26_0217_HaywardPublicSafetyCenter_FINAL.pdf

PUBLIC SAFETY CENTER

SITE ASSESSMENT &

CONCEPTUAL DESIGN

February 10, 2026February 17, 2026

PUBLIC SAFETY CENTER SITE ASSESSMENT & CONCEPTUAL DESIGN

CONTENTS

• Executive Summary

• Program Summary

• Site Assessment & Massing Studies

• Cost Estimate Summary

• Site Selection

• Delivery Method Evaluation

• Summation of Recommendations

• Conceptual Rendering

• Appendix

EXECUTIVE SUMMARY

The City of Hayward is planning a new Public Safety Center to address critical deficiencies in the existing police facility, which no longer meets the department’s space, operational, staffing, and security needs. With growing service demands and aging infrastructure, a modern, resilient facility is essential to support effective public safety operations for decades to come.

Supported by a project budget of $200-250 million, the study began with full programming for both the Hayward Police Department and Animal Services. Two potential sites were evaluated:

Initial programming, site analysis, and concept massing were followed by a comprehensive cost estimate, which significantly exceeded the available budget. This required a strategic reassessment of the overall project scope. Through subsequent rounds of programming refinement, it was determined that the Animal Services program could not be accommodated within the current budget. Additional reductions to the police program were also necessary to align the project with available funding.

Further site analysis showed that increasing the buildable area at the CANG site would allow the project to eliminate the need for a costly parking structure and instead provide all at-grade parking, yielding substantial savings. This adjustment positioned the CANG site as the preferred option for meeting the project’s financial, operational, and phasing requirements.

To maintain long-term functionality while staying within budget, a portion of the police program is planned for Phase 2, which will be delivered under separate and future funding. This phased approach preserves the core operational improvements needed today while creating a pathway for future expansion as resources allow.

The resulting Public Safety Center concept provides a modern, efficient, and flexible solution—responsive to today’s constraints and tomorrow’s needs—ensuring the Hayward Police Department can continue to provide high-quality service to the community.

PRIMARY PARTICIPANTS

City of Hayward

Hayward Police Department

LPA Design Studios

MWL Architects (Public Safety)

RFA Architects (Animal Services)

In addition, over 50 participants within the Police and Animal Services were interviewed as part of the programming process.

PROGRAM

The following program is a summary of the overall program and includes both building and site programs.

The full program can be found in the Appendix.

Police

Phase 2 Site / Parking .3 acres

Total

Program Summary

SITE ASSESSMENT

Two sites were accessed as part of this study:

Site A is the former California Air National Guard (CANG) site adjacent to the Hayward Executive Airport.

Site B is the City Center site and former site of the Hayward City Hall in downtown Hayward.

The two sites were examined for their suitability to support a new Public Safety Facility.

Site Option A

CANG

Site Option B City Center

Site Options A&B Locations

Current Location of HPD

Site Options A&B Data

Site B - City Center

Site A - CANG

Existing Hanger Existing Parking Garage

SEC. 10-1.1942 - AT-AC USES PERMITTED.

a.Primary Uses. The following uses, or uses determined to be similar by the Planning Director, are permitted in the AT-AC District, as primary uses.(1)Aviation Commercial Uses.(a)Air photography, survey, and map-making services.(b)Air charter service.(c) Aircraft repair.(d)Aircraft storage (inside or outside).(e)Aviation clubs.(f)Aviation schools.

(g)Passenger transportation terminal.(h) Retail sales within passenger transportation terminals.(i)Retail sales of aviation equipment, aircraft, fuel and lubricants.(2)Administrative and Professional Offices/Services.

None.

(3)Automobile Related Uses.

Parking lot.

(4)Personal Services.

None.

(5)Residential Uses.

None.

(6)Retail Commercial Uses.

None.

(7)Service Commercial Uses.

None.

(8)Other Uses.

None.

b.[Reserved.] (Amended by Ordinance 19-10, adopted June 4, 2019)

SEC. 10-1.1943 - AT-AC CONDITIONALLY

PERMITTED USES.

a.Administrative Uses. The following uses or uses determined to be similar by the Planning Director, are permitted in the AT-AC Subdistrict, subject to approval of an administrative use permit:(1)Aviation Commercial Uses.

None.

(2)Administrative and Professional Offices/ Services.

None.

(3)Automobile Related Uses.

Automobile rental.

(4)Personal Services.

None.

(5)Residential Uses.

None.

(6)Retail Commercial Uses.

Restaurant. (No drive-through.)

(7)Service Commercial Uses.

None.

(8)Other Uses.

None.

b. Conditional Uses. The following uses or uses determined to be similar by the Planning Director, are permitted in the AT-AC Subdistrict, subject to approval of a conditional use permit:(1)Aviation Commercial Uses.

None.

(2)Administrative and Professional Offices/ Services.

None.

(3)Automobile Related Uses.

None.

(4)Personal Services.

None.

(5)Residential Uses.

None.

(6)Retail Commercial Uses.

Sales, rental, and service of non-aviation equipment, when compatible with aviation uses, for a period not to exceed one day less than

Site Option A - CANG Zoning

Site Option B - City Zoning & Specific Plan

Site Options A&B Data

Site A - CANG

Site B - City Center

N

S E

W

C I

T Y

O

F

H A

Y W

A

R D

PROPOSED

PUBLIC SAFETY CENTER SITE

FORMER

CITY CENTER/CENTENNIAL HALL SITE

5/22/25 1"=60'

N S

E W

CITY

O F

H A

Y W

A

RD

B.D.S.

1" = 100'

CLAWITER RD.

W

IN

TO

N

A

VE

TUSKEGEE AIRMAN DR.

BACK OF CURB

EXISTING LEASE LINE

APPROXIMATE EXISTING FENCE LINE

NOTE:

THE SITE AREA HAS BEEN DETERMINED BY RECORD

LEASE AGREEMENTS, STREET IMPROVEMENT PLANS,

RECORD RIGHT OF WAY AND FENCE LINES DEPICTED

OFF AERIAL PHOTOGRAPHY. THE AREAS SHOWN MY BE

ADJUSTED AFTER A FIELD SURVEY IS PERFORMED.

6/4/2025

PROPOSED

PUBLIC SAFETY CENTER SITE

PORTION OF FORMER

CALIFORNIA AIR NATIONAL GUARD LEASE AREA

W. Winton Ave

Claw iter Rd

Tuskegee Airmen Dr.

Hesperian Blvd

Union Pacific Rail Road

Hayward Executive Airport

Hayward Fire Station 6 & Regional Training Center

North

Site Option A - CANG Site Access

Site Option A - CANG Airport Runway Height Clearances

+52’ MSL Elevation

+148’ MSL Height Limitation

Seismic Risk

• Hayward Fault relative to Airport Site

Cat D

• SDS= 1.45

Flood Risk

• Area Of Minimal Flooding Hazard (land outside the 0.2% annual chance (500-year) floodplain)

Site Option A - CANG

SITE

SITE

Site Hazards

Site Option A - CANG Preliminary Massing Studies

The following preliminary site and massing studies for the CANG site were based on the initial, full Police and Animal Services programs as well as the initial smaller (8.1 acre) site area. Due to the size of the Police and Animal Services program and the initial site area all secured parking is shown in a 3-story garage.

Definition: Massing Studies - Early stage architectural analysis used to show only overall size, shape and form.

Site Option A - CANG

Three Story 91,151 gsf Essential Services First Floor 50% Second & Third 50%

One Story 30,234 gsf Non-Essential Services

Three Story Parking 70,000 sf / flr 210,000 sf total

Visitor Parking

Entry / Public Plaza

Service / Secure Garage Access

100 Yard Outdoor rangeTwo Story Animal

Services 29,180 gsf

Tactical Simulation Building

Outdoor / Expansion Space for Ess Serv

Outdoor Training / Expansion Space for Non-Ess Serv

Jail Release / Evidence Pick-Up Parking

Preliminary Massing Studies

W. Winton Ave.

Tu sk eg ee

A irm en D r.

*Reflects original programmatic square footages*

Three-Story 91,151 gsf Essential Services First Floor 50% Second & Third 50%

One Story 30,234 gsf Non-Essential Services

Three Story Parking 70,000 sf / flr 210,000 sf total

*Reflects original programmatic square footages*

Visitor Parking

Entry / Public Plaza

Service / Secure Garage Access

100 Yard Outdoor rangeTwo Story Animal

Services 29,180 gsf

Tactical Simulation Building

Outdoor / Expansion Space for Ess Serv

Outdoor Training / Expansion Space for Non-Ess Serv

Jail Release / Evidence Pick-Up Parking

Preliminary Massing Studies

W. Winton Ave.

Tu sk eg ee

A irm en D r.

Site Option A - CANG Final Massing Study

Further review of the Police and Animal Services program and related cost estimates dictated a reduction in project scope and enlargement of site from 8.1 acres to 9.87 acres to support all at-grade parking. The following diagrams indicate a reduced program and 2-phase approach to meet Police needs and current available funds.

One Story 19,537 gsf Non-Essential Services

All At-grade Parking

Visitor Parking

Entry / Public Plaza

Secure Access

Expansion Space for Ess Serv

Storm Water Area

Jail Release / Evidence Pick-Up Parking

Final Massing Study - Phase 1

9.87 Acre Site

100 & 50 Yard Shooting Range

Secure Perimeter

Three-Story 79,176 gsf Essential Services First Floor 50% Second & Third 50%W. Winton Ave.

Tu sk eg ee

A irm en

Tactical Simulation Building

Future Non Essential Service

Outdoor K9 Training

Final Massing Study - Phase 2

W. Winton Ave.

Tu sk eg ee

A irm en

Animal Services

Expand Visitor Parking

Parking Garage Required when Animal Services Added

Final Massing Study - Future Phase

W. Winton Ave.

Tu sk eg ee

A irm en

Site Option B - City Center

B.A.R.T.

City Center Dr, Foothill Blvd

A St.

2nd St., M ain St.Mission Blvd.

Site Access to 880 in xx miles

Seismic Risk

• Hayward Fault relative to City Center Site

Cat F

• SDS= 1.67

Flood Risk

• Area Of Minimal Flood Zone (land outside the 0.2% annual chance (500-year) floodplain)

Site Option B - City Center

SITE

SITE

Site Hazards

Site Option B - City Center Massing Studies

Five Story (two Bay) Parking 42,000 sf / flr 210,000 sf total

Three Story 91,151 gsf Essential Services First Floor 50% Second & Third 50%

Visitor Parking

Entry / Public Plaza

Garage / Service Access

Garage Top Outdoor Animal Services Area

30,234 gsf Non-Essential Services Under Parking

Two Story 29,180 gsf Animal Services

Garage Top Outdoor Animal Services Area

Outdoor Roof Area for Ess

Not Included

Outdoor / Expansion Space

City Center Dr.

Site Option B - City Center Massing Studies

Two Story 32,000 gsf Animal Services

Five Story (two Bay) Parking 42,000 sf / flr 210,000 sf total

Three Story 91,151 gsf Essential Services First Floor 50% Second & Third 50%

Visitor Parking City Center Dr.

Entry / Public Plaza

Garage / Service Access

Garage Top Outdoor Animal Services Area

30,234 gsf Non-Essential Services Under Parking

Two Story 29,180 gsf Animal Services

Garage Top Outdoor Animal Services Area

Outdoor Roof Area for Ess

Not Included

Outdoor / Expansion Space

Preliminary Site & Massing Study

Included here are the Site and Massing Studies for the City Center Site. Through the process of site analysis, programming and cost estimating, the City Center site was deemed to be unsuitable based on the following:

Site Option B - City Center

COST ESTIMATE SUMMARY CANG Site

The following Cost Estimate Summary was performed by HLCM, a Professional Cost Estimating Consultant and is based on the Program, Site and Massing Studies.

Numbers include:

Notes

$92,053,274

$ 1,900,000

$ 336,806,162

$ 54,348,330 $2,431,380 $2,260,232 $1,022,570 $2,327,378 $8,160,967 $9,009,202 $5,613,947 $2,453,568 $1,975,342 $3,259,439 $1,090,919

Moved to Future Phase Reduce to Align W/ Materials Handling Survey Moved to Phase 2 Removed Removed SWAT Briefing Room Reduced Capacity Reduced Indoor Range From 50-Yard to 25-Yard Reduced Future Growth by %5 & Reduced Workstation Size Removed 1 of the Multi-Purpose Rooms Reduced to 1 Exam Bay Removed Break Room & Waiting Area Reduced Lobby

Total Reduction

Total Add

Base Estimate - CANG Site

Scope Alignment

Animal Services Property & Evidence Tactical Simulation Building K-9 Special Response Unit Jail Indoor Firing Range Office Area Public Spaces / MPR Crime Lab Vehicle Exam Bay Youth & Family Services Break & Lobby Public Spaces Main Lobby

$1,900,000 Add (4) Outdoor 50-Yard LanesOutdoor Range

$246,652,888Total Cost

COST ESTIMATE SUMMARY City Center Site

The following Cost Estimate Summary was performed by HLCM, a Professional Cost Estimating Consultant and is based on the Program, Site and Massing Studies.

*Note: The City Center Total Costs is not directly comparable to the CANG site costs. The City Center Site does not include program features included at the CANG site including Outdoor Fire Range, Tactical Simulation Building & K9 Training”

Numbers include:

Notes

$ 92,627,237

$ 0

$ 351,881,024

$ 54,753,003 $0 $2,491,414 $0 $1,032,670 $2,346,460 $8,220,450 $9,076,955 $7,956,541 $2,745,426 $1,991,073 $1,464,560 $548,685

Moved to Future Phase Site Area Reduction in Phase 1 Reduce to Align W/ Materials Handling Survey Not Included Removed Removed SWAT Briefing Room Reduced Capacity Reduced Indoor Range From 50-Yard to 25-Yard Reduced Future Growth by %5 & Reduced Workstation Size Removed 1 of the Multi-Purpose Rooms Reduced to 1 Exam Bay Removed Break Room & Waiting Area Reduced Lobby

Total Reduction

Total Add

Base Estimate - City Center Site

Scope Alignment

Animal Services Site Area Property & Evidence Tactical Simulation Building K-9 Special Response Unit Jail Indoor Firing Range Office Area Public Spaces / MPR Crime Lab Vehicle Exam Bay Youth & Family Services Break & Lobby Public Spaces Main Lobby

$0 Not IncludedOutdoor Range

$ 259,253,787Total Cost

SITE SELECTION

Site selection has been based on 11 primary criteria that have been weighted via the process of site analysis, project programming and cost estimation.

The criteria have been designated with Green, Yellow, Red designation to indicate suitability to meet the criteria.

Most Advantageous

Moderate

Least Advantageous

Site Option Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Site Expansion

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

Site B - City Center

Site Selection Community Serviceability

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

Site B - City Center

• In close proximity to residential and commercial downtown and governmental services

Site Selection Community Access

Site Expansion

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

Site B - City Center

Site Selection Community Advantages

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

• Feels less embedded into the community

Site B - City Center

Specific Plan

• Likely will not comply with the form and use vision for the “Mixed-

Use Gateway” outlined in the Downtown Specific Plan

Site Selection Community Challenges

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

Site B - City Center

Site Selection Program Optimization

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site Selection Site Expansion

Site Expansion

Site A - CANG

• Provides more flexibility for site to flex to meet the needs of the program and the budget

Site B - City Center

• Fixed site size with no flexibility to expand.

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site Selection Availability of Utilities

Site Expansion

Site A - CANG

• Has suitable access to all utilities

Site B - City Center

• Has suitable access to all utilities

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

• Federal Aviation Administration (FAA) review: All proposed commercial projects exceeding 40 feet in height must undergo review by the FAA. Taller projects may be permitted if the FAA determines they do not pose a hazard. (see Airport exhibit)

• Drone compatibility TBD

Site B - City Center

• Dense urban area in close proximity to Hayward fault

Site Selection Site Hazards

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

Site B - City Center

Site Selection Topography & Soils

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

Site B - City Center

Site Selection Construction Duration

Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

Site A - CANG

Site B - City Center

Site Selection Project Costs

Site A - CANG

The former California Air National Guard site adjacent to the Hayward Executive Airport has been determined to the most optimal site for the development of a new Hayward Public Safety Facility. The availability of site area and expansion of site area will permit the greatest flexibility to meet the needs of the program within the city’s budget.

Site Selection Final Selection

Site Option Community Service

Community Access

Community Advantages

Program Optimization

Project Costs

Availability of Utilities

Site Hazards

Construction Duration

Topography & Soils

Site A

CANG

Site B City Center

Community Challenges

DELIVERY METHODS

The construction delivery method is the approach used to design and construct a project. It defines how the project team is structured, how contracts are established, and how responsibilities, risks, costs, and schedules are managed among the owner, designer, and contractor. The traditional delivery method and common to CIP projects in the City is Design-Bid-Build. Other alternative delivery methods include Design–Build, Progressive Design-Build, Construction Manager at Risk, and Public Private Partnership (P3). Each delivery method offers different advantages related to cost control, schedule certainty, and collaboration.

Design–Bid–Build (DBB): the traditional project delivery method in which the owner contracts separately with a designer and a construction contractor. The designer completes the full design and prepares construction documents, after which the project is competitively bid and awarded to a contractor. Construction begins only after design is complete. This approach provides clear roles, strong pricing competition, and a well-defined scope, but it can result in longer schedules and limited collaboration between design and construction teams.

Design–Build (DB): DB is a delivery method in which the owner contracts with a single entity that is responsible for both design and construction. The design-builder integrates design and construction services under one contract, allowing for overlapping phases, earlier cost certainty, and faster project delivery. This method reduces owner coordination responsibilities and can minimize disputes, though it requires the owner to clearly define performance requirements at the outset.

Progressive Design–Build (PDB): PDB is a form of design–build in which the owner selects a design-builder primarily based on qualifications rather than a fixed price. The design-builder works collaboratively with the owner during early design to develop scope, schedule, and cost, with pricing established later as the design advances. This approach emphasizes transparency, shared risk management, and flexibility to refine project goals while maintaining the benefits of integrated delivery.

Construction Manager at Risk (CMAR): CMAR is a delivery method in which the owner contracts with a construction manager during the design phase to provide constructibility input, cost estimating, and scheduling services. The construction manager later assumes the role of general contractor and provides a guaranteed maximum price, taking responsibility for delivering the project within that price. CMAR promotes early collaboration and cost control while preserving a separate designer–owner relationship.

Public–Private Partnership (P3). P3 is a customized contractual arrangement in which a public agency partners with a private entity to deliver a public facility. The private partner may be responsible for design, construction, and financing, (e.g., a Progressive Design-Build-Finance or DBF P3 model), as well as flexibly structuring operation, and/or maintenance responsibilities over short-, medium-, and long-term periods (e.g., a DBF+OM P3 model). P3s leverage private-sector developer expertise and financing to deliver complex projects more efficiently, with risks allocated to the party best able to manage them and performance guarantees provided by the development partner.

Selecting an appropriate construction delivery method ensures that the project is delivered efficiently, transparently, and in alignment with the goal for accountability, budget control, and timely completion. For this project, the Public–Private Partnership (P3) delivery method is considered the most advantageous because it combines strong cost and schedule certainty with enhanced accountability and transparency. Under a P3 structure, the project can be delivered with a guaranteed maximum price (GMP), contractual schedule commitments, and liquidated damages for late delivery, providing the City with meaningful protections against cost overruns and delays. The P3 approach supports an open-book delivery process, with full cost transparency and audit rights retained by the City, while maintaining public-sector safeguards such as competitively bid trade packages. This structure also enables efficient risk allocation to the parties best able to manage those risks and allows any cost savings achieved during delivery to revert to the City. Collectively, these features provide a high level of fiscal control, performance accountability, and delivery certainty, making the P3 delivery method the most appropriate choice for this project.

DELIVERY METHOD EVALUATION

The project Delivery Method Evaluation below is based on general observations and experience and will vary project to project.

Site Option Control Cost Certainty

Owner Resources

Quality Time

Each delivery method offers a different balance of cost, schedule, risk, and owner involvement. Design-Bid-Build provides the highest degree of control over the design outcome, but that control comes with increased exposure to change-order risk and the longest delivery timeline. CM@Risk improves coordination and cost certainty through early contractor involvement, but still requires active Owner oversight throughout design development.

Progressive Design-Build offers the strongest alignment of cost, quality, and schedule by structuring collaboration from day one. Risk is shared early, and innovation is encouraged, reducing soft costs and accelerating delivery. Public-Private Partnership is most advantageous when the Owner’s goal is to transfer long-term risk, minimize internal resource demands, and lock in lifecycle performance — though it requires acceptance of the lowest direct control over design and long-term asset flexibility.

The following matrix visually reinforces the importance of aligning delivery method selection with the Owner’s priorities — whether that is control, speed, cost certainty, risk transfer, or resource capacity.

Site Option Control Risk Cost Certainty

Collaborative City Staffing

Soft Costs

Design Bid Build

Progressive Design Build

CM@Risk

Public Private Partnership

Quality Time

Summary

Most Advantageous

Moderate

Least Advantageous

Delivery Method Evaluation Matrix

SUMMATION OF RECOMMENDATIONS

Recommended Option

*Note: The City Center Total Costs is not directly comparable to the CANG site costs. The City Center Site does not include program features included at the CANG site including Outdoor Fire Range, Tactical Simulation Building & K9 Training”

$259,253,787

Conceptual Rendering Performance I Camaraderie I Transparency

View from W. Winton Ave.

APPENDIX

HAYWARD POLICE DEPARTMENT

PUBLIC SAFETY CENTER

HAYWARD, CALIFORNIA

MCCLAREN, WILSON & LAWRIE ARCHITECTS

LPA

FEBRUARY 9, 2026

POLICE FACILITIES MASTER PLAN

SPACE NEEDS SUMMARIES

FEBRUARY 9, 2026 Project Overview

HAYWARD PUBLIC SAFETY CENTER

SPACE NEEDS ASSESSMENT

Phase 1

Essential Services Building: 79,176 gsf

Non-Essential Services Building: 19,537 gsf

Site / Parking: 7.48 acres

Phase 2

Essential Services Building: 0 gsf

Non-Essential Services Building: 0 gsf

Site / Parking: 0.30 acres

Animal Services Building & Site: future phase or renovation of existing facility

Total

Essential Services Building: 79,176 gsf

Non-Essential Services Building: 19,537 gsf

Total Building: 98,712 gsf

Total Site: 7.78 acres

9.57 acres

9.87 acres

FEBRUARY 9, 2026 Project Overview

SPACE NEEDS ASSESSMENT

Building and Site Square Footage Program This section includes space and staff spreadsheets outlining the assignment of square footage and staff needs. Here are a few explanations of the space needs document format to aid in review:

Programming Milestones This space needs assessment identifies space and staff requirements for three milestones:

• Milestone Space Needs Program 2049 The space contemplated to address projected space needs for the year

2049.

• Milestone Prioritized Program The space prioritized by HPD, reducing scope to stay within budget.

• Milestone Second Phase The space needed on site for future addition of specific functions removed from scope of first phase.

Please note that staffing indicated in growth projections are based on projections furnished by the HPD and do not suggest that staffing will grow at any specific pace, instead the projections identify space needs suitable to serve staffing at those levels (understanding that staffing levels may fluctuate at rates that are faster or slower).

• Building Area Summary

Adjusted net square footage from the detailed spreadsheet pages are entered into the summary page. On the summary page a grossing factor is added to the summary of the adjusted net square footage to arrive at the total gross square footage for the building.

Space Number The space number is included for reference. In some circumstances the space number repeats for a variety of items. This designates where items will reside in the same space.

The program uses three types of square footage; Net, Adjusted Net and

Gross Square foot.

FEBRUARY 9, 2026 Space Summaries

SPACE NEEDS ASSESSMENT

Square Footage Summary

Net Square Footage Net square footage is the direct usable space needed for offices, workstations, file cabinets and equipment such as copy machines.

Direct usable space is identified by space codes (for example: PO = Private

Office and OP = Open Plan workstation) and then support spaces. Staffing is identified by LKR (staff with lockers) and WD (staff with wardrobe at desk).

In some spaces staffing numbers have no assignable office or workstation space. To account for shifted workspaces there is a number of spaces column.

Adjusted Net Area At the bottom of each list of net square footages there is a circulation factor. This is square footage needed to provide for aisles and walk around space to connect spaces within each area of the building.

Net

Square

Feet

Adj. Net

Square

Feet

FEBRUARY 9, 2026 Space Summaries

SPACE NEEDS ASSESSMENT

Square Footage Summary

The circulation factor varies depending upon the needs of each space group. For example, most spaces have a circulation factor of 25%, though some technical spaces require a larger circulation, yet bulk areas (such as the evidence) require smaller circulation factors. When the net space and circulation factor are added the result is the adjusted net area.

Gross Square Footage The adjusted net area is totaled on the summary page where a grossing factor (sometimes referred to as an “efficiency” factor) is added to allow for the space that is lost to wall / partition thicknesses, structural columns, the corridors that connect each area of the building and support spaces for janitor closets, premise wiring closets, mechanical rooms and electrical rooms).

Gross

Square

Feet

SPACE NEEDS ASSESSMENT

Site / Parking Summary

FEBRUARY 9, 2026 Space and Site Summaries

Parking Requirements This section includes space onsite required for staff vehicles, fleet vehicles, and visitors. These are split between secure parking for staff and fleet vehicles, and public parking for visitors.

• Staff Parking

Staff parking requirements are determined by the maximum amount of people working in the building during the largest shift, plus enough parking for people who staff the 24-hour operations to perform a shift changeover.

This means operations such as patrol and dispatch will need parking spaces for both the incoming shift staff and outgoing shift staff.

Other Site Needs This section includes space on site required for infrastructure (antenna tower, generator, dumpsters, etc.), outdoor training spaces (firearms range and tactical simulation building), and storage needs (haz-mat, bikes, etc.).

Program Prioritization

FEBRUARY 9, 2026 Space and Site Summaries

Program Prioritization Reductions to the initial program were required to meet budget. The following reductions were made following feedback from the City and users regarding the priorities of each group

• Public Spaces

The prioritizing of the program led to a reduction of the public lobby and the removal of one of the community meeting rooms.

• Workstations

The size of workstations were reduced where functionality would not be compromised.

• Animal Services

Animal services was removed from initial scope, with the option to be included in a later phase or located elsewhere.

• Firearms Training

The Indoor firearms range, originally planned to be 50 yards, was reduced to a 25 yard range. The 100yd outdoor range remains in the initial phase with a

(4) lane 50yd outdoor range planned for a future phase. The tactical simulation building also moved to a future phase.

• Property & Evidence

Property and evidence saw a reduction in the number of workstations, drying cabinets, and evidence lockers. Total evidence storage was also reduced by about 1,000 square feet. In total the property and evidence program was reduced by 1,500 square feet.

• K-9

The entirety of the K-9 program was removed from the scope of this project.

• Special Response Unit

The special response unit’s dedicated briefing room was removed from the scope with the assumption the unit could use the patrol briefing room when needed.

• Jail

The jail saw a reduction in storage space, kitchen size, and number of cells.

This reduced the max capacity of the jail from (49) people down to (35) people. This allowed for a reduction of 3,119 square feet.

Program Prioritization

FEBRUARY 9, 2026 Space and Site Summaries

• Emergency Communications

Emergency communications saw a reduction of the size of the break room, and the number of dispatch consoles was reduced from (16) to (14)

• Lockers

There is no proposed reduction to the lockers in this program, but if there is an opportunity to reduce the space needs by 1,318 square feet and reduce the number of lockers required by 63 if open lockers are implemented.

• Vehicle Exam

The prioritized program has reduced the amount of vehicle exam bays to 1

• Youth & Family Services

Reductions made to the youth and family services bureau include the removal of the overflow counseling rooms, the waiting room, and the dedicated breakroom.

Hayward, California

Public Safety Center

Space Needs Assessment

• Summary •

2/9/2026

Milestones

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at Desk

Public Spaces

1.00 Public Spaces 0 0 0 0 5,714 3,683

Includes Community Meeting / Multi-purpose

Room

Administration

2.00 Police Administration 7 8 7 8 3,824 3,709

3.00 Internal Affairs 3 2 3 2 910 900

4.00 Police Wellness 0 1 0 1 760 760

Community Services Division

5.00 District Operations Unit 25 0 25 0 0 0

6.00 Traffic 10 1 10 1 1,143 1,093

7.00 Personnel & Training 2 4 2 4 1,433 1,333

8.00 Youth & Family Services 0 37 0 37 5,405 3,910

9.00 Volunteer (Reserves) Program 1 0 1 0 410 390

Investigations Division

10.00 Criminal Investigations 27 6 27 6 5,088 4,758

11.00 Special Investigations 26 6 26 6 4,365 4,115

12.00 Shared Investigations Spaces 0 0 0 0 1,823 1,823

13.00 Crime Lab 0 0 0 0 3,184 2,384

Patrol Division

14.00 Patrol 120 0 120 0 6,398 5,973

15.00 K9 7 0 7 0 - - See Support Building

16.00 Special Response Unit 0 0 0 0 - - See Support Building

Support Service Division

17.00 Records 0 19 0 19 3,684 3,189

18.00 Emergency Communications 0 59 0 59 5,420 4,796

reduction in break room size, workstation size, and dispatch consoles from 16 to 14

19.00 Real Time Information Center

(RTIC)

0 3 0 3 930 855

20.00 Animal Services 0 17 0 0 - -

21.00 Jail 25 0 25 0 7,073 3,954 49 max capacity reduced to 35

22.00 Property & Evidence 0 6 0 6 - - See Support Building

23.00 I.T. 0 14 0 14 580 540

Shared Spaces

24.00 Shared Staff Areas 0 0 0 0 8,586 8,586

Fitness / Lunch / Lockers. Traditional lockers assumed, 1,318sf reduction available if open lockers are used

25.00 Facilities Support 0 1 0 1 957 957

26.00 Ground Level Shared Spaces 0 0 0 0 1,643 1,643

27.00 2nd Level Shared Spaces 0 0 0 0 2,205 2,205

28.00 3rd Level Shared Spaces 0 0 0 0 1,429 1,429

72,959 62,980

Total Staff 253 184 253 167

Remarks

Square Footage

Space Needs

Program

Staffing

Prioritized

Program

437 420

Space Needs

Program

Prioritized

Program

LKR WD LKR WD

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

LPA

Summary 1

Space Needs Assessment

• Summary •

2/9/2026

72,959 62,980

Stair / Elevator Factor 3 3,600 3,600 Initial assumption - 3-story building

Grossing Factor 20% 14,592 12,596

91,151 79,176

678 0

3,048 1,550

5,905 4,403

16,660 11,035 Indoor 25-yd range

- - See Site

26,290 16,988

Grossing Factor 15% 3,944 2,548

30,234 19,537

121,385 98,712

29,180 0

Grossing Factor 0% 0 0

29,180 0

150,565 98,712

Animal Services (Not Essential Services)

20.00 Animal Services

Total Gross Square Footage

Total Gross Square Footage Main + Support Building + Animal Services

Total Gross Square Footage

Main Essential Services Building

Sub-Total Adjusted Net Square Footage

Support Building (Not Essential Services)

29.00 Firearms Range & Specialized Training

Total Gross Square Footage

Total Gross Square Footage Main + Support Building

30.00 Tactical Simulation Building

16.00 Special Response Unit

15.00 K9

22.00 Property & Evidence

Sub-Total Adjusted Net Square Footage

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

Summary 2

Space Needs Assessment

• Itemized Spaces •

2/9/2026

Milestones

S p a ce

N e e d s

P ri o ri ti ze

P ro g ra m

S p e d s

P ri o ri g ra m

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at

Desk

LKR WD LKR WD

1.00 Public Spaces

1.01 Public Entry Vestibule 1 1 100 100 100

For energy efficiency and safety. Provide after hours call station to dispatch. Provide electronic door lock/unlock to records & dispatch. Recommendation: Use ballistically rated doors between Vest and

Lobby.

1.02 Public Lobby 1 1 500 1,000 500 Professional / Durable / Calming

• Front Public Services

Counter Positions

4 4 SCTR 192 192

Protected transaction window to Lobby

(access from Records).

1.03 Public Restrooms 2 2 T3 450 450

Traditional M/W Restrooms sized to service Multi-Purpose Rms. May save SF if gender-free restrooms design is employed.

1.04 Report Taking / Visitor

Consultation Room

2 2 CNSL1 160 160

May also serve as an after hours area of refuge rm. for arrival in distress / if so, requires second exit to secure corridor. No recording needed

• Livescan 1 1 LIVE 25 25 Securable cabinet in one of the report taking rooms

Public Meeting/Multi-Purpose Rms

1.05 Community Mtg. A / Multi-

Purpose / Training Rm.

45 45 25 1,125 1,125

1.06 Community Mtg. B / Multi-

Purpose / Training Rm.

45 0 25 1,125 0

1.07 Chair / Table / AV Rm. 1 1 STOR3 144 144

1.08 Warming Kitchen 1 1 250 250 250

Net Square Feet 0 0 0 0 4,571 2,946

Circulation 25% 1143 737

Adjusted Net Square Feet 5,714 3,683

Recommend: Use folding tables / stack chairs. Also use for public educations (CPR classes, citizen's academies etc.) Rm. Also use for press briefing. Incl: Lectern, LED

Monitors, doors to Lobby and to secure corridor.

Space No: Number of Spaces

Space

Code

RemarksArea Totals

Prioritized

Program

Space Needs

Program

Staffing Projection

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

Itemized Spaces 1

Space Needs Assessment

• Itemized Spaces •

2/9/2026

Milestones

S p e d s

P ri o ri g ra m

S p e d s

P ri o ri g ra m

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at

Desk

LKR WD LKR WD

Space No: Number of Spaces

Space

Code

RemarksArea Totals

Prioritized

Program

Space Needs

Program

Staffing Projection

2.00 Police Administration

2.01 Chief of Police 1 1 1 1 PO6 240 240 W/Table 4 chairs

2.02 Deputy Chief 1 1 1 1 PO5 224 224

2.03 Community Services Captain 1 1 1 1 PO4 180 180

2.04 Investigations Captain 1 1 1 1 PO4 180 180

2.05 Patrol Captain 1 1 1 1 PO4 180 180

2.06 Support Services Captain 1 1 1 1 PO4 180 180

2.07 SS Admin Lt. 1 1 1 1 PO3 168 168

2.08 Accreditation 1 1 1 1 PO1 108 108 CALEA & Lexipol

2.09 Admin Open Office

• Admin Supervisor 1 1 1 1 OP4 OP3 80 72

• Police Program Analyst 1 1 1 1 OP4 OP3 80 72

• Community Engagement

Specialist

1 1 1 1 OP4 OP3 80 72

• Inv. Admin Secretary 1 1 1 1 OP4 OP3 80 72

• Patrol Admin Secretary 1 1 1 1 OP4 OP3 80 72

• Sr. Management Analyst 1 1 1 1 OP4 OP3 80 72

• Support Services Admin

Secretary

1 1 1 1 OP4 OP3 80 72

• Hoteling desks 2 2 OP3 OP2 144 108 assessors, guests of command staff

Admin Support Spaces

2.09 Escorted Visitor Waiting Area 1 1 WTG06 144 144

Viewed by admin open office staff.

Adjacent to interview suite

2.09 Copy Alcove 1 1 CPY1 24 24

2.09 Coffee Alcove 1 1 COF1 24 24

2.10 Visitor Restroom 1 1 T1 64 64 Adjacent to waiting area

2.11 Secure File Room

• Inv. Admin File Storage 2 2 FL4 40 40

• Budget Analyst Lateral Files 4 4 FL4 80 80

• CALEA Files 2 2 FL1 16 16

2.12 Admin. Conf. Room (12) 1 1 CNF16 365 365

Access from Chief's office and Corridor (to be shared).

2.13 Admin Toilet Shower 1 1 T4 90 90

Suggest: Connecting hall from Chief's office to Admin Conf Rm.

2.14 Supply Closet 1 1 STOR1 48 48 Office supplies

Net Square Feet 7 8 7 8 3,059 2,967

Circulation 25% 765 742

Adjusted Net Square Feet 3,824 3,709

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

Itemized Spaces 2

Space Needs Assessment

• Itemized Spaces •

2/9/2026

Milestones

S p e d s

P ri o ri g ra m

S p e d s

P ri o ri g ra m

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at

Desk

LKR WD LKR WD

Space No: Number of Spaces

Space

Code

RemarksArea Totals

Prioritized

Program

Space Needs

Program

Staffing Projection

3.00 Internal Affairs Command Staff Adjacency. Discreet entry

3.01 Lieutenant 1 1 1 1 PO3 168 168

W/Table 4 chairs? Or shared interview room

3.02 Sergeants 2 2 2 2 PO2 240 240

W/Table 4 chairs? Or shared interview room

3.03 Future Office 1 1 1 1 PO2 120 120

3.04 CSO/Secretary? 1 1 1 1 OP3 80 72

IA Support Spaces

3.05 Secure File Storage 6 6 FL4 120 120 Files maintained 5-15 yrs

Interview / Conference Room LCD Monitor. Interview recording. See shared conference room 27.01

Net Square Feet 3 2 3 2 728 720

Circulation 25% 182 180

Adjusted Net Square Feet 910 900

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

Itemized Spaces 3

Space Needs Assessment

• Itemized Spaces •

2/9/2026

Milestones

S p e d s

P ri o ri g ra m

S p e d s

P ri o ri g ra m

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at

Desk

LKR WD LKR WD

Space No: Number of Spaces

Space

Code

RemarksArea Totals

Prioritized

Program

Space Needs

Program

Staffing Projection

4.00 Police Wellness

4.01 Police Wellness Specialist 1 1 1 1 PO5 224 224

Mental Health Services. Specialty seating w/ sofa

4.02 Hoteling Office 1 1 PO1 108 108 Chaplain / Clinician

Wellness Support

4.03 Sound Isolation Vestibule 1 1 132 132 132

4.04 Waiting Room 1 1 WTG06 144 144 calming feature / water? Place for kids

Net Square Feet 0 1 0 1 608 608

Circulation 25% 152 152

Adjusted Net Square Feet 760 760

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

Itemized Spaces 4

Space Needs Assessment

• Itemized Spaces •

2/9/2026

Milestones

S p e d s

P ri o ri g ra m

S p e d s

P ri o ri g ra m

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at

Desk

LKR WD LKR WD

Space No: Number of Spaces

Space

Code

RemarksArea Totals

Prioritized

Program

Space Needs

Program

Staffing Projection

5.00 District Operations Unit Operations to remain remote

Lieutenant 1 1 Office with traffic

Northern District

Sergeant 1 1 1 1

Police Officer 3 3 3 3

Downtown Police Officer 2 2 2 2

Crime Prevention Specialist 1 1 1 1

CSO 1 1 1 1

AVA CSO 1 1 1 1

Southern District

Sergeant 1 1 1 1

Police Officer 1 1 1 1

Measure C Police Officer 1 1 1 1

Crime Prevention Specialist 1 1 1 1

CSO 1 1 1 1

10 10 10 10

Support Spaces

Storage Room Literature, Toy Drive, Seasonal Items

Conf. Room (6)

Large Meeting Room See Multi-Purpose Rooms 1.05 & 1.06

Copy Alcove

Coffee Alcove

Net Square Feet 25 0 25 0 0 0

Circulation 25% 0 0

Adjusted Net Square Feet 0 0

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

Itemized Spaces 5

Space Needs Assessment

• Itemized Spaces •

2/9/2026

Milestones

S p e d s

P ri o ri g ra m

S p e d s

P ri o ri g ra m

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at

Desk

LKR WD LKR WD

Space No: Number of Spaces

Space

Code

RemarksArea Totals

Prioritized

Program

Space Needs

Program

Staffing Projection

6.00 Traffic 4 Staff

6.01 Lieutenant 1 1 PO3 168 168 For staffing see district operations

Sergeant 1 1 Locate with patrol watch office

6.02 Police Officer 9 9 5 5 OP3 400 360 Need space for blueprints

6.02 CSO 1 1 1 1 OP2 54 54

Support Spaces

6.02 Plan Review tables 2 2 WTBL1 188 188

6.02 Plan Storage 2 2 MAP 56 56

6.02 Personal Files 9 9 FL1 72 72

6.03 Storage 1 1 STOR3 144 144

RADAR & LIDAR Charging, LEICA 3D

Imagers, PAS Devices

Conference Room See shared conference room 26.01

Net Square Feet 10 1 10 1 914 874

Circulation 25% 229 219

Adjusted Net Square Feet 1,143 1,093

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

Itemized Spaces 6

Space Needs Assessment

• Itemized Spaces •

2/9/2026

Milestones

S p e d s

P ri o ri g ra m

S p e d s

P ri o ri g ra m

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at

Desk

LKR WD LKR WD

Space No: Number of Spaces

Space

Code

RemarksArea Totals

Prioritized

Program

Space Needs

Program

Staffing Projection

7.00 Personnel & Training 4 staff + CSOs?

7.01 Lieutenant 1 1 1 1 PO3 168 168

Table w/ 2 chairs, conducts 1-on-1 interviews

7.02 Sergeant 1 1 1 1 OP3 80 72

7.02 Personnel Operations 3 3 3 3 OP2 216 162

7.02 CSO 1 1 1 1 OP2 54 54

7.02 Hotel Desks 2 2 OP1 108 90

Modified duty, retired-annuitants, background investigators, auditors, wellness, retirement consultants, etc.

• Trainee Space 20 20 Use shared conference room

Support Spaces

7.02 Supply Cabinet 2 2 CAB4 32 32

7.03 Secure File Room 16 16 FL4 320 320

7.04 Secure Storage 1 1 STOR3 144 144 Issue equipment (tasers etc.) Dept. wide

7.05 Coffee Alcove 1 1 COF1 24 24

Classroom (50) 50 50 25 Host regional trainings. Use shared Multi-

Purpose Room B 1.06

DT / ARCON / Simulator Training See support building 29.09

DT Storage See support building 29.10

Conference Room (12) See shared conference room 26.02

Conference / Interview Rooms (6) See shared conference room 26.01

Copy Alcove See shared copy room 26.04

Net Square Feet 2 4 2 4 1,146 1,066

Circulation 25% 287 267

Adjusted Net Square Feet 1,433 1,333

McClaren, Wilson + Lawrie, Inc.

In Collaboration With

Itemized Spaces 7

Space Needs Assessment

• Itemized Spaces •

2/9/2026

Milestones

S p e d s

P ri o ri g ra m

S p e d s

P ri o ri g ra m

LKR = Staff W/Lockers

WD = Staff W/Wardrobe at

Desk

LKR WD LKR WD

Space No: Number of Spaces

Space

Code

RemarksArea Totals

Prioritized

Program

Space Needs

Program

Staffing Projection

District Operations Unit adjacency

8.00 Youth & Family Services

Lobby and Reception

8.01 Main Lobby/Waiting 1 1 400 400 400

To have separate entry from main police department to provide a sense of separation and reduce anxiety, fear with adjacency to a police department.

8.02 Private Consult Room 1 1 140 140 140

Used for private/confidential conversations with youth, parents, and staff members.

Meeting Rooms

8.03 Small Meeting Room 1 1…