, installation of
renewable power applications, and methane recovery from waste management.
Milestone 5. Monitor and verify results. Monitoring and verifying progress on the implementation of measures to reduce
or avoid greenhouse gas emissions is an ongoing process. Monitoring begins once measures are implemented and
continues for the life of the measures, providing important feedback that can be use to improve the measures over time.
The five milestones provide a flexible framework that can accommodate varying levels of analysis, effort; and availability
of data. This element makes the CCP both unique and innovative, by increasing its transferability amongst local
governments. It is the breadth of this program. that enables it to cross north/south, developed/developing, metropolis/town
boundaries and that has made it successful worldwide.
Occurring in parallel with the CCP campaign, the Plug -In Partners Campaign, was created
by publicly -owned utilities to convince automakers that there is a strong market for PHEVs
through "soft" fleet orders, petitions of support signed by individuals, businesses, and
government agencies; and endorsements by utilities, local governments, and nonprofit
organizations across the country. PHEVs are hybrids of an electric motor and a gasoline -
fired combustion engine with lithium -ion batteries. A PHEV can plug into an ordinary 120 -
volt outlet and has an electric -only range of 30 to 50 miles, and subsequent dependence
on the gasoline- driven engine for longer trips.
Honorable Mayor and
Councilmembers
Process
CCP Campaign:
July 18, 2006
Page 3 of 4
1. July 2006 - Establish baseline year and inventory emissions (for both City of Alameda
operations and the community as a whole).
2. August 2006 - Set Targets /Goals based upon the analysis from ICLEI software.
3. September - Establish Local Action Plan
4. Sept 2006 to March 2007 - Implement Local Action Plan
5. March 2007and beyond - Monitor and evaluate results
Plug -In Partners Campaign:
1. June 2006 — Submit support from Alameda's electric department - Alameda Power &
Telecom
2. July 2007 — Submit endorsement from the City of Alameda to the National Plug -In
Partners
3. July 2006 and beyond — make available to all residents and businesses in Alameda
the PHEV Community Petition and the PHEV "soft" fleet order form which will go to
automakers via the National Plug -In Campaign. The petition and "soft" fleet order
form will be on Alameda Power & Telecom's website.
Public Participation
The ICLEI project does not provide a public process. However, City staff will create and
incorporate a community meeting process into the goal setting and establishment of the
Local Action Plan. Various City Boards and Commissions will review the Local Action Plan
prior to consideration by the City Council. In order to assist in the creation of the Local
Action Plan, the City Manager suggests the creation of a Task Force consisting of one
member each of the Planning Board, Economic Development Commission, Transportation
Commission, Public Utilities Board and Alameda County Industries and two public
members at large.
Honorable Mayor and
Councilmembers
BUDGET CONSIDERATION /FINANCIAL IMPACT
July 18, 2006
Page 4 of 4
The City has allocated $10,000.00 from the Waste Mitigation Fund to receive ICLEI
assistance and $1,200.00 for ICLEI membership from the City Manager's Office. There is
no financial impact associated with the commercialization of PHEV.
MUNICIPAL CODE /POLICY DOCUMENT CROSS REFERENCE
The Resolutions do not affect the Alameda Municipal Code; however, implementation of
the Local Climate Action Plan may necessitate code amendments in the future.
ENVIRONMENTAL REVIEW
Pursuant to CEQA Guidelines Section 15262, participation in the ICLEI program is
considered a Feasibility and Planning Study and is exempt from CEQA. Support of the Plug -
In Partners National Campaign is not considered a project under CEQA.
RECOMMENDATION
Adopt the attached Resolutions.
By:
Respectfully submitted,
Cathy ►'ooa•ury
Planning and Building Director
b
Cynthia Eliason
Supervising Planner
Attachments:
1. Alameda County Climate Protection Project Timeline
2. Public Utility Board Staff Report dated 5/15/06
G:\ PLANNING \CC \REPORTS\2006 \07 -18 -06 \ICLEI.doc
Alameda County Climate Protection Project Timeline
November 2005: The Alameda County Conference of Mayors endorses the U.S. Mayors
Climate Protection Agreement and forms a Mayors Subcommittee on
Climate to develop a.county -wide climate protection plan.
January 2006: At the invitation of Mayor Bates and the Mayors Subcommittee on
Climate, ICLEI and StopWaste.org give an overview of the Alameda
Climate'Protection Project to the Conference of Mayors at their
meeting in Berkeley.
-I. CL -EI
Local
Governments
for Sustainability
April:
May:
May or June:
June:
ICLEI assists Alameda County jurisdictions to begin working with their
city council/board of supervisors to join ICLETand commit to
participation in the Alameda County Climate Protection Project.
Alameda County Conference of Mayors endorses the Alameda County
Climate Protection Project as the framework for a county -wide climate
protection effort.
Jurisdictions must express their intent to participate in the project in
writing or via e,-mail from the City Manager to StopWaste.org by May
31. Jurisdictions allocate at least $10,000 of their Waste Mitigation
funds to pay for their participation in the project.
Participating jurisdictions pass a resolution committing to reduce
greenhouse gas emissions from local government operations and
throughout the community through membership in ICLEI and
participation in the Cities for Climate Protection campaign.
Jurisdictions establish an elected and staff liaison who will serve as a
liaison with ICLEI.
ICLEI begins the process of collecting the necessary energy and waste
data for conducting each jurisdiction's baseline emissions inventory.
County-wide Kick -off Workshop (June 15): The workshop will include
an orientation to ICLEI and the Cities for Climate Protection
Campaign, an overview of the greenhouse gas inventory and local
action planning process, and an introduction to ICLEI's Clean Air &
Climate Protection software. The workshop will include participation
from both staff and elected officials.
ICLEI conducts a survey of policies that Alameda County jurisdictions
are already implementing and that serve to reduce greenhouse gas
emissions.
Attachment #1
Page 2
June — August:
July:
September:
September 2006..
March 2007:
March:
Baseline Greenhouse Gas Emissions Inventory: ICLEI conducts a baseline
emissions inventory and forecast for each participating community,
including a detailed analysis of the emissions that result from government
operations.
ICLEI creates a Local Climate Action Plan Template for use as a starting
point by participating jurisdictions.
ICLEI analyzes the emissions impacts of StopWaste.org programs that are
being implemented by Alameda County jurisdictions and produces a
report that includes the results of the analysis.
ICLEI holds its North American Regional Congress on July 11 -14 in
Chicago, to which an elected official and staff liaison from each
participating jurisdiction will be invited to attend. ICLEI subsidizes travel
costs for member jurisdictions.
Target - setting workshop: This workshop will include sharing information
and findings from the inventory phase of the project and a roundtable
discussion/training on how to set an emissions reduction target. This
meeting will also launch the participants into the action planning stage of
the project.
Action Planning: ICLEI works with local governments to develop their
individual Local Climate Action Plans.
Final Workshop: This county-wide workshop will allow participants to
present on the outcomes of their work to date and discuss opportunities for
moving forward in a collaborative fashion in the pursuit of climate
protection and overall sustainability.
March and beyond: ICLEI continues to assist Alameda County jurisdictions in their effort to
implement their action plans and evaluate their impact on climate.
ALAMEDA
POWER &TELECOM
A Department of the City of Alameda
AGENDA ITEM NO: 6.B.1
MEETING DATE: 05/15/06
ADMINISTRATIVE REPORT NO. 2006 -058
TO: Honorable Public Utilities Board Submitted by:
William C'C arvine
Marketing Manager
FROM: Meredith Owens
Energy Management Supervisor
Approved by: '�
Valerie Foiag'
General anager
SUBJECT: Approve Support for Policies that Promote the Development and
Commercialization of Plug -in Hybrid Electric Vehicles as a Participant in the
Plug -In Partners National Campaign
Recommendation:
Approve support for policies that promote the development and commercialization of plug -in
hybrid electric vehicles as a participant in the Plug -In Partners National Campaign.
Background:
Plug -In Hybrid Electric Vehicle (PHEV) Technology
A PHEV, which is a hybrid of an internal combustion engine and an electric vehicle, consists of
an internal combustion motor, a synchronous electric motor, an inverter, and lithium -ion
batteries. The PHEV, the "next generation" of hybrid cars, as we know then today, is one step
before hydrogen - fueled cars. PHEVs can plug into an ordinary household 120 -volt outlet, The
electric -only mileage range is 30 to 50 miles, which covers most commutes and around -town
driving patterns. A standard gasoline - fueled vehicle is least efficient when stopped at lights,
accelerating, and used for "stop- and -go" driving. This erratic driving pattern is when the electric
motor works best. A standard hybrid vehicle, such as the Toyota Prius and the Honda Civic, is
charged by a gasoline engine only, so it is equally inefficient during stop- and -go driving.
The biggest hurdle in the development and commercialization of PHEV is the battery system.
The lithium -ion battery is the best choice because it has the highest energy density rating and
will last the lifetime of the car. However, the production costs need to be reduced. The solution
to this is increase in market demand for lithium -ion batteries.
Attachment #2
ITEM NO: 6.B.2
Subject: Approve Support for Policies that Promote the Development and
Commercialization of Plug -in Hybrid Electric Vehicles as a Participant in the
Plug -In Partners National Campaign
Date: 05/15/06
Currently, there are two companies in Califomia that are retrofitting the Toyota Prius to be a
PHEV and the hope is to be able to buy a production model by 2008. Recently, Daimler
Chrylser, as part of their test fleet program, manufactured 40 Dodge Sprinters and put them in
operation in various locations across the globe.
Plug -In Partners National Campaign
The Plug -In Partners National Carnpaign was started by the American Public Power Association
(APPA) and the City of Austin, Texas, Electric Department to convince automakers there is a
strong market for PHEVs. The goal of the Plug -In Partners National Campaign is to demonstrate
to automakers that a market for plug -in hybrid electric vehicles exists today. The viability of this
market will be demonstrated through development of rebates and incentives, "soft" fleet orders,
petitions, and endorsements by cities across the country. The partners in this campaign are local
and state governments, utilities (nearly 150), and environmental, consumer, and business
organizations.
The Sacramento Municipal Utility District recently received a grant from APPA for a project
entitled, "Demonstration and Benefits Assessment of a Plug -In Hybrid in Municipal Fleets." As
a member of APPA, Alameda Power & Telecom (Alameda P &T) will have access to the final
report. The project will develop a tool to help cities evaluate the purchase of PHEVs as a city
fleet vehicles. This report, that will include life cycle cost analysis and an emissions calculator,
will be useful for Alameda P &T to determine the role of PHEV as a future city fleet vehicle.
Discussion /An aiysis:
Benefits
PHEVs could provide many benefits to Alameda P &T such as:
• Increasing off peak revenue and flattening of the electric use load profile.
It is reasonable to assume most PHEV owners would charge their vehicles in the off -peak
hours. This will provide utilities additional revenue during off -peak hours, thereby better
balancing load and supplies, and make more efficient use of existing generation. In the
future, if the infrastructure is in place, PHEVs could feed electricity back into the grid.
Utilities could use the electricity stored in the PHEV batteries to help meet peak demand.
ITEM NO: 6.B.3
Subject: Approve Support for Policies that Promote the Development and
Commercialization of Plug -in Hybrid Electric Vehicles as a Participant in the
Plug -In Partners National Campaign
Date: 05/15/06
• Reduction in air pollution.
Vehicle emissions are a major contributing factor to global warming and to smog in our
cities, which threatens the health of our citizens and the sustainability of our planet. Vehicle
congestion in urban areas concentrates pollution. PHEVs will dramatically reduce tailpipe
emissions. There still is the pollution from PHEVs batteries charged by fossil fuel power
plants, but the emissions are less and easier to address. And for PHEVs batteries charged by
renewable power supplies, such as the case in Alameda, there is the added great benefit of
reducing the emissions of carbon dioxide, one source of global warming.
• Reduction of dependence on foreign oil.
While not necessarily a problem exacerbated by Alameda, the national petroleum
consumption is rising as we continue to import more and more petroleum. For example, in
2005, the United States imported 60% of the oil it consumed. The over reliance of the
United States on foreign oil has become a growing and serious threat to the economic vitality
and national security interests of our country.
• Reduction of the operating costs of fleet vehicles.
PHEVs will provide better control and lowering of operations costs for the City. The current
cost of gasoline is volatile and predicted only to rise. The cost of an "electric" gallon of
gasoline can be less than $1.00 per gallon.
Future Considerations
• Fleet Orders
The City of Alameda fleet vehicles are an excellent application for PHEVs because most
vehicles travel under 50 miles a day and are located in an urban, congested area. The current
City of Alameda vehicle replacement policy reflects vehicles that are not to be replaced until
they are 10 years old and have more than 100,000 miles. The Alameda P &T pool vehicle
sedans are fairly new; the oldest are not due to be replaced until 2011. However, other City
department vehicles may be due for replacement in the next few years.
The incremental cost of a PHEV above a standard hybrid is expected to be about $2,000, and
there may be grants available to cover these costs. When the PHEVs are available, staff may
ITEM NO: 6.B.4
Subject: Approve Support for Policies that Promote the Development and
Commercialization of Plug -in Hybrid Electric Vehicles as a Participant in the
Plug -In Partners National Campaign
Date: 05/15/06
develop a special electric use rate for the Public Utilities Board's consideration to encourage
customers to purchase PHEVs and to charge them overnight. With our high level of
renewable power supplies, Alameda may be the ideal candidate for grant monies to fund
PHEV acquisition.
The Plug -In Partners National Campaign is encouraging campaign participants and other
businesses to submit soft or advance fleet orders for PHEV. The Fleet Order form, attached
as Exhibit A, states that an organization would "seriously consider" such vehicles if the
automakers were to mass - produce them. The Plug -In Partners National Campaign believes
this to be one of the most effective ways to demonstrate to automakers that a market exists
for plug -in hybrids. The City of Alameda or a commercial customer may be interested in
making a soft fleet order.
• Petitions
An important component of the Plug -In Partners National Campaign is a petition drive
through which consumers tell automakers they are interested in purchasing vehicles that can
be fueled from the electric grid. The Petition, attached as Exhibit B, is a simple statement
that the signatory understands what PHEVs are and that they will seriously consider buying
such a vehicle if manufactured.
The national campaign will track signatures accumulated from programs across the country
through reporting to the Plug -In National website. The petitions will be maintained at the
local level, for example, on our website or as part of one of Alameda P &T's public events,
such as the Park Street Art & Wine Fair.
• Endorsement
An endorsement, such as the resolution in Exhibit C, demonstrates organizational support for
PHEV. Al] endorsements such as a resolution will be reported to the national campaign
website, at http: / /www.pluginpartners.org.
Alameda P &T will encourage other city departments and commercial customers to submit
soft fleet orders for PHEVs and encourage all customers to sign the attached petition. The
soft fleet orders and petitions will be on the Alameda P &T website and promoted at
community events such as the Park Street Art and Wine Fair.
ITEM NO: 6.B.5
Subject: Approve Support for Policies that Promote the Development and
Commercialization of Plug -in Hybrid Electric Vehicles as a Participant in the
Plug -In Partners National Campaign
Date: 05/15/06
Budget /Financial Considerations:
None.
Exhibits:
A. Fleet Order
B. Petition
C. Resolution
ITEM NO: 6.B.6
Tug -In Hybrid Electric Vehicles - Fleet Order Form
Clean, Affordable Transportation from Clean, Renewable Energy
Alameda Power & Telecom, our city's community -owned electric utility, is collecting
commitments to consider fleet purchases for plug -in hybrid electric vehicles (PHEV).
The benefits of PHEV for Alameda are:
• Save money by increasing fuel efficiency to more than 100 miles per gallon.
Plug -ins will have a rechargeable battery that will power the vehicle for up to 35
miles on the battery alone.
• Powered by Renewable Energy — Geothermal, Landfill Gas, Wind, Hydro —
when you plug into Alameda Power & Telecom.
• Reduce automobile pollution by burning less gasoline.
Reduce dependency on foreign oil by substituting clean, cheaper domestic
electricity.
PLEASE COMPLETE THE FLEET COMMITMENT FORM BELOW TELLING AUTO
MAKERS TO PRODUCE PLUG -IN ELECTRIC HYBRID VEHICLES!
We urge automakers to go beyond popular hybrid vehicles and manufacture 'plug -in'
electric hybrids that run on electric fuel as well as gasoline or other fuels. Plug -in
hybrids will provide us with the option of plugging our vehicles into an ordinary electric
outlet in order to recharge the battery, allowing our staff to drive on "electric fuel" for a
much longer period, reducing our need for ever more expensive gasoline and increasing
our fuel efficiency to over 100 mpg! Because of these many benefits, we pledge to
strongly consider purchasing the following plug -in electric hybrid vehicles once auto
manufacturers make them available, even if it costs a little more than other vehicles:
Name:
Title:
Company:
Address:
Phone:
Number of Vehicles
Vehicle Type
(Sedan, Light Truck, SUV, Van,
School Bus, Heavy Truck)
Please mail the completed form to: Plug -In Hybrid Electric Vehicles, Alameda Power &
Telecom, P.O. Box H, Alameda, CA 94501 or fax to: 510- 814 -5699.
EXHIBIT A
ITEM NO: 6.B.7
Plug -In Hybrid Electric Vehicle — _Community Petition
Clean, Affordable Transportation From Clean, Renewable Energy
Alameda Power & Telecom, our city's community -owned electric utility, is a participant
in the Plug -In Partners National Campaign to promote the commercialization of plug -in
hybrid electric automobiles. Plug -in electric hybrids:
• Save money by increasing fuel efficiency to more than 100 miles per gallon.
Plug -ins will have a rechargeable battery that will power the vehicle for up to 35
miles on the battery alone.
• Powered by Renewable Energy — Geothermal, Landfill Gas, Wind, Hydro —
when you plug into Alameda Power & Telecom.
• Reduce automobile pollution by burning less gasoline.
• Reduce dependency on foreign oil by substituting clean, cheaper domestic
electricity.
PLEASE SIGN THE PETITION BELOW TO TELL U.S. AUTO MAKERS TO
PRODUCE PLUG -IN HYBRID VEHICLES!
I urge automakers to go beyond popular hybrid vehicles and manufacture 'plug -in'
electric hybrids that run on electric fuel as well as gasoline or other fuels. A plug -in
hybrid will provide me with the option of plugging my vehicle into an ordinary electric
outlet in order to recharge the battery, allowing me to drive on "electric fuel" for a much
longer period, reducing my need for ever more expensive gasoline and increasing my
fuel efficiency to over 100 mpg! Because of these many benefits, I pledge to strongly
consider purchasing a plug -in electric hybrid vehicle once car manufacturers make them
available, even if it costs more than other vehicles.
Print Name
Print Street
City
Zip
Mail completed form to: Alameda Power & Telecom, P. O. Box H, Alameda, CA
94501 or fax to: 510 - 814 -5699.
EXHIBIT R
CITY OF ALAMEDA
ALAMEDA POWER & TELECOM
RESOLUTION NO.
ITEM NO: 6.}18
APPROVING SUPPORT FOR POLICIES THAT PROMOTE THE DEVELOPMENT
AND COMMERCIALIZATION OF PLUG -IN HYBRID ELECTRIC VEHICLES AS A
PARTICIPANT IN THE PLUG-IN PARTNERS NATIONAL CAMPAIGN
WHEREAS, the over - reliance ofAmerica on foreign oil has become a growing and
serious threat to the economic vitality and national security interest of the United States; and
WHEREAS, automobile emissions are a major contributing factor to global warming and
to smog in our cities, which threaten the health of our citizens and the sustainability of our
planet; and
WHEREAS, the imbalance between gasoline resources and worldwide demand is
escalating gasoline prices at an alarming rate and to levels that overburden commerce, hurt
economic growth and cause serious hardship on our citizens; and
WHEREAS, the technology exists today to build a plug -in hybrid electric vehicle that
could reduce oil imports, fuel costs to our citizens and our economy and air emissions by
dramatic margins; and
WHEREAS, Alameda Power & Telecom as part of the Plug -In Partners National
Campaign, to urge automakers to mass produce plug -in hybrid electric vehicles for the
substantial economical, environmental and strategic reasons outlined; and
NOW, THEREFORE, BE IT RESOLVED that the Public Utilities Board hereby directs
staff to develop a program to encourage the future purchase of plug -in hybrid electric vehicles,
including fleet orders; and
BE IT FURTHER RESOLVED: That Alameda Power & Telecom makes a commitment
to support local, state, and federal policies that will promote plug -in hybrid electric vehicles; and
BE IT FURTHER RESOLVED: That Alameda Power & Telecom will work with the
local government, education, business and environmental community to advocate for the
purchase of plug -in hybrid electric vehicles.
Approved as to Form
CITY ATTORNEY
By:
Assistant City Attorney
Approved as to Form
CITY OF ALAMEDA RESOLUTION NO.
PARTICIPATING IN THE INTERNATIONAL COUNCIL FOR LOCAL
ENVIRONMENTAL INITIATIVES (ICLEI) CITIES FOR CLIMATE
PROTECTION CAMPAIGN AND CREATION OF A CITY TASK FORCE
WHEREAS, scientific consensus has developed that Carbon Dioxide
(CO2) and other greenhouse gases released into the atmosphere have a
w profound effect on the Earth's climate; and
z
°C WHEREAS, in 2003 the American Geophysical Union adopted a
statement noting that human activities are increasingly altering the Earth's
climate and that natural influences cannot explain the rapid increase in near -
surface temperatures observed during the second half of the 20th century; and
WHEREAS, in 2001, at the request of the Administration, the National
Academy of Sciences reviewed and declared global warming a real problem
caused in part by the actions of humankind; and
WHEREAS, the 2001 Third Assessment Report from the
Intergovernmental Panel on Climate Change and the 2000 U.S. Global Change
Research Program's First National Assessment indicate that global warming
has begun; and
WHEREAS, 162 countries including the U.S. pledged under the United
Nations Framework Convention on Climate Change to reduce its greenhouse
gas emissions; and
WHEREAS, energy consumption, specifically the burning of fossil fuels,
accounts for more than 80% of U.S. greenhouse gas emissions; and
WHEREAS, local governments influence communities' emissions by
exercising key powers over land use, transportation, construction, waste
management, and energy management; and
WHEREAS, local government actions taken to reduce greenhouse gas
emissions and increase energy efficiency provide multiple local benefits by
decreasing air pollution, creating jobs, reducing energy expenditures, and
saving money for the local government, its businesses and its residents; and
WHEREAS, StopWaste.org is allowing Alameda County jurisdictions to
use $10,000.000 of funding from their Waste Mitigation Fund to pay for the
development of greenhouse gas emissions inventories and Local Climate
Action plans as part of the Alameda County Climate Protection Project; and
Resolution #5 -B (1)
7 -18 -06
WHEREAS, the Cities for Climate Protection Campaign sponsored by
ICLEI -Local Governments for Sustainability, has invited the City of Alameda to
become a member of ICLEI and a partner in the Campaign; and
WHEREAS, the City commits to creating a City task force to assist in the
creation of Alameda's Local Climate Action plan.
NOW THEREFORE, BE IT RESOLVED that the City Council of the City
of Alameda commits to ICLEI membership and participation in the Cities for
Climate Protection Campaign and, as a participant, pledges to take a leadership
role in promoting public awareness about the causes and impacts of climate
change; and
BE IT FURTHER RESOLVED that the City Council of the City of
Alameda creates a City Task Force consisting of one member each of the
Planning Board, Economic Development Commission, Transportation
Commission, Public Utilities Board and Alameda County Industries and two
public members at large; and
BE IT FURTHER RESOLVED that the City Council of the City of
Alameda will undertake the Cities for Climate Protection Campaign's 5-
Milestones to reduce both greenhouse gas and air pollution emissions
throughout the community; and
BE IT FINALLY RESOLVED that the City Council of the City of Alameda
requests assistance from ICLEI's Cities for Climate Protection Campaign as it
progresses through the 5- Milestone methodology.
I, the undersigned, hereby certify that the foregoing Resolution was duly
and regularly adopted and passed by the Council of the City of Alameda in a
regular meeting assembled on the day of , 2006, by
the following vote to wit:
AYES
NOES:
ABSENT:
ABSTENTIONS:
IN WITNESS, WHEREOF, I have hereunto set my hand and affixed the seal of
said City this day of , 2006.
Lara Weisiger, City Clerk
City of Alameda
CITY OF ALAMEDA RESOLUTION NO.
PROVIDING SUPPORT FOR POLICIES THAT PROMOTE THE
DEVELOPMENT AND COMMERCIALIZATION OF PLUG -IN- HYBRID
ELECTRIC VEHICLES AS A PARTICIPANT IN THE PLUG -IN-
PARTNERS NATIONAL CAMPAIGN
WHEREAS, the over - reliance of America on foreign oil has become a
growing and serious threat to the economic vitality and national security interest
of the United States; and
WHEREAS, automobile emissions are a major contributing factor to
global warming and to smog in our cities, which threaten the health of our
citizens and the sustainability of our planet; and
WHEREAS, the imbalance between gasoline resources and worldwide
demand is escalating gasoline prices at an alarming rate and to levels that
overburden commerce, hurt economic growth and cause serious hardship on
our citizens; and
WHEREAS, the technology exists today to build a plug -in hybrid electric
vehicle that could reduce oil imports, fuel costs to our citizens and our economy
and air emissions by dramatic margins; and
WHEREAS, the City of Alameda as part of the Plug -In Partners National
Campaign, will urge automakers to mass produce plug -in hybrid electric
vehicles for the substantial economical, environmental and strategic reasons
outlined; and
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City
of Alameda hereby directs staff to consider future purchases of plug -in hybrid
electric vehicles, including "soft" fleet orders; and
BE IT FURTHER RESOLVED that the City Council of the City of
Alameda makes a commitment to support local, state, and federal policies that
will promote plug -in hybrid electric vehicles; and
BE IT FURTHER RESOLVED that the City Council of the City of
Alameda will work with businesses, and the environmental community to
advocate for the purchase of plug -in hybrid electric vehicles.
Resolution #5 -B (2)
7 -18 -06
I, the undersigned, hereby certify that the foregoing Resolution was duly
and regularly adopted and passed by the Council of the City of Alameda in a
regular meeting assembled on the day of , 2006, by
the following vote to wit:
AYES
NOES:
ABSENT:
ABSTENTIONS:
IN WITNESS, WHEREOF, I have hereunto set my hand and affixed the seal of
said City this day of , 2006.
Lara Weisiger, City Clerk
City of Alameda
CITY OF ALAMEDA
MEMORANDUM
Date: July 18, 2006
To: Honorable Mayor and
Councilmembers
From: Debra Kurita
City Manager
Re: Negotiations with the Bay Area Water Transit Authority Related to Transfer of City Ferry
Services
BACKGROUND
On June 6, 2006, the City Council conditionally authorized the City Manager to begin formal
negotiations with the Water Transit Authority (WTA) on the possible transfer of both City ferry
services to the WTA. Council stipulated that discussions could not begin until: a) the WTA made a
presentation to Council detailing their capabilities and plans for the City's ferry services; and b) City
staff provided Council with negotiation points and milestones.
DISCUSSION
Prior to the June 6, 2006 City Council meeting, two public meetings were held to elicit public
comment on the potential WTA transfer. Staff informed riders of these meetings through our ferry
rider contact lists and also indicated that if riders were unable to attend either of the meetings that
they could submit e -mail comments. Approximately 19 riders attended the public meetings and
another four submitted comments via e -mail. Comments generally reflected questions on the
benefits associated with the transfer; potential rider impacts related to increased fares, reduced
service, changed schedules, assignment of different boats to the service; and the potential elimination
of the Harbor Bay Ferry Service. Some riders asked that the City explore other options such as
City /WTA joint powers administration of the services or continuation of City administration of
existing service combined with WTA administration of expanded service.
I. Negotiation Points
Based on comments from the public and Council discussion, staff has developed the following
negotiation points for Council consideration.
Ferry Administration and Operation: The City will transfer and assign to the WTA the
administration and operation of both ferry services as well as the Blue & Gold Fleet and
Harbor Bay Maritime operating contracts. The tentative transfer target date is January 1,
2007.
Funding of Existing Ferry Services: The City will assign or pass through to the WTA all
Measure B revenues specifically earmarked for the Alameda Ferries and all current Regional
Measure 1 grants and fees paid by the Port of Oakland to the City for FY 2006/2007 ferry
Report 5 -C
7 -18 -06
Honorable Mayor and
Councilmembers
Page 2
July 18, 2006
service. In addition, the City will provide the WTA with Transportation Improvement Fund
(TIF) revenues for the support of the Harbor Bay Ferry Service, at the current funding level.
TIF funding would be phased out over a three to five year period, based on final negotiations.
The City will not be required, nor will the WTA request the City to contribute General Fund
revenues to the support of the ferry services.
Ferry Service To /From Alameda: The WTA will be required to continue to maintain, as a
minimum, the current service levels for the Alameda/Oakland and Alameda Harbor Bay
Ferry Service for a specified period of time ( "guarantee period "). Staff recommends that this
guarantee be for a period of five to seven years, based on final negotiations. If, after that
period, the WTA proposes to reduce service levels to less than what was in effect at the time
of transfer for either service, the City Council, at its sole discretion, may elect to take back
either or both services and manage the operations. The City's commitment to resume
administrative of the ferries is subject to the City securing sufficient non - general fund
revenues and staffing resources to resume ferry operations.
Transfer of Property: Assignment of the ferries to the WTA will involve transfer of the
following City -owned assets:
City -Owned Vessels: The City will transfer title to and City equity interest in the four
City -owned boats (the Encinal, Express 11, Bay Breeze, and the Peralta) to the WTA. If
transfer of ownership cannot be completed by the service handover date, the boats will be
leased to the WTA until transfer of ownership is accomplished. The City and WTA will
mutually agree to the resale value of each boat ( "vessel equity") at time of transfer. The
WTA must agree that the vessel equity will be credited by the WTA to Alameda ferry
operations to offset operational costs during the guarantee period.
In addition, in the event of a major seismic event, terrorist attack or other regional
emergency wherein the regional transportation infrastructure is significantly impacted, the
WTA will be required to ensure that the City ferry boats (Encinal, Express 11, Bay Breeze,
Peralta) provide priority emergency service to Alameda residents on both the Main Island
and at Harbor Bay.
Ferry Terminal Facilities: The WTA will be required to maintain, operate and manage
the Main Street and Harbor Bay ferry terminal facilities, including all security
requirements, from the street to the water including terminal buildings, facilities, parking
lots and amenities. The City will lease these facilities to the WTA for $1.00 per year for
as long as the WTA operates the ferry services.
Currently, landside facility maintenance for the Harbor Bay Terminal is funded through
Lighting & Landscaping Management District 82 (LLMD 82) in the amount of
approximately $62,000 per year. As part of the WTA agreement, the City will commit to
providing this level of LLMD 82 support. The City will also agree to bring any future
WTA request for increases in LLMD 82 funding for the Harbor Bay Terminal to a vote
Honorable Mayor and
Councilmembers
Page 3
July 18, 2006
following LLMD 82 voting procedures. However, the City cannot guarantee approval of
future LLMD 82 funding increases.
Permanent Alameda WTA Board Seat: To ensure that the concerns of our residents continue
to be represented, the WTA Board will be required to commit to actively pursuing, at the
State level, a Government Code amendment establishing a permanent WTA board seat for
the Mayor of the City of Alameda.
Annual Report to the City: The WTA will be required to make an annual report to Council
on the ferry services including ridership, funding and revenues, any proposed changes to
services, schedules, or fares.
Rider Advisory Committee and Service Quality Monitoring: The WTA will be required to
establish a Ferry Rider Advisory Committee (FRAC) that will meet quarterly to review
ridership, marketing, on -time performance, rider related service issues, and any proposed fare
or schedule changes. In addition, the WTA will conduct quarterly rider satisfaction surveys
and prepare an analysis of the on -time performance of the ferries during the quarter. Results
of the quarterly surveys and on -time performance analysis will be reported to the FRAC and
City Council.
II. Negotiation Milestones
Since the June 6 Council meeting, City and WTA staff have met to develop a tentative schedule for
the transfer of ferry services. For planning purposes, staff and the WTA propose a tentative transfer
target date of January 1, 2007. The schedule, which is on file in the City Clerks Office, is divided
into four negotiation stages and are detailed below:
Stage 1 - Council Authorizes Commencement of Talks - July 18 through August 1:
• WTA publicly responds to Council concerns regarding WTA plans and capabilities
for the operation of the Alameda Ferry Services (July 18).
• Staff report outlines milestones, negotiation points and opportunities for public
comment (July 18).
• Council approves milestones and finalizes negotiation points. Council authorizes
beginning of negotiations and requires staff to present negotiating points to public for
comment (July 18).
• Staff holds two public meetings and two ferry "ride - alongs" to explain the process,
discuss negotiating points and elicit input.
Stage 2 - Negotiations Commence - August 1 through October 25:
• Negotiations begin.
• Caltrans Assignments and Assumptions Agreement to City Attorney and WTA
counsel for review.
• Staff reports to Council (September 19).
• WTA staff briefs Board on negotiations.
Honorable Mayor and
Councilmembers
Page 4
July 18, 2006
• Staff holds two public meetings and two ferry "ride - alongs" to discuss pending
Council approval of the transfer, explain transfer terms, and elicit input. Public is
informed that Council will consider approving the transfer on December 5.
• City notifies Port of Oakland, Harbor Bay Maritime, and Blue and Gold Fleet of
intent to assign operating agreements to WTA.
Stage 3 - Formal Approval of Ferry Transfer - December 5 through December 7:
• Council approves WTA/City agreement for transfer of ferries and the Caltrans
agreement (December 5).
• WTA Board approves WTA/City agreement for transfer of ferries and the Caltrans
agreement (December 7).
Stage 4 - Transfer Preparations - December 8, 2006 through January 1, 2007:
• WTA and City conduct joint surveys of all facilities and vessels.
• Public is notified that January 1 is the ferry service transfer date.
• Service transfer to WTA administration (January 1, 2007).
BUDGET CONSIDERATION/FINANCIAL IMPACT
The City ferry services are funded through farebox revenue, grants, Measure B and TIF. The
recommended action would result in the continued dedication of these resources to this purpose by
transferring these funds directly to the WTA which will not impact the general fund. The
Transportation Improvement Funds would be phased out over a three to five year period.
MUNICIPAL CODE/POLICY DOCUMENT CROSS REFERENCE
The proposed negotiation does not affect the Alameda Municipal Code.
RECOMMENDATION
Authorize the City Manger to begin discussions with the WTA concerning the possible transfer of
the City's ferry services to the WTA.
Respectfully submitted, Prepared by,
Matthew T. Naclerio
Public Works Director
MTN:ES:gc
cc: WTA
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Ernest Sanchez
Ferry Manager
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