2 0 2 6
C O U N C I L
R E T R E A T
Jen Cavenaugh, Facilitator
FEBRUARY 7
C I T Y O F A L A M E D A
2 0 2 6
C O U N C I L
R E T R E A T
P L A Y B O O K
Jen Cavenaugh, Facilitator
FEBRUARY 7
C I T Y O F A L A M E D A
Welcome...
I know team-building retreats on a Saturday morning aren't what you signed up for. You’re here to serve Alameda—to solve real problems and make a difference.
And yet how you do that as a council can be challenging.
I’ve been in your shoes. I know what it's like when dynamics get in the way of the work, and I know what's possible when a council figures out how to actually function as a team.
You're navigating significant transition right now and are about to make one of the most consequential decisions this council will make -- to appoint a new city manager. You have newer members learning alongside an experienced mayor in her final year. You're at the end of a strategic planning cycle with a new one coming next year.
How you work together in this pivotal moment creates the foundation for what comes next.
This retreat emphasizes connection before content. It's about recognizing the humans doing this work side by side. Getting to a level of understanding so you
can lead together effectively, especially when the pressure is high and the decisions are controversial.
What I'm asking: Show up honestly. Be willing to be uncomfortable. Real growth happens at that edge.
What you'll get: Tools that work. Understanding what each of your contributes.
Practical agreements for navigating uncertain terrain.
Alameda needs your leadership. Let's build your capacity to deliver it. — Jen
Former Mayor & Council Member, City of Piedmont
Leadership Coach & Facilitator
to YOUR Retreat
2 AGENDA
CONNECTION, CLARITY, AND COURAGE
1 8:30-9:00 AM
Arrival & Breakfast
2 9:00-9:15 AM
3 9:15–9:30 AM
4 9:30 AM-1:00 PM
5 1:00-1:45 PM
PUBLIC COMMENT
Strategic Priorities
Call to Order & Welcome
Council Team Building and working lunch
6 1:45-2:00 PM
Reflections, Gratitude & Closing 3
Group
Agreements
Active listening: Give full attention to
the speaker, avoid interrupting, and ask
clarifying questions.
Dis agree respectfully: Challenge ideas,
not people. Offer alternatives when
critiquing.
Digital discipline: Keep devices stored
unless needed for the session. Be fully
present.
Equal voice: Everyone has valuable
insights to share. Create space for all
voices.
Step up, step b ack: If you tend to speak
often, make room for others. If you're
quiet, challenge yourself to contribute.
Full engagement: Participate actively in
all sessions, exercises, and team
activities.
Gently hold each other accountable :
Everyone is responsible for upholding
these norms.
Call it out: Respectfully address
when norms aren't being followed.
Assume positive intent : Believe
colle agues are acting with good
intentions, even during disagreements.
Have fu n: Create moments for joy,
laughter, and team bonding.
COMMUNICATION
PARTICIPATION
ACCOUNTABILITY
CULTURE
4 WHAT JUST
HAPPENED?
“OUCH!”
“OOPS!”
Ouch!
When someone says or
does something that has a
negative impact on you
You simply say "Ouch"
No need to explain, no need
to justify
Just naming: that landed
hard
Oops!
When someone says "Ouch"
to you
You respond with "Oops"
This is NOT admitting you
were wrong
It's acknowledging: my intent
and my impact didn't match
It's saying: I hear you, I didn't
mean to hurt you
WHEN THE IMPACT
DOESN'T MATCH THE INTENT
5 Sometimes a team improvement effort is doomed from
the start because the group going through it isn't really a team at all, at least not in the true sense of the word.
A team is:
A relatively small number of people (anywhere from
three to twelve)
That shares common goals
As well as the rewards and responsibilities for
achieving them
Team members readily set aside their individual or
personal needs for the greater good of the group
If your "team" doesn't meet these criteria, maybe the
group is simply a collection of people who report to the same manager, but with relatively little interdependence and mutual accountability (that is, not a team).
And remember: It's okay to decide that your group isn't a team. In a world where teamwork is rarer than we might
think, plenty of non-teams succeed. In fact, if your group is not meant to be a team, it's far better to be clear about that than to waste time and energy pretending you're
something you're not. (continued...)
Are we really a team?
6 Let me be very clear: The advantages of being a true
team are enormous. But they can't be achieved without
a willingness to invest considerable time and emotional energy in the process.
Unfortunately, many teams aren't prepared for this, and try to take shortcuts and half measures. Not only does
this prevent them from making progress, it can actually lead to a decrease in the team's performance.
It's important that you go into this process with eyes
wide open, and with no illusions about what is required.
That doesn't mean becoming a team takes years, or that
it will be unpleasant.
In fact, most teams can make significant progress in
weeks or months, and find the process itself to be one of the most rewarding parts of their professional lives.
(Source: Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators by Patrick Lencioni)
Are we ready for
heavy lifting?
7 (Patrick Lencioni theory)
The five dysfunctions:
1) absence of trust,
2) fear of conflict
3) lack of commitment
4) avoidance of accountability
5) inattention to results
Source: https://www.bitesizelearning.co.uk/resources/five-dysfunctions-of-a-team-summary-pyramid Five Dysfunctions
of a Team
8 WHY I SERVE
✍
WHAT I CARRY
✍
9 1 What resonates most about your type description?
2 How is this similar or different from what you already knew about yourself?
3 What can be hard for people of your type? (What's
challenging for you?)
4 What support do you appreciate?
5 Tips for working with you?
"Once you know that you're guessing
and have blind spots, and everyone else is too,
life just gets easier."
A N N E L A M O T T
Enneagram Reflections
10 What do I need from my colleagues to be
effective?
Where do we need to stretch as a team?
What patterns do we want to shift?
WORKING
AGREEMENTS
✍
✍
✍
11 Name: ________________________
What does [Name] do that makes the biggest positive impact on this Board's effectiveness? When are they at their absolute best?
What is one thing [Name] could do MORE of or differently that would make them even more effective?
How could you specifically support [Name] in becoming even more effective? What could you do as their ally?"
Feedback for Growth
Name: ________________________
What does [Name] do that makes the biggest positive impact on this Board's effectiveness? When are they at their absolute best?
What is one thing [Name] could do MORE of or differently that would make them even more effective?
How could you specifically support [Name] in becoming even more effective? What could you do as their ally?"
12 Name: ________________________
What does [Name] do that makes the biggest positive impact on this Board's effectiveness? When are they at their absolute best?
What is one thing [Name] could do MORE of or differently that would make them even more effective?
How could you specifically support [Name] in becoming even more effective? What could you do as their ally?"
Feedback for Growth
Name: ________________________
What does [Name] do that makes the biggest positive impact on this Board's effectiveness? When are they at their absolute best?
What is one thing [Name] could do MORE of or differently that would make them even more effective?
How could you specifically support [Name] in becoming even more effective? What could you do as their ally?"
13 What I’m committing to
Support I’m offering
What I’m grateful for
ALLYSHIP & GRATITUDE
✍
14 Your thoughts
15 Resources
Books:
The Five Dysfunctions of a Team: A Leadership Fable,
Patrick Lencioni
The Complete Enneagram: 27 Paths to Greater Self-
Knowledge, Beatrice Chestnut, PhD
Podcast:
Enneagram 2.0 with Beatrice Chestnut and Uranio Paes.
Chestnut Paes Enneagram Academy
Videos:
Five Dysfunctions of a Team by Patrick Lencioni, Bing Videos 16 CONTACT INFO
Here to serve you...
Jen Cavenaugh
Piedmont, CA
[email protected]
415-215-6933
www..cavcoco.com
ALAMEDA CITY COUNCIL - PRIMARY TEAM TYPES
Type 6 - Loyal Skeptic
Worldview: The world is dangerous and unpredictable
Core Motivation: To have security, support, and guidance Description: Responsible, anxious, prepared. Seeks safety and certainty. Fear of being without support or abandoned.
Key Qualities: Loyal, committed, hard-working, vigilant, team-oriented, thorough Line of Stretch (Growth): → Type 9 - Becomes more relaxed, trusting, present. Releases need for constant vigilance.
Line of Release (Stress): → Type 3 - Becomes competitive, workaholic, image-focused.
Anxious overachievement under stress.
Blindspots: Their anxiety projected onto others, worst-case thinking, testing loyalty, difficulty trusting, indecisiveness
Type 8 - Active Controller
Worldview: The world is unjust; the strong survive
Core Motivation: To be self-reliant, protect self and others, maintain control Description: Assertive, decisive, confrontational. Seeks power and control. Fear of being controlled or vulnerable.
Key Qualities: Confident, protective, direct, action-oriented, strong leadership Line of Stretch (Growth): → Type 2 - Becomes more open-hearted, vulnerable, supportive.
Shows care for others' needs.
Line of Release (Stress): → Type 5 - Withdraws, becomes isolated, detached. Loses connection to action and people.
Blindspots: Their intensity and impact on others, vulnerability as strength, need for gentleness, others' fear of them
1 ALAMEDA CITY COUNCIL - PRIMARY TEAM TYPES
Type 9 - Adaptive Peacemaker
Worldview: The world needs harmony; conflict is dangerous Core Motivation: To maintain peace, avoid conflict, and merge with others Description: Easygoing, agreeable, complacent. Seeks harmony and unity. Fear of loss, separation, or conflict.
Key Qualities: Accepting, patient, diplomatic, steady, inclusive Line of Stretch (Growth): → Type 3 - Becomes more assertive, goal-oriented, self-motivated.
Takes decisive action.
Line of Release (Stress): → Type 6 - Becomes anxious, worried, reactive. Loses inner peace and becomes fearful.
Blindspots: Passive-aggression, self-forgetting, stubbornness, numbing out, impact of their inaction on others
2 ALAMEDA CITY COUNCIL - TEAM TYPES NOT PRESENT
Type 1 - Strict Perfectionist
Worldview: The world is flawed; it's my job to fix it
Core Motivation: To be good, right, and have integrity
Description: Principled, purposeful, self-controlled. Seeks perfection and improvement. Fear of being wrong, bad, or corrupt.
Key Qualities: Ethical, organized, fair, detail-oriented, high standards Line of Stretch (Growth): → Type 7 - Becomes more spontaneous, playful, open to joy.
Releases rigidity.
Line of Release (Stress): → Type 4 - Becomes moody, self-absorbed, critical. Feels misunderstood and resentful.
Blindspots: Their anger/resentment, impossibly high standards, impact of criticism on others, self-righteousness
Type 2 - Considerate Helper
Worldview: The world needs my help; I am needed
Core Motivation: To be loved and appreciated through helping others Description: Warm, caring, relationship-focused. Seeks to be indispensable. Fear of being unwanted or unworthy of love.
Key Qualities: Generous, empathetic, people-pleasing, supportive, emotionally intuitive Line of Stretch (Growth): → Type 4 - Becomes more authentic, honors own needs, emotionally honest. Develops self-awareness.
Line of Release (Stress): → Type 8 - Becomes demanding, manipulative, controlling. Resentful when needs aren't met.
Blindspots: Their own needs, manipulation through helping, expecting recognition, boundary issues, pride in being needed
3 ALAMEDA CITY COUNCIL - TEAM TYPES NOT PRESENT
Type 3 - Competitive Achiever
Worldview: The world values success and achievement
Core Motivation: To be successful, admired, and valuable Description: Ambitious, efficient, image-conscious. Seeks validation through accomplishment.
Fear of worthlessness or failure.
Key Qualities: Goal-oriented, adaptable, charismatic, productive, competitive Line of Stretch (Growth): → Type 6 - Becomes more loyal, collaborative, authentic. Values team over individual glory.
Line of Release (Stress): → Type 9 - Becomes disengaged, apathetic, loses direction. Numbs out under pressure.
Blindspots: Authentic self vs. image, workaholism, relationship neglect, fear of failure, confusing doing with being
Type 4 - Intense Creative
Worldview: I am unique and different; no one understands me Core Motivation: To be authentic, find identity, express individuality Description: Creative, sensitive, introspective. Seeks meaning and identity. Fear of having no identity or significance.
Key Qualities: Emotionally deep, artistic, empathetic, expressive, authentic Line of Stretch (Growth): → Type 1 - Becomes more disciplined, principled, action-oriented.
Channels emotions productively.
Line of Release (Stress): → Type 2 - Becomes needy, clingy, people-pleasing. Seeks external validation desperately.
Blindspots: Self-absorption, envy, pushing people away, dwelling in melancholy, making everything about them
4 Type 5 - Quiet Specialist
Worldview: The world is invasive; I need to preserve my resources Core Motivation: To understand, be competent, and maintain privacy Description: Analytical, detached, perceptive. Seeks knowledge and self-sufficiency. Fear of being overwhelmed or incompetent.
Key Qualities: Insightful, objective, focused, independent, expert-minded Line of Stretch (Growth): → Type 8 - Becomes more assertive, engaged, confident. Takes action and connects with power.
Line of Release (Stress): → Type 7 - Becomes scattered, hyperactive, escapist. Avoids through mental distraction.
Blindspots: Emotional disconnection, withholding, stinginess with time/energy, isolation, appearing cold
Type 7 - Enthusiastic Visionary
Worldview: The world is full of possibilities and opportunities Core Motivation: To avoid pain, maintain freedom and happiness Description: Spontaneous, versatile, optimistic. Seeks excitement and new experiences. Fear of being trapped in pain or limitation.
Key Qualities: Enthusiastic, adventurous, quick-thinking, multi-talented, future-focused Line of Stretch (Growth): → Type 5 - Becomes more focused, disciplined, thoughtful.
Develops depth over breadth.
Line of Release (Stress): → Type 1 - Becomes critical, rigid, perfectionistic. Impatient and judgmental under stress.
Blindspots: Over-committing, avoiding difficult emotions, not finishing what they start, impact of their scattered focus on others
5 City of Alameda
City Council
26 JAN 2026 I
integ��!l:!! 9SOLUTIONS
Copyright 2010-2026 Integrative Enneagram Solutions
iEQ
TEAM
Enneagram Report
1 of21
City of Alameda
City Council
26 JAN 2026 I ENGLISH I
This report reflects your Enneagram team profile and
aims to support you and your team in a shared journey
of discovery and improvement. Whether you are
familiar with the Enneagram or new to the framework,
this report offers a springboard for your team journey.
It aims to grow your interpersonal and team
awareness, tap into your team gifts at a deep and
powerful level and, ultimately, enable your team to
express your purpose and potential fully. We highly
recommend working with an accredited Integrative
Enneagram practitioner to facilitate and support your
team as you unpack and integrate the wisdom of the
Enneagram and the information in this report.
Copyright 2010-2026 Integrative Enneagram Solutions
iEQ TEAM
Standard Report
The Enneagram and team development.
Teams aren't born great, but.rather evolve to high
performance through a set of development stages as
they negotiate their shared values, priorities and ways of working together. Over time, they form a unique
team style, a set of collective values, norms and beliefs that give the team a distinctive 'character' or
'personality' and guide how its members see their
purpose, roles and relationships. Effective team
dynamics are key to performance, but not all great
teams are the same. Each team must develop a unique
contract and effective ways of working together that
harness the gifts of their team style, and the
Enneagram powerfully supports this process.
3 of21
Strategic Plan 2026 Update
City Council Survey Results
1 Enhance Community Safety & Services
Draft Progress Report Pages 3-6
New Projects to Consider Adding (from staff)
A. Supporting Sister Cities Activities
B. Update Rent Ordinance to reflect ongoing experiences, clarify exemptions, address utility billing unbundling issues, and state law rent control implications C. Consider enhancing Rent Program mediation services in light of potential grant funding
Overall, to what extent do you agree or disagree with this list of proposed new projects?
Are there any new projects you’d like to add to this priority area? (from Council) A. Creating a Commission between the Coast Guard and Community and the City B. Adopting ordinance required by SB 346 to allow City to receive information from short-term rental platforms, including property addresses and amount of TOT collected C. Safety in local schools: Coordination between APD and AUSD on preventive strategies, daily relationship building, and real-time emergencies
Do you have any comments about the project lists?
• Why would we focus resources on sister cities rather than addressing outstanding needs of Alameda residents and businesses?
• Some items have been or are being addressed, e.g., coordinating with AUSD on rebuild of AHS swim center and installing red light violation, police officer hiring program, and speed cameras at intersections. There are multiple AFD items that could be consolidated. AMP needs to improve its approach to residents and businesses who want to install solar panels.
They currently don’t allow storage of generated electricity and the cost to homeowners to install solar is $5,000 more than PG&E charges. I am also told that AMP’s portfolio doesn’t currently include solar power. This is concerning and should be addressed.
1: Strongly
Agree
2: Agree
1: Neutral
1: Disagree
Strategic Plan 2026 Update
City Council Survey Results
2 Enhance Community Safety & Services
Draft Progress Report Pages 3-6
Completed Projects
Overall, to what extent do you agree or disagree with this list of completed projects?
On-track Projects (where 3 or more indicated priority)
A. Design and construct City Aquatic Center
B. Evaluate installing cameras at certain intersections to reduce speeding and redlight violations as permitted by law
C. Explore potential for a new or upgraded fire training facility Overall, to what extent do you agree or disagree with this list of projects that are in progress and on track?
Projects with an Updated Schedule
Overall, to what extent do you agree or disagree with this list of projects with an updated schedule?
3: Agree
1: Disagree
4: Agree
2: Neutral
2: Agree
1: Strongly
Agree
1: Strongly
Agree
1: Strongly
Agree
Strategic Plan 2026 Update
City Council Survey Results
3 Invest in Transportation, Infrastructure, Economic Opportunities, & Historic Resources Draft Progress Report Pages 9-13
New Projects to Consider Adding (from staff)
A. E-bike safety measures, including potentially establishing a 15 MPH speed limit on City- owned paths and parks
B. Alameda Point Branding and Storytelling Strategy, a coordinated effort leveraging our Alameda Point website, new wayfinding signage, and commercial broker and events into a more coordinated story of what Alameda Point is and could be, that is reflected in our event marketing, physical signage, web, and social media materials
Overall, to what extent do you agree or disagree with this list of proposed new projects?
Are there any new projects you’d like to add to this priority area? (from Council) A. Develop a coordinated policy to support the Alameda Museum, Alameda Naval Air Museum, Alameda Hornet, and Alameda Native History Project
B. E-bike signage on city owned paths, i.e. what’s allowed, what’s not allowed
Do you have any comments about the project lists?
• Regarding possible e-bike safety measures, the League of California Cities is exploring possible statewide legislation on this topic, but in the meantime, other jurisdictions have implemented e-bike regulations that can provide a template for local regulation.
Completed Projects
Overall, to what extent do you agree or disagree with this list of completed projects?
2: Agree
1: Neutral
1: Disagree
5: Agree
1: Strongly
Agree
Strategic Plan 2026 Update
City Council Survey Results
4 Invest in Transportation, Infrastructure, Economic Opps, & Historic Resources Draft Progress Report Pages 9-13
On-track Projects (where 3 or more indicated priority)
A. Upgrade traffic signal system technology for reliability and safety, reducing public safety response times
B. Convert Slow Streets to Neighborhood Greenways as directed in the Active Transportation Plan
C. Identify reuse opportunities for the Carnegie Building
Overall, to what extent do you agree or disagree with this list of projects that are in progress and on track?
Projects with an Updated Schedule
Overall, to what extent do you agree or disagree with this list of projects with an updated schedule?
4: Agree
1: Strongly
Agree
4: Agree
1: Strongly
Agree
Strategic Plan 2026 Update
City Council Survey Results
5 Build Resilience to Climate Change & Water Level Rise Draft Progress Report Pages 7-8
Are there any new projects you’d like to add to this priority area? (from Council) A. Establish a public climate action and resiliency committee to advise the Council and serve as a community forum. Examples are Dublin, Pacifica, Petaluma.
B. Establish and enforce reusable foodware and no plastic bottles or utensils in City facilities.
C. Adopt and enforce a Mylar balloon ban in City facilities (parks)
Do you have any comments about the project lists?
• ZWIP update was completed 1/20/26. Veterans court project is included in OAAP. Public education about SB1383 and waste disposal/sorting should be prioritized and implemented through lease language requirements enforced by the rent program. • I believe these items have been completed and can be dropped from list: Integrate Green Infrastructure into the City's stormwater systems to slow and clean runoff before it enters the Bay; Design and implement upgrades for stormwater infrastructure to reduce local flooding, including the cleaning of storm drains and increasing pump station capacity; Update the Zero Waste Implementation Plan and provide public technical assistance; Educate the public on State law (SB 1383) and efforts to divert organic waste from the landfill.
Completed Projects
Overall, to what extent do you agree or disagree with this list of completed projects?
On-track Projects (where 3 or more indicated priority)
A. Complete De-Pave Park design and seek construction funding B. Develop long-term adaptation plan and short-term adaptation projects
Overall, to what extent do you agree or disagree with this list of projects that are in progress and on track?
2: Agree
3: Strongly Agree
2: Agree
2: Strongly Agree
1: Neutral
Strategic Plan 2026 Update
City Council Survey Results
6 House All Alamedans & End Homelessness
Draft Progress Report Pages 14-15
Are there any new projects you’d like to add to this priority area? (from Council) A. Create a homeownership assistance program for residents who are employed in education or public safety and have lived in Alameda for at least 5 years. Eligibility could include households that have been displaced from Alameda due to high costs of living but continue to work in the City. Assistance would be in the form of an interest free loan for downpayment, deferred for the term of the first mortgage and repaid upon refinancing, sale, or transfer of the property. An appreciation assessment will be included in repayment amount.
Do you have any comments about the project lists?
• The food bank support item is complete. Housing element implementation is complete. The RHNA and General plan updates are complete - what other discretion does the City have to “streamline housing production”?
• City Council adopted an update of the Subdivision ordinance in May 2024. What policy options are available to "streamline housing production" other than recent General Plan updates and inclusionary housing amendments?
• This project can be dropped: “Consider seeking housing at Alameda Point along Central Ave.” It is already challenging to build affordable housing at Alameda Point; we don’t need to expand the area.
Completed Projects
Overall, to what extent do you agree or disagree with this list of completed projects?
3: Agree
1: Neutral
1: Strongly
Agree
Strategic Plan 2026 Update
City Council Survey Results
7 House all Alamedans & End Homelessness
Draft Progress Report Pages 14-15
On-track Projects (where 3 or more indicated priority)
A. Sheltering: Safe Parking, Emergency Supportive Housing, Warming Shelter Day Center B. Further the preservation, rehabilitation, or construction of affordable housing in Alameda C. Update Inclusionary Housing Ordinance
Overall, to what extent do you agree or disagree with this list of projects that are in progress and on track?
Projects with an Updated Schedule
Overall, to what extent do you agree or disagree with this list of projects with an updated schedule?
4: Agree
3: Agree
1: Neutral
1: Strongly
Agree
1: Strongly
Agree
Strategic Plan 2026 Update
City Council Survey Results
8 Practice Fiscally Responsible, Equitable, & Inclusive Governance Draft Progress Report Pages 16-17
Do you have any comments about the project lists?
• Most employee MOUs were recently completed and included employee classification specifications updates so this should be removed.
Completed Projects
Overall, to what extent do you agree or disagree with this list of completed projects?
On-track Projects (where 3 or more indicated priority)
A. Explore an infrastructure bond to fund deferred maintenance and new infrastructure needs
Overall, to what extent do you agree or disagree with this list of projects that are in progress and on track?
Projects with an Updated Schedule
Overall, to what extent do you agree or disagree with this list of projects with an updated schedule?
4: Agree
4: Agree
1: Neutral
3: Agree
1: Disagree
1: Strongly
Agree
1: Strongly
Agree
STRATEGIC
PLAN
CITY OF ALAMEDA
DRAFT
Fiscal Year 2026 - 2027
Progress Report
March 2026
DRAFT
→
■
✓
16. . . . . . . . . . . .Practice Fiscally Responsible, Equitable & Inclusive Governance
14. . . . . . . . . . . . . . . . . . . .House All Alamedans and End Homelessness 9 . .Invest in Transportation, Infrastructure, Economic Opportunities, and Historic Resources 7 . . . . . . . . . . . . . . . .Build Resilience to Climate Change & Water Level Rise 3 . . . . . . . . . . . . . . . . . . . . . .Enhance Community Safety & Services 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .STRATEGIC PROJECTS
CONTENTS
2 PROGRESS REPORT
Project Completed
Project On Track
Revised Project Years (Grey Box)
Newly Added Project
KEY
This report provides an update on the progress of the City of Alameda's 2023-2026 Strategic Plan adopted by City Council on November 21, 2023. The plan outlines a shared vision for Alameda's future, along with key priorities and specific projects to achieve them. The projects in the Strategic Plan are reviewed and adjusted each year as part of the City's annual budget process.
The following project lists use a key to show each project's status: completed, on track, not on track, with revised timelines, and indicates any newly added projects. [NEW]
DRAFT
ENHANCE COMMUNITY SAFETY & SERVICES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
CS1
Explore opportunities for a branch library
at Alameda Point, including interim
options for service expansion
■
■
■
Library
→
CS2
Plan, fund and construct a tool and seed
lending library at Jean Sweeney Open
Space Park
■
■
■
Lead: Library
Support: ARPD
→
CS3
Reimagine and update community library
spaces, including teen room and
computer lab
■
■
Library
→
CS4
Assess expansion of library hours
available to the public
■
■
■
Library
→
CS5
Expand recreation programs and events to
include broader and inclusive participation
■
■
■
■
ARPD
→
CS6
Approve agreement for Lincoln and
Franklin pools and expand community
access
■
ARPD
✓
CS7
Expand early childhood programs (ages 2-
5)
■
■
■
ARPD
→
CS8
Expand access to pickleball with new
court construction or partnerships with
existing tennis/pickleball courts
■
■
■
ARPD
✓
CS9
Explore indoor pickleball courts at vacant
retail locations
■
■
■
■
ARPD
✓
CS10
Design and construct City Aquatic Center
■
■
■
■
Lead:ARPD
Support: PW
→
CS11
Coordinate with Alameda Unified School
District (AUSD) on the rebuild of the
Alameda High School swim center
■
■
■
■
ARPD
→
Strategic Plan 2026
PROJECT LIST
ENHANCE COMMUNITY SAFETY & SERVICES3
1 ENHANCE COMMUNITY SAFETY & SERVICES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
CS12
Complete design and construct phase 2 of
Estuary Park
■
■
■
Lead:ARPD
Support: PW
→
CS13
Design and construct Cityview Skate Park
expansion
■
■
ARPD
→
CS14
Jean Sweeney Park Trail Connector
Project
■
■
■
ARPD
→
CS15
Implement Council direction to rename
the park at Alameda Marina, including
considering Svenson Maritime Park
■
ARPD
✓
CS16
Review the Alameda Municipal Power
Infrastructure Master Plan
■
■
AMP
→
CS17
Evaluate installing cameras at certain
intersections to reduce speeding and
redlight violations as permitted by law
■
■
■
■
Lead: Police
Support: PBT
→
CS18
Install vehicle Automated License Plate
Readers
■
Police
✓
CS19
Continue implementing data driven,
intelligence led policing strategies to
reduce crime, including working with new
crime analyst position and incentive
program
■
■
■
■
Police
→
CS20
Implement police officer hiring program
■
■
■
Lead: Police
Support: HR
→
CS21
Explore potential for a new or upgraded
fire training facility, including Peralta +
regional use with a revenue focus and
possible regional police training
component
■
■
■
■
Fire
→
CS22
Upgrade and replace older Fire Hydrants
throughout the City
■
■
■
Fire
→
Strategic Plan 2026
ENHANCE COMMUNITY SAFETY & SERVICES4
DRAFT
DRAFT
ENHANCE COMMUNITY SAFETY & SERVICES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
CS23
Determine service needs for a new fire
station at Alameda Point
■
■
■
■
Fire
→
CS24
Expand disaster preparedness
■
■
■
■
Fire
→
CS24a
Provide regular training and education
for staff and community
■
■
■
■
[CS24 continued]
→
CS24b
Develop, identify funding for, and
implement emergency water plan
■
■
■
[CS24 continued]
→
CS24c
Implement and educate about the
Disaster Response Plan
■
■
■
[CS24 continued]
→
CS25
Evaluate Alameda Fire Dept facilities for
security, access control and seismic
resiliency
■
■
Lead: Fire
Support: PW
→
CS26
Discuss results and plan implementation
of the Community Risk Assessment:
Standards of Cover report
■
■
Fire
→
CS27
Continue to seek out grant funding for the
CARE Team
■
■
■
■
Lead: Fire
Support: CMO
→
CS28
Plan inclusive holiday decorations and
events
■
Lead: CMO
Support: ARPD
✓
CS29
Provide ongoing resources to enforce the
ban on gas-powered leaf blowers
■
■
■
■
PBT
→
CS30
Expand the City's capacity to handle
domestic violence, stalking, elder abuse,
and child abuse cases
■
■
■
Lead: CAO
Support: PD
→
CS31
Implement inspection and investigative
services for City prosecution, public rights,
and rent programs
■
■
■
Lead: CAO
Support: PD
→
Strategic Plan 2026
ENHANCE COMMUNITY SAFETY & SERVICES5
ENHANCE COMMUNITY SAFETY & SERVICES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
CS32
Council Referral to study current zoning
regulations for liquor stores
■
■
■
PBT
→
CS33
Add Street Vendor Ordinance
■
■
Lead: PW
Support: PBT
✓
CS34
Negotiate police officer retention program
for mid-career officers (years 6 to 10)
■
■
Lead: HR
Support: PD
✓
CS35
Continue implementing community
policing and sector specific beat meetings
■
■
■
PD
→
CS36
Enhance efforts to expand AC Alert
including internal user trainings and
criteria for use
■
■
CMO
→
Strategic Plan 2026
ENHANCE COMMUNITY SAFETY & SERVICES6
DRAFT
BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
CC1
Update 5-Year Climate Action and
Resiliency Plan including greenhouse gas
emission inventory
■
■
PBT
✓
CC2
Implement electric vehicle (EV) charging
at city-owned public parking lots and
expand EV charging availability across the
City
■
■
■
■
PBT
→
CC3
Complete and implement Urban Forest
Plan for all City trees. Strengthen tree
protection ordinance and expand the
urban forest
■
■
■
■
PBT
→
CC4
Complete De-Pave Park design and seek
construction funding
■
■
■
ARPD
→
CC5
Implement Equitable Building
Decarbonization pilot programs
■
■
■
■
PBT
→
CC6
Develop long-term adaptation plan and
short-term adaptation projects
■
■
■
■
Lead: PBT
Support: PW
→
CC6a
Design adaptation project for the
Veterans Court area and develop a
vision for Bay Farm Island's northern
waterfront
■
■
■
■
[CC6 continued]
→
CC6b
Oakland-Alameda Estuary Adaptation
Project (includes flood protection for
the Webster-Posey tube area)
■
■
■
■
[CC6 continued]
→
CC7
Integrate Green Infrastructure into the
City's stormwater systems to slow and
clean runoff before it enters the Bay
■
■
■
PW
→
Strategic Plan 2026
PROJECT LIST
BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE7
DRAFT
BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
CC8
Design and implement upgrades for
stormwater infrastructure to reduce local
flooding, including the cleaning of storm
drains and increasing pump station
capacity
■
■
■
■
PW
→
CC9
Update the Zero Waste Implementation
Plan and provide public technical
assistance
■
■
■
PW
→
CC10
Educate the public on State law (SB1383)
and efforts to divert organic waste from
the landfill and promote other landfill
diversion programs offered by ACI,
Stopwaste, Ridwell, Okapi
■
■
■
PW
→
CC11
Convert lawn at City Hall West (Alameda
Point) to drought-tolerant landscape and
later evaluate for new sports complex
■
PW
✓
CC12
Implement Solar Project on Doolittle (Mt
Trashmore)
■
■
AMP
→
Strategic Plan 2026BUILD RESILIENCE TO CLIMATE CHANGE & WATER LEVEL RISE 8 DRAFT
INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
TIEH1
Implement Vision Zero Rapid Response -
After Fatal Crashes Program
■
■
■
■
PBT
→
TIEH2
Plan and identify funding for the design of
a Bicycle Pedestrian Bridge on the West
End
■
■
■
Lead: PBT
Support: CMO
→
TIEH3
Advocate bringing fixed rail (such as
BART) to Alameda
■
■
■
■
Lead: PBT
Support: CMO
→
TIEH4
Upgrade traffic signal system technology
for reliability and safety, reducing public
safety response times
■
■
■
■
Lead: PW
Support: PBT
→
TIEH5
Secure funding and detailed design for
the Lincoln/Marshal/Pacific corridor
project
■
■
■
■
Lead: PBT
Support: PW
→
TIEH6
Assess bicycle and pedestrian safety
improvements on Mecartney Road,
including consideration of a traffic signal
■
■
■
■
Lead: PW
Support: PBT
✓
TIEH7
Implement a free public Water Shuttle
pilot program on the west end
■
■
■
PBT
✓
TIEH8
Advocate for AC Transit service
enhancements for Alameda Point and
Northern Waterfront (currently partially
served by Line 96 and 19)
■
■
■
■
PBT
→
TIEH9
Convert Slow Streets to Neighborhood
Greenways as directed in the Active
Transportation Plan
■
■
■
Lead: PBT
Support: PW
→
TIEH10
Plan, design and construct a backbone
low-stress bicycle network, pedestrian
safety, and traffic-calming projects
■
■
■
■
Lead: PBT
Support: PW
→
PROJECT LIST
9 Strategic Plan 2026INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
4 DRAFT
DRAFT
INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
TIEH11
Plan, design and construct Stargell
Avenue bicycle and pedestrian
improvements
■
■
Lead: PBT
Support: PW
→
TIEH12
Construct Central Avenue safety
improvements including roundabouts
and bicycle lanes
■
■
Lead: PW
Support: PBT
→
TIEH13
Implement Grand St safety
improvements from Shoreline to Encinal
■
■
Lead: PW
Support: PBT
→
TIEH13a
Phase 1 (Shoreline to Otis)
completed in 2025
■
■
Lead: PW
Support: PBT
✓
TIEH13b
Phase 2 (Otis to Encinal) is at 30%
design and targed for construction in
late 2026
■
■
■
■
Lead: PW
Support: PBT
→
TIEH14
Continue progress on the Cross Alameda
Trail
■
■
■
■
Lead: PW
Support: PBT
→
TIEH14a
Construct on Clement Ave (Grand to
Broadway)
■
■
■
PW
✓
TIEH14b
Design and construct
Clement/Tilden
■
■
■
■
Lead: PBT
Support: PW
→
TIEH15
Develop and implement a vacancy
strategy in commercial districts
■
■
BRED
→
TIEH16
Implement Safe Routes to School
physical improvements
■
■
■
Lead: PW
Support: PBT
→
TIEH17
Implement paid parking at ferry
terminals (prioritize Harbor Bay)
■
■
■
Lead: PW
Support: PBT
→
TIEH18
Design and construct Civic Center
Garage safety improvements
■
■
■
PW
→
TIEH19
Implement ADA (Americans with
Disabilities Act) plan for City programs,
facilities, parks, streets, and sidewalks
■
■
■
■
PW
→
10 Strategic Plan 2026INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
DRAFT
INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
TIEH20
Continue infrastructure improvements at
the Base including the design of Alameda
Point Adaptive Reuse Area Phase 2 and 3
■
■
■
Lead: PW
Support: BRED
→
TIEH21
Rehabilitate 8 miles of sewer pipes
■
■
■
PW
✓
TIEH22
Underground utilities at Otis/Broadway
■
■
■
AMP
→
TIEH23
Adopt and implement new Public Art
Master Plan
■
■
■
■
BRED
→
TIEH24
Install additional wayfinding signs at
Alameda Point
■
■
■
BRED
✓
TIEH25
Implement the City’s Alameda Point
Disposition Strategy – renting and leasing
City properties and evaluate renewal
provisions
■
■
■
■
BRED
→
TIEH26
Expand Citywide business economic
development activities, including an
Alameda Point attraction and retention
program
■
■
■
■
BRED
→
TIEH27
Reinvigorate and manage the business
facade grant program
■
■
■
■
BRED
→
TIEH28
Complete the revision for Special Event
Permits
■
Lead: BRED
Support: PBT
✓
TIEH29
Continue supporting AUSD and College of
Alameda job and career fairs and career
pathway opportunities
■
■
■
BRED
→
TIEH30
Implement and manage Rise Up Alameda
- the City's Guaranteed Income Program
■
■
■
BRED
→
TIEH31
Plan for redundant and resilient City
communication networks and phone
system to help ensure access in an
emergency and implement free public
WiFi
■
■
■
IT
→
11 Strategic Plan 2026INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
TIEH32
Refresh the 5-Year Strategic Technology
Plan including research on a Citywide
broadband network
■
■
■
■
IT
→
TIEH33
Implement increased cybersecurity
measures
■
IT
✓
TIEH34
Migrate all City computers to Microsoft
Office 365
■
■
IT
✓
TIEH35
Protect historic resources
■
■
■
■
PBT
→
TIEH35a
Reuse and renovate buildings in NAS
Alameda Historic District consistent
with Secretary of Interior standards,
with consultation and approval by
Historic Advisory Board, as feasible
■
■
■
■
Lead: BRED
Support: PBT
→
TIEH35b
Assess and address infrastructure of
Veteran's Building
■
■
■
■
Lead: PW
Support: ARPD
→
TIEH35c
Identify resuse opportunities for the
Carnegie Building
■
■
Lead: BRED
Support: PW
→
TIEH35d
Rehabilitate and maintain Big Whites
at Alameda Point, consistent with
existing capital improvement
program
■
■
■
■
Lead: BRED
Support: PBT
→
TIEH35e
Work with Alameda Museum to
identify available resources and
expand inclusivity of historical
representation
■
Library
✓
TIEH35f
Alameda Municipal Garage
Rehabilitation Project, including
repairing/replacing windows, roof
and paint
■
PW
→
TIEH35g
City Hall Complex Garage
improvements
■
PW
→
12 Strategic Plan 2026INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
DRAFT
DRAFT
INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
TIEH35h
Prepare a landscaping plan to
address diseased trees and
overgrowth in the historic district
■
BRED
✓
TIEH36
Support businesses and the community
through the construction of the Oakland
Alameda Access Project, including clear
and frequent communication with input
from an engineer at all meetings
■
■
■
Lead: BRED
Support: CMO
→
TIEH37
Dredging and repair at Alameda’s piers
■
■
BRED
→
TIEH38
Continue implementing intersection
daylighting on high injury corridors and
as part of the street paving program
■
■
■
Lead: PW
Support: PBT
✓
TIEH39
Create economic development events
and city website videos to educate
residents on city efforts to attract new
businesses in commercial districts,
shopping centers, business parks, and
Alameda Point
■
■
Lead: BRED
Support: CMO
→
13 Strategic Plan 2026INVEST IN TRANSPORTATION, INFRASTRUCTURE, ECONOMIC OPPORTUNITIES & HISTORIC RESOURCES
HOUSE ALL ALAMEDANS & END HOMELESSNESS
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
HH1
Assess housing and human services
functions and develop recommendations
■
CMO
✓
HH2
Implement Homelessness Strategic Plan
■
■
■
■
CMO
→
HH2a
Supportive Services: Dine and
Connect, Street Outreach, Flex
Spending
■
■
■
■
[HH2 continued]
→
HH2b
Sheltering: Safe Parking, Emergency
Supportive Housing, Warming Shelter
Day Center
■
■
■
■
[HH2 continued]
→
HH2c
Relocate and expand Day Center and
overnight shelter
■
■
■
[HH2 continued]
→
HH3
Further the preservation, rehabilitation, or
construction of affordable housing in
Alameda and research other innovative
affordable programs to increase
affordable housing.
■
■
■
■
CMO
→
HH4
Research downpayment assistance
program for first-time homebuyers
■
CMO
✓
HH5
Coordinate with Alameda Food Bank on
their relocation and solicit purchase offers
for Building 92
■
■
■
BRED
→
HH6
Support implementation of West Midway
(mixed use) and RESHAP (supportive
housing) developments at Alameda Point
■
■
■
■
BRED
→
Strategic Plan 2026
PROJECT LIST
HOUSE ALL ALAMEDANS & END HOMELESSNESS 14
DRAFT
DRAFT
HOUSE ALL ALAMEDANS & END HOMELESSNESS
#
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
HH7
Implement Housing Element
■
■
■
■
Lead: BRED
Support: PBT
→
HH7a
Next steps for a new residential
development north of Midway at
Alameda Point
■
■
■
■
[HH7 continued]
→
HH7b
Consider seeking housing at Alameda
Point along Central Ave
■
■
■
■
[HH7 continued]
→
HH8
Streamline housing production
■
■
■
■
PBT
→
HH8a
Update Inclusionary Housing
Ordinance and include preferences for
certain sectors including public safety
and education
■
■
[HH8 continued]
→
HH8b
Update Subdivision Ordinance
■
[HH8 continued]
✓
HH8c
Revise Universal Design Ordinance to
address building new townhome
projects
■
[HH8 continued]
✓
HH8d
Improve and streamline design review
and building permit processes for
housing per State law
■
[HH8 continued]
✓
HH9
Propose new Short Term Rental (AirBnB)
Ordinance
■
■
PBT
→
HH10
Identify ongoing funds for Dignity Village
(affordable housing)
■
■
■
Lead: HHS
Support: CMO
→
HH11
Research if development ideas outside of
but adjacent to AP proper counts to Navy-
Alameda housing cap
■
■
BRED
→
Strategic Plan 2026HOUSE ALL ALAMEDANS & END HOMELESSNESS 15 PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE #
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
GOV1
Develop and implement a Municipal Fiscal
Resilience Plan to help weather financial
challenges and remain fiscally stable over
the long term. Reviewed by City’s auditor
■
Finance
→
GOV2
Develop a 5-Year fiscal forecast document
for the biennial budget process
■
■
Finance
→
GOV3
Create an equity lens for the City budget
to ensure public resources are distributed
fairly and efficiently
■
■
Finance
→
GOV4
Explore options for the City's banking
services and consider a possible transition
to a new bank
■
Finance
✓
GOV5
Create a comprehensive employee
professional development program that
includes succession planning
■
■
■
■
HR
→
GOV6
Expand employee safety and wellness
program
■
■
HR
→
GOV7
Review and update employee
classification specifications
■
■
■
■
HR
→
GOV8
Revitalize the employee performance
evaluation and management program
■
■
■
HR
→
GOV9
Expand employee engagement and
recognition program
■
■
■
HR
→
GOV10
Review and consider election reform
■
■
Clerk
✓
GOV11
Create and implement Citywide
communications plan
■
■
■
■
CMO
✓
GOV11a
Create annual communications report
■
■
[GOV11 continued]
✓
Strategic Plan 2026
PROJECT LIST
PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE16 DRAFT
PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE #
Projects
Fiscal Years
Department(s)
Status
23/24
24/25
25/26
26/27
GOV11b
Invest and expand media
programming that is accessible to all
■
■
■
[GOV11 continued]
→
GOV12
Launch bi-annual residential satisfaction
survey and employee engagement survey
■
■
■
CMO
→
GOV13
Adopt Citywide Strategic Plan and update
annually
■
■
■
■
CMO
→
GOV14
Complete and plan implementation of the
Diversity, Equity, Inclusion, and Belonging
Plan
■
■
■
■
CMO
✓
GOV15
Explore potential revenue measures that
increase fiscal resilience and implement
the City Council's strategic Priorities
■
■
■
■
CMO
→
GOV15a
Explore a vacancy tax for properties
(residents and/or businesses) vacant
for 6 months or more.
■
■
■
■
[GOV15 continued]
✓
GOV15b
Explore an infrastructure bond to fund
deferred maintenance and new
infrastructure needs. Consider a
vacancy tax or other legislative policy
to penalize unoccupied commercial
units.
■
■
■
■
[GOV15 continued]
→
Strategic Plan 2026PRACTICE FISCALLY RESPONSIBLE, EQUITABLE & INCLUSIVE GOVERNANCE 17 DRAFT