● Community-based response models
● Emergency preparedness
● Cleanliness and blight reduction
● Library and educational programs
● Celebrate heritage & confront inequities
● House and support people experiencing
homelessness
● Incentivize housing production for all
● Protect the affordability of existing
housing
Preserve, Protect &
Produce Housing For All
Grow the
Economy
● Reduce greenhouse gases and
dependency on fossil fuels
● Promote a circular economy
● Mitigate climate crisis impacts through
resilient design
● Multi-Modal Transportation
● City-Owned Facilities & Property
● Water Supplies, Sanitation & Sewers
● Community-wide Internet
Infrastructure & Access
Confront
Climate Crisis
Invest in
Infrastructure
● Fiscal sustainability
● Employee engagement and retention
● Communications, transparency, and
community engagement
● Safe & collaborative work environment
Strengthen
Organizational Health
Enhance Community
Safety & Quality of Life
Strategic Priorities
The critical focus areas to achieve the vision.
● Invest in the future by supporting local
businesses
● Enhance marketing
● Workforce development pipelines
● Strategically dispose of City property
● Create thriving commercial corridors
(Previously Support Quality of Life)
(Previously Combat Climate Change) (Previously Improve Infrastructure) (Previously Improve Organizational Health)
Recommended updates (changes in green)
Attachment II: Recommended Year Three Work Plan with Updates to Priority Titles We strive to build a culture of equity to ensure that we are meeting the needs of all residents.
The City is committed to providing equitable services that improve the lives of all residents and take into consideration past inequities and injustices. We know achieving this vision requires tackling tough issues like institutional racism and implicit bias. We also know it takes continuous listening, learning, and improvement.
Throughout this plan, we have identified projects
with this icon that have a racial equity focus
or services/projects that we are reviewing
though a racial equity lens.
Racial Equity
Focus Projects
Questions we ask when we apply a racial equity lens to a service or project:
● What problem is this service/project seeking to address? ● Who benefits from this service/project? Are some community members impacted by the problem more than others? Do we have demographic information about this group(s)?
● Who does this service/project not benefit? Do we have demographic information about this group(s)?
● Who is currently accessing this service?
● Who is not accessing this service? Do we know why? Are there barriers that makes it more difficult for some community members to use or access this service?
● How are we communicating about this service/project? What barriers are there for people to find up-to-date information?
Recommended new section to the Strategic Roadmap
Proposed Year 3 (FY 22/23) Work Plan
Support Safety through Community-Centered Response and Enforcement Models ● Q5: Community Safety Policy Innovation Workshop Pilots/Projects ○ Dispatch needs assessment and capacity
○ Mobile Mental Health Response T eam & District Command behavioral health clinician
○ Community feedback and complaint liaison
○ CSO response to property crimes
○ HPD training curriculum working group
○ Neighborhood participatory budgeting - Hayward People’s Budget ● Q6: Bring work session to Council on gun control options (new proposed project - unfunded)
Support Safety through Emergency Preparedness, Planning, and Response ● Q9: Update comprehensive Emergency Services Plan
● Q10: Update and adopt Fire Department strategic plan, both for staff and community
Invest in Cleanliness and Reduce Blight
● Q14: Engage owners of vacant building properties to encourage activation ● Q15: Revamp community preservation ordinance to combat blight and enhance neighborhood livability
● Q17: Continue illegal dumping prevention pilot program and roll out permanent program if successful and funded
Enhance Library, Educational, and Neighborhood Programs ● Q19e: Conduct stage one of Library strategic planning and implementation ● Q20: Negotiate updated master lease agreement with HARD (added - funded) Celebrate Hayward’s Heritage & Confront Racial Inequities ● Q21: Work across Strategic Roadmap priorities to include racial equity lens ● Q22: Onboard more staff to join the GARE staff team
● Q23: Create an internal racial equity training program and policy ● Q24: Design and Install Heritage Plaza Art Pieces to Honor Indigenous, Japanese American, and Russell City Heritage (added - funded) ● Q25: Work with the survivors and descendants of Russell City to determine appropriate restitution (new proposed project - unfunded) ● Q26: Identify culturally competent ways to recognize the contributions of BIPOC Hayward residents through public art and projects (new proposed project - unfunded)
Enhance Community
Safety & Quality of Life
Proposed Year 3 (FY 22/23) Work Plan
All Y3 projects in this priority are racial equity focus projects, given the history of systemic racism in federal and local housing policy
Invest in programs to house and support people experiencing homelessness ● H1C: Oversee operations of the Navigation Center Annex (added - funded) ● H2b: Pilot Shallow Subsidy Program (added - funded)
● H2c: Explore Safe Parking Site (added - funded)
● H2d: Leverage partnerships to support the creation of hotel conversion projects by community-based entities (added - funded)
Incentivize housing production for all
● H4b: Amend Density Bonus Ordinance
● H4e: Develop an Overlay Zoning District to allow RS zoned properties (single family residential) to develop into a variety of housing types and densities
● H4f: Explore program to convert tax-defaulted properties to affordable housing
● H5b: Continue work on updating the Affordable Housing Ordinance ● H4e: Create marketing materials for incentivizing housing production ● H8: Update the Housing Element
Protect the affordability of existing housing
● H9d: T enant Relocation Emergency Fund (added - funded) ● H11f: Foreclosure Prevention Program (added - funded) ● H11g: Wealth Building/ Universal Income Program (added - partially funded)
● H4f: Update Accessory Dwelling Unit (ADU) ordinance (not as urgent due to implementation of State changes)
● H6b: Issue Notice of Funding Availability (NOFA) or establish programs consistent with Council funding priorities (slowed due to lack of funding and focus on COVID relief programs)
Preserve, Produce, and
Protect Housing for All
Proposed Projects to Move to Y3+
Proposed Year 3 (FY 22/23) Work Plan
Reduce greenhouse gases and dependency on fossil fuels
● C5: Adopt & implement 2030 GHG Goal & Roadmap
● C7: Plant 1,000 trees annually
● C8: Transition 15% of total city fleet to EV/hybrid models Reduce waste by promoting a circular economy
● C12: Conduct outreach regarding AB1276 - single-use disposables ● C13: Explore funding opportunities to increase the circular food economy as part of the Alameda County All in Eats Initiative (added - funded) Mitigate climate crisis impacts through resilient design and community engagement
● C15: Update Tree Preservation Ordinance
● C6: Prepare a plan to facilitate transition of natural gas appliances to electric in City Facilities (lack of capacity)
● C9: Work with EBCE to transition citywide electricity use to 100% carbon free (Slowed due to feasibility for discounted customers) Proposed Projects to Move to Y3+
Confront
Climate Crisis
Proposed Year 3 (FY 22/23) Work Plan
Invest in Multi-Modal Transportation
● N2: Implement major corridor traffic calming initiatives, with a focus on Patrick Ave complete street improvements and Campus Drive safety improvements ● N6: Develop a micro-mobility policy (eBikes, eScooters) ● N7b: Explore funding of Mission Boulevard phase 2 and Linear Park ● N7c: Complete design of Mission Boulevard phase 3 and construction ● N8d: Implement Safe Routes for School
● N8f: Implement Safe Route for Seniors in the downtown area ● N9b: Construct additional EV charging facilities
Invest in City Facilities & Property
● N13: Stack Center fundraising and construction
● N14: La Vista Park design and construction
● N15b: Complete Jackson corridor landscape beautification ● N17: Corporation Yard renovation and safety upgrades - COVID recovery Invest in Water Supplies, Sanitation Infrastructure & Storm ● N18a: Develop and launch Advanced Metering (AMI) customer portal ● N18b: Replace an average of 3 miles of water pipelines annually ● N19: Design Water Pollution Control Facility Phase II upgrade ● N20: Replace an average of 3 miles of sewer lines annually ● N23b: Develop a Recycled Water Master Plan
Invest in Community-Wide Internet Infrastructure and Access ● N25: T ech lending library devices and hotspots
● N26: Conduct digital divide community survey (added - funded) ● N1b: Prepare Downtown Specific Plan Implementation Plan (lack of capacity) ● N8g: Feasibility study of Jackson Street Improvements (lack of capacity) ● N11b: Full needs assessment of upgrading the Corp Yard (lack of capacity) ● N12: Construct open sections of Sulphur Creek adjacent to Airport runways and Engineered Materials Arresting System (EMAS) at the departure end of Airport Runway 28L (slowed due to regulatory hurdles)
● N16: Evaluate options for adding bathrooms to Heritage Plaza for Council consideration (lack of funding and capacity)
● N23c: Investigate the use of dark fiber optic infrastructure (lack of capacity) Proposed Projects to Move to Y3+
Invest in
Infrastructure
Proposed Year 3 (FY 22/23) Work Plan
Invest in programs that support Hayward business and workers ● E5: Revise alcohol use regulations to support existing and encourage more full-service restaurants
● E3d: Sidewalk Vendor Ordinance
● E7f: “Get Digital" - Direct technical assistance to small businesses to compete with online retailers (added - funded)
● E7g: "Restaurant Relaunch" - T echnical assistance for adapting to post- COVID-19 market trends and safety requirements (added - funded) ● E7h: Small Business Assistance Grants - Grants to businesses with 10 or fewer employees (added - funded)
● E7i: "Hayward Restore & Reopen Facade Program" - Grants and loans to improve blighted storefronts, centers and corridors (added - funded) Strategically dispose of City property
● E9: City Center disposition and development
● E10: Route 238 Corridor lands dispositions and development Invest in Plans and Programs that Create Thriving Commercial Corridors ● E12: Explore a public art program and prioritize gateway locations ● E8: Strengthen workforce development pipelines (slowed due to focus on COVID recovery projects)
Proposed Projects to Move to Y3+
Grow the
Economy
Proposed Year 3 (FY 22/23) Work Plan
Invest in Employee Engagement, Professional Development and Retention ● R4: Create Human Resources Department Strategic Plan (added - funded) ● R4a: Develop talent acquisition plan for citywide and critical positions Expand Communications, Transparency, and Community Engagement ● R12: Create a language accessibility policy
● R13i: Issue an RFP for translation services
● R14: Conduct additional outreach during the Boards & Commissions recruitment to build on Measure OO charter amendment (added - funded) Invest in an Efficient, Safe & Collaborative Work Environment ● R15b: Upgrade water utility technology
● R16b: Implement new online planning and permitting solution ● R17b: Establish new mobile device management solution ● R19a: Assess current ERP solution, investigate new offerings available and implement appropriate solutions
● R8: Formalize, expand and promote the onboarding program to improve new employee experience
● R9: Develop talent development initiatives and training platform ● R10: Develop a managerial course to cultivate leadership skills ● R11d: Create a more rigorous employee wellness program ● R20a: Develop a virtual training/resource communication strategy ● R1c: Redo the Business License T ax (timing of election feasibility) ● R16a: Explore additional modules in Opengov to assist with visibility and awareness of current spending and future projections (lack of capacity) ● R17a: Improve IT asset management program (lack of funding) Proposed Projects to Move to Y3+
Strengthen
Organizational Health
Timing Subject to Findings from HR Strategic Plan