Exhibit 1 - Smart City Master Plan — Alameda City Council, April 19, 2022

SMART CITY

MASTER PLAN
City of Alameda
February 2022
Prepared by:

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TABLE OF CONTENTS

Executive Summary .................................................................................................................................... vii Chapter 1: Introduction ................................................................................................................................ 1 Chapter 2: Vision, Goals & Objectives .......................................................................................................... 5 Chapter 3: Existing Conditions ...................................................................................................................... 7 Chapter 4: Needs & High-Level Requirements ........................................................................................... 31 Chapter 5: Smart City Strategies & Recommendations .............................................................................. 41 Chapter 6: Smart City Projects & Prioritization .......................................................................................... 69 Chapter 7: Funding Opportunities .............................................................................................................. 83

Appendices

Appendix A: Signal Equipment Existing Conditions Table .......................................................................... 89 Appendix B: Project Cost Details ................... .............................................................................................. 93

Tables

Table 1: Key City Facilities ........................................................................................................................... 23 Table 2: Public Safety Response District Details ... ...................................................................................... 25 Table 3: AUSD School Facilities .................... ............................................................................................... 27 Table 4: Transportation Needs Summary .............. ..................................................................................... 33 Table 5: Public Works Needs Summary ................ ...................................................................................... 34 Table 6: Information Technology (IT) Needs Summary . ............................................................................. 35 Table 7: Alameda Municipal Power (AMP) Needs Summary ...................................................................... 35 Table 8: Recreation & Parks Needs Summary .......... .................................................................................. 36 Table 9: Public Safety Needs Summary ............... ........................................................................................ 36 Table 10: Economic Development Needs Summary ....... ............................................................................ 37 Table 11: Educational Institutions & Equity Priority Populations Needs Summary ................................... 38 Table 12: Regional Partners Needs Summary .......... ................................................................................... 39 Table 13: Smart City Projects ...................... ................................................................................................ 70

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Figures

Figure 1: Smart City Master Plan Goals ........................................................................................................ 5 Figure 2: Smart City Goals & Objectives ............ ........................................................................................... 6 Figure 3: Municipal Area Network Topology .......... .................................................................................... 10 Figure 4: Existing City Conduit Infrastructure ..... ........................................................................................ 11 Figure 5: City of Alameda Street Classifications ... ...................................................................................... 15 Figure 6: Existing City Facilities and Traffic Signa l Infrastructure ............................................................... 19 Figure 7: Existing ITS Elements .................... ............................................................................................... 21 Figure 8: Recommended Communication Network Infrastr ucture ............................................................ 45 Figure 9: Recommended Public Wi-Fi Access Locations ............................................................................. 49 Figure 10: Recommended Transit Priority Corridors .. ................................................................................ 55 Figure 11: Recommended Closed Circuit Television Sys tem ...................................................................... 67 Figure 13: Proposed Wi-Fi Projects ................. ............................................................................................ 79

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Acronyms

ACOE Alameda County Office of Education
ACTC Alameda County Transportation
Commission
AMP Alameda Municipal Power
ARPD Alameda Recreation and Parks
Department
ATMS Advanced Traffic Management
System
AUSD Alameda Unified School District
AVL Automated Vehicle Location
BBS Battery Backup System
CBRS Citizens Broadband Radio Service
CCPA California Consumer Privacy Act
CCTV Closed Circuit Television
CENIC Corporation for Education Network
Initiatives in California
CIP Capital Improvement Program
CPRA California Privacy Rights Act
CTC California Transportation
Commission
CV/AV Connected Vehicles/Autonomous
Vehicles
DMZ Demilitarized Zone (network security
term)
DOJ Department of Justice
DRT Digital Realty Trust
EOC Emergency Operations Center
EVP Emergency Vehicle Preemption
FAST Fixing America’s Surface
Transportation
FHWA Federal Highway Administration
FTE Full-time Equivalent
GHG Greenhouse Gases
GPS Global Positioning System
GTT Global Traffic Technologies
HVAC Heating, Ventilation, and Air
Conditioning
HOV High Occupancy Vehicle
ISP Internet Service Provider
ISTEA Intermodal Surface Transportation
Efficiency Act (grant)
IP Industrial Protocol (Ethernet)
IT Information Technology
IOT Internet of Things
ITS Intelligent Transportation Systems
LPR License Plate Recognition
MAN Municipal Area Network
MB Megabyte
Mbps Megabits per second
MPO Metropolitan Planning Organization
MTC Metropolitan Transportation
Commission (Bay Area MPO)
MVDS Microwave Vehicle Detection System
NEMA National Electrical Manufacturers
Association
NLC National League of Cities
O&M Operations and Maintenance
P3 Public-Private Partnership
POS Point of Sale
ROW Right-of-Way
RTIP Regional Transportation
Improvement Program (grant)
SCADA Supervisory Control and Data
Acquisition
SFI Settlement-free Interconnection
TSP Transit Signal Priority
USA Underground Service Alert
USDOT United States Department of
Transportation
VDS Video Detection System

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EXECUTIVE SUMMARY

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EXECUTIVE SUMMARY

Plan Purpose
The City of Alameda (City) has initiated this
Smart City Master Plan (Plan) to provide a
roadmap for improving the City’s Smart City
infrastructure to better serve the City’s growing
technology needs. The Plan will assist the City
in using new technologies to improve
community member’s lives and to achieve the
City’s General Plan goals. This document
includes the evaluation of the City’s existing
infrastructure to determine its applicability to
the City’s technology-related goals.

The Plan looks into short- and long-term
solutions given the infrastructure already in
place and what might further be developed.

Given the potential of technology, the Plan’s
target objectives are as follows:
• P
rovide Equitable Internet : Provide
equitable internet access options to
enable all members of the Alameda
community the opportunity for civic
and cultural participation, employment,
education, and access to essential
information and services;
• Efficient Government Operations: Bring
together infrastructure and technology
to improve the quality of life of
community members by enhancing
their interactions and government
transparency and responsiveness with
the potential for open data portals;
• Improved Transportation Operations:

Improve efficiency of transportation
operations such as with interconnected
traffic signals, autonomous vehicles,
real-time public transit information,
multimodal data collection, smart
parking, smart streetlights, predictive
maintenance, and car/bike sharing;
• Enhanced Safety: Improve safety with
emergency response optimization,
disaster early-warning signals and
vehicle-to-vehicle communications
including advanced collision avoidance
systems while reducing threats from
cyber-attacks;
• Maintain Economic Vitality: Improve
economic vitality by ensuring
innovation with new technologies and
considering pilot modal smart
neighborhoods such as Alameda Point,
Northern Waterfront or Webster Street
area; and
• Achieve Climate Goals: Reduce traffic
emissions, water, and electricity use,
and advance the City’s Climate Action
goals including monitoring
environmental quality indicators such
as air quality and protecting the
environment.

This Plan’s intent is to provide a
comprehensive plan that leverages the City
of Alameda’s existing infrastructure while
introducing new technologies for the
purpose of improving air quality, vehicular,
pedestrian, bicycle, and transit access and
safety; accommodating emerging micro
mobility and autonomous vehicles; and
improving the City’s communications
infrastructure to support the City’s growing
technology needs.

Plan Methodology
To prepare this Plan, City staff prepared a
representative list of stakeholders whose input
would help to shape the vision of the Plan.

Generally, these groups included:
• City Departments;
• Local Institutional, Business, and
Community Organizations; and

• Regional Partner Agencies.

To gather input for this Plan, focus groups were
held where specific technological needs were
solicited from varying representatives from
these three categories. Following collection of
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this information, the base-level needs
assessment for this Plan were documented.

These needs informed a selection of strategies
which seek to address the described needs.

And finally, these strategies informed the
general recommendations of this Smart City
Master Plan.

It is important to ensure that the Plan provides
solutions that are consistent with the actual
needs of users, since having unused
infrastructure or technology is not the goal of a
Smart City. Thus, the recommendations herein
are associated with the overall objectives of this
plan to ensure that consistency and efficiency
are incorporated into the solutions, and that
the strategies employed position Alameda to
become a Smart City.

Smart City Vision
The City of Alameda is poised to enter into the
Smart City realm as the need for more and
faster services grows in the City. This plan will
seek to provide a roadmap to achieve the City’s
vision:

The City of Alameda will harness
Smart City technology to improve its
community members’ lives in
Alameda.

As a Smart City, the City of Alameda will:
 Increase productivity and efficiency in
City services,
 Be hospitable to business and economic
growth in Alameda,
 Increase quality of life for all in
Alameda,
 Improve multi-modal movement and
safety on Alameda, and
 Be environmentally responsible.

To realize this vision, the City must define
specific goals to work towards within the City as
part of this Plan.

Goals & Objectives
As technology needs in the City have evolved
greatly, the City has developed a list of Smart
City goals and objectives. The City’s high-level
Smart City goals are shown in the figure below.

These high-level goals are also accompanied by
key objectives which describe the desired
outcome of each of the goals. These objectives
will help to define the high-level strategies
which will be employed to support the objective
and are summarized in the following figure.

Alameda
as a Smart
City
Provide
Equitable
Internet
Efficient
Government
Operations
Improved
Transpor-
tation
Operations
Enhanced
Safety
Maintain
Economic
Vitality
Achieve
Climate
Goals

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Alameda Smart City Master Plan Iteris, Inc. | ix

•Provide free public Wi-Fi at key City locations
•Provide equitable internet access options for all community members including training opportunities
•Enhance communications to support expanded bandwidth throughout the City of Alameda facilities
Provide
Equitable
Internet
•Provide more services to residents and staff digitally to enhance City productivity, transparency and engagement with community members •Enhance cyber security measures to protect City and Community information
Efficient
Government
Operations
•Improve the transportation efficiencies and safety such as with interconnected traffic signals, real-time public transit information, multimodal detection and data collection, smart parking, streetlights and maintenance
•Prepare for the future of transportation technology deployments, i.e., connected and autonomous vehicles
•Reduce delay citywide, resulting in more effective traffic flow with improved safety and fewer emissions
Improved
Transportation
Operations
•Provide emergency response optimization, disaster early-warning signals, and crash avoidance system capabilities
•Enhance security from cyber attacks
Enhanced
Safety
•Enhance technology and internet access as well as training opportunities via City programs
•Facilitate improved internet service options and improve reliability, speeds, and bandwidth availability
Maintain
Economic
Vitality
•Facilitate telecommuting, tele-school, and telehealth to reduce vehicle trips
•Enhance transportation systems and operations to reduce idling and greenhouse gas emissions
•Deploy new technologies to improve energy and water efficiencies •Deploy technologies and infrastructure to support monitoring of environmental indicators (e.g., air quality)
•Partner with science communities and educational institutions to support climate-specific initiatives
Achieve
Climate Goals
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Existing Conditions
The City has a multitude of existing
infrastructure that will be able to be harnessed
to meet Smart City goals and objectives.

EXISTING COMMUNICATIONS &

TECHNOLOGY
The City has various existing communications
and technology deployments in the City, which
include the following:
• W
ebster Street Smart Corridor – A
previously designed smart corridor
project which included deployment of
CCTV cameras, video detection systems,
dynamic message signs, microwave
vehicle detection (MVDS), and
emergency vehicle and transit priority
equipment on existing traffic signal
infrastructure on Webster Street
between the exit of the Webster Street
Tube and Central Avenue and
surrounding areas.
• Citywide 5G Deployment - As the
climate for wireless service changes,
many large service providers are
actively pursuing opportunities for 5G
installations via collocation on public
equipment or on public property. In
light of that, Public Works staff
proactively developed a City ordinance
that outlines the permitting, procedure,
and design guidelines to support the
deployment of 5G equipment in
Alameda.
• Lucity Asset Management System -
Public Works has deployed over the
past several years a comprehensive
asset management system where all
City assets are logged, tracked, and
maintained. The Lucity system is
maintained by City Public Works staff
and is used to track such assets as, but
not limited to, signal equipment,
streetlights, and signage. Maintenance
of this database is an ongoing task, and
it should be noted that all new and
potentially existing infrastructure
inventoried and/or implemented as
part of these Smart City initiatives
should be added into that system.

In addition to these City projects, the City is also

beginning to require new development projects
to install City-owned infrastructure for future
build out. This approach has been observed on
the following recent development projects:
• A
lameda Point
• Webster-Posey Tube Interconnection
(Caltrans)
• 2100 Clement
• Alameda Landing
• Del Monte
• Alameda Marina
The Public Works department has also made
i
mprovements to key corridors Park Street,
Constitution Avenue, and Webster Street by
deploying wireless radios along the corridor to
enable coordination of the signals on those
routes.

To manage City administration and networking
needs, the City currently contracts with
Alameda Municipal Power (AMP) to maintain a
Municipal Area Network (MAN). Currently AMP
manages and services the network utilizing its
own infrastructure around the City. AMP is also
pursuing several projects on Alameda to
underground its existing overhead services,
which presents the City an opportunity to install
facilities at the same time and as a condition of
approval for AMP’s project(s).

All of these projects and efforts have resulted in
empty City-owned conduit spread around the
City which will be useful to system expansion
discussed within this Plan. The location of the
existing City-owned facilities is depicted in
Figure 4 in Chapter 3.

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EXISTING TRANSPORTATION

OPERATIONS & EMERGENCY RESPONSE
The City maintains and operates eighty-eight
signalized intersections, which are depicted on
Figure 6 in Chapter 3. The City does not
currently use a centralized Advanced Traffic
Management System (ATMS) for management
and monitoring. Most of the signal equipment
is in need of upgrade to the current standard
and operates in uncoordinated timing modes
without the support communications for
coordinated operations. There are a few
exceptions on corridors which have recently
been outfitted with wireless communications.

The signals are outfitted with inductive loop or
video detection technology which provides the
actuated functionality at each intersection. A
summary of all signal equipment is presented in
Figure 6 in Chapter 3.

The City also does not currently operate signals
with Emergency Vehicle Preemption, though
there are several signals on key corridors which
are currently outfitted to support that function.

Additionally, by selecting a GPS-based EVP
system in coordination with AC Transit, it is
possible the City may be able to also deploy TSP
functionality at these locations.

The City currently manages four parking
facilities. Three of the facilities are surface lots.

The fourth facility is a parking structure near
the Civic Center which includes a parking
payment system. The lots use varying types of
connections for security policing, as well as
payment systems, which are reviewed in more
detail in Chapter 3.

CITY FACILITIES & OPERATIONS
The City’s existing facilities will play a very key
role in the rollout of Smart City technology. The
City maintains a variety of public service
buildings and facilities, and also partners with
other City and governmental agencies to assist
with meeting technological needs.

The City maintains several administrative
buildings that are interconnected via the
Municipal Area Network (MAN). The Key City
facilities are summarized in Table 1 and Figures
4 and 6 in Chapter 3.

Another key operational consideration is the
City’s Public Safety incident response practices.

In 2019, the City completed an Emergency
Operations Plan to address disaster response
and recovery operations for the City of
Alameda. The document reviews how the City
will implement the California Emergency
Services Act in the event of an emergency
affecting Alameda and its residents, employees,
and visitors. The City is also participating in a
regional effort to improve safety and
evacuation information sharing regionally via a
tool called Zone Haven. Zone Haven provides a
subdivision of an agency’s area into zones which
can be used for evacuation planning in the
event of the aforementioned emergencies. This
effort is generally managed by the Fire
Department.

The City operates other types of systems to
assist in operations, including several remote
management systems managed by the Alameda
Recreation and Parks Department (ARPD) for
management of lighting, payment facilities, and
cameras. Public Works also manages a SCADA
system for the City’s pump stations which
allows for remote control of the equipment.

A key concern in the City of Alameda has been
security and privacy and the City has enacted
several resolutions and practices which aid in
the implementation of the resolutions. These
elements inform Police operations and IT’s
Cyber Security approach.

EQUITABLE INTERNET & ECONOMIC

VITALITY
The City of Alameda is very closely tied with
their citizen and business communities via
several key institutions and organizations.

Among the key institutions who have been
considered in this plan are:
• A
lameda Unified School District
• Equity Priority Communities, such as
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the Senior Center, Library, and Boys &
Girls’ Club
• Alameda Housing Authority
• Business Associations

Each of these institutions and their existing
systems was discussed and reviewed. Many of
the systems utilized by these institutions,
however, operate independently from City of
Alameda systems and administration, and thus
will likely not be modified by this Plan.

Needs & High-Level
Requirements
To prepare recommendations which address
the City’s needs and objectives, City staff and
Iteris conducted a number of outreach
meetings with key city departments,
educational institutions, neighboring agencies,
and local community and business
organizations. The key stakeholder focus group
meetings helped the City staff and Iteris better
understand the needs of these members and
how technology and communications solutions
could potentially help address these needs. The
team met with various City departments, local
institutional, business, and community
organizations, and regional partners who
informed the City of their respective
technological needs. The following groups
contributed to the needs assessment:
• C
ity Departments
o Public Works
o Information Technology
o Transportation Planning
o Alameda Municipal Power
o Recreation & Parks
o Public Safety
o Economic Development
• Business Groups
o Alameda Chamber of
Commerce
o West Alameda Business
Association
o Downtown Alameda Business
Association
• Institutional Groups
o College of Alameda
o Alameda Unified School District
o Community science: CENIC and
community volunteers
• Equity Priority Community Service
Groups
o Alameda Educational
Foundation
o City Paratransit
o Alameda Family Services
o Mastick Senior Center (via
Recreation & Parks)
o Alameda Point Collaborative
o Alameda Housing Authority
• Regional Partners
o AC Transit
o City of San Leandro
o City of Oakland
o Telecommunications providers
A summary of the input collected from these
g
roups is shown in Chapter 4 and is closely tied
to the objectives of the Plan.

Smart City Strategies &
Recommendations
The following table provides a summary of the
recommendations which are intended to guide
the City in the strategic investment and
deployment of Smart City infrastructure and
applications to achieve its Smart City goals and
objectives by improving city services, mobility,
safety, and the environment, thus enhancing
the quality of life for its residents. Each
recommendation is associated with the City’s
establish Smart City goals and a priority is
assigned based on the established need and
urgency for each improvement.

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City of Alameda Smart City Recommendations
Recommendation No.

Recommendation Overview
Associated Goals
Priority
Equitable Internet
Government Operations
Transportation Operations
Safety
Economic Vitality
Climate Goals
1 Build Out City
Communications
Network
Deploy citywide communications network
to interconnect City facilities and
infrastructure and serve as a foundation for
other Smart City initiatives.
      High
2 Deploy Wi-Fi in
Public Spaces
Deploy Wi-Fi in public spaces to support the
ever-growing need for broadband access in
Alameda. Free internet access through
public Wi-Fi facilities would enhance
internet availability, decrease the digital
divide for Alameda residents, and
potentially provide enhanced placemaking
services.
  Medium
3 Deploy Citywide
Emergency Vehicle
Preemption (EVP)
Deploy citywide Emergency Vehicle
Preemption to support the improvement of
emergency incident response and safety on
roadways during these incidents.
  High
4 Deploy Transit
Signal Priority (TSP)
Deploy TSP along key transit corridors to
support improvements to AC Transit service,
as well as enhance multi-modal options for
the City’s residents. TSP improves transit
reliability, allowing AC Transit to better
serve Alameda riders.
   Medium
5 Partner with
Internet Service
Providers
The City should establish partnerships with
ISPs serving Alameda resides to improve
service availability, terms, and speeds. By
providing development incentives, the City
may also attract additional ISPs to the
island.
   Medium
6 Develop Dig Once &
Installation
Standards Policies

Develop and implement a Dig Once policy
that will protect the City’s investment in its
infrastructure by ensuring that all
development work is completed at one time
in specific areas. Additionally, the City
should develop installation standards which
will ensure that infrastructure around the
City is built consistently.
      High

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City of Alameda Smart City Recommendations, cont.

Recommendation No.

Recommendation Overview
Associated Goals
Priority
Equitable Internet
Government Operations
Transportation Operations
Safety
Economic Vitality
Climate Goals
7 Implement
Centralized
Transportation
Management
Implement a centralized transportation
management system to assist City Staff in
the operations and maintenance of its
transportation network and infrastructure.

This type of system would specifically allow
for management and monitoring of the
City’s network of signals, intersections, and
roadways and would aid improving incident
response and increase maintenance
efficiency.
  Medium
to Low
8 Interconnect
Emergency
Operations Center
& City Facilities
Interconnect various City facilities and the
Emergency Operations Center to enable City
IT to establish an autonomous municipal
network. This would empower City IT to
manage the City’s infrastructure, as well as
mitigate cyber threats and improve
government services.
  High
9 Implement
Transportation Data
Analytics
Transportation data analytics is quickly
becoming the cutting edge of transportation
planning and operations. The City can outfit
their transportation network with hardware
providing improved data collection
capabilities that, coupled with powerful
software tools, can provide useful insights
on hotspots, multi-modal trends, and help
to identify where investment opportunities
may exist. In addition, the City may utilize
many of the Software-as-a-Service (SaaS)
platforms that heavily reduces the upfront
capital investments in exchange for on-
going service fees.
   Medium
10 Deploy Traffic
Monitoring Camera
Network
Deployment of a CCTV camera network at
key locations within the City’s main travel
districts, including the business districts, and
at island access points will enable the City to
improve incident response and monitor
system performance at these key areas.
  Low

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Smart City Projects &
Prioritization
In order to execute the recommendations set
forth within this Plan, a phased approached is
anticipated and is envisioned in two categories
of projects:
• F
oundational Smart City Projects
• Smart City Expansion Projects
Foundational projects will lay the groundwork
o
n which the rest of the Smart City
infrastructure will rely. This mainly
encompasses a robust and resilient
communications network and supporting
systems that will empower the City to deploy
other Smart City solutions. The Smart City
Expansion Projects are those which have been
identified as a need in the City and which will
rely on the basis established by the
Foundational Projects.

The various recommendations which address
the needs enumerated in this Plan have been
split into several projects as summarized in the
following table. These projects have been
segmented such that they are of a manageable
size and price, and in such a way that they can
be built sequentially.

PROJECT COST DEVELOPMENT
An important element of the proposed projects
within this Plan is the anticipated
implementation cost of the projects. Cost
development for these projects is based on unit
prices obtained from FHWA and Iteris’ recent
project experience and then tailored for the
Northern California market. Cost details for
each project are included in Appendix B.

ONGOING OPERATIONS AND

MAINTENANCE COSTS
In addition to the upfront capital investments of
implementing the projects and
recommendations, there will be ongoing
maintenance and operations cost for the
infrastructure recommended in this Plan. The
City may consider budgeting and hiring for the
following staff to support the elements
mentioned in this plan:
• 8
11 & System Technician (0.5-1 FTE)
• Business Intelligence Analyst (1 FTE)
• Public Works/Planning Staff Member (1
FTE)
• Public Works Maintenance Staff (1 FTE)
Apart from staffing support, ongoing operations
c
ost for these recommendations would include
maintenance fees for licensing of systems,
repairing occasional failures, and
troubleshooting and replacing system hardware
(such as computer servers, workstations,
hardware assemblies). A high-level estimation
of annual maintenance costs is included in the
Project Definitions section and Appendix B.

PERFORMANCE METRICS
An important final element to understand the
efficacy of this Plan and the projects within will
be the collection of performance data. Prior to
implementation of new projects, the City may
consider the collection of before-project data or
information which may be compared to after-
project conditions. For example, in the case of
EVP deployment, a comparison of existing
emergency response times against emergency
response times following EVP deployment could
speak volumes for how beneficial the system
implementation was to Public Safety. The City
can then use this information to demonstrate
how these projects, and the City’s various Smart
City efforts, are achieving the Plan’s goals and
objectives.

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Smart City Projects
Project
ID
Project Name Foundational Dependencies Est. Project
Cost
Est. Annual
O&M Cost
C1 Central City & EOC
Communications Project
 None $5.7M $48,000
C2 City Hall West
Interconnection Project
 C1 $5.7M $48,000
C3 Encinal Avenue & Central
Avenue Interconnect
Project
 C1 $3.9M $32,000
C4 East End
Communications Project
 C1 $3.9M $33,000
C5 North Island
Communications Project
 C1 $3.2M $34,000
C6 South Shore
Communications Project
 C1 $3.2M $25,000
C7 Bay Farm
Communications Project
 C1, C6 $6.4M $46,000
W1 Central Public Wi-Fi C1, C3, C5 $2.2M $20,000
W2 West End Public Wi-Fi C1, C2, C5 $1.2M $21,000
W3 East End Public Wi-Fi C1, C3, C4, C6 $815,000 $12,000 W4 Bay Farm Public Wi-Fi C1, C3, C6, C7 $430,000 $9,000 T1 Citywide EVP/TSP
Deployment
None $3.3M $47,000
T2 Centralized
Transportation
Management
C1-C7 $1.5M $90,000
T3 Implement
Transportation Analytics
C1-C7, T2 $4.5M $75,000
T4 Citywide CCTV
Deployment
C1-C7 $900,000 $18,000
S1 Partner with ISPs None $100,000 $0
S2 Develop Dig Once &
Installation Standard
Policies
 None $100,000 $0
Note: C=Communications, W=Wi-Fi, T=Transportation, S=Staff

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Funding Opportunities
The projects and recommendations contained
in this Plan are consistent with a multitude of
large funding programs at the Federal level,
within the State, and locally in the County of
Alameda. The following sections describe
potential funding sources which may help the
City to realize the goals within this Plan.

FEDERAL FUNDING OPPORTUNITIES
Many federal programs distribute money
directly to the State, which then distributes the
funds based on local policies or award
programs. The following funding mechanisms
and programs may provide opportunities for
the City of Alameda to secure funding for the
recommendations and projects discussed in this
plan:
• C
ongestion Mitigation and Air Quality
Program (CMAQ)
• Rebuilding America Infrastructure with
Sustainability and equity (RAISE) Grants
• Advanced Transportation and
Congestion Management Technologies
Deployment (ATCMTD)
• Infrastructure Investment and Jobs Act
(IIJA)
• CARES Act
• American Rescue Plan Act (ARPA)
• ReConnect Program
• Emergency Management Performance
Grant Program

STATE FUNDING OPPORTUNITIES
The State Highway Account is essentially a bank
account that funds a variety of California
programs for transportation and traveler
mobility purposes. The SHA receives its fund
from the State Base Excise Tax and the Federal
Highway Trust Fund. The programs that are
relevant to the City of Alameda include:

• S
tate/Regional/Interregional
Transportation Improvement Program
(STIP/RTIP/ITIP)
• Highway Safety Improvement Program
(HSIP)

LOCAL FUNDING OPPORTUNITIES
There are also a number of locally facilitated
grant programs and money that has already
been allocated to the City of Alameda which
may also be beneficial to the funding of projects
identified in this Plan:
• A
merican Rescue Plan Act of 2021
(ARPA) – Funding which has already
been allocated to the City
• MTC-Sponsored Programs and Grants
• Alameda County Transportation
Commission Programs and Grants
• Public-Private Partnerships (P3)
• Smart City Impact Fee Development

PRIVATE FUNDING OPPORTUNITIES
In addition to government-facilitated grant
programs, the City may consider private funding
agreements with interested third parties in the
region, such as philanthropic opportunities.

3 EXECUTIVE SUMMARY

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INTRODUCTION 1

Alameda Smart City Master Plan Iteris, Inc. | 1

CHAPTER 1: INTRODUCTION

In this Chapter
• Summary of Plan Purpose
• Description of Plan Approach
• What is a Smart City?

The City recognizes that new technologies are
being introduced on a seemingly daily basis.

Intelligent Transportation System (ITS) field
devices, once considered static, are now
generating massive amounts of useful data.

Bandwidth on communications networks that
was miniscule not too long ago, has now grown
exponentially. The introduction of 5G wireless
communications will make widespread Gigabit
communications (1,000 Mbps+) a reality in the
near future. The result being that an
abundance of raw data can now be quickly
transformed into actionable information,
providing insight that can be acted upon by
public agencies to improve the quality of life in
their cities.

A key component of the Plan involves the use of
software and hardware solutions to solve
identified needs and meet demands, which
requires data networks to provide
communication between these solutions. Fiber
optic infrastructure is part of a core network
known as the Fourth Industrial Revolution for
edge computing, which includes ultra-high
speed 5G, for improved transportation
operations, increased civic engagement,
improved innovation and digital inclusion (such
as youth and senior programs or programs for
people who are disadvantaged or lower
income). The Plan will look into short- and long-
term solutions given the infrastructure already
in place and what might further be developed.

3 1 INTRODUCTION

2 | Iteris, Inc. Alameda Smart City Master Plan

• Enhanced Safety: Improve safety with
emergency response optimization,
disaster early-warning signals and
vehicle-to-vehicle communications
including advanced collision avoidance
systems while reducing threats from
cyber-attacks;
• Maintain Economic Vitality: Improve
economic vitality by ensuring
innovation with new technologies and
considering pilot modal smart
neighborhoods such as Alameda Point,
Northern Waterfront or Webster Street
area; and
• Achieve Climate Goals: Reduce traffic
emissions, water, and electricity use,
and advance the City’s Climate Action
goals including monitoring
environmental quality indicators such
as air quality and protecting the
environment.

This Plan’s intent is to provide a comprehensive
p
lan that leverages the City of Alameda’s
existing infrastructure while introducing new
technologies for the purpose of improving air
quality, vehicular, pedestrian, bicycle, and
transit access and safety; accommodating
emerging micro mobility and autonomous
vehicles; and improving the City’s
communications infrastructure to support the
City’s growing technology needs.

What is a Smart City?
According to the National League of Cities
(NLC), a Smart City is one “that has developed
some technological infrastructure that enables
it to collect, aggregate, and analyze real-time
data and has made a concerted effort to use
that data to improve the lives of its residents.”
1 As technology continues to change rapidly,
many cities are making efforts to continue to be

1 “Trends in Smart City Development: Case Studies and Recommendations”, National League of Cities, 2016. https://www.nlc.org/wp-content/uploads/2017/01/Trends-in-S mart-City-Development.pdf (“NLC Smart City Report)

on the cutting edge of technology and utilizing
it to enhance public service. With new
advancements in communications (e.g., 5G),
cloud-computing, the “Internet of Things” (IOT),
autonomous and connected vehicles,
transportation-related hardware and
technology, utility management, and even
smart sensors, there are countless
opportunities for agencies to harness these
technologies to serve the community’s needs.

As can be expected of any new technology,
these tools and strategies require a robust
network of high and low bandwidth
connectivity, as data transmission is a key
element for implementation. Thus, an
approach to build out the foundation of a Smart
City is an important element of this Master
Plan, to position the City of Alameda to begin
executing on its vision and utilizing cutting edge
technology to do so.

It should also be noted that Smart City elements
should also include consideration for
organizational and human factors as part of the
equation. A Smart City requires collaboration,
community engagement, and also investment in
human capital to serve the greater need of the
intended user population. This mission fits in
well with the City’s purpose to serve its
community.

“
…a Smart City is one “that has
developed some technological
infrastructure that enables it to collect,
aggregate, and analyze real-time data
and has made a concerted effort to use
that data to improve the lives of its
residents.”

“
INTRODUCTION 1

Alameda Smart City Master Plan Iteris, Inc. | 3

Smart City Trends
The past several years of technological
development in this area has yielded quite a
few Smart City trends which have been adopted
by municipal agencies nationwide. These
trends were analyzed by the National League of
Cities in the previously mentioned report which
many cities are now using as a guideline for
Smart City development. The main findings of
this report conclude that a Smart City is
comprised of three primary elements which
work together in concert:

1. Computing and telecommunications
infrastructure to collect data,

2. Software applications and tools which
analyze and interpret the data
collected, and

3. A collaborative environment in the
organization that continues to innovate,
create, and use the Smart City
applications.

The report notes that the internet provides the
basic ecosystem by which we can achieve these
goals and fully utilize the Internet of Things to
the advantage of the agencies. This data and
the associated tools will enable a city to
improve administrative functions, support new
development and initiatives, improve
environmental impacts, attract, and support
businesses and economic development, and
improve transportation services. These trends
have been considered during the development
of this Smart City Master Plan.

Additionally, the report details
recommendations for establishing Smart City
initiatives and include the following:
• C
ities should consider the outcomes
they want to achieve. Clearly defining
the goal of an initiative will ensure that
it will be useful to the City.
• Cities should look for ways to partner
with educational institutions, non-
profits, and the private sector.
• Cities should continue to seek and
implement Smart City best practices
and frameworks for ‘smart city’
development as they become available
and improve.

These recommendations have also informed
t
he development of this Smart City Master Plan.

Plan Methodology
To prepare this Plan, City staff prepared a
representative list of stakeholders whose input
would help to shape the vision of the Plan.

Generally, these groups included:
• City Departments;
• Local Institutional, Business, and
Community Organizations; and

• Regional Partner Agencies.

These needs informed a selection of strategies
which seek to address the
described needs. And
finally, these strategies
informed the general
recommendations of this
Smart City Master Plan.

It is important to ensure
that the Plan provides
solutions that are
consistent with the
actual needs of users,
since having unused
infrastructure or
technology is not the
goal of a Smart City.

Thus, the
recommendations herein
are associated with the
overall objectives of this
plan to ensure that
consistency and efficiency are incorporated into
the solutions, and that the strategies employed
position Alameda to become a Smart City.

Gather & Understand
Community Needs
Identify Smart City
Strategies to Address Needs
Implement Smart City
Strategies & Initiatives
Modify/Adapt Initiatives
Operate as a Smart City
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VISION, GOALS & OBJECTIVES 2

Alameda Smart City Master Plan Iteris, Inc. | 5

CHAPTER 2: Vision, Goals & Objectives

In this Chapter
• Define the City’s vision in becoming a Smart City
• Summarize the goals and objectives of Smart City initiatives

Vision
The City of Alameda is poised to enter into the
Smart City realm as the need for more and
faster services grows in the City. This plan will
seek to provide a roadmap to achieve the City’s
vision:

The City of Alameda will harness
Smart City technology to improve its
community members’ lives in
Alameda.

As a Smart City, the City of Alameda will:

 Increase productivity and efficiency in
City services,
 Be hospitable to business and economic
growth in Alameda,
 Increase quality of life for all in
Alameda,
 Improve multi-modal movement and
safety on Alameda, and
 Be environmentally responsible.

To realize this vision, the City must define
specific goals to work towards within the City as
part of this Plan.

Figure 1: Smart City Master Plan Goals

Alameda
as a Smart
City
Provide
Equitable
Internet
Efficient
Government
Operations
Improved
Transpor-
tation
Operations
Enhanced
Safety
Maintain
Economic
Vitality
Achieve
Climate
Goals
3 2 VISION, GOALS & OBJECTIVES

6 | Iteris, Inc. Alameda Smart City Master Plan

Figure 2: Smart City Goals & Objectives

Alameda Smart City Master Plan Iteris, Inc. | 7

CHAPTER 3: Existing Conditions

In this Chapter
• Documentation of City’s Existing Infrastructure which will be utilized and impacted by Smart City initiatives

The City does have existing infrastructure that
can and will be leveraged to reach the Smart
City goals that were identified in Chapter 2.

This Chapter will describe that infrastructure
which will serve as a foundation to build the
City’s Smart City plans upon.

Existing Communications &
Technology
This section details the existing communications
and technology infrastructure in the City. It
provides an inventory of the existing systems
and presents a summary of the network
protocols and topology used to communicate
between the field infrastructure and the various
interconnected City facilities (Library, Fire
Department Stations, City Hall buildings, etc.).

PREVIOUS SMART CITY INITIATIVES
The City has had other Smart City-related
projects in the very recent past. This section
describes those projects and their current
status.

Webster Street Smart Corridor
The City previously contributed to a Smart
Corridor project on Webster Street and
Constitution Way, two of Alameda’s most
travelled corridors and island ingress/egress
routes. The project was managed by the
Alameda County Transportation Commission
(Alameda CTC) and was completed and turned
over to the City in 2016. The project included
the installation of CCTV cameras, video
detection systems, dynamic message signs,
microwave vehicle detection (MVDS), and
emergency vehicle and transit priority
equipment on existing traffic signal
infrastructure on Webster Street between the
exit of the Webster Street Tube and Central
Avenue and surrounding areas. The project
included installation of wireless
communications via the unlicensed 5GHz
wireless radios to facilitate the management of
the corridor infrastructure; however, the City
does not currently engage the Smart Corridor
infrastructure for traffic management, which
could be a later project phase. Refer to the
Transportation Operations & Emergency
Response section of this chapter and Figure 7
for additional detail.

Citywide 5G Deployment
As the climate for wireless service changes,
many large service providers are actively
pursuing opportunities for 5G installations via
collocation on public equipment or on public
property. In light of that, Public Works staff
proactively developed a City ordinance that
outlines the permitting, procedure, and design
guidelines to support the deployment of 5G
equipment in Alameda. Public Works now has
an approved master license agreement with
Verizon, which would allow Verizon to deploy
small wireless facilities on City streetlight poles
to enhance 5G coverage. This is currently
limited to commercial use by Verizon

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8 | Iteris, Inc. Alameda Smart City Master Plan

subscribers/customers. However, this is not
limited to Verizon, and the City may also enter
into similar agreements with other
telecommunications providers.

Lucity Asset Management System
Public Works has deployed over the past several
years a comprehensive asset management
system where all City assets are logged, tracked,
and maintained. The Lucity system is
maintained by City Public Works staff and is
used to track such assets as, but not limited to,
signal equipment, streetlights, and signage.

Maintenance of this database is an ongoing
task, and it should be noted that all new and
potentially existing infrastructure inventoried
and/or implemented as part of these Smart City
initiatives should be added into that system. A
central asset management system such as this
allows the City to understand its tools, including
geolocations of these resources, and will
provide an avenue which will allow the City to
fully utilize all assets to their full potential.

DEVELOPMENT-BUILT INFRASTRUCTURE
Alameda is a growing city undergoing new
development as the City attracts new
businesses and residents. As conditions of
development approval of these projects, the
City IT department requires developers to
install empty conduit to serve future
communications needs in the vicinities of the
projects, including for deployment of such
technologies as those discussed within this Plan.

The Public Works department is responsible for
enforcing these conditions of approval.

Empty conduits have been deployed in this
manner under several development projects in
the last several years, including, but not limited
to:
• A
lameda Point – Two 2-inch conduits
roughly bounding the project along
Tower Avenue, Pan Am Way, Midway
Avenue, and Saratoga Street.
• Webster-Posey Tube Interconnection
(Caltrans) – One 4-inch conduit along
Mitchell Avenue between Mariner
Square Loop and Mariner Square Drive
east of the tunnel portal buildings as
AMP conduit.
• 2100 Clement – Conduit of unknown
size and quantity was installed on the
project frontage and nearby cross street
which is located at Clement Avenue and
Willow Street as AMP conduit.
• Alameda Landing – Conduit of
unknown size and quantity was
installed in the general project vicinity,
which is generally bounded by Fifth
Street, Mitchel Avenue, Mariner Square
Loop, and Willie Stargell Avenue as
AMP conduit.
• Del Monte – Conduit of unknown size
and quantity is planned in the general
project vicinity which is bounded by
Entrance Street, Clement Avenue,
Buena Vista Avenue, and Sherman
Street.
• Alameda Marina – Conduit of unknown
size and quantity is currently being
constructed north of Clement Avenue
between Alameda Marina Drive and
Willow Street.

Empty City conduit built as part of these
p
rojects and others is depicted on Figure 4.

PUBLIC WORKS-BUILT INFRASTRUCTURE
The City’s Public Works department also
continues to improve infrastructure citywide.

Prior to 2020, the City did not have any
operational communications in place that
supported its signal system. In 2021, Public
Works completed an installation of wireless
radios along Webster Street, Park Street, and
Constitution Avenue. The deployment placed
eighteen wireless radios along the corridor for
wireless communication to support signal
timing coordination along these key corridors.

Intersections with wireless infrastructure in
place are summarized on Figure 6 and in
Appendix A.

EXISTING CONDITIONS 3

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MUNICIPAL AREA NETWORK
A key partner for the City’s technology needs
has been Alameda Municipal Power (AMP).

AMP is a power utility company owned by the
City that provides electrical power to Alameda
residents and businesses. When founded
originally, AMP was also intended to be a
telecommunications provider and function as
an internet service provider so began
development of a citywide fiber network.

Nevertheless, financial constraints caused AMP
to ultimately sell that portion of their business
to Comcast. Despite the sale, AMP maintains a
private fiber optic network that it uses to
manage its own systems and also leases some
of the infrastructure to the City for
administrative use. The administrative network
in use by the City is referred to as the Municipal
Area Network (MAN) and is provided to the City
at a cost of $80,000 per year. As part of this
agreement, AMP provides the technical support
and management of the MAN.

Currently, the MAN utilizes AMP fiber
infrastructure to interconnect the City’s various
facilities, which are spread around the City. City
buildings are interconnected via four core sites
where key network infrastructure is housed.

AMP has deployed layer three switches at all
four core sites and each City facility. The four
core sites are located at the City Hall Building 2,
AMP’s Service Center facility, the Corica Park
Golf Course, and City Hall. The network
topology is set up as a redundant ring for the
core sites and hub and spoke topology for the
edge sites. Each of these cores is
interconnected with each other via AMP fiber
to form a ring and the remaining facilities are
interconnected in a spoke configuration via
AMP fiber from one of the cores. The MAN
network topology is depicted in Figure 3. Since
the MAN fiber optic infrastructure is managed
by AMP, AMP limits the use of that
infrastructure due to security concerns as the
same fiber optic infrastructure is also used for
management of the power systems.

The AMP fiber network is also supported by a
network of underground conduits and overhead
poles and cabling owned by AMP. This
infrastructure may present an opportunity for
the City to collocate new communications
infrastructure within existing AMP conduits.

This opportunity will need to be investigated
further, as certain limitations of the AMP
communication sales may prevent the City from
using the infrastructure for certain uses during a
prescribed period of time following the sale.

Additionally, it is possible that the City may be
able to use conduits which were constructed
following the sale, which could be explored
more with AMP for future communication
deployments.

PLANNED PROJECTS
As part of modernization of its system, AMP is
in the process of undergrounding its electrical
system. About half of Alameda’s power system
has already been undergrounded since the
inception of the program in 1984. The
undergrounding projects typically convert
overhead wires to underground, install pad-
mounted equipment, install updated
streetlighting poles, and install a joint trench
with other utilities, including City use. Where
these undergrounding efforts have occurred in
recent years, the City has installed conduit for
other City use as part of the joint trench and
plans to do so on future undergrounding
efforts. This effort includes the installation of
conduits for communications interconnect of
traffic signals. There is one upcoming
undergrounding project on Otis Drive between
Broadway and High Street, and on Broadway
between Encinal Avenue and La Jolla Drive.

Limits of the undergrounding projects are
depicted on Figure 4.

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10 | Iteris, Inc. Alameda Smart City Master Plan

Figure 3: Municipal Area Network Topology

EXISTING CONDITIONS 3

Alameda Smart City Master Plan Iteris, Inc. | 11

Figure 4: Existing City Conduit Infrastructure

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Transportation Operations &
Emergency Response

ROADWAY NETWORK
The City is served by the existing network of
roadways, as shown in Figure 5, which are
defined by the City’s General Plan. The City of
Alameda is regionally unique as an island and
does not have direct access from any major
regional routes such as freeways. Instead, the
main island is accessed at several bridge and
tunnel access points from the cities of Oakland
and San Leandro. Those access points are at
the Webster Street and Posey Tubes from
Downtown Oakland, via two local bridges at
Park Street and Fruitvale Avenue/Tilden Way,
and finally via the bridge crossing at Otis
Drive/State Route 61 that connects the main
island of Alameda to Bay Farm Island. The City’s
transportation network is comprised of regional
arterials and island arterials, which are
summarized below. Understanding these
roadway’s uses is important as it defines the
corridors in the City which stand to gain the
most from the deployment of Smart City
solutions that address circulation, safety, and
efficiency.

Regional Arterials – Generally wider roadways
carrying highest traffic volumes and longest trip
lengths which connect Island Arterials and limit
traffic in the neighborhoods.
• A
tlantic Avenue/Ralph Appezzato
Memorial Parkway
• Broadway/State Route 61
• Central Avenue/State Route 61
• Challenger Drive
• Clement Avenue
• Constitution Way
• Doolittle Drive/State Route 61
• East Campus Drive (College of Alameda)
• Encinal Avenue/State Route 61
• Harbor Bay Parkway
• Island Drive
• Main Street
• Marina Village Parkway
• Otis Drive/State Route 61
• Park Street
• Tilden Way
• Webster/Posey Tubes
• Webster Street

Island Arterials – Complementary roadways
provided cross-island access for intra-island
trips through neighborhoods.
• Central Avenue
• Encinal Avenue
• Fernside Boulevard
• Fifth Street
• Grand Street
• High Street
• Lincoln Avenue
• Main Street
• Marina Village Parkway
• Marshall Way
• Mecartney Road
• Mitchell Avenue
• Otis Drive
• Pacific Avenue
• Robert Davey Jr. Drive
• Santa Clara Avenue
• West Atlantic Avenue
• Willie Stargell Avenue

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EXISTING CONDITIONS 3

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Figure 5: City of Alameda Street Classifications

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EXISTING CONDITIONS 3

Alameda Smart City Master Plan Iteris, Inc. | 17

TRAFFIC SIGNAL SYSTEM
The City maintains and operates eighty-eight
signalized intersections, which are depicted on
Figure 6. The City does not currently use a
centralized Advanced Traffic Management
System (ATMS) for management and
monitoring. All of the City’s signals utilize
several types of Econolite controllers including
ASC/2S, ASC/3, ASC/3S, and Cobalt. The City
has standardized on the use of the Econolite
Cobalt controller for any future updates or new
signals. The eighty-eight signals’ equipment
ranges in age and condition, and most
intersections run independently. The signals
use a mixture of inductive loops and video
detection, and there are intersections with no
active detection which operate with fixed
timing. Refer to the Operations section of this
Chapter for additional operations information.

The City has deployed NEMA Type P, Type G,
and Caltrans 332 cabinets throughout the City.

The signals with NEMA Type P and 332 cabinets
are generally accompanied by Type III service
pedestals. Type G cabinets typically have
cabinet mounted meters. For NEMA cabinets,
the City has standardized on the use of NEMA
TS-2 cabinets. About thirty-five intersections
have battery backup systems (BBS) installed.

Battery backup systems can provide the power
needed to run an intersection when
transmission power is lost to the cabinet.

Some of the disconnected and outdated traffic
signal technology problems can be solved by
removing the traffic signals altogether and
replacing them with roundabouts, which the
City Council has approved for Main
Street/Pacific Avenue/Central, Third
Street/Taylor Avenue/Central Avenue, Encinal
Avenue/Sherman Street/Central Avenue, Fourth
Street/Ballena Blvd/Central Avenue and Grand
Street/Otis Drive intersections. City staff is in
the process of analyzing other potential
locations throughout the city for roundabouts
to replace traffic signals.

TRANSIT PRIORITY & EMERGENCY

VEHICLE PREEMPTION SYSTEMS
The City does not currently operate traffic
signals with Emergency Vehicle Preemption
(EVP). While a number of signalized
intersections are equipped to provide EVP,
there are currently no equipped emergency
vehicles (i.e., fire trucks) that are equipped to
use this infrastructure at the intersections. The
City does have a small number of operational
transit signal priority (TSP) that have been
deployed in conjunction with AC Transit along
the Line 51A bus route. The Webster Street
Smart Corridor project also deployed EVP
equipment at several corridor intersection. The
newer GPS-based equipment installed at the
intersections are capable of functioning to
provide both EVP and TSP operations.

Intersections outfitted with TSP/EVP
functionality are depicted on Figure 6 and
summarized in Appendix A. In addition, AC
Transit is working to deploy the required
equipment on its entire fleet, and already has
done so on the Line 51A, 20, and 21 bus routes
which access Alameda.

PARKING MANAGEMENT
The City currently manages four parking
facilities. Three of the facilities are surface lots.

The fourth facility is a parking structure near
the Civic Center which includes a parking
payment system. The lot is interconnected to
the Police Department via two internet
connections: a 1GB wireless Comcast
connection for internet connectivity and a
20MB AT&T connection for the pay systems and
parking space presence system. City-managed
surface lot parking is served by credit-card
capable parking meters. Parking enforcement is
currently provided by the City of Alameda Police
Department. However, the City Council
adopted a resolution that will transfer this
responsibility to Public Works. The program is
currently under development and is expected to
be fully transitioned in April 2022. In addition
to interconnection to the facility via the MAN,
the parking structure has a direct 1G connection
to the Police Department that supports the
3 3 EXISTING CONDITIONS

18 | Iteris, Inc. Alameda Smart City Master Plan

surveillance camera system. There is also a
separate independent connection for the City’s
Parking Management System for payment
processing. The City’s parking facilities are
shown on Figure 6.

In the past, the City had explored the possibility
of deploying a license plate recognition system
for parking enforcement. However, this
proposed system raised some privacy concerns
within the City and has not yet been advanced.

Additional information on privacy concerns
within the City are discussed in the Security &
Privacy and Cyber Security sections of Chapter

4. ITS INFRASTRUCTURE
As previously discussed in the Previous Smart
City Initiatives section of this Chapter, the City’s
previous Smart Corridor project deployed
several Intelligent Transportation System (ITS)
elements along the project corridors of Webster
Street and Constitution Way. These elements
included five (5) CCTV cameras, three (3)
dynamic message signs, and five (5) microwave
detection locations. These ITS elements are
shown on Figure 7.

OPERATIONS
Generally, the City’s signalized intersections
operate in an uncoordinated timing mode. That
is, the traffic signals operate as independent
intersections and do not coordinate their
operation relative to how adjacent signals
operate. The City uses limited coordination
timing plans between intersections due to
communication limitations. Nevertheless, the
City has recently begun implementing wireless
communications infrastructure on Webster and
Park Streets to support a coordinated corridor.

Those coordination plans were deployed and
are now operational.

The City does not currently have citywide
equipment that is actively collecting data
around the City. The lone exception is at the
Alameda Trail crossing between Webster Street
and Fifth Street where Public Works is collecting
pedestrian and bicycle data. This data is
collected and accessible via a cellular
connection. Furthermore, the City has begun
deployment of some equipment - video
detection systems, controllers - that is capable
of collecting high-resolution data; however, a
comprehensive monitoring program or system
has not been implemented. Thus, the videos
only are used to place detection calls to the
controllers, so the City is not identifying people
or license plates with this system. Though the
City is not collecting data at this time, Alameda
County Transportation Commission (Alameda
CTC) does collect pedestrian and bicycle data as
part of CMP monitoring in Alameda.

EXISTING CONDITIONS 3

Alameda Smart City Master Plan Iteris, Inc. | 19

Figure 6: Existing City Facilities and Traffic Signal Infrastructure

3 3 EXISTING CONDITIONS

20 | Iteris, Inc. Alameda Smart City Master Plan

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Figure 7: Existing ITS Elements

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Alameda Smart City Master Plan Iteris, Inc. | 23

City Facilities & Operations
The City’s existing facilities will play a very key
role in the rollout of Smart City technology. The
City maintains a variety of public service
buildings and facilities, and also partners with
other City and governmental agencies to assist
with meeting technological needs.

CITY ADMINISTRATIVE BUILDINGS &

PUBLIC FACILITIES
The City maintains several administrative
buildings that are interconnected via the
Municipal Area Network (MAN) as discussed in
the Municipal Area Network section of this
Chapter. Key city buildings are summarized in
Table 1, and locations are depicted on Figures 4
and 6. Each facility that is part of the MAN is
equipped with a Cisco 3760 Layer 3 switch for
managing the City’s administrative networking
needs.

Table 1: Key City Facilities
Facility Address Interconnection Via
Mastick Senior Center 1155 Santa Clara Avenue MAN
Maintenance Yard and
Building
1616 Fortmann Way MAN
Civic Center Parking Garage 1416 Oak Street 1G connection to the Police Department for surveillance,
and independent U-verse
connection for payment
processing
Emergency Operations Center 1809 Grand Street MAN
Fire Station 1 2401 Encinal Avenue MAN
Fire Station 2 635 Pacific Avenue MAN
Fire Station 3 1625 Buena Vista Avenue MAN
Fire Station 4 2595 Mecartney Road MAN
Fire Station 5 (temporarily
closed)
950 West Ranger Avenue MAN
City Hall West Building 1 950 West Mall Square MAN
Main Library 1550 Oak Street MAN
Recreation and Parks 2226 Santa Clara Avenue MAN
Alameda Police Department 1555 Oak Street MAN
Corica Park Golf Course 1 Clubhouse Memorial Rd MAN
City Hall 2263 Santa Clara Ave MAN
City Hall West Building 2 950 West Mall Square City Fiber to City Hall West Building 1
Veteran’s Memorial Building 2203 Central Ave T-1 To City Hall Alameda Hospital 2070 Clinton Ave T-1 to Fire Station 1

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INCIDENT RESPONSE & ROUTES
In 2019, the City completed an Emergency
Operations Plan to address disaster response
and recovery operations for the City of
Alameda. The document reviews how the City
will implement the California Emergency
Services Act in the event of an emergency
affecting Alameda and its residents, employees,
and visitors. The main purpose of the plan is to
define the City’s responsibilities during an all-
hazards emergency response and includes
details on policies and procedures, structure
and operation of the City’s Emergency
Operations Center, details for training and
response exercises to ensure compliance, and
compliance information and guidance for
National Incident Management System
according to the National Response Framework,
Standardized Emergency Management System,
Incident Command System, and the State of
California Emergency Plan. This plan includes
additional detail meant to be enacted in the
event of hazards which the City is particularly
vulnerable, such as earthquakes, flood and
tsunami, extreme heat, drought, and civil
emergencies, and provides guidance on
preparedness, response, recovery, and
mitigation of these hazards.

In addition to the City’s Emergency Operations
Plan, the City is participating in a regional effort
to improve safety and evacuation information
sharing regionally via a tool called Zone Haven.

Zone Haven provides a subdivision of an
agency’s area into zones which can be used for
evacuation planning in the event of the
aforementioned emergencies. This effort is
generally managed by the Fire Department.

Zone designations, which are managed
internally by the City, are visible to the public,
enabling all users, whether residents or visitors,
to be able to access evacuation or public safety
threat information (including wildfires). The
City is currently finalizing the definition of the
zones in Alameda and will begin participation in
the Zone Haven information system upon
completion. This system is in use regionally in
Contra Costa County, San Mateo County, and
Santa Cruz County.

In addition to Zone Haven zoning, the Fire
Department also manages its emergency
response in several districts. Alameda is
currently served by five engine response
districts, two truck response districts, and three
medic/ambulance response districts. Each of
the districts is also designated backup for
adjacent districts, which is managed and called
upon based on the severity of the incident and
availability. The Department also uses several
other vehicles and teams that cover the entire
City limit. The area of responsibility for each
response district is summarized in Table 2. The
City of Alameda also provides mutual aid to
adjacent jurisdictions such as Oakland and San
Leandro, and also receives mutual aid, as
needed for more substantial incidents.

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Table 2: Public Safety Response District Details
Response District
Name
Limits of Coverage
Engine Response Districts
Engine 1 Willow Street, both sides, east to Bay Farm Island Bridge (not including) Engine 2 Kingsbury Ct./Triumph Dr./St. Charles St./Larchmont Isle/Shell Gate Rd. (not including) to 100 block Central Ave., the 1700-1900 blocks of Main St. (both sides), and Ralph Appezzato Memorial Pkwy. (both sides) east from Main Street including the Bayport Development, the College of Alameda, the Naval Supply Annex, Mariner Square Loop, Wilver “Willie” Stargell Ave. and Mariner Square Dr. to the Oakland-Alameda Estuary and Engine 5 District as follows: Alameda Point, both sides of Main Street north from, Ralph Appezzato Memorial Pkwy. inclusive of all streets and housing areas accessible from Main St. by Singleton Avenue.

Engine 3 Kingsbury Ct./Triumph Dr./St. Charles St./Larchmont Isle/Shell Gate Rd. (both sides) to Willow St. (not including).

Engine 4 Bay Farm Island and all of Bay Farm Island Bridge.

Engine 5 (Temporarily
closed, but this region
is covered by Engine
2)
Alameda Point, both sides of Main Street north from Ralph Appezzato Memorial Pkwy. inclusive of all streets and housing area is accessible from Main St. by Singleton Avenue.

Truck Unit Response Districts
Truck Response Districts
Truck 1 Grand St. (both sides) east to include Bay Farm Island.

Truck 2

Grand St. (not including) to the west end
Medic/Ambulance Response Districts
Medic 1

Grand Street (including) east to the Bay Farm Island Bridge (not including).

Medic 2

Grand Street (not including) west to all of Alameda Point.

Medic 3 – “Alameda
Care”
Entire City – responds to mental health emergencies only.

Medic 4

Bay Farm Island Bridge (including) and all of Bay Farm Island.

OTHER CITY SYSTEMS
The City has several other types of equipment
deployed around the City, some of which are in
need of upgrade or remote management
capability and are managed by the Alameda
Recreation and Parks Department (ARPD).

These ARPD systems include athletic field
lighting, restroom locks, irrigation controllers,
and building security and access systems.

Currently, the only systems managed remotely
are irrigation controllers, which are accessed via
a cell phone connection. Additionally, several
of the facilities managed by ARPD do not have
dedicated City communications in place and
utilize hot spots or cellular connections for
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system and internet access, which is
inconsistent and low bandwidth. Many of these
ARPD public facilities are also not equipped
appropriately for public Wi-Fi and cash payment
management, and do not have security
measures, such as cameras, in place to help
protect City assets.

Furthermore, Public Works Department has a
Supervisor Control and Data Acquisition
(SCADA) system for the pump stations. The
SCADA system monitor’s the City’s system and
provides remote access and control to Public
Works staff. The SCADA system server
equipment is located at the Maintenance
Service Center and is maintained by City IT staff.

SECURITY & PRIVACY
Security and privacy are very important
concerns in the City of Alameda. Historically,
the City has not used certain technologies (e.g.,
facial recognition, video monitoring or
recording) due to the various privacy
implications of gathering data from the general
public. The City adopted a resolution (No.
15625) prohibiting the use of face recognition
technology and setting forth the City’s policies
for data management and privacy in December
of 2019. The resolution defines the City’s
responsibility as it relates to the management
of the public’s personal identifiable information
(PII). As the Smart City systems and services
expand, the City will likely need to expand their
PII management policy, including implementing
specific regulations which can be enforced with
all projects and implementations.

The City has also been considering the use of
drone technology for monitoring inaccessible
areas (e.g., fire damaged areas, or unsafe
facilities) and even commercial use. At this
time, the City is considering what this will mean
for Alameda residents, business, and visitors,
and continues to monitor the FAA’s regulation
of the devices, which may result in stricter
policies due to Alameda’s close proximity to the
Port of Oakland and Oakland International
Airport.

POLICE OPERATIONS
The City has implemented Automated License
Plate Reader (ALPR) technology for law
enforcement and for possible parking
enforcement. The Alameda Police Department
does have existing policies governing the
implementation and use of ALPR technology,
which includes the provision for privacy
protection and appropriate use of the system.

As a department of the City, the Police
Department is also subject to the requirements
described within the City Resolution No. 15625.

As of January 2020, the City of Alameda is also
subject to the provisions of Proposition 24,
which was passed into Law by California voters.

Proposition 24 amended the existing California
Consumer Privacy Act (CCPA) with additional
requirements and is called the California Privacy
Rights Act (CPRA). Generally, the CCPA gave
consumers the power to control how collection
of their data occurs and allows them to access
and manage their privacy preferences. CPRA
amended the CCPA to place a portion of the
responsibility on the collectors of the data,
requiring that data collection be minimized
where possible, retention be limited, and any
retained data be sufficiently protected.

In addition to the previously discussed
technology, the Alameda Police Department are
improving the Department’s mobile technology
by deploying a mobile VPN solution. As this
Plan was being developed, the department was
working on deployment of an improved mobile
network utilizing NetMotion MobileIQ and
SPIDR Tech solutions. The NetMotion
deployment will enable the department to
assess where PD network access is weak and
enable PD cars to connect to the City’s future
communication network, as well as any IoT
devices connected to the system. Additionally,
the SPIDR Tech solution will be used to improve
the department’s customer service efforts,
including soliciting feedback from customers,
citizens, and crime victims.

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CYBER SECURITY
The City of Alameda is also very focused on
maintaining the security of its digital systems
from cyber threats. Realizing that many
agencies and government entities have fallen
victim to hackers and cyber criminals, the City
has taken steps to implement a Cloud First
policy which places the City’s critical systems
outside of the City’s physical premises. This
policy enables the City IT department to
effectively react in the event of an emergency
or disaster which may affect the island or parts
of the island. This is consistent with the City’s
Disaster Preparedness goals and the
Information Technology Strategic Plan. As part
of the Smart City efforts, abiding by the City’s
cyber security policies and practices will be key
to ensuring the City’s systems are protected.

Equitable Internet & Economic
Vitality
The City of Alameda is very closely tied with
their citizen and business communities via
several key institutions and organizations.

ALAMEDA UNIFIED SCHOOL DISTRICT
As a result of the COVID-19 pandemic beginning
in 2020, many of Alameda’s internet inequities
regrettably came to light as schooling shifted to
distance learning, and the provision of internet
outside of school is now an essential part of
teaching and learning during the pandemic and
beyond. The Alameda Unified School District
currently owns twenty-three school facilities in
Alameda, which are summarized in Table 3 and
shown on Figures 4 and 6.

Table 3: AUSD School Facilities
Facility Name Grade Level Address
Alameda Adult School Adult 2201 Encinal Avenue
Alameda High School 9-12 2200 Central Avenue
Alameda Science and Technology Institute 9-12 555 Ralph Appezzato Pkwy Amelia Earhart Elementary School TK-5 400 Packet Landing Road Bay Farm School K-8 200 Aughinbaugh Way
Chipman Site for Academy of Alameda K-8 401 Pacific Avenue District Office Administrative 2060 Challenger Drive
Edison Elementary School K-5 2700 Buena Vista Avenue
Encinal Junior & Senior High School 6-12 210 Central Avenue Food Service Warehouse Food & Nutrition Services 2130 Clement Avenue Franklin Elementary School K-5 1433 San Antonio Avenue
Island High School Continuation 9-12 500 Pacific Avenue Lincoln Middle School 6-8 1250 Fernside Boulevard
Love Elementary School (formerly Haight
School) TK-5 2025 Santa Clara Avenue
Maya Lin Elementary School K-5 825 Taylor Avenue
Otis Elementary School K-5 3010 Fillmore Street
Paden Elementary School K-5 444 Central Avenue
Ruby Bridges Elementary School TK-5 351 Jack London Avenue Singleton Maintenance Yard Maintenance of Facilities 250 Singleton Avenue Thompson Field Sports Field 1800 Walnut Avenue
Wood Middle School 6-8 420 Grand Street
Woodstock Child Development Center Pre-School 500 Pacific Avenue Woodstock Site for Charter Schools
ACLC/NEA TK-12 1900 Third Street
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AUSD services approximately 9,600 students
across its TK-12, pre-school, and Adult School
programs. The schools offer a wide range of
services in addition to traditional learning,
which necessitates specific technology support
and reliable and robust internet facilities. As a
result of the pandemic, AUSD was forced to
shift its approach for internet availability from
school-based to home-based learning. Because
the needs of students vary greatly, and
Alameda already suffered from diminished
internet availability, AUSD elected to deploy
over 400 cellular hotspots to students.

Generally, this approach did work but
presented a fairly large cost burden on the
district. An additional challenge that was faced
was providing sufficient technical support for
the hotspots and also ensuring appropriate use
of the hotspots (i.e., limiting use to school and
disallowing personal use). This approach,
though it solved the short-term need in the face
of the pandemic, has been acknowledged as not
solving the underlying problem of internet
availability to all AUSD students. Also, as a
result of this rollout, the City and AUSD were
able to identify areas in Alameda that appeared
to be weaker on internet availability and/or
reliability based on where students with
hotspots were located.

In addition to the hotspots, AUSD has deployed
over 5,000 Chromebook laptops to students.

Support for these laptops faced several issues
as well, including the need for technical support
for parents and students as distance learning
became the main vehicle for the 2020/21
school year. As AUSD has plans to institute
requirements that students use school-owned
technology for schoolwork, this consideration
for sufficient service support has become a top
priority.

The District has a hardwire fiber connection
between each school and the District Office at
2060 Challenger Drive, using AT&T’s Switched
Ethernet On Demand (ASEoD). Speed between
the schools and the District Office are between
1Gbps and 2Gbps. The connections show a
bandwidth usage of between 5 percent and 50
percent and have been reported as satisfactory.

The district uses Alameda County Office of
Education (ACOE) as its internet provider. The
service is partially funded by the eRate and
routed through Alameda County Office of
Education (ACOE) to the K12 High Speed
Network (K12 HSN network). The internet
connection between the District office and
ACOE is 5Gbps and combines access to the
internet for all schools.

AUSD manages local area networks between
classrooms and buildings on each campus and
has outfitted each classroom, as well as some
public areas such as parking lots, with a wireless
access point. This network, which is managed
by AUSD’s IT Department, is currently only used
internally. The District uses Hewlett Packard
equipment for communications and is generally
pleased with their current level of
communications.

EQUITY PRIORITY COMMUNITIES
The Plan includes the need for more equitable
internet access to address the “digital divide”
that currently exists and that was exacerbated
with the pandemic. Several City facilities
offered internet access services for low-income
families, homeless, and seniors. To provide
these services, the City has maintained
computer labs at the Mastick Senior Center and
the Alameda Main Library. Additionally, there
are several other public locations like the Boys
and Girls Club that offer similar services. To
support users of these computer labs, the
Recreation and Parks Department has offered
computer literacy training and there is a
number of other self-serve, private and free
options that are prescribed to those who
inquire such as in person literacy training at
Alameda Adult School or internet coaching by
students and community service individuals.

Due to pandemic regulations, many of these
facilities have been temporarily closed, leaving
these groups underserved, and most of the
support services have been temporarily
discontinued as well, resulting in reduced
EXISTING CONDITIONS 3

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internet access and literacy among these equity
priority populations in Alameda. It is also
important to note that a higher concentration
of these issues occur in the west end of
Alameda where a higher proportion of the
vulnerable population is located. Continued
availability and expansion of these services may
be subject to specific cybersecurity
vulnerabilities which the City is in the process of
considering.

Internet service has also been accessible to
these the low-income and homeless
communities via the National Emergency
Broadband Benefit Program. This program is
available for qualifying low-income households
and provides up to $50 per month of
broadband service discount and a one-time
$100 stipend for the purchase of a computer,
laptop, or tablet.

ALAMEDA HOUSING AUTHORITY
Bridging the digital divide has become a top
priority for the Alameda Housing Authority
(AHA). In 2021, AHA piloted two projects which
aimed to address internet access issues by
providing AHA residents with free access via
mobile devices, such as tablets, and Wi-Fi
service.

Residents at several AHA properties
(Independence Plaza, Esperanza, Littlejohn
Commons, and Anne B. Diament) are able to
borrow a tablet computer for two weeks at a
time at no cost. The property manager at each
property manages the checking out of each
tablet.

Additionally, AHA has set up free Wi-Fi in its
community rooms at select properties
(Independence Plaza, Anne. B Diament,
Littlejohn Commons, and Esperanza). Access to
these networks is free, with publicly posted
access information and unlimited data usage.

AHA also provides free Wi-Fi in their main office
lobby at 701 Atlantic Avenue. As part of federal
mandate, AHA is also requiring that any new
housing construction projects provide equitable
internet access.

ECONOMIC VITALITY
Businesses in Alameda have not been immune
to access issues as well. Businesses in Alameda
play a key role in the City’s economic resiliency,
and a key ingredient to their success is access to
the internet. Internet services for businesses
provided by the available private ISPs are
reported to be less than satisfactory, with low
bandwidth availability, mediocre speed, and
high prices. Businesses are also at times subject
to tenant allowances that might hinder their
ability to make building improvements to
improve internet access. Furthermore, there is
a lack of public Wi-Fi in the City’s business
districts.

Businesses require dependable, affordable
internet access to simply conduct business.

Systems such as phone, POS systems, security
systems, maintaining an online presence,
website maintenance, and basic
communications such as email, social media
and video conferencing are dependent on
reliable access to the internet. Additionally,
having the ability to provide free public Wi-Fi to
visitors would create a welcoming environment
and encourage visitors to fully enjoy the
experience as well as the many amenities
available.

With the increase in telecommuting and need
for running business remotely as a result of the
pandemic, the issues became more apparent.

The City’s Climate Action and Resiliency Plan
(2019) promotes telecommuting as a key
strategy to reduce greenhouse gas emissions in
that 70 percent of Alameda’s GHG emissions
are from transportation. Residential
neighborhoods for the residents who
telecommute from home in Alameda also have
low bandwidth and lack reliable internet, which
will be important to improve so as to meet the
City’s goals around reducing off-island commute
via single occupant vehicles.

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Regional Interconnection
The City of Alameda is not currently
interconnected with any of its regional agency
partners. Nevertheless, there are several
possibilities with the City of Oakland, Caltrans,
and San Leandro. A notable example is the City
of San Leandro’s Lit San Leandro ISP effort. Lit
San Leandro provides affordable internet
services to businesses via a citywide fiber optic
network which incidentally is located adjacent
to the City of Alameda’s Bay Farm district.

Interconnection with surrounding cities like San
Leandro would provide an important capability
for real-time data sharing from traffic
infrastructure (e.g., cameras, signal controllers,
etc.), especially the sharing of key traffic data to
assist in improving traffic performance and
continuity of services across city limits.

To aid in the expansion of this effort, the City is
currently working with the California
Emergency Technology Fund to reestablish the
defunct East Bay Broadband Consortium, which
is funded by the California Public Utilities
Commission (CPUC). This Consortium will
enable partner agencies to better interconnect
and enhance regional connectivity in the East
Bay.

Community Science – CENIC
The City is currently partnering with the non-
profit organization California Research and
Education Network’s high-capacity computer
network called CENIC. The CENIC network is a
global scientific research network that serves
students, educators, and researchers to support
the public good. The network is focused on
providing robust data collection dedicated to
education and research in the area. The City
currently has a wired fiber connection at MAN
Core Site 1, which is located at City Hall West
building 2, adjacent to building 1 where a
wireless radio connection can communicate
with autonomous ocean vehicles deployed in
the Bay by Saildrone. This system has not yet
gone live but is ready for use. To support this
effort, the City has entered into a settlement-
free interconnection (SFI) agreement with
CENIC, which allows a direct interconnection
with Alameda and Contra Costa County schools,
NOAA, and Berkeley Lab. The City also has a
community program in development to place
sensors at Seal Point to count the number of
seals on the seal float. The data collected will
be analyzed to conduct environmental studies.

In addition to this effort, CENIC has been
selected by the State of California as the Third-
Party Administrator for the Broadband Middle-
Mile Network Initiative, which seeks to build an
open-access high-capacity fiber network that
can reach underserved areas in California. The
City’s existing CENIC partnership will provide a
great connection to the Middle-Mile initiative
for the City, which does have several
underserved areas which may benefit from the
initiative.

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CHAPTER 4: Needs & High-Level Requirements

In this Chapter
• Identification of stakeholders involved in the development of this Plan.
• Summary of identified needs of the various stakeholders. • Association of needs to Smart City objectives.

Stakeholders
This section provides a summary of the various
stakeholders involved in the development of
the Smart City Master Plan document. As part
of the needs assessment process, City staff and
Iteris conducted a number of outreach
meetings with key city departments,
educational institutions, neighboring agencies,
and local community and business
organizations. The key stakeholder focus group
meetings helped the City staff and Iteris better
understand the needs of these members and
how technology and communications solutions
could potentially help address these needs.

CITY DEPARTMENTS
The City of Alameda is comprised of many
different departments which serve multiple
functions for City business and resident
services. For this plan, the following City
departments were consulted to review their
existing infrastructure and operations, as well
as assess their current and projected needs as it
relates to the City’s Smart City goals.
• P
ublic Works
• Information Technology
• Transportation Planning
• Alameda Municipal Power
• Recreation & Parks
• Public Safety
• Economic Development

LOCAL INSTITUTIONAL, BUSINESS, AND

COMMUNITY ORGANIZATION
In addition to the City’s key department
stakeholders, various institutional, business,
and community-based organizations were also
included. These groups also contributed to
shaping the overall vision of the City’s Smart
City goals, which aim to address widespread
equitable access issues in Alameda and to serve
the City’s growing business needs. The
following groups were included in the needs
assessment:
• K
ey Business Groups
o Alameda Chamber of
Commerce
o West Alameda Business
Association
o Downtown Alameda Business
Association
• Key Institutional Groups
o College of Alameda
o Alameda Unified School District
o Community science: CENIC and
community volunteers
• Equity Priority Community Service
Groups
o Alameda Educational
Foundation
o City Paratransit
o Alameda Family Services
o Mastick Senior Center (via
Recreation & Parks)
o Alameda Point Collaborative
o Alameda Housing Authority

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REGIONAL PARTNERS
Finally, to continue to partner well with the
City’s neighbors, several regional public agency
partners were introduced to the City’s Smart
City initiatives and asked for their feedback.

Partnering with other public agencies operating
within and adjacent to Alameda will offer a
more seamless regional technology experience,
and also offers Alameda a chance to learn about
similar initiatives neighboring agencies may be
implementing. The following regional partners
were also invited to contribute to this Master
Plan:
• A
C Transit
• City of San Leandro
• City of Oakland
• Telecommunications providers

Needs Identification
The needs assessment presented in this section
includes discussions with the various
stakeholders. Meetings with stakeholders were
primarily conducted during January and
February 2021, with a follow-up meeting with
Public Works conducted in June 2021.

The following tables summarize the specific
needs from the various stakeholders provided
during each of the needs assessment meetings.

For each stakeholder, a table is provided that
summarizes their needs and the related Smart
City objective(s) to be achieved which addresses
that need.

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Table 4: Transportation Needs Summary
Need Objective
Robust communications network that
interconnects signalized intersections in
Alameda, including future planned signals
Improve operational efficiencies for managing
traffic signal infrastructure and provide
mechanism for Public Works to manage signal
infrastructure remotely
Centralized traffic signal control and monitoring Improve operational and maintenance efficiencies within the City and provide
mechanism for Public Works and City Traffic
Engineer to manage and monitor traffic signal
infrastructure remotely
Continue to implement advanced traffic
management strategies and technologies (e.g.,
adaptive signal control, TSP, EVP, etc.)
Reduce signal maintenance and incident
management workload, improves public safety,
improves transit service and reliability
Provision for enhanced multi-modal data
collection at all City intersections (i.e., vehicle
counts, speed data, pedestrian and bicycle
counters, origin-destination surveys, congestion
management tools)
Enable City Transportation Planning and Public
Works staff to make well-informed decisions to
develop and improve the city’s transportation
network, including facilitating system
performance measurement and an open data
portal so that the public and partners can access
data and develop “civic tech” applications and
engagement
Support technology deployment for City parking
facilities (e.g., mobile payment solutions,
wayfinding)
Automate parking management and payment
services to reduce workload needs for parking
services
License Plate Recognition (LPR) system for
parking enforcement
Enhance automated parking enforcement
Support future Connected Vehicle/Automated
Vehicle (CV/AV) technologies
Prepare the City for the expanding CV/AV needs
in the region
Deploy roadway CCTV monitoring system Enhance remote transportation network monitoring and incident management capabilities
while protecting privacy in that it will not be used
as a surveillance or tracking system

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Table 5: Public Works Needs Summary
Need Objective
Shift more City services online and continue to
digitize documents
Improves public access to services without need
to visit City offices
Institute methods like micro-trenching for
development underground installations
Reduce impact on existing infrastructure during
construction
Develop policies and standards that ensure
development projects contribute to
communications network buildout
Ensure development in the City is consistent with
City infrastructure goals and objectives
Support City’s infrastructure asset management
system needs

Enable improved remote asset management and
aid in protecting and maintaining City’s various
infrastructure and fleet assets
Support City’s planned fleet telematics (AVL)
deployment
Enable improved remote fleet management and
aid in protecting and maintaining City’s fleet
assets
Improve coordination with utility agencies for
joint trenching/boring opportunities
Reduce impact on existing City infrastructure and
enhance relationship for future improvement
opportunities
Enhance City building operations and
maintenance with automation and monitoring
systems (HVAC, access, mechanical systems, etc.)
Provide remote monitoring and management
capabilities to reduce staff workload to maintain
various building systems
Continue to improve remote capabilities of City’s
SCADA system to allow for improved remote
lagoon and pump station management
Provide remote monitoring and management
capabilities to reduce staff workload for pump
station and lagoon management
Develop or acquire utility monitoring dashboard
technology to engage smart infrastructure for
monitoring utility use (power, water, etc.)
Inform City financing of utility systems and
provide real-time status monitoring of all utility
usage citywide
Continue to enhance air quality monitoring
capabilities (indoors and outdoors)
Improve air quality reporting capabilities to
better inform City partners and residents,
especially during California Wildfire season

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Table 6: Information Technology (IT) Needs Summary
Need Objective
Independent municipal network managed by City
IT
Allow IT to manage and scale network to meet
City needs without restrictive limits currently
imposed by utility regulations.

Connect all of City’s existing communications
facilities on City-owned communications network
Enable seamless management and scalability of
bandwidth of City’s facilities to meet ever
changing needs
Establish EOC as the hub of communications in
the City
Provide City with a centralized management
point for all systems to enhance management
and maintenance, including during emergencies
Firewall management to separate City and AMP
infrastructure, as well as intra-City and public
access to City network
Protect City network assets and systems from
malicious entities, provide secure and separate
system solely for City administrative use, as well
as a separate secure public network to enhance
digital equity
Establish a secured network perimeter for City’s
internal network connection
Protect City network assets and systems from
malicious entities
Consider interconnection to Digital Realty Trust
(DRT) data center in Oakland (Tier 1 data center)
Expand City’s access to global resources and
cloud services
Sensitivity to public privacy (compliance with
City’s Privacy policies)
Maintain City’s commitment to protect privacy
for all users, especially residents
Establish robust cyber security protocols and
policies
Protect City network assets and systems from
malicious entities

Table 7: Alameda Municipal Power (AMP) Needs Summary
Need Objective
Clear separation between AMP and City’s
communications infrastructure to ensure
compliance with previous agreements
Provide greater autonomy, enhanced service
features, and enable City IT to manage their own
infrastructure
Separate out the proposed City communications
fiber network from AMP electricity network
Split the network since AMP has stricter
telecommunications regulations for equipment
controls and network security for the electricity
grid

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Table 8: Recreation & Parks Needs Summary
Need Objective
Remote management systems for lighting, facility
security, and irrigation

Improve efficiencies within the Recreation &
Parks and provide mechanism for city staff to
manage Rec & Park infrastructure remotely,
reducing workload on existing staff
Internet access at park facilities, such as the Gym Provides broadband internet service for city staff and users at facilities that lack this service

Table 9: Public Safety Needs Summary
Need Objective
Infrastructure to support Zone Haven efforts for
evacuations
Improve City’s and Public Safety’s ability to
communicate to its residents during
emergencies, and especially during evacuations
Emergency Vehicle Preemption (EVP) city-wide
and on Public Safety vehicles
Enhance Public Safety response time to
emergencies by providing safe, clear travel routes
for first responders
Establish notification system that alerts Fire
Department of bridge raisings that may impact
response routes in real-time
Inform fire department of real-time traffic
impacts to emergency vehicle routing
Revised emergency response routing
coordination as a result of street narrowing
projects or construction activity
Continue to provide sufficient emergency
response coverage in conjunction with other City
efforts to build safer streets
Continue to provide public safety
communications network that are compliant with
Department of Justice (DOJ) security
requirements
Maintain DOJ-compliant systems to supplement
Public Safety goals and objectives
License Plate Recognition (LPR) system for police
enforcement
Enhance automated law enforcement

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Table 10: Economic Development Needs Summary
Need Objective
Reliable internet options in the Business Districts Attract diverse businesses and industries to Alameda to enhance economic vitality
Public Wi-Fi in incentive areas such as downtown
areas
Attract consumers and business to these areas to
enhance economic vitality
Redundant internet infrastructure, perhaps with
added nodes on public property (i.e., 5G nodes at
intersections on City poles)
Partner with ISPs to support growing bandwidth
need, including cellular needs of visitors,
businesses, and residents
Enhanced cyber security measures on public
networks
Protect City network assets and systems from
malicious entities
Reliable internet in up-and-coming commerce
districts, such as Alameda Point.

Attract diverse businesses and industries to
Alameda to enhance economic vitality

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Table 11: Educational Institutions & Equity Priority Populations Needs Summary Need Objective
System capable of facilitating an anticipated need
for continued distance learning, telecommuting,
and telemedicine in the future
Ensure networks are sufficient for expanding
bandwidth needs including coordination with
private ISPs
All homes with access to the internet, including
multi-family
Expand high speed and reliable internet access
availability to bridge digital divide
Establish policies and provisions for current
prohibitive internet installations, such as within
leased/rented multi-unit buildings
Encourage digital equity citywide
Robust technological support for all users Encourage digital equity citywide, especially for equity priority populations (e.g., seniors,
unhoused, low-income, etc.)
Access to power for charging devices for
unhoused and equity priority populations
Enable equitable access to technology for all
Wi-Fi on AUSD campuses and off-campus at
public gathering centers (i.e., Boys and Girls Club,
Alameda Point Collaborative Learning Center, and
Recreation & Parks facilities)
Expand reliable internet access availability to
bridge digital divide
Provision for technology and internet literacy
training, including multi-lingual offerings, in
person and online
Support equity priority populations (e.g., seniors,
unhoused, low-income, etc.) in use of available
digital equity tools and develop “Service Learning
Credits” in partnership with our educational
community and other training programs
Access to internet via equipment/hardware for
seniors, low-income and unhoused population
Expand internet access availability and support
with programs such as Service Learning Credits to
bridge digital divide
Continued connection and partnership with the
scientific community
Enhance City’s contribution to reaching
environmental goals
Affordable broadband internet subsidized by the
City
Enhance internet availability in the City by
coordinating with private ISPs to expand available
affordable options
Legislation to prevent predatory tactics used by
ISPs to escalate prices
Protect equity priority populations from tactics
that expand digital divide
Publicity/marketing plan to advertise City
resources available to the public, including non-
digital notifications (newspapers, mailers, etc.)
Enable access to City resources for all residents,
visitors, and businesses
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Table 12: Regional Partners Needs Summary
Need Objective
Traffic signal coordination between jurisdictions
(Caltrans, Oakland, San Leandro)

Enhance regional coordination and provide
seamless traffic operations across jurisdictional
borders, particularly at entry/exit points to the
city and in case of an evacuation
Traffic signal coordination with transit queue
jumps on key transit routes

Enhance transit reliability, which in turn
encourages transit use; support roadway equity
Improved transit amenities, including real-time
bus arrival/departure infrastructure, as City owns
bus stop amenities

Encourage transit use; support roadway equity
Provide Transit Signal Priority (TSP) on key transit
routes

Enhance transit reliability, which in turn
encourages transit use; support roadway equity
Consider connection with Lit San Leandro, a
public private partnership that provides
broadband internet service focused on the
business community in San Leandro

Enhance regional internet availability
Shared GIS fiber network map among regional
partners

Boost regional coordination for better regional
planning for enhancements to communications
network architecture
Lane enforcement system for bus only lanes

Enhance transit reliability, which in turn
encourages transit use; support roadway equity

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CHAPTER 5: Smart City Strategies & Recommendations

In this Chapter
• Discussion of common Smart City strategies.
• Discussion of recommendations to meet City of Alameda’s needs.

Smart City is a fairly loosely defined term and
thus can encompass a large number of
initiatives. The National League of Cities (NLC)
describes a smart city is one “that has
developed some technological infrastructure
that enables it to collect, aggregate, and analyze
real-time data and has made a concerted effort
to use that data to improve the lives of its
residents.” The US Department of
Transportation (USDOT) has described a smart
city is one that “uses advanced data and
Intelligent Transportation Systems (ITS)
technologies and applications to reduce
congestion, keep travelers safe, protect the
environment, respond to climate change,
connect underserved communities, and support
economic vitality.” However, there is a general
consensus that a smart city is comprised of the
following main components:
• D
evices and applications that collect
data;
• A communications network to support
the collection and dissemination of
data;
• Applications and tools to analyze and
interpret the data to provide actionable
insight; and
• An organizational structure that utilizes
this intelligence as predictive analytics
to improve services for and engage with
community members.

In essence, a smart city initiative is multi-
l
ayered, starting with a communications
infrastructure, with connect networked devices,
and the data from these devices used to
improve daily operations and services to the
public. Based on the needs and objectives
expressed by the various project stakeholders, a
number of recommendations have been
developed to address these needs. Note that
many of the needs expressed by various
stakeholders overlap and thus a number of the
recommendations address multiple needs.

It should also be noted that the implementation
of Smart City initiatives may also require
additional personnel support to fully utilize and
benefit from the systems, as noted in the fourth
bullet point above. The proposed Smart City
infrastructure and systems are merely tools,
and the value of these tools are only realized if
there are adequate and trained personnel to
use these tools. This may include expanded
staffing for roles such as network analysts, field
staff for Underground Service Alert (USA)
support, or other operations and maintenance
staff. As City systems and operations grow, so
will the need to acquire additional support for
day-to-day management, operation, and
maintenance.

The following recommendations are intended
to guide the City in the strategic investment and
deployment of Smart City infrastructure and
applications to achieve its Smart City goals and
objectives by improving city services, mobility,
safety, and the environment, thus enhancing
the quality of life for its residents.

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Recommendation #1: Build Out
City Communications
Network
The foundation of a Smart City is the
communications network on which the Smart
City elements are able to interconnect.

According to the USDOT’s recent Putting People
First: Smart Cities and Communities,
“Undergirding these technologies is an
integrated information and communications
system. Strong information technology
architecture and standards are the backbone of
Smart Cities & Communities – allowing smooth
data connections; creating opportunities for
partnerships and public engagement; and
enabling innovative cross-cutting, data-driven
solutions.” Establishing a municipal broadband
communications network will provide the
foundation for which various Smart City
initiatives and applications such as public safety,
mobility, economic development can be built
upon.

The recommended communications network
would consist primarily of a fiber optic network
that would interconnect the majority of the
City’s existing facilities and infrastructure and
would serve as the communications
infrastructure backbone. The fiber optic
communications network would be
supplemented using wireless communications
as a “last-mile” solution to connect remote or
lower priority infrastructure, enabling the City
to reduce the amount of undergrounded
infrastructure. Remote or lower priority
infrastructure may include an isolated traffic
signal or a non-critical city facility.

Figure 8 depicts the proposed network layout
for the recommended communications
network. The fiber optic network has been
designed to interconnect all key city facilities
(both City Halls, Emergency Operations Center,
Police Department, Maintenance Service
Center, and all fire stations) and most signalized
intersections. The network is designed for
resiliency and provides multiple redundant
paths to interconnected facilities in the event of
Recommendation #1
Details
Recommendation Overview
Deploy citywide communications network
to interconnect City facilities and
infrastructure and serve as a foundation
for other Smart City initiatives.

Associated Smart City Goals
• Equitable Internet
• Government Transparency &
Cyber Security
• Transportation Operations
• Safety
• Economic Vitality
• Climate Goals
Associated Stakeholders
• Public Works
• IT
• AMP
• Recreation & Parks
• Public Safety
• Economic Development
• Educational Institutions
• Equity Priority Populations
• Regional Partners (all)
• Community Science
Complementary City Plans
• Emergency Operations Plan
• Alameda General Plan
• Information Technology Strategic
Plan
• Economic Development Strategic
Plan
• Transportation Choices Plan
• Climate Action and Resiliency Plan
Priority Level
High
Investment Level
$32 Million
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Alameda Smart City Master Plan Iteris, Inc. | 43

a localized failure or accidental fiber cut. The
network has also been designed to support
other potential Smart City applications and
devices such as a public Wi-Fi deployment and
traffic monitoring cameras by functioning as a
communications back-haul for these devices.

The proposed communications network would
provide infrastructure to support the majority
of the City’s Smart City goals, as well as most of
the involved stakeholders. The network will
enable the City to reduce its dependency on
AMP infrastructure, providing the City with
infrastructure managed internally. It will enable
many of the remote operational needs
discussed previously, providing reliable City-
owned infrastructure on which to build those
systems (e.g., signals, facilities, lighting,
irrigation, pump station management, parking,
etc.). The network will also support the
continued digitization of City services, again
providing a dedicated network to be able to
interconnect all City service facilities to provide
cohesive services.

The network will support the City’s need for
more robust transportation-related data
collection, providing a way to remotely access
that information and improve system
management, including across jurisdictions. It
will also empower the City to support the future
of transportation technologies like connected
and autonomous vehicles. These systems
require roadside equipment and
communications to work effectively.

In addition to infrastructure, the build-out of
the system also provides the opportunity for
the development of additional soft skill
resources. With support from robust
communications, programs like the Alameda
Adult School technology courses would be able
to expand. The opportunity for other City-
sponsored programs like Senior technology
support and student community service credits
would also expand when supported by the
network. The introduction to the network will
increase technological literacy throughout
Alameda as a result.

Management and maintenance of this network
will likely require additional City staff support
for the long term. Though fiber optics and
wireless communications are relatively low
maintenance, software and hardware
management is a key element to a well-
functioning communication system. This task
would likely fall jointly to IT and Public Works to
ensure all communications links are operating
satisfactorily both in the field and within
facilities.

Investment in a large-scale communications
network comes with a substantial cost. The
cost of installation of hardwired fiber optic
cables can be high and varies with the
construction market; the cost of wireless
solutions is less but come with a shortened
equipment life expectancy. The network
depicted as part of this recommendation will
cost an estimated $32 Million and will need to
be implemented in a phased manner. Phasing
of communications implementation should
balance the operational need for the
communications link in the greater physical
network with the available funding. In general,
a core central communications ring should be
built out first with phased expansions identified
down the road. For that reason, the time frame
of this recommendation ranges from short- to
long-term depending on the priority and
available funding for the improvements.

Why Fiber Optics?
Fiber optic communication has become the
industry standard of the
telecommunications industry because of
fiber’s massive throughput capabilities, low
latency performance, and relative physical
durability. Compared to its much slower
predecessor, copper cable, fiber enables
opportunities for more interconnection
bandwidth that is able to serve even more
devices, sensors, and systems (i.e., the
“Internet of Things”). Incorporating fiber
optics will position the City to be ready to
support current and future needs.
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Figure 8: Recommended Communication Network Infrastructure

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Recommendation #2: Deploy
Wi-Fi in Public Spaces
Internet access is considered an essential
service and is recognized as a human right in
some countries. Wireless connection to the
internet has become almost ubiquitous in our
society as more and more common everyday
devices, such as kitchen appliances, are now
“on-line.” Wireless networks (Wi-Fi), and the
resulting access to the internet, has become
commonplace throughout our work
environment and at home. Public agencies and
organizations initially deployed Wi-Fi at their
facilities to support municipal operations but
have expanded the use to provide a public
benefit such as digital inclusion, economic
development, and services to an underserved
population who do not have internet access at
home. The recent pandemic has required
students to transition to on-line schooling,
workers to work from home, and has even
meant that seeing a doctor was done on-line via
telehealth/telemedicine.

As a first phase, it is recommended that the City
deploy a public Wi-Fi service starting with city
buildings and city-owned outdoor spaces. For
city buildings, this would include both City Hall
buildings, Police Department, Emergency
Operations Center, Maintenance Service
Center, and recreation centers. For outdoors
spaces, this would include most city parks, the
three ferry terminal lots, key corridors including
Park Street and Webster Street and priority
equity neighborhoods such as Alameda Point.

For later implementation phases, City staff will
conduct further input to ensure that the public
Wi-Fi is deployed at high priority locations for
community members beyond the locations
mentioned above, such as at bus stops or other
gathering places. Operations and maintenance
of these networks will likely fall to IT and
depending on the extent of deployment may
require additional staffing to support the
system. Deployment of this system will largely
depend on the deployment of the supporting
fiber optic communication network which
would affect deployment timeframe.

Recommendation #2
Details
Recommendation Overview
Deploy Wi-Fi in public spaces to support
the ever-growing need for broadband
access in Alameda. Free internet access
through public Wi-Fi facilities would
enhance internet availability, decrease
the digital divide for Alameda residents,
and potentially provide enhanced
placemaking services.

Associated Smart City Goals
• Equitable Internet
• E conomic Vitality
Associated Stakeholders
• Public Works
• I T
• A MP
• R ecreation & Parks
• E conomic Development
• E ducational Institutions
• E quity Priority Populations
Complementary City Plans
• Alameda General Plan
• I nformation Technology
Strategic Plan
• E conomic Development
Strategic Plan
Investment Level
$4.6 Million
Priority Level
Medium
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Proposed locations for public Wi-Fi services are
depicted in Figure 9. These locations are mainly
centered around public spaces, like public
buildings, parks, streets, and commercial and
business districts as mentioned previously. The
Wi-Fi locations are supported by the
recommended fiber optic communications
network to serve as backhaul for this service.

Backhaul will be especially necessary for
sufficient bandwidth availability and internet
connection. For outdoor and public spaces, it is
recommended to utilize the traffic signal
infrastructure as that provides a convenient
location to access power, an established
connection to the recommended fiber optic
network for backhaul, and signal poles that
provide height and secure mounting locations
for wireless access points.

The capital investment associated with this
technology is estimated to be $4.6 Million and
implementation will likely also follow a phased
approach. It is recommended that City observe
a prioritization of deployments such that they
deploy services to the areas where it is most
needed first. These priority areas may have
implementation within a few short years (i.e.,
short term), while lower priority locations may
take longer. Thus, the deployment of this
recommendation is expected to be a short to
long term timeline to balance the needs of the
City and areas that will be served by the public
wireless network.

In addition to the physical deployment of Wi-Fi
facilities, the effort associated for this
recommendation should include the
reevaluation of the City’s Privacy Policy and its
management practices with respect to PII. Any
deployments of privacy elements on the City’s
Wi-Fi network should adhere to industry
standards, as well as to the City’s privacy
policies. Consideration should also be given to
whether the policies currently in place are
sufficient to protect the Public’s data on the
network.

In the future, the City may also consider the
deployment of Wi-Fi in select transit-oriented
areas, such as near transit stops. Wi-Fi at these
locations may provide better mode options
such as wayfinding, kiosks, and place-making
elements. These types of deployments are not
included in this recommendation, P but may be
considered as part of later phases.

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Figure 9: Recommended Public Wi-Fi Access Locations

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Recommendation #3: Deploy
Citywide Emergency Vehicle
Preemption (EVP)
As part of the public safety goal, it is
recommended that emergency vehicle
preemption (EVP) be deployed at all signalized
intersections in Alameda to improve emergency
incident response time and safety at
intersections during an emergency. This
preemption will assist in reducing emergency
response time by granting priority to
emergency vehicles at traffic signals. The
preemption system would detect an
approaching emergency vehicle and provide a
green light to flush out any queued vehicles
along the approach and/or hold the light green
until the emergency vehicle has made it past
the intersection. Thus, emergency vehicles
would no longer have to run a red light, making
it safer for everyone while also increasing the
response time. This recommendation would
entail installation of fleet equipment in
conjunction with intersection equipment.

Prioritization of these deployments would
ideally follow emergency responder’s data
regarding most used routes and along heavily
congested corridors (such as Park Street and
Webster Street). Signalized intersections in
more remote or isolated areas may be lower in
priority in terms of deployment.

The implementation of this measure can be
combined with Recommendation #4 to deploy
transit signal priority (TSP) to reduce travel
times while riding the bus in Alameda. The City
currently has TSP deployed at signalized
intersections along the AC Transit Line 51 route
along Webster Street. The TSP system used
along the Line 51 deployment is Global Traffic
Technologies’ (GTT) GPS-based system. It
utilizes a combination of GPS-based tracking
and wireless radio communications equipment
installed at traffic signals to detect approaching
transit vehicles and provides them with priority
treatment such as triggering an early green light
or holding an already green light to maximize
the opportunity for the vehicle to pass the
Recommendation #3
Details
Recommendation Overview
Deploy citywide Emergency Vehicle
Preemption to support the improvement
of emergency incident response and
safety on roadways during these
incidents.

Associated Smart City Goals
• Transportation Operations
• S afety
Associated Stakeholders
• Public Works
• P ublic Safety
Complementary City Plans
• Emergency Operations Plan
• A lameda General Plan
• H azard Mitigation Plan
Investment Level
$3-3.5 Million (in conjunction with
Recommendation #4)
Priority Level
High

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signal without having to stop and wait at a red
light.

This same system is capable of doing double-
duty and can support both TSP and EVP
operations. Thus, the same equipment that
would be installed at a signalized intersection
can be utilized for EVP and TSP. For EVP
functionality, the City’s emergency vehicle fleet
would have to be equipped with the
corresponding GTT equipment, which is the
same equipment that is installed in AC Transit
buses for TSP.

Deployment of EVP and/or TSP can be a short-
term implementation that would entail
deployment along existing emergency routes.

Deployment to all City intersections and City
emergency fleet could be implemented within a
short-term timeframe due to standardization of
the system equipment.

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Recommendation #4: Deploy
Transit Signal Priority (TSP)
In coordination with AC Transit, deployment of
transit signal priority (TSP) along key transit
routes in Alameda would improve transit
service. TSP offers priority to transit vehicles
ensuring that transit routes operate on
schedule. Providing this additional functionality
will reduce travel times for bus operations
around the City, which in turn would enhance
transportation options for residents and others
accessing Alameda, and ultimately contribute to
transportation equity. This investment may
also allow AC Transit to improve service
frequency or consider new routes, further
providing additional transportation options
within and to Alameda, contributing to the
city’s various economic and climate goals.

Installation of TSP would also require close
coordination with AC Transit, as they have
specific system requirements as noted in
Recommendation #3.

Proposed locations for TSP deployment are
depicted in Figure 10 which follows most of the
current AC Transit routes that serve the City.

Also similar to Recommendation #3,
deployment of TSP at any signalized
intersection also means that EVP functionality
will also be provided at that location.

Similar to EVP, implementation of TSP may be
achieved within a short-term timeframe.

Capital costs can be combined with the EVP
deployment and implementation may be done
faster than EVP since TSP would only need to be
deployed along key AC Transit routes in
Alameda. Additionally, there is opportunity in
coordination with AC Transit for cost sharing, so
the financial investment for this improvement
may be lessened for the City.

Recommendation #4
Details
Recommendation Overview
Deploy TSP along key transit corridors to
support improvements to AC Transit
service, as well as enhance multi-modal
options for the City’s residents. TSP
improves transit reliability, allowing AC
Transit to better serve Alameda riders.

Associated Smart City Goals
• Transportation Operations
• Economic Vitality
• Climate Goals
Associated Stakeholders
• Public Works
• Economic Development
• Equity Priority Populations
• Regional Partners (AC Transit)
Complementary City Plans
• Climate Action and Resiliency Plan
• Economic Development Strategic
Plan
• Transportation Choices Plan
Investment Level
$3-3.5 Million (in conjunction with
Recommendation #3)
Priority Level
Medium
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Figure 10: Recommended Transit Priority Corridors

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Recommendation #5: Partner
with Internet Service
Providers
As a means to improve internet availability and
options, the City should partner and coordinate
with internet service providers (ISPs).

Partnerships with ISPs could include collocation
on City infrastructure for 5G equipment or
deployment of citizen band radio services
(CBRS), which would expand cellular service in
Alameda. It could include joint trench
opportunities for conduit and/or fiber
installations building out Recommendation #1.

It could also include development of City
incentives to attract more ISPs to Alameda to
provide more options for home and business
internet service in Alameda. The City may also
consider development of policies in conjunction
with these efforts that would work to prevent
or reduce predatory practices regarding
internet pricing in Alameda. These partnerships
and conversations with ISPs are timely as most
ISPs are also offering Smart City programs and
could be a short-term action to improve
internet equity with relatively low-cost impact.

As the City is coordinating efforts with ISPs,
potentially within the framework of a Public
Private Partnership, it is important that the City
retain ownership and operations authority on
any systems which the City has invested in (such
as the fiber communications network).

Additionally, it should be noted that use of any
City facilities (e.g., dark fiber) will be subject to
the City’s privacy and security policies, ensuring
that public information is protected.

An important additional element of this
recommendation will be continued involvement
by the various business and resident
communities in Alameda. As the needs and
desires change, it will be important to adjust ISP
partnership strategies to address the needs of
the community.

Recommendation #5
Details
Recommendation Overview
The City should establish partnerships
with ISPs serving Alameda resides to
improve service availability, terms, and
speeds. By providing development
incentives, the City may also attract
additional ISPs to the island.

Associated Smart City Goals
• Equitable Internet
• E conomic Vitality
• C limate Goals
Associated Stakeholders
• IT
• E conomic Development
• E ducational Institutions
• E quity Priority Populations
Complementary City Plans
• Alameda General Plan
• E conomic Development
Strategic Plan
• C limate Action and Resiliency
Plan
Investment Level
Less than $100,000
Priority Level
Medium
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Recommendation #6: Develop
Dig Once & Installation
Standards Policies
A Dig Once policy would establish a guideline
that would not only protect existing
infrastructure but would also proactively build
out the City’s upcoming infrastructure needs as
part of the City’s Capital Improvement Program
(CIP) projects and other development projects.

The Dig Once policy would also provide a
mechanism by which developments would be
required to contribute to public right-of-way
improvements in Alameda, including those
which are discussed in this Plan. This policy
would also likely improve coordination with the
various non-City utility companies and provide
more joint trenching opportunities which will in
turn minimize impact on existing facilities.

In addition to Dig Once policies, the City should
also develop installation standards policies
which will dictate standards for infrastructure
installations in the City right-of-way, including
those outlined in this Plan and future
development projects. Examples of this would
include standardization of signal equipment,
new or modified roadway standards, standard
conduit depth and access requirements, or
public street frontage requirements. These
types of policies ensure that new installations
are easily operated and maintained and are
consistent with existing infrastructure and
assets. Preparation of these types of policies
could be completed in a relatively short-term
timeframe.

To support these policies and standards, the
City will likely find that additional personnel
resources may be required. This staff would
become the single point of contact for all
development implementation of the Dig Once
policy. This policy would be applicable to all
new developments, utility work, and any City
projects. It is expected that checks and
balances on the Dig Once policy may be
required to ensure that all planned
infrastructure is accounted for with each Dig
Once inquiry. Further, maintenance of City
Recommendation #6
Details
Recommendation Overview
Develop and implement a Dig Once policy
that will protect the City’s investment in
its infrastructure by ensuring that all
development work is completed at one
time in specific areas. Additionally, the
City should develop installation standards
which will ensure that infrastructure
around the City is built consistently.

Associated Smart City Goals
• Transportation Operations
• Safety
• Equitable Internet
• Economic Vitality
• Climate Goals
• Government Transparency &
Cyber Security
Associated Stakeholders
• Public Works
• Transportation Planning
• IT
• AMP
Complementary City Plans
• Alameda General Plan
• Zero Waste Implementation Plan
• Climate Action and Resiliency Plan
Investment Level
Less than $100,000
Priority Level
High
SMART CITY STRATEGIES & RECOMMENDATIONS 5

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standards will also be required, as industry
standards and City equipment and hardware
preferences may evolve over time. This person
would also act as the single point of contact for
implementing the Dig Once policy and the City’s
standards. Policy development is likely a lower
cost effort and may be implemented by existing
City staff, and thus has been assigned a short-
term timeframe.

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Recommendation #7:

Implement Centralized
Transportation Management
To better manage traffic and the traffic signal
system around the City, establishment of
centralized traffic management functionality
would be ideal. This would offer a central
location for real-time traffic incident monitoring,
including during emergencies, and remote-
control capabilities of all interconnected traffic
signals. This would also enable a central location
for CCTV monitoring of key traffic corridors,
allowing for improved coordination with public
safety and improved maintenance response
times as well. While some of these needs are
not currently urgent, the deployment of this kind
of functionality would require communication
capabilities with all of the managed equipment
to first be established.

Centralized transportation management has
traditionally meant a physical room or dedicated
space where traffic management operations,
management and monitoring has taken place.

This was the case when most communications
and underlying technologies were analog and
typically could only be routed to one central
location. With greater bandwidth capabilities
and the switch to digital and networked
communications (Ethernet), centralized
transportation management today can be
anywhere from the traditional dedicated physical
room to a workstation on someone’s desk, or a
laptop in the field. As long as the physical
infrastructure and software applications are in
place to support it, centralized transportation
management can be established in any or
multiple locations.

For day-to-day operation, it is recommended
that centralized transportation management be
established at the Maintenance Service Center
for use by traffic signal maintenance staff to
monitor, detect, and assist in the
troubleshooting of any maintenance or
operational issues related to the traffic signal
Recommendation #7
Details
Recommendation Overview
Implement a centralized transportation
management system to assist City Staff in
the operations and maintenance of its
transportation network and
infrastructure. This type of system would
specifically allow for management and
monitoring of the City’s network of
signals, intersections, and roadways and
would aid improving incident response
and increase maintenance efficiency.

Associated Smart City Goals
• Transportation Operations
• S afety
Associated Stakeholders
• Public Works
• R egional Partners (AC Transit)
• T ransportation Planning
• P ublic Safety
Complementary City Plans
• Alameda General Plan
• T ransportation Choices Plan
Investment Level
$1.5 Million
Priority Level
Medium to Low
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infrastructure. This functionality should also be
established at City Hall West for Public Works
engineering staff to monitor, manage, and
operate the traffic signal infrastructure. In the
case of emergency operations where the EOC is
activated, this functionality should also be
established in the EOC to coordinate
transportation related activities to support
emergency response activities. Ultimately, these
three facilities should be interconnected to
provide the ability for seamless system
management at any of the three locations.

As part of establishing centralized transportation
management functionality, it would also be
necessary to update the system that will manage
the signal equipment. The City currently has a
basic Econolite Centracs advanced traffic
management system (ATMS) license but should
consider expanding the use of this tool. The use
of an ATMS like Centracs would enable City staff
and the City traffic engineer to manage and
monitor traffic operations in real-time and
remotely. ATMS systems provide a centralized
dashboard to view and manage signal system
performance and are a key tool in incident and
emergency response. ATMS systems will also
provide a reduction in maintenance monitoring
staff time with automated tools that notify when
equipment may need attention, allowing the City
to have a proactive maintenance response.

Acquiring the ATMS tool is likely not a high
priority until most of the communications
network is built out, so a mid-term timeframe
would be expected.

Management of an ATMS system can be
performed by existing City personnel. It is
envisioned that the City’s transportation staff,
such as a traffic engineer, would take on this
role, ultimately performing most system
planning, upgrades, and maintenance of the
ATMS system. Since implementing centralized
transportation management requires other
improvements, such as communications, to be
implemented first, a mid-term timeline is
appropriate. The capital investment is moderate
for associated system licensing, software,
hardware, and support services.

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Recommendation #8:

Interconnect Emergency
Operations Center & City
Facilities
An important element of a Smart City is a central
location where City staff may manage systems
and emergency response. The City has recently
established an Emergency Operations Center
(EOC), which will serve as that central location
for managing City services. As discussed in
previous recommendations, in order to
effectively provide that service, the EOC should
be interconnected to the rest of the City’s many
facilities and service centers. This would be
supported by Recommendation #1, which would
ultimately reduce City dependency on AMP
communications infrastructure. The
interconnection of the EOC would also provide a
secondary management location for Public
Works assets.

This interconnection of the EOC would support
the needs of various City departments, including
Public Works, Public Safety, and IT.

Implementation of this recommendation would
likely occur once sufficient supporting
infrastructure from Recommendation #1 is in
place and would likely involve last-mile
connections to the EOC building itself.

Interconnection of the rest of the City’s various
facilities to the EOC would provide the ability to
enhance IT support and maintenance across the
City’s various offices and services, allowing for a
more unified system. This approach would
empower the City to manage its own network
needs, including as it relates to cybersecurity.

Being that the City has a multitude of facilities
spread throughout the City, this would be a
longer-term recommendation and would require
prioritization of facilities to connect. The main
work under this recommendation would be last
mile installations to the facilities, which may
increase cost being that they are to existing
facilities and would require building
modification.

Recommendation #8
Details
Recommendation Overview
Interconnect various City facilities and the
Emergency Operations Center to enable
City IT to establish an autonomous
municipal network. This would empower
City IT to manage the City’s infrastructure,
as well as mitigate cyber threats and
improve government services.

Associated Smart City Goals
• Government Transparency &
Cyber Security
• S afety
Associated Stakeholders
• Public Works
• I T
• A MP
• R ecreation & Parks
• P ublic Safety
• E ducational Institutions
Complementary City Plans
• Emergency Operations Plan
• A lameda General Plan
• I nformation Technology
Strategic Plan
• H azard Mitigation Plan
Investment Level
$10-12 Million (in conjunction with
Recommendation #1)
Priority Level
High

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Recommendation #9:

Implement Transportation
Data Analytics
As traffic signal safety standards continue to
evolve, it is important that signal systems are as
close to current standards as possible. The City
has a mixture of older equipment and new
equipment. To achieve some of the other Smart
City goals like automation, signal performance
monitoring, or adaptive signal timing, signal
equipment will need to be updated to best
practice standards, which includes upgrades to
the signal controllers, traffic detection
technologies, and other auxiliary signal cabinet
equipment. These upgrades will enable the City
to begin collecting high-resolution multi-modal
data, which will inform where transportation
network deficiencies exist, which key corridors or
areas are most utilized, and thus can help inform
where transportation investments should be
targeted. This technology is also potentially
capable of collecting speed data, pedestrian
volumes, bicycle volumes, and transit data,
which would also be extremely useful to City
planning efforts such as transit-oriented
development, complete streets, and other multi-
modal solutions.

Upgrade of equipment will also bring the
technology up to best practice standards to be
able to utilize the planned communications
infrastructure (e.g., Ethernet). The City has
already begun this process with the current use
of Econolite’s Cobalt traffic signal controllers and
AutoScope video detection systems. These
devices, in addition to serving its main function
of operating a traffic signal and detecting
vehicles, are able to collect data that can be
analyzed to provide insight into roadway
performance and utilization. The Cobalt
controller is capable of logging signalized
intersection activity in high resolution which
when combined with an automated traffic signal
performance monitoring system (ATSPM) can be
used to understand and improve signal
operations. The video detection system is
capable of collecting intersection traffic counts
Recommendation #9
Details
Recommendation Overview
Transportation data analytics is quickly
becoming the cutting edge of
transportation planning and operations.

The City can outfit their transportation
network with hardware providing
improved data collection capabilities that,
coupled with powerful software tools, can
provide useful insights on hotspots, multi-
modal trends, and help to identify where
investment opportunities may exist. In
addition, the City may utilize many of the
Software-as-a-Service (SaaS) platforms
that heavily reduces the upfront capital
investments in exchange for on-going
service fees.

Associated Smart City Goals
• Transportation Operations
• S afety
• C limate Goals
Associated Stakeholders
• Public Works
• T ransportation Planning
• P ublic Safety
Complementary City Plans
• Climate Action and Resiliency
Plan
• A lameda General Plan
• T ransportation Choices Plan
Investment Level
$4.5 Million
Priority Level
Medium
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that can provide insight into overall utilization,
when the intersection is most used, how long
that occurs, and which specific movement(s) are
the most utilized and when. At the moment, this
capability is not being utilized as there is not the
existing communications infrastructure in place
to retrieve the data from these devices in the
field and there is no central repository and
application platform to store and analyze this
data.

Overall, having up to date equipment will aid in
improving intersection safety and will contribute
to enhancing transportation operations citywide
for all modes, allowing the City to manage and
reduce delay and emissions while also making it
easier to walk, bicycle and take the bus.

Implementation of this recommendation is tied
to investments for equipment at City
intersections and other supporting
infrastructure. For this reason, the timeline for
implementation will be longer term as it likely
will depend on supporting infrastructure to be
implemented first. Installation of all of these
improvements would also need to be phased
and may be subject to available funding for this
type of work. This would likely push the time
frames out to be more mid- to long-term.

In addition to data that would be generated by
the City’s own infrastructure, the City can also
consider the use of third-party data sources,
such as INRIX, Here, Streetlight, and Wejo, to
serve its data needs for decision making. For
example, the City has access to INRIX data
through the Metropolitan Transportation
Commission. One of the limitations to using
these third-party data sources is that the data is
based on a sampling of a sub-set of the overall
data population as a way to represent the entire
data population. Thus, the use of third-party
data is very good for determining measures such
as travel speed, travel time, and origin-
destination since a sub-set data pool can be
fairly accurate in representing the behavior of
the entire data population, but not very accurate
in representing total demand or usage such as
traffic volumes. Data from these sources are
usually available via a subscription model and
may aid the City in implementing the use of
detailed data in the nearer term.

It should also be noted that the City has already
embarked on several other science-related data
collection efforts in partnership with the
California for Education Network Initiatives in
California (CENIC) via the Berkeley Labs. The
CENIC data collection deployment for monitoring
seals offshore at Alameda Point is serving as a
pilot project for the City to partner with the
science community and meet some of its
environmental goals.

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Recommendation #10: Deploy
Traffic Monitoring Camera
Network
To enhance traffic and incident management in
Alameda, a network of CCTV cameras is
recommended. CCTV cameras would be
strategically placed on city streets around the
City to monitor areas that are key to circulation
or areas that frequently experience issues
requiring mitigation. This capability would
enable City staff to monitor these areas
remotely, thus improving incident detection and
emergency response. It could also be especially
useful at gateway traffic bottlenecks, like the
Webster-Posey tubes and bridges on and off the
island. The use of these CCTV cameras would be
for live viewing only, and images would not be
recorded or used for surveillance or tracking.

The CCTV cameras would essentially function as
a substitute for a staff person standing on the
street and making observations. It should be
clearly noted that the intent of this system is not
for security or policing and would only function
as non-recording observational tools for
transportation network monitoring.

In addition to traffic monitoring, the video feeds
from these cameras can be utilized by other
entities, such as Public Safety or potentially the
public (via a web-based interface, similar what
Caltrans does with freeway cameras). To best
facilitate the sharing of these feeds, the City will
need to develop a policy for video use and access
as part of this system functionality. The policy
should be specific about acceptable use of the
video feeds and shall address cyber security and
PII concerns as well.

Proposed locations for CCTV deployment are
depicted in Figure 11. Given the importance of
privacy and privacy concerns, the
recommendation for CCTV camera deployments
have been limited to key commercial corridors
such as Webster Street and Park Street and the
five access points to/from the City. Care was
taken not to locate any CCTV cameras in areas
that are primarily residential.

Recommendation #10
Details
Recommendation Overview
Deployment of a CCTV camera network at
key locations within the City’s main travel
districts, including the business districts,
and at island access points will enable the
City to improve incident response and
monitor system performance at these key
areas.

Associated Smart City Goals
• Transportation Operations
• S afety
Associated Stakeholders
• Public Works
• T ransportation Planning
• P ublic Safety
Complementary City Plans
• Emergency Operations Plan
• A lameda General Plan
• T ransportation Choices Plan
Investment Level
$1 Million
Priority Level
Low
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Since traffic monitoring is a lower priority within
the City but would offer numerous benefits, this
recommendation has been assigned a long-term
timeframe. Further, CCTV cameras and the
associated management systems would require
the communications network infrastructure to
first be in place. It is recommended that this
system be established following the deployment
of the communications network in locations
where CCTV cameras are planned, thus ensuring
that the maximum benefit of the system will be
able to be realized following deployment.

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Figure 11: Recommended Closed Circuit Television Syste m

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CHAPTER 6: Smart City Projects & Prioritization

In this Chapter
• Identify Foundational Smart City Projects
• Identify Smart City Expansion Projects
• Define proposed Smart City projects for Alameda

In order to execute the recommendations set
forth within this Plan, a phased approached is
anticipated and is envisioned in two categories
of projects:
• Foundational Smart City Projects
• Smart City Expansion Projects

Foundational Smart City
Projects
As discussed in Chapter 5, Recommendation #1
encompasses the foundational base which most
of the Smart City strategies will be built upon. A
Smart City is supported by a robust and resilient
communications network which provides
interconnection of all systems in use. Thus, the
establishment of this network is considered first
priority as part of this effort. In order to build
out the communications network, the proposed
network has been subdivided into several sub
projects which will also be prioritized based on
the more immediate need and additional
planned projects which will require the network
be in place (e.g., deployment of Public Wi-Fi
access). Figure 12 shows the anticipated
project segments for implementation. The
following graphics detail the project specifics
and anticipated planning-level costs for each, as
well as expected priority of each based on the
overall need in the area, and other project
dependencies on the network in the area. It
also includes estimated project timelines form
initiation to completion.

Smart City Expansion Projects
Once a foundational communications project in
a specific area is completed, expansion
project(s) in that area may now be
implemented and utilize the built
communications network. These projects
include the deployment of the other strategies
such traffic signal interconnection, CCTV camera
deployment, and Public Wi-Fi implementation.

These projects are also summarized in the
following tables, along with project specifics
and anticipated planning-level costs for each.

The graphics also include the expected priority
of each based on the overall need in the area,
any prerequisite projects required, and
estimated project timelines from initiation to
completion. Table 13 presents a list of the
proposed Smart City projects, as well as
designates if the project is considered
foundational, and indicates dependencies on
other projects that must first be in place. Figure
13 summarizes the anticipated project areas for
the Wi-Fi related projects.

Project Cost Development
An important element of the proposed projects
within this Plan is the anticipated
implementation cost of the projects. Cost
development for these projects is based on unit
prices obtained from FHWA and Iteris’ recent
project experience and then tailored for the
Northern California market with a 35%
contingency added. Cost details for each
project are included in Appendix B.

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Table 13: Smart City Projects
Project
ID
Project Name Foundational Dependencies
C1 Central City & EOC Communications Project  None
C2 City Hall West Interconnection Project  C1
C3 Encinal Avenue & Central Avenue
Interconnect Project
 C1
C4 East End Communications Project  C1
C5 North Island Communications Project  C1
C6 South Shore Communications Project  C1
C7 Bay Farm Communications Project  C1, C6
W1 Central Public Wi-Fi C1, C3, C5
W2 West End Public Wi-Fi C1, C2, C5
W3 East End Public Wi-Fi C1, C3, C4, C6
W4 Bay Farm Public Wi-Fi C1, C3, C6, C7
T1 Citywide EVP/TSP Deployment None
T2 Centralized Transportation Management C1-C7
T3 Implement Transportation Analytics C1-C7, T2
T4 Citywide CCTV Deployment C1-C7
S1 Partner with ISPs None
S2 Develop Dig Once & Installation Standard
Policies
 None
Note: C=Communications, W=Wi-Fi, T=Transportation, S=Staff

ONGOING OPERATIONS AND

MAINTENANCE COSTS
In addition to the upfront capital investments of
implementing the projects and
recommendations, there will be ongoing
maintenance and operations cost for the
infrastructure recommended in this Plan. The
City may consider budgeting for the following
staff positions to support the delivery,
management, and on-going support for the
various elements outlined in this Plan:
• 8
11 & System Technician (0.5-1 FTE)
This staff member would be responsible
for physically fulfilling 811 requests for
the City’s underground utility network,
including fiber, as well as performing or
facilitating the repair of any breaks. The
Public Works Director would likely
oversee this position.
• Business Intelligence Analyst (1 FTE)
This staff member would be responsible
for supporting the City on its journey to
becoming a data centric organization.

Core responsibilities may include
assessment and creation of data
inventories, analyses of various data
streams, and utilization of large data
sets to determine unique insights to
further business needs. The ideal
candidate will have deep data
knowledge and skills, an eye for human
centered design, and a desire to tell
concise and compelling data stories. By
using available data and information,
the Business Intelligence Analyst will
help the City become smarter, more
efficient, and effective in delivering
services and programs to constituents.

The Information Technology Director
would oversee this position.
• Public Works/Planning Staff Member
(1 FTE)
This staff member would be responsible
for assisting with facilitating the various
policies in this Plan, including the City’s
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Dig Once policy by reviewing all
development applications, City CIP
projects, utility projects, and any
request to excavate in the City right-of-
way. As the primary contact for all
outside development requests, this
person would enforce the policy,
ensure that proactive installations of
City facilities occur concurrently, and
that City Standards are followed. This
staff member may also maintain and
distribute the City’s Installation
Standards as they apply to the work
being done in City right-of-way. The
Public Works Director would likely
oversee this position.
• Public Works Maintenance Staff (1 FTE)
This staff member would supplement
the current Public Works Maintenance
staff to support the maintenance of the
systems proposed in the plan. The
Public Works Director would likely
oversee this position.

Apart from staffing support, ongoing operations
and maintenance cost for these
recommendations would include maintenance
fees for licensing of systems, repairing
occasional failures, and troubleshooting and
replacing system hardware (such as computer
servers, workstations, hardware assemblies). A
high-level estimation of annual maintenance
costs is included in the Project Definitions
section and Appendix B.

Prioritization
Prioritization of the projects is generally based
on the urgency of the need as discussed in the
various focus groups and the Recommendations
portion of this Plan.

Project Definitions
The following tables provide a summary to each
of the proposed projects, including a brief
description of the anticipated scope of the
project, cost, priority, estimated timeline,
estimated duration, and identification of project
prerequisites (i.e., which other projects need to
be completed before this project may begin).

The C and W projects are accompanied by
Figures 12 and 13 which graphically layout the
planned projects discussed in the project
definitions. Projects S1 and S2, which are
associated with recommendations 5 and 6
respectively, are not included in the Project
definitions because they are non-capital
projects and primarily require staff time
investment.

Performance Metrics
An important final element to understand the
efficacy of this Plan and the projects within will
be the collection of performance data. Prior to
implementation of new projects, the City may
consider the collection of before-project data or
information which may be compared to after-
project conditions. For example, in the case of
EVP deployment, a comparison of existing
emergency response times against emergency
response times following EVP deployment could
speak volumes for how beneficial the system
implementation was to Public Safety. The City
can then use this information to demonstrate
how these projects, and the City’s various Smart
City efforts, are achieving the Plan’s goals and
objectives.

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Note: the house icon indicates the project is foundational.

C1 Central City & EOC Communications Project
Project Details
Construct underground fiber optic communications
along Pacific Avenue and Grand Street which
interconnects both business districts, and key City
facilities: EOC, Maintenance Service Center,
Alameda Police Department, and City Hall. This
project involves deployment of 5.6 miles of fiber
optic cable to serve as communications trunk and
also interconnects to key city facilities with last mile connections which are on this corridor.

Recommendation Est. Project Cost
1, 8 $5.7M
Priority Project Timeline
Highest Short Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
none $48,000

C2 City Hall West Interconnection Project
Project Details
Construct underground fiber optic communications
between the Central City project and City Hall West.

The project also includes establishing a redundant
ring connection along Central Avenue and serving all
signals in the vicinity of this area. This project
involves deployment of 7 miles of fiber optic cable
to serve as communications trunk at the island
bridge access points.

Recommendation Est. Project Cost
1, 8 $5.7M
Priority Project Timeline
Highest Short to Mid Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1 $48,000

C3 Encinal Avenue & Central Avenue Interconnect Project Project Details
Construct underground fiber optic communications
along Encinal Avenue, establishing a redundant
connection between project C1 and project C2. This
project also interconnects two fire department
buildings to the citywide network and services
signals along the corridor. This project will require
coordination with Caltrans on State Routes. This
project involves deployment of 4.3 miles of fiber
optic cable to serve as communication trunk at the
island access point and Webster business district.

Recommendation Est. Project Cost
1, 8 $3.9M
Priority Project Timeline
Highest Mid Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1 $32,000

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C4 East End Communications Project
Project Details
Construct underground fiber optic communications
at the southeastern most access to the Island to
provide communications along High Street, Tilden
Avenue, and Fruitvale Avenue. This project will
enable the deployment of various other
technologies which can address incident issues at
these access points which typically are identified as
choke points for island access. This project
interconnects with projects C1 and C3 and involves
the deployment of 4.25 miles of fiber optic cable.

Recommendation Est. Project Cost
1 $3.9M
Priority Project Timeline
High Mid to Long Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1 $33,000

C5 North Island Communications Project
Project Details
Construct underground fiber optic communications
in the Alameda landing development area, as well as
easterly toward ferry facilities and Almeda point,
also interconnecting with City Hall West via project
C2. This project will also interconnect several
remote signals potentially using relocated wireless
communications equipment (from the Webster
business district) on Marina Village Parkway, Atlantic
Avenue, and Pacific Avenue. This project will require
coordination with Caltrans on State Routes. This
project involves deployment of 4.8 miles of fiber
optic cable to serve as communication trunk at the
island access point.

Recommendation Est. Project Cost
1 $3.2M
Priority Project Timeline
High Mid to Long Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1 $34,000

C6 South Shore Communications Project
Project Details
This project will interconnect the western portion of
the island to the Park Street business district and the communications network ring. This project will
interconnect several remote intersections and will
provide connection to Alameda Hospital, a key
facility on the island. This project involves
deployment of approximately 3.6 miles of fiber optic
cable to serve as communication trunk.

Recommendation Est. Project Cost
1 $3.2M
Priority Project Timeline
High Mid to Long Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1 $25,000

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C7 Bay Farm Communications Project
Project Details
This project will interconnect Bay Farm Island to the
main island fiber optic network ring. This project
serves to also interconnect the Bay Farm fire station
and is also a key regional connection element. This
project involves deployment of approximately 6
miles of fiber optic cable to serve as communication
trunk.

Recommendation Est. Project Cost
1 $6.4M
Priority Project Timeline
High Long Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1, C6 $46,000

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Figure 12: Proposed Communications Network Projects (Foundational Projects)

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W2 West End Public Wi-Fi Project
Project Details
This project will deploy public wi-fi points within the northern vicinity of the main island. This project
entails the installation of wireless access points at
key city facilities (buildings, parks, libraries, etc.).

This work will also require interconnection to the
fiber optic network to provide the internet access
via the City’s robust internet services.

Recommendation Est. Project Cost
2 $1.2M
Priority Project Timeline
Medium Mid Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1, C2, C5 $21,000

W3 East End Public Wi-Fi Project
Project Details
This project will deploy public wi-fi points within the south vicinity of the main island. This project
entails the installation of wireless access points at
key city facilities (buildings, parks, libraries, etc.).

This work will also require interconnection to the
fiber optic network to provide the internet access
via the City’s robust internet services.

Recommendation Est. Project Cost
2 $815,000
Priority Project Timeline
Medium Mid to Long Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1, C3, C4, C6 $12,000

W1 Central Public Wi-Fi Project
Project Details
This project will deploy public wi-fi points within the central vicinity of the main island. This project
entails the installation of wireless access points at
key city facilities (buildings, parks, libraries, etc.).

This work will also require interconnection to the
fiber optic network to provide the internet access
via the City’s robust internet services.

Recommendation Est. Project Cost
2 $2.2M
Priority Project Timeline
Medium Short to Mid Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1, C3, C5 $20,000
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W4 Bay Farm Public Wi-Fi Project
Project Details
This project will deploy public wi-fi points within
Bay Farm island. This project entails the installation of wireless access points at key city facilities
(buildings, parks, libraries, etc.). This work will also require interconnection to the fiber optic network
to provide the internet access via the City’s robust
internet services.

Recommendation Est. Project Cost
2 $430,000
Priority Project Timeline
Medium Long Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
C1, C3, C6, C7 $9,000

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Figure 13: Proposed Wi-Fi Projects

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T2 Centralized Transportation Management System
Project Details
This investment would deploy a centralized
transportation management system which will
utilize the city’s vast communications network to
operate and maintain its transportation system
elements (signals, digital signage, or potential future smart devices). This project would involve the
procurement of a central ATMS system and would
also require outfitting intersections with current
state-of-the-art controllers to enable effective
remote management with state-of-the-art systems.

Recommendation Est. Project Cost
7 $1.5M
Priority Project Timeline
Medium to Low Long Term
Prerequisite
Project(s) Annual O&M Cost
C1-C7 $90,000

T3 Transportation Analytics Implementation
Project Details
This investment would involve the deployment of a
Signal Performance Measures solution which utilizes
high resolution data from the City’s traffic signal
controllers to provide insights about the
transportation network. This project investment
includes the deployment of VDS or additional
advanced detection at all intersections which the
City would desire to monitor for performance
measures. This investment would likely be executed
with a series of subprojects targeting certain groups
or corridors of signals.

Recommendation Est. Project Cost
9 $4.5M
Priority Project Timeline
Medium Long Term
Prerequisite
Project(s) Annual O&M Cost
C1-C7, T2 $75,000

T1 Citywide EVP/TSP Deployment
Project Details
This investment effort involves the installation of
EVP and/or TSP at all City intersections. This would
also include the deployment of EVP equipment on
the City’s 21 emergency vehicles and potential
coordination with AC Transit for possible cost-
sharing arrangement on subprojects. This
investment would likely be executed with a series of
subprojects targeting certain groups or corridors of
signals.

Recommendation Est. Project Cost
3, 4 $3.3M
Priority Project Timeline
Medium Short to Long
Term
Prerequisite
Project(s) Annual O&M Cost
none $47,000
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T4 Citywide CCTV Deployment
Project Details
This project would entail deployment of a closed-
circuit television system via about 16 cameras at key
island access points and busy transportation and
business districts. The placement of cameras will be
such that incident monitoring and response may
occur. The system would be supported by the
procurement of a basic video management system
which allows remote monitoring of all cameras on
the network.

Recommendation Est. Project Cost
10 $900,000
Priority Project Timeline
Low Long Term
Prerequisite
Project(s) Annual O&M Cost
C1-C7 $18,000

S1 Partner with ISPs
Project Details
This project entails the City participating in ongoing
coordination and potential Public Private
Partnerships with ISPs to improve broadband
service on Alameda.

Recommendation Est. Project Cost
5 $100,000
Priority Project Timeline
Medium Short Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
None $0

S2 Develop Dig Once & Installation Standard Policies
Project Details
This project will develop and implement a Dig Once
policy that will protect the City’s investment in its
infrastructure by ensuring that all development
work is completed at one time in specific areas.

Additionally, the City will develop installation
standards which will ensure that infrastructure
around the City is built consistently.

Recommendation Est. Project Cost
6 $100,000
Priority Project Timeline
High Short Term
Prerequisite
Project(s)
Estimated Annual
O&M Cost
None $0

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CHAPTER 7: Funding Opportunities

In this Chapter
• A discussion of Federal, State, Local, and private funding opportunities for Smart City projects
• Identification of local funds already allocated for City of Alameda use

The projects and recommendations contained
in this Plan are consistent with a multitude of
large funding programs at the Federal level,
within the State, and locally in the County of
Alameda. The following sections describe
potential funding sources which may help the
City to realize the goals within this Plan.

Federal Funding Opportunities
Many federal programs distribute money
directly to the State, which then distributes the
funds based on local policies or award
programs. Several potentially applicable
programs are described in the following
sections.

CONGESTION MITIGATION AND AIR

QUALITY PROGRAM (CMAQ)
This program was established by the 1991
Federal Intermodal Surface Transportation
Efficiency Act (ISTEA) and was re-authorized in
2015 with the passage of the Fixing America’s
Surface Transportation (FAST) Act. CMAQ funds
are directed to transportation projects and
programs that contribute to the attainment or
maintenance of National Ambient Air Quality
Standards in nonattainment or air quality
maintenance areas for ozone, carbon
monoxide, or particulate matter under
provisions in the Federal Clean Air Act. Eligible
projects are as follows: public transit
improvements; High Occupancy Vehicle (HOV)
lanes; Intelligent Transportation Infrastructure
(ITI); traffic management and traveler
information systems (e.g., electric toll collection
systems); employer-based transportation
management plans and incentives; traffic flow
improvement programs (signal coordination);
fringe parking facilities serving multiple
occupancy vehicles; shared ride services; bicycle
and pedestrian facilities; flexible work-hour
programs; outreach activities establishing
Transportation Management Associations;
fare/fee subsidy programs; engine diesel
retrofits; alternative fuel vehicles; vehicle
congestion pricing; freight intermodal projects;
idle reduction projects; and under certain
conditions, PM-10 projects. Routine
rehabilitation projects and projects that are
capacity increasing or highway expansion
typically are not eligible. Operations projects
may be funded for only three years.

REBUILDING AMERICA INFRASTRUCTURE

WITH SUSTAINABILITY AND EQUITY
(RAISE) GRANTS
The RAISE discretionary grant program was
initiated by the U.S. Secretary of Transportation
in November 2021. The RAISE program has
replaced the Better Utilizing Investments to
Leverage Development (BUILD) and
Transportation Investment Generating
Economic Recovery (TIGER) grant programs.

Grants are awarded on a competitive basis for
projects with significant regional or local
impacts. These grants are designed to benefit
surface transportation systems while providing
further support to rural communities. The
program selection criteria include consideration
for safety, environmental sustainability, quality

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of life, economic competitiveness, state of good
repair, innovation, and partnerships with a
broad range of stakeholders. Within these
criteria, the grants reflect the program’s
priorities for creating good-paying jobs,
improving safety, applying transformative
technology, and explicitly addressing climate
change and advancing racial equity. The grants
in 2021 amounted to $1 Billion of awards for
ninety planning and capital projects in forty-
seven states and were split 50-50 between rural
and urban areas. During the 2021 cycle, the
maximum project award was $25 million, and a
single state could not receive more than $100
million. It is expected that this grant
opportunity will be available again in 2022.

ADVANCED TRANSPORTATION AND

CONGESTION MANAGEMENT

TECHNOLOGIES DEPLOYMENT (ATCMTD)
The FAST Act established the Advanced
Transportation and Congestion Management
Technologies Deployment Program to make
competitive grants for the development of
model deployment sites for large scale
installation and operation of advanced
transportation technologies to improve safety,
efficiency, system performance, and
infrastructure return on investment.

Grant recipients may use funds under this
program to deploy advanced transportation and
congestion management technologies,
including:
• A
dvanced traveler information systems;
• Advanced transportation management
technologies;
• Infrastructure maintenance,
monitoring, and condition assessment;
• Advanced public transportation
systems;
• Transportation system performance
data collection, analysis, and
dissemination systems;
• Advanced safety systems, including
vehicle-to-vehicle and vehicle-to-
infrastructure communications;
• Technologies associated with
autonomous vehicles, and other
collision avoidance technologies,
including systems using cellular
technology;
• Integration of intelligent transportation
systems with the smart grid and other
energy distribution and charging
systems;
• Electronic pricing and payment systems;
or
• Advanced mobility and access
technologies, such as dynamic
ridesharing and information systems to
support human services for elderly and
disabled individuals.

A grant recipient may use up to 5% of the funds
a
warded each fiscal year to carry out planning
and reporting requirements under the program.

The federal share of the project cost is limited
to a maximum of 50 % under this program.

INFRASTRUCTURE INVESTMENT AND

JOBS ACT (IIJA)
As of November 2021, and as a result of the
Covid-19 Pandemic, Congress passed the
Bipartisan Infrastructure Deal (Infrastructure
Investment and Jobs Act, also known as IIJA)
which constitutes a $550 billion new spending
investment in our nation’s infrastructure over
ten years. This act includes a substantial
amount of funding to rebuild roads, bridges,
and rails, expand access to clean drinking water,
ensure every American has access to high-speed
internet, tackle the climate crisis, advance
environmental justice, and invest in
communities that have too often been left
behind. This includes funding for the following
measures:
• Providing clean water - $55 billion
• Access to reliable high-speed internet -
$65 billion
• Repair and rebuild infrastructure - $110
billion
• Improving transit - $89.9 billion
• Upgrading airport - $17 billion
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• Invest in passenger rail - $66 billion
• Build EV charger network - $7.5 billion
• Upgrade power infrastructure - $65
billions
• Improve resilience against cyber threats
- $50 billion
• Address environmental threats - $21
billion
It is expected that the US Department of
Transportation will direct a large portion of the
funding via formula-based and competitive
grants, agency programs and operations, loans,
and the Highway Trust Fund. The formula-
based grants amount to about $300 billion of
the funding and are expected to be disbursed to
states based on formulas which take into
account various factors, with Texas and
California taking a large majority due to being
the two states with the most highway
infrastructure. Caltrans will likely administer
the funds, though it is unclear at this time what
funding and grant programs are anticipated.

CARES ACT
The Coronavirus Aid, Relief, and Economic
Security (CARES) Act, passed in March 2020,
provided economic assistance for American
citizens, small businesses, and industries by
allocating over $2 Trillion of funding via various
programs. The Consolidated Appropriations Act
was passed by Congress in December 2020 and
continued the programs set forth by the CARES
Act. Within these funding bills, approximately
$150 Billion was allocated for payments to
state, local, and tribal governments navigating
the impact of Covid-19. One of the main
elements of the law provided funding to expand
the coverage of virtual services such as
telehealth and digital learning, both of which
are closely tied to the need for expanded
broadband services around the United States.

Several states have utilized funding from this
law to cover pandemic-related costs incurred in
2020 relating to broadband access via the
Capital Projects Fund (the Corona Virus Capital
Project Fund, CCPF). The funding from this
program included a spending deadline of
December 31, 2021, and may no longer be
available for access unless previous allocated.

AMERICAN RESCUE PLAN ACT (ARPA)
Passed in early 2021, the American Rescue Plan
Act (ARPA) allocated $350 Billion in emergency
funding for state, local, territorial, and Tribal
governments to recover from the impacts of the
Pandemic. Within the law is $10 Billion for
these governing bodies to cover costs of capital
projects like broadband. The City of Alameda
was awarded $28.68 Million in ARPA funding in
early 2021. Of this funding, the City is hoping to
allocate approximately $6 Million to addressing
Smart City elements described in this plan,
while the remaining will likely be allocated to
offsetting revenue loss, addressing the housing
crisis in Alameda, and local business assistance.

RECONNECT PROGRAM
The U.S. Department of Agriculture (USDA)
facilitates the ReConnect program which offers
loans, grants, and loan-grant combinations to
facilitate broadband deployment in rural areas
without sufficient broadband access. The
funding opportunity is open to private entities,
states or local governments, US territories, and
Tribal governments. The funding may be used
for construction or improvement of facilities,
including Wi-Fi deployment. The program
provides up to $350 Million in total grant
funding, with maximum application limits of
$25 Million, or $35 Million if a region falls in the
programs Frontier and Remote Area categories.

In addition to grant funding, entities may also
apply for loan/grant combinations and 100%
loans. These programs have $250 Million and
$200 Million available for awards, respectively.

The current round of applications is closing in
late February 2022 but is expected to return the
next fiscal year. Funding in this program is
limited to rural areas which meet specific
population requirements.

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EMERGENCY MANAGEMENT

PERFORMANCE GRANT PROGRAM
The purpose of the Emergency Management
Performance Grant Program is to assist local
governments with preparations for emergency
preparedness and hazard management. The
program is authorized by the Robert T. Stafford
Disaster Relief and Emergency Assistance Act
and Section 662 of the Post Katrina Emergency
Management Reform Act of 2006 and
authorizes FEMA to provide grant funding to
establish emergency preparedness systems
around the United States. This funding is
awarded to states by the federal government
and has been implemented in the Bay Area,
specifically in outfitting the San Francisco
Emergency Operations Center and also building
the new Cal OES State Operations Center. The
current program has also been supplemented
by the American Rescue Plan Act. The EPMG
requires funding matches and may be ideal for
improvements geared toward emergency
preparedness on Alameda, such as creating or
outfitting an EOC. Funding under this program
is released yearly via Notices of Funding
Opportunity on the Cal OES website. The most
recent application window for fiscal year 2021
closed on December 31
st, 2021, but is expected
to be released again for fiscal year 2022.

State Funding Opportunities
The State Highway Account is essentially a bank
account that funds a variety of California
programs for transportation and traveler
mobility purposes. The SHA receives its fund
from the State Base Excise Tax and the Federal
Highway Trust Fund. The programs that are
relevant to the City of Alameda are described
below.

STATE/REGIONAL/INTERREGIONAL

TRANSPORTATION IMPROVEMENT

PROGRAM (STIP/RTIP/ITIP)
The State Transportation Improvement Program
(STIP) is a multi-year capital improvement
program resource management document to
assist the State and local entities to plan and
implement transportation improvements, and
to utilize resources in a cost-effective manner.

All STIP projects must be capital projects
(including project development costs) needed
to improve transportation. These projects
generally may include, but are not limited to,
improving State highways, local roads, public
transit (including buses), intercity rail,
pedestrian and bicycle facilities, grade
separations, transportation system
management, transportation demand
management, sound walls, intermodal facilities,
safety, and environmental enhancement and
mitigation projects. STIP funding is split 25
percent to Interregional Transportation
Improvement Program (ITIP) projects
nominated by Caltrans, and 75 percent to
Regional Transportation Improvement Program
(RTIP) projects decided by regional agencies.

Projects are presented as part of a complete
ITIP or RTIP to the CTC for approval and
inclusion in the STIP. The CTC, upon review of
the ITIP or RTIP, can accept or reject the
program in its entirety.

This is a multiyear Capital Improvement
Program. The cycle begins in July of odd
numbered years with the release of the funding
estimate. The STIP/RTIP/ITIP is submitted on
December 15
th of every odd numbered year.

Local agencies must work with their
Metropolitan Planning Organization (MPO) to
get their projects included in the RTIP for
nomination. In this case, the City of Alameda
would work with MTC to include City projects
within the regional plan.

HIGHWAY SAFETY IMPROVEMENT

PROGRAM (HSIP)
HSIP funds are administered by Caltrans.

Caltrans initiated safety projects are eligible for
HSIP funding if they are participating with a
local agency. These projects typically included
updated traffic signals or other projects that
lend themselves to cost sharing between
FUNDING OPPORTUNITIES 7

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agencies and aim to improve safety via
infrastructure. HSIP Grant funding is
administered in cycles by Caltrans, with
applications typically due in Fall of each year.

Local Funding Opportunities

AMERICAN RESCUE PLAN ACT OF 2021
(ARPA)
As a result of the Covid-19 Pandemic, Congress
passed the American Rescue Plan Action of
2021 which allocated about $10 billion for
states to cover the cost of capital projects like
broadband infrastructure along with a
multitude of social relief programs. Funds
allocated by this program must be obligated by
the States by the end of 2024 and spent by the
end of 2026. The City of Alameda was awarded
$28.68 million in July 2021 and City Council has
already began allocating these monies towards
initiatives and projects within the City, including
potentially considering a $6 million allocation to
Smart City efforts.

MTC-SPONSORED PROGRAMS AND
GRANTS
MTC has implemented several funding
programs in the past years with funding
opportunities for ITS and Technology projects in
the San Francisco Bay Area. The programs
include Program for Arterial System
Synchronization (PASS), NextGen Arterials, One
Bay Area Grant (OBAG), Active Transportation
Program, and Innovative Deployments to
Enhance Arterials (IDEA). MTC sponsors the
PASS program which aims to make the Bay
Area’s major City streets and County roads both
safer and efficient. The funding provides for
engineering assistance for signal timing, TSP
integration and adjustment, responsive timing
adjustments, incident planning and timing, as
well as hardware procurement. The success of
this program spawned a new program called
NextGen Arterials, which assists Cities with
implementation of new traffic technologies like
adaptive timing, real-time traffic monitoring,
queue-jump lanes, and Bluetooth systems.

MTC also sponsored the OBAG program which
had two funding cycles and aimed to improve
priority development areas, especially those
with planned future housing. The funding was
to be used for street maintenance and
enhancement, bicycle and pedestrian
improvements, transportation planning, and
safe routes to school. MTC also provided $13
million in funding for the IDEA program,
challenging Cities to improve the C/AV
readiness of major arterials while improving
operations for vehicles and transit. While
applications for these programs are not
currently open, it is probable that these or new
iterations of these types of funding programs
may return in the coming years.

ALAMEDA COUNTY TRANSPORTATION

COMMISSION PROGRAMS AND GRANTS
Alameda County manages a streamlined
program called the Comprehensive Investment
Plan (CIP) which consolidates available funding
under ACTC’s management. The program
prioritizes, evaluates, and recommends funding
to critical transportation infrastructure and
operations needs that build and maintain the
County’s transportation network. The program
is updated annually, and proposals and new
projects are considered on two-year cycles. The
most recent call for projects for the 2022
Comprehensive Investment Plan (CIP) included
a request for projects in specific categories
(bicycle and/or pedestrian, transit, shuttle
operations, and plans or studies) and was for
projects that are ready for implementation in
the next several fiscal years (2021/22 through
2025/26). It is expected that another call will
be available for the 2024 CIP sometime in 2022.

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PUBLIC-PRIVATE PARTNERSHIPS (P3)
P3s can provide alternative funding sources for
transportation projects when a public agency
enters into a partnership/agreement with a
third-party private company. Essentially, the
public agency brings in a private-sector firm
who provides development, operation, and
financing mechanisms for the transportation
project. P3s have become more popular as
public resources become more limited and the
demand for improved transportation systems
continues to increase. There are benefits and
limitations to engaging in a public/private
partnership, so it is important to weigh those
factors prior to P3 implementation.

Another consideration for potential P3s is
partnerships with local businesses and business
organizations like HOAs, business park
associations, and business districts. These
partnerships can provide targeted efforts to
address the locality’s specific need, such as last-
mile network connections for example,
potentially harnessing the City’s infrastructure
to do so.

SMART CITY IMPACT FEE DEVELOPMENT
As allowed by the Mitigation Fee Act of the
California Government Code (Sections 66000 et
seq.), impact fees are utilized by the City to
support future development in the City by
charging new developments fees such that
private developments pay their fair share of the
impacts their developments have to public
facilities and infrastructure. These funds are
then used to expand the facilities and
infrastructure that supports the developments.

The City completed its most recent
Development Impact Fee Update and Nexus
Study in 2014, with an update in 2017, and the
study is intended to support future
development in the City through 2040. In order
to fund local projects, the City may consider the
development of a new impact fee or expansion
of the existing development impact fee that
accounts for the build out of planned Smart City
projects.

Private Funding Opportunities

PHILANTHROPIC OPPORUTNITIES
Additional opportunities for non-governmental
funding may exist in the form of private
foundations or nonprofit organizations who
develop funding pools which may be allocated
to proposed projects with a specific goal, such
as expansion of Smart City elements like
broadband for all. A notable example of this
approach is the Smart Cities Challenge which
was facilitated by IBM International Foundation
and was initially seeded with $50 Million to
assist cities with inventorying their current
smart assets and develop plans to move to
smarter operations using IBM’s technical
support. This international effort aided over
one hundred municipalities around the world in
completing this task and has been regarded as a
resounding success. Opportunities like these
may existing for the City of Alameda via local
partnerships with technology companies like
Google, Microsoft, or Apple, or potentially
companies that move into Alameda.

{End of document.}

APPENDIX A

Alameda Smart City Master Plan Iteris, Inc. | 89

APPENDIX A: SIGNAL EQUIPMENT EXISTING CONDITIONS
TABLE

NO. INTERSECTION CABINET TYPE CONTROLLER DETECTION BBS
TSP

PREEMPT
TYPE
COMM
TYPE
1 Harbor Bay Pkwy & Ron Cowan
Pkwy NEMA P
2 Harbor Bay Pkwy & Maitland Dr NEMA P VDS
3 Doolittle Dr & Harbor Bay Pkwy 332 Loops Yes
4 Packet Landing Rd & Robert
Davey Jr Dr NEMA P VDS Yes
5 Robert Davey Jr Dr & Island Dr NEMA P Yes
6 Doolittle Dr & Island Dr 332 ASC/3 Loops Yes
7 Fernside Blvd & Otis Dr 332 ASC/3 Loops Yes
8 Encinal Ave & Fernside Blvd NEMA P ASC/3 VDS/Loops
9 Fernside Blvd & High St NEMA P ASC/3 VDS/Loops Yes Infrared 10 High St & Santa Clara Ave NEMA P ASC/3S Loops
11 Central Ave & High St NEMA P ASC/3 Loops
12 Encinal Ave & High St NEMA P ASC/2S Loops
13 High St & Otis Dr NEMA P ASC/3 Loops Yes
14 Broadway & Otis Dr NEMA P ASC/3 VDS Yes
15 Broadway & Encinal Ave Type G ASC/3
16 Broadway & Central Ave Type G
17 Broadway & Santa Clara Ave Type G
18 Broadway & Buena Vista Ave NEMA P Cobalt VDS/Loops
19 Broadway & Tilden Way NEMA P Cobalt VDS/Loops
20 Fernside Blvd- Blanding Ave &
Tilden Way-Fruitvale Ave NEMA P ASC/3 Loops

21 Blanding Ave & Park St NEMA P VDS Yes Infrared Wireless 22 Clement Ave & Park St NEMA P VDS Yes Wireless
23 Buena Vista Ave & Park St NEMA P Cobalt VDS Wireless 24 Lincoln Ave & Park St & Tilden
Way NEMA P Cobalt VDS Wireless
25 Park St & Santa Clara Ave NEMA P VDS Wireless
26 Central Ave & Park St NEMA P VDS Wireless
27 Alameda Ave & Park St NEMA P Loops Yes Wireless
28 Buena Vista Ave & Tilden Way Type G ASC/2S
29 Encinal Ave & Park St 332 Yes Wireless
30 Park St & San Jose Ave Type G
31 Otis Dr & Park St NEMA P VDS Yes
32 Otis Dr & Southshore Center
West NEMA P ASC/3 Loops Yes Infrared
33 Otis Dr & Willow St NEMA P ASC/3 Loops Yes
34 Buena Vista Ave & Oak St Type G ASC/2S Loops
35 Lincoln Ave & Oak St Type G ASC/2S
36 Oak St & Santa Clara Ave Type G ASC/2S
37 Central Ave & Oak St Type G ASC/2S
38 Encinal Ave & Oak St Type G ASC/2S
39 Encinal Ave & Walnut St 332 ASC/3 Loops
40 Lincoln Ave & Willow St Type G ASC/2S
41 Chestnut St & Lincoln Ave Type G ASC/2S
42 Encinal Ave & Willow St 332 ASC/3 Yes
43 Chestnut St & Encinal Ave Type G ASC/2S
44 Grand St & Otis Dr Type G ASC/2S
3 A APPENDIX

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NO. INTERSECTION CABINET TYPE CONTROLLER DETECTION BBS
TSP

PREEMPT
TYPE
COMM
TYPE
45 Encinal Ave & Grand St Type G ASC/2S
46 Central Ave & Grand St Type G ASC/3 Loops
47 Grand St & Santa Clara Ave Type G ASC/3 Loops
48 Grand St & Lincoln. Ave Type G ASC/2S
49 Buena Vista Ave & Grand St Type G ASC/2S
50 Buena Vista Ave & Sherman St NEMA P ASC/2 Loops
51 Lincoln Ave & Sherman St Type G ASC/2
52 Central Ave & Sherman St 332 Yes
53 Otis Dr & Westline Dr NEMA P Cobalt Loops Yes
54 8th St & Central Ave 332 Yes
55 8th St & Santa Clara Ave NEMA P Yes
56 8th St & Constitution Way &
Lincoln Ave NEMA P Loops Yes Wireless
57 Buena Vista Ave & Constitution
Way NEMA P
Loops Yes Wireless
58 Atlantic Ave & Constitution Way NEMA P Loops Yes Wireless 59 Constitution Way & Marina
Village Pkwy NEMA P ASC/3 Loops Yes

60 Challenger Dr & Marina Village
Pkwy NEMA P Loops
61 Challenger Dr & Atlantic Ave NEMA P ASC/2 Loops
62 Mariner Square Dr & Constitution
Way NEMA P
VDS Yes
63 Atlantic Ave-Ralph Appezzato
Memorial Pkwy & Webster St NEMA P
VDS GPS Wireless
65 Webster St & Willie Stargell Ave 332 Loops Yes GPS Wireless 66 Buena Vista Ave & Webster St 332 ASC/3 VDS GPS Wireless 67 Lincoln Ave & Webster St 332 VDS Yes GPS Wireless
68 Santa Clara Ave & Webster St 332 ASC/3 VDS Yes GPS Wireless 69 Central Ave & Webster St Type G VDS Yes Infrared Wireless 70 Pacific Ave & Webster St NEMA P VDS Yes GPS Wireless 71 4th St-Ballena Blvd & Central Ave NEMA P VDS
72 Marshall Way & 5th St & Lincoln
Ave NEMA P Loops
73 Campus Dr & Ralph Appezzato
Memorial Pkwy NEMA P
Loops
74 5th St & Ralph Appezzato
Memorial Pkwy NEMA P Loops
75 Coral Sea St & Poggi St & Ralph
Appezzato Memorial Pkwy NEMA P
VDS
76 3rd St & Mosley Ave & Ralph
Appezzato Memorial Pkwy NEMA P Loops
77 Main St & R. Appezzato Mem
Pkwy & W Atlantic Ave NEMA P
VDS
78 Central Ave-Main St & Pacific
Ave-W Pacific Ave NEMA P Loops
79 3rd St & Pacific Ave Type G
80 Hancock St & W Midway Ave NEMA P VDS
81 Main St & Singleton Ave NEMA P VDS/Loops
82 Main St & Ferry Terminal NEMA P
83 Mariner Square Loop & Willie
Stargell Ave NEMA P
VDS Yes
84 5th St & Willie Stargell Ave NEMA P VDS Yes GPS
85 5th St & Singleton Ave NEMA P VDS Yes

APPENDIX A

Alameda Smart City Master Plan Iteris, Inc. | 91

NO. INTERSECTION CABINET TYPE CONTROLLER DETECTION BBS
TSP

PREEMPT
TYPE
COMM
TYPE
86 5th St & Mitchell Ave NEMA P ASC/3 VDS Yes GPS
87 Mariner Square Loop & Mitchell
Ave NEMA P VDS Yes GPS
88 Harbor Bay Pkwy & N. Loop Rd/S.

Loop Rd NEMA P Cobalt VDS Yes
89 Harbor Bay Pkwy & Penumbra/S.

Loop Rd NEMA P Cobalt VDS Yes

3 A APPENDIX

92 | Iteris, Inc. Alameda Smart City Master Plan

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APPENDIX B

Alameda Smart City Master Plan Iteris, Inc. | 93

APPENDIX B: Project Cost Details
TotalCost
Communications Projects (Recommendations #1 & 8) No. Signals No. Facilities Project C1: Central City & EOC Communications Project 17 4 $5,758,521 Project C2: City Hall West Interconnection Project 15 3 $5,647,418 Project C3: Encinal Avenue & Central Avenue Interconnect Project 12 2 $3,887,144 Project C4: East End Island Access Communications Project 15 0 $3,827,409 Project C5: North Island Communications Project 13 0 $3,164,972 Project C6: South Shore Communications Project 8 1 $3,153,960 Project C7: Bay Farm Communications Project 8 1 $6,330,555 Public Wi-Fi Projects (Recommendation #2) No. Locations No. Zones Project W1: Central Public Wi-Fi 8 2 $2,210,544
Project W2: West End Public Wi-Fi 9 2 $1,159,452
Project W3: East End Public Wi-Fi 5 1 $812,700
Project W4: Bay Farm Public Wi-Fi 5 0 $429,828
Citywide EVP/TSP (Recommendations #3 &4)
Project T1: Citywide EVP/TSP Deployment $3,222,420
$1,424,160
$4,485,055
Citywide CCTV (Recommendation #10)
Project T4: Citywide CCTV Deployment $872,040
$100,000
$100,000
Master Plan Total $46,586,177
TotalCost
$47,495
$47,515
$32,020
$32,355
$33,670
$24,545
$45,165
$19,250
$20,975
$11,350
$8,625
$46,500
$90,000
$74,800
$17,500
$0
$0
Estimated Annual O&M Costs $551,765
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Smart City Master Plan Summary
Project Name
No. Locations
72 Staff Projects (Recommendations #5 & 6)
Project S2: Develop Dig Once & Installation Standard Policies Project S1: Partner with ISPs
Centralized Transportation Management (Recommendatio n #7) Transportation Analytics (Reccomendation #9)
Project T2: Centralized Transportation Mangement
P
roject T3: Implement Transportation Analytics
No. Locations
13 Project T2: Centralized Transportation Mangement
Transportation Analytics (Reccomendation #9)
Project T3: Implement Transportation Analytics
Annual Operations & Maintenance Costs
Project Name
Centralized Transportation Management (Recommendatio n #7) Project W3: East End Public Wi-Fi
P
roject W2: West End Public Wi-Fi
Project W1: Central Public Wi-Fi
Public Wi-Fi Projects (Recommendation #2)
Staff Projects (Recommendations #5 & 6)
Project S1: Partner with ISPs
P
roject S2: Develop Dig Once & Installation Standard Policies Communications Projects (Recommendations #1 & 8)
Project C7: Bay Farm Communications Project
P
roject C6: South Shore Communications Project
Project C5: North Island Communications Project
Project C4: East End Island Access Communications Project Project C3: Encinal Avenue & Central Avenue Interconnect Project Project C2: City Hall West Interconnection Project
Project C1: Central City & EOC Communications Project
Project T4: Citywide CCTV Deployment
Citywide CCTV (Recommendation #10)
Project T1: Citywide EVP/TSP Deployment
Citywide EVP/TSP (Recommendations #3 &4)
Project W4: Bay Farm Public Wi-Fi

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $159,500.00 $159,500 Fiber optic cable1 33170 LF $15.00 $497,550
3 inch conduit2 27320 LF $65.00 $1,775,800
Fiber optic pull box (N48)3 21 EA $5,500.00 $115,500
Pull box (No. 6E)3 111 EA $3,500.00 $388,500
Splice closure 21 EA $2,000.00 $42,000
Splicing (at signals)4 17 EA $500.00 $8,500
Splicing (at Key Facilities)4 4 EA $3,500.00 $14,000
Testing 1 LS $51,000.00 $51,000
Cabinet 12-port Fiber Termination Panel 21 EA $750.00 $15,750 Ethernet Switch 21 EA $5,000.00 $105,000
Wireless Communication Assembly 0 EA $30,000.00 $0
Central/Hub supporting equipment & hardware 1 LS $150,000.00 $150,000 Tracer Wire 33170 LF $0.50 $16,585
Mule Tape 33170 LF $0.25 $8,293
Subtotal (Construction): $3,347,978
Design (15%) $502,197
Construction Mangement (15%) $502,197
Environmental Clearance (5%) $167,399
Staff Time (2%) $66,960
Subtotal (Design, CM, Environmental, Staff Time) $1,238,752 Contingency (35%): $1,171,792
Project Total: $5,758,521
Item Quantity Unit Unit Price Total
Fiber optic cable1 33170 LF $0.50 $16,585
3 inch conduit2 27320 LF $0.50 $13,660
Cabinet 12-port Fiber Termination Panel 21 EA $250.00 $5,250 Ethernet Switch 21 EA $500.00 $10,500
Wireless Communication Assembly 0 EA $1,000.00 $0
Central/Hub supporting equipment & hardware 1 LS $1,500.00 $1,500 Estimated Annual O&M Costs $47,495
Notes:
1 Includes all cable (trunk and drop) and accounts for vertical and slack cabling 2 Assumes trenching of new conduits.
3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project C1: Central City & EOC Communications Project
Project C1 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $156,400.00 $156,400 Fiber optic cable1 36710 LF $15.00 $550,650
3 inch conduit2 27320 LF $65.00 $1,775,800
Fiber optic pull box (N48)3 18 EA $5,500.00 $99,000
Pull box (No. 6E)3 123 EA $3,500.00 $430,500
Splice closure 18 EA $2,000.00 $36,000
Splicing (at signals)4 15 EA $500.00 $7,500
Splicing (at Key Facilities)4 3 EA $3,500.00 $10,500
Testing 1 LS $53,000.00 $53,000
Cabinet 12-port Fiber Termination Panel 18 EA $750.00 $13,500 Ethernet Switch 18 EA $3,500.00 $63,000
Wireless Communication Assembly 2 EA $30,000.00 $60,000 Central/Hub supporting equipment & hardware 0 LS $150,000.00 $0 Tracer Wire 36710 LF $0.50 $18,355
Mule Tape 36710 LF $0.25 $9,178
Subtotal (Construction): $3,283,383
Design (15%) $492,507
Construction Mangement (15%) $492,507
Environmental Clearance (5%) $164,169
Staff Time (2%) $65,668
Subtotal (Design, CM, Environmental, Staff Time) $1,214,852 Contingency (35%): $1,149,184
Project Total: $5,647,418
Item Quantity Unit Unit Price Total
Fiber optic cable1 36710 LF $0.50 $18,355
3 inch conduit2 27320 LF $0.50 $13,660
Cabinet 12-port Fiber Termination Panel 18 EA $250.00 $4,500 Ethernet Switch 18 EA $500.00 $9,000
Wireless Communication Assembly 2 EA $1,000.00 $2,000
Central/Hub supporting equipment & hardware 0 LS $1,500.00 $0 Estimated Annual O&M Costs $47,515
Notes:
1 Includes all cable (trunk and drop) and accounts for vertical and slack cabling 2 Assumes trenching of new conduits.
3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project C2: City Hall West Interconnection Project
Project C2 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $107,700.00 $107,700 Fiber optic cable1 22890 LF $15.00 $343,350
3 inch conduit2 20150 LF $65.00 $1,309,750
Fiber optic pull box (N48)3 14 EA $5,500.00 $77,000
Pull box (No. 6E)3 77 EA $3,500.00 $269,500
Splice closure 14 EA $2,000.00 $28,000
Splicing (at signals)4 12 EA $500.00 $6,000
Splicing (at Key Facilities)4 2 EA $3,500.00 $7,000
Testing 1 LS $35,000.00 $35,000
Cabinet 12-port Fiber Termination Panel 14 EA $750.00 $10,500 Ethernet Switch 14 EA $3,500.00 $49,000
Wireless Communication Assembly 0 EA $30,000.00 $0
Central/Hub supporting equipment & hardware 0 LS $150,000.00 $0 Tracer Wire 22890 LF $0.50 $11,445
Mule Tape 22890 LF $0.25 $5,723
Subtotal (Construction): $2,259,968
Design (15%) $338,995
Construction Mangement (15%) $338,995
Environmental Clearance (5%) $112,998
Staff Time (2%) $45,199
Subtotal (Design, CM, Environmental, Staff Time) $836,188 Contingency (35%): $790,989
Project Total: $3,887,144
Item Quantity Unit Unit Price Total
Fiber optic cable1 22890 LF $0.50 $11,445
3 inch conduit2 20150 LF $0.50 $10,075
Cabinet 12-port Fiber Termination Panel 14 EA $250.00 $3,500 Ethernet Switch 14 EA $500.00 $7,000
Wireless Communication Assembly 0 EA $1,000.00 $0
Central/Hub supporting equipment & hardware 0 LS $1,500.00 $0 Estimated Annual O&M Costs $32,020
Notes:
1 Includes all cable (trunk and drop) and accounts for vertical and slack cabling 2 Assumes trenching of new conduits.
3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project C3: Encinal Avenue & Central Avenue Interconnect Project Project C3 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $106,000.00 $106,000 Fiber optic cable1 22450 LF $15.00 $336,750
3 inch conduit2 19760 LF $65.00 $1,284,400
Fiber optic pull box (N48)3 15 EA $5,500.00 $82,500
Pull box (No. 6E)3 75 EA $3,500.00 $262,500
Splice closure 15 EA $2,000.00 $30,000
Splicing (at signals)4 15 EA $500.00 $7,500
Splicing (at Key Facilities)4 0 EA $3,500.00 $0
Testing 1 LS $35,000.00 $35,000
Cabinet 12-port Fiber Termination Panel 15 EA $750.00 $11,250 Ethernet Switch 15 EA $3,500.00 $52,500
Wireless Communication Assembly 0 EA $30,000.00 $0
Central/Hub supporting equipment & hardware 0 LS $150,000.00 $0 Tracer Wire 22450 LF $0.50 $11,225
Mule Tape 22450 LF $0.25 $5,613
Subtotal (Construction): $2,225,238
Design (15%) $333,786
Construction Mangement (15%) $333,786
Environmental Clearance (5%) $111,262
Staff Time (2%) $44,505
Subtotal (Design, CM, Environmental, Staff Time) $823,338 Contingency (35%): $778,833
Project Total: $3,827,409
Item Quantity Unit Unit Price Total
Fiber optic cable1 22450 LF $0.50 $11,225
3 inch conduit2 19760 LF $0.50 $9,880
Cabinet 12-port Fiber Termination Panel 15 EA $250.00 $3,750 Ethernet Switch 15 EA $500.00 $7,500
Wireless Communication Assembly 0 EA $1,000.00 $0
Central/Hub supporting equipment & hardware 0 LS $1,500.00 $0 Estimated Annual O&M Costs $32,355
Notes:
1 Includes all cable (trunk and drop) and accounts for vertical and slack cabling 2 Assumes trenching of new conduits.
3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project C4: East End Communications Project
Project C4 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $87,700.00 $87,700 Fiber optic cable1 25400 LF $15.00 $381,000
3 inch conduit2 10440 LF $65.00 $678,600
Fiber optic pull box (N48)3 13 EA $5,500.00 $71,500
Pull box (No. 6E)3 85 EA $3,500.00 $297,500
Splice closure 13 EA $2,000.00 $26,000
Splicing (at signals)4 13 EA $500.00 $6,500
Splicing (at Key Facilities)4 0 EA $3,500.00 $0
Testing 1 LS $37,000.00 $37,000
Cabinet 12-port Fiber Termination Panel 13 EA $750.00 $9,750 Ethernet Switch 13 EA $3,500.00 $45,500
Wireless Communication Assembly 6 EA $30,000.00 $180,000 Central/Hub supporting equipment & hardware 0 LS $150,000.00 $0 Tracer Wire 25400 LF $0.50 $12,700
Mule Tape 25400 LF $0.25 $6,350
Subtotal (Construction): $1,840,100
Design (15%) $276,015
Construction Mangement (15%) $276,015
Environmental Clearance (5%) $92,005
Staff Time (2%) $36,802
Subtotal (Design, CM, Environmental, Staff Time) $680,837 Contingency (35%): $644,035
Project Total: $3,164,972
Item Quantity Unit Unit Price Total
Fiber optic cable1 25400 LF $0.50 $12,700
3 inch conduit2 10440 LF $0.50 $5,220
Cabinet 12-port Fiber Termination Panel 13 EA $250.00 $3,250 Ethernet Switch 13 EA $500.00 $6,500
Wireless Communication Assembly 6 EA $1,000.00 $6,000
Central/Hub supporting equipment & hardware 0 LS $1,500.00 $0 Estimated Annual O&M Costs $33,670
Notes:
1 Includes all cable (trunk and drop) and accounts for vertical and slack cabling 2 Assumes trenching of new conduits.
3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project C5: North Island Communications Project
Project C5 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $87,400.00 $87,400 Fiber optic cable1 18930 LF $15.00 $283,950
3 inch conduit2 16660 LF $65.00 $1,082,900
Fiber optic pull box (N48)3 9 EA $5,500.00 $49,500
Pull box (No. 6E)3 64 EA $3,500.00 $224,000
Splice closure 9 EA $2,000.00 $18,000
Splicing (at signals)4 8 EA $500.00 $4,000
Splicing (at Key Facilities)4 1 EA $3,500.00 $3,500
Testing 1 LS $28,000.00 $28,000
Cabinet 12-port Fiber Termination Panel 9 EA $750.00 $6,750 Ethernet Switch 9 EA $3,500.00 $31,500
Wireless Communication Assembly 0 EA $30,000.00 $0
Central/Hub supporting equipment & hardware 0 LS $150,000.00 $0 Tracer Wire 18930 LF $0.50 $9,465
Mule Tape 18930 LF $0.25 $4,733
Subtotal (Construction): $1,833,698
Design (15%) $275,055
Construction Mangement (15%) $275,055
Environmental Clearance (5%) $91,685
Staff Time (2%) $36,674
Subtotal (Design, CM, Environmental, Staff Time) $678,468 Contingency (35%): $641,794
Project Total: $3,153,960
Item Quantity Unit Unit Price Total
Fiber optic cable1 18930 LF $0.50 $9,465
3 inch conduit2 16660 LF $0.50 $8,330
Cabinet 12-port Fiber Termination Panel 9 EA $250.00 $2,250 Ethernet Switch 9 EA $500.00 $4,500
Wireless Communication Assembly 0 EA $1,000.00 $0
Central/Hub supporting equipment & hardware 0 LS $1,500.00 $0 Estimated Annual O&M Costs $24,545
Notes:
1 Includes all cable (trunk and drop) and accounts for vertical and slack cabling 2 Assumes trenching of new conduits.
3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project C6: South Shore Communications Project
Project C6 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $175,300.00 $175,300 Fiber optic cable1 38740 LF $15.00 $581,100
3 inch conduit2 34090 LF $65.00 $2,215,850
Fiber optic pull box (N48)3 9 EA $5,500.00 $49,500
Pull box (No. 6E)3 130 EA $3,500.00 $455,000
Splice closure 9 EA $2,000.00 $18,000
Splicing (at signals)4 8 EA $500.00 $4,000
Splicing (at Key Facilities)4 1 EA $3,500.00 $3,500
Testing 1 LS $51,000.00 $51,000
Cabinet 12-port Fiber Termination Panel 9 EA $750.00 $6,750 Ethernet Switch 9 EA $3,500.00 $31,500
Wireless Communication Assembly 2 EA $30,000.00 $60,000 Central/Hub supporting equipment & hardware 0 LS $150,000.00 $0 Tracer Wire 38740 LF $0.50 $19,370
Mule Tape 38740 LF $0.25 $9,685
Subtotal (Construction): $3,680,555
Design (15%) $552,083
Construction Mangement (15%) $552,083
Environmental Clearance (5%) $184,028
Staff Time (2%) $73,611
Subtotal (Design, CM, Environmental, Staff Time) $1,361,805 Contingency (35%): $1,288,194
Project Total: $6,330,555
Item Quantity Unit Unit Price Total
Fiber optic cable1 38740 LF $0.50 $19,370
3 inch conduit2 34090 LF $0.50 $17,045
Cabinet 12-port Fiber Termination Panel 9 EA $250.00 $2,250 Ethernet Switch 9 EA $500.00 $4,500
Wireless Communication Assembly 2 EA $1,000.00 $2,000
Central/Hub supporting equipment & hardware 0 LS $1,500.00 $0 Estimated Annual O&M Costs $45,165
Notes:
1 Includes all cable (trunk and drop) and accounts for vertical and slack cabling 2 Assumes trenching of new conduits.
3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project C7: Bay Farm Communications Project
Project C7 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $61,200.00 $61,200 Fiber optic cable1 2500 LF $20.00 $50,000
3 inch conduit2 2000 LF $65.00 $130,000
Fiber optic pull box (N48)3 10 EA $5,500.00 $55,000
Splice closure 10 EA $2,000.00 $20,000
Splicing (at trunk connection)4 10 EA $500.00 $5,000
Pole-Mounted Wi-Fi Cabinet 8 EA $1,000.00 $8,000
Testing 1 LS $6,000.00 $6,000
Ethernet Switch 10 EA $5,000.00 $50,000
Wi-Fi Hotspot Assembly (Access Point + Cabling)6 8 EA $15,000.00 $120,000 Wi-Fi Zone Equipment 5,6 2 LS $390,000.00 $780,000
Subtotal (Construction): $1,285,200
Design (15%) $192,780
Construction Mangement (15%) $192,780
Environmental Clearance (5%) $64,260
Staff Time (2%) $25,704
Subtotal (Design, CM, Environmental, Staff Time) $475,524 Contingency (35%): $449,820
Project Total: $2,210,544
Item Quantity Unit Unit Price Total
Fiber optic cable1 2500 LF $0.50 $1,250
3 inch conduit2 2000 LF $0.50 $1,000
Ethernet Switch 10 EA $500.00 $5,000
Wireless Communication Assembly 8 EA $1,000.00 $8,000
Wi-Fi Zone Equipment 2 LS $2,000.00 $4,000
Estimated Annual O&M Costs $19,250
Notes:
1 Last mile connection to the communications network (assumed 200 LF), includes slack and vertical cabling. 2 Assumes trenching of new conduits from Wi-Fi cabinet to splice point (assumed 200 LF). 3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
5 Inclusive of all equipment to provide Wi-Fi in entire district (Mesh network equipment, cabinets, cabling, etc.) 6 Assumes that AP's can be mounted on existing City-owned assets (street lights, building, power poles, etc.) City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project W1: Central Public Wi-Fi Project
Project W1 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $32,100.00 $32,100 Fiber optic cable1 2750 LF $20.00 $55,000
3 inch conduit2 2200 LF $65.00 $143,000
Fiber optic pull box (N48)3 11 EA $5,500.00 $60,500
Splice closure 11 EA $2,000.00 $22,000
Splicing (at trunk connection)4 11 EA $500.00 $5,500
Pole-Mounted Wi-Fi Cabinet 9 EA $1,000.00 $9,000
Testing 1 LS $7,000.00 $7,000
Ethernet Switch 11 EA $5,000.00 $55,000
Wi-Fi Hotspot Assembly (Access Point + Cabling)6 9 EA $15,000.00 $135,000 Wi-Fi Zone Equipment 5,6 2 LS $75,000.00 $150,000
Subtotal (Construction): $674,100
Design (15%) $101,115
Construction Mangement (15%) $101,115
Environmental Clearance (5%) $33,705
Staff Time (2%) $13,482
Subtotal (Design, CM, Environmental, Staff Time) $249,417 Contingency (35%): $235,935
Project Total: $1,159,452
Item Quantity Unit Unit Price Total
Fiber optic cable1 2750 LF $0.50 $1,375
3 inch conduit2 2200 LF $0.50 $1,100
Ethernet Switch 11 EA $500.00 $5,500
Wireless Communication Assembly 9 EA $1,000.00 $9,000
Wi-Fi Zone Equipment 2 LS $2,000.00 $4,000
Estimated Annual O&M Costs $20,975
Notes:
1 Last mile connection to the communications network (assumed 200 LF), includes slack and vertical cabling. 2 Assumes trenching of new conduits from Wi-Fi cabinet to splice point (assumed 200 LF). 3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
5 Inclusive of all equipment to provide Wi-Fi in entire district (Mesh network equipment, cabinets, cabling, etc.) 6 Assumes that AP's can be mounted on existing City-owned assets (street lights, building, power poles, etc.) City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project W2: West End Public Wi-Fi Project
Project W2 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $22,500.00 $22,500 Fiber optic cable1 1500 LF $20.00 $30,000
3 inch conduit2 1200 LF $65.00 $78,000
Fiber optic pull box (N48)3 6 EA $5,500.00 $33,000
Splice closure 6 EA $2,000.00 $12,000
Splicing (at trunk connection)4 6 EA $500.00 $3,000
Pole-Mounted Wi-Fi Cabinet 5 EA $1,000.00 $5,000
Testing 1 LS $4,000.00 $4,000
Ethernet Switch 6 EA $5,000.00 $30,000
Wi-Fi Hotspot Assembly (Access Point + Cabling)6 5 EA $15,000.00 $75,000 Wi-Fi Zone Equipment 5,6 1 LS $180,000.00 $180,000
Subtotal (Construction): $472,500
Design (15%) $70,875
Construction Mangement (15%) $70,875
Environmental Clearance (5%) $23,625
Staff Time (2%) $9,450
Subtotal (Design, CM, Environmental, Staff Time) $174,825 Contingency (35%): $165,375
Project Total: $812,700
Item Quantity Unit Unit Price Total
Fiber optic cable1 1500 LF $0.50 $750
3 inch conduit2 1200 LF $0.50 $600
Ethernet Switch 6 EA $500.00 $3,000
Wireless Communication Assembly 5 EA $1,000.00 $5,000
Wi-Fi Zone Equipment 1 LS $2,000.00 $2,000
Estimated Annual O&M Costs $11,350
Notes:
1 Last mile connection to the communications network (assumed 200 LF), includes slack and vertical cabling. 2 Assumes trenching of new conduits from Wi-Fi cabinet to splice point (assumed 200 LF). 3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
5 Inclusive of all equipment to provide Wi-Fi in entire district (Mesh network equipment, cabinets, cabling, etc.) 6 Assumes that AP's can be mounted on existing City-owned assets (street lights, building, power poles, etc.) City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project W3: East End Public Wi-Fi Project
Project W3 Operations & Maintenance

Item Quantity Unit Unit Price Total
Traffic Control and Mobilization (~5%) + Misc. Work 1 LS $11,900.00 $11,900 Fiber optic cable1 1250 LF $20.00 $25,000
3 inch conduit2 1000 LF $65.00 $65,000
Fiber optic pull box (N48)3 5 EA $5,500.00 $27,500
Splice closure 5 EA $2,000.00 $10,000
Splicing (at trunk connection)4 5 EA $500.00 $2,500
Pole-Mounted Wi-Fi Cabinet 5 EA $1,000.00 $5,000
Testing 1 LS $3,000.00 $3,000
Ethernet Switch 5 EA $5,000.00 $25,000
Wi-Fi Hotspot Assembly (Access Point + Cabling)6 5 EA $15,000.00 $75,000 Wi-Fi Zone Equipment 5,6 0 LS $0.00 $0
Subtotal (Construction): $249,900
Design (15%) $37,485
Construction Mangement (15%) $37,485
Environmental Clearance (5%) $12,495
Staff Time (2%) $4,998
Subtotal (Design, CM, Environmental, Staff Time) $92,463 Contingency (35%): $87,465
Project Total: $429,828
Item Quantity Unit Unit Price Total
Fiber optic cable1 1250 LF $0.50 $625
3 inch conduit2 1000 LF $0.50 $500
Ethernet Switch 5 EA $500.00 $2,500
Wireless Communication Assembly 5 EA $1,000.00 $5,000
Wi-Fi Zone Equipment 0 LS $2,000.00 $0
Estimated Annual O&M Costs $8,625
Notes:
1 Last mile connection to the communications network (assumed 200 LF), includes slack and vertical cabling. 2 Assumes trenching of new conduits from Wi-Fi cabinet to splice point (assumed 200 LF). 3 Includes minor restoration work around pull box installations. 4 Splicing per location (up to 12 splices)
5 Inclusive of all equipment to provide Wi-Fi in entire district (Mesh network equipment, cabinets, cabling, etc.) 6 Assumes that AP's can be mounted on existing City-owned assets (street lights, building, power poles, etc.) City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project W4: Bay Farm Public Wi-Fi Project
Project W4 Operations & Maintenance

Item Quantity Unit Unit Price Total
Furnish & Install Intersection EVP/TSP Assemblies1 72 EA $25,000.00 $1,800,000 Furnish & Install EVP equipment on AFD vehicles 21 EA $3,500.00 $73,500 Subtotal (Construction): $1,873,500
Design (15%) $281,025
Construction Mangement (15%) $281,025
Environmental Clearance (5%) $93,675
Staff Time (2%) $37,470
Subtotal (Design, CM, Environmental, Staff Time) $693,195 Contingency (35%): $655,725
Project Total: $3,222,420
Item Quantity Unit Unit Price Total
EVP/TSP Assemblies at Intersections 7 2 EA $500.00 $36,000 Onboard Equipment 21 EA $500.00 $10,500
Estimated Annual O&M Costs $46,500
Notes:
1 Level of investment estimate will be to procure the EVP/TSP equipment and install on a per location basis.

Assembly includes GPS unit, phase selector, cabling, auxiliary panel - approx. $7,500 per intersection equipment, $2,500 install cost.

City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Investment T1: Citywide EVP/TSP Deployment
Project T1 Operations & Maintenance

Item Quantity Unit Unit Price Total
New Standard Traffic Signal Controller1 82 EA $4,000.00 $328,000 Procure & Configure ATMS system (Centracs) 1 LS $500,000.00 $500,000 Subtotal (Construction): $828,000
Design (15%) $124,200
Construction Mangement (15%) $124,200
Environmental Clearance (5%) $41,400
Staff Time (2%) $16,560
Subtotal (Design, CM, Environmental, Staff Time) $306,360 Contingency (35%): $289,800
Project Total: $1,424,160
Item Quantity Unit Unit Price Total
Traffic Signal Controllers 88 EA $1,000.00 $88,000
ATMS System & Licensing 1 LS $2,000.00 $2,000
Estimated Annual O&M Costs $90,000
Notes:
1 Level of investment estimate will be to procure the controller equipment and install on a per location basis.

City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Investment T2: Centralized Transportation Management
Project T2 Operations & Maintenance

Item Quantity Unit Unit Price Total
Procure Signal Performance Measure (SPM) Solution1 89 EA $3,500.00 $311,500 Third Party Data Solution Subscription2 3 YR $50,000.00 $150,000 Deploy VDS at all City Intersections3 56 EA $40,000.00 $2,240,000 Subtotal (Construction & Procurement): $2,701,500
Design (15%) $336,000
Construction Mangement (15%) $336,000
Environmental Clearance (5%) $112,000
Staff Time (2%) $54,030
Subtotal (Design, CM, Environmental, Staff Time) $838,030 Contingency (35%): $945,525
Construction Project Total: $4,485,055
Item Quantity Unit Unit Price Total
SPM Licensing + Data Subsciption 88 EA $350.00 $30,800
VDS (entire City) 88 EA $500.00 $44,000
Estimated Annual O&M Costs $74,800
Notes:
1 Assumes a 3-year initial license, cost per intersection 2 Assumes a 3-year initial license, cost is a yearly subscription fee 3 Level of investment estimate will be to procure the VDS equipment and install on a per location basis. Optional item (not required to deploy SPM at intersections already equipped with VDS and/or loops) Project T3 Operations & Maintenance
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Investment T3: Implement Transportation Analytics

Item Quantity Unit Unit Price Total
CCTV Assembly (installed at Traffic Signal) 13 EA $20,000.00 $260,000 CCTV Assembly (installed at non-Traffic Signal location) 3 EA $20,000.00 $60,000 CCTV Mounting Pole 3 EA $10,000.00 $30,000
Fiber optic pull box (N48)1 3 EA $5,500.00 $16,500
Splice closure 3 EA $2,000.00 $6,000
Splicing (at signals)2 3 EA $500.00 $1,500
Service Enclosure (via AMP) 3 EA $7,500.00 $22,500
Ethernet Switch 3 EA $3,500.00 $10,500
Video Mangement System 1 LS $100,000.00 $100,000
Subtotal (Construction): $507,000
Design (15%) $76,050
Construction Mangement (15%) $76,050
Environmental Clearance (5%) $25,350
Staff Time (2%) $10,140
Subtotal (Design, CM, Environmental, Staff Time) $187,590 Contingency (35%): $177,450
Project Total: $872,040
Item Quantity Unit Unit Price Total
CCTV Assembly 16 EA $1,000.00 $16,000
Ethernet Switch 3 EA $500.00 $1,500
Video Management System Ongong Licensing 1 LS $1,000.00 $1,250 Estimated Annual O&M Costs $17,500
Notes:

Project will be to procure the equipment and install CCTV on a per location basis. 1 Includes minor restoration work around pull box installations. 2 Splicing per location (up to 12 splices)
City of Alameda Smart City Master Plan
Planning-Level Cost Estimates
Project T4: Citywide CCTV Deployment
Project T4 Operations & Maintenance

Alameda City CouncilApril 19, 2022

Alameda City Council
April 19, 2022