DATE: March 22, 2022
TO: Mayor and City Council
FROM: Assistant City Manager/Development Services Director SUBJECT: General Plan Annual Progress Report: Accept the Hayward 2040 General Plan Annual Progress Report for Calendar Year 2021
RECOMMENDATION
That the Council accepts the City of Hayward 2040 General Plan Progress Report for the 2021 Calendar Year and provides feedback and direction as desired.
SUMMARY
In 2014, the Council adopted a new General Plan for the City of Hayward. Government Code Section 65400 et seq. requires the City to annually review the General Plan and report progress on the programs contained therein. This annual report has been prepared for review and acceptance by the Council and will be forwarded to the State Office of Planning and Research and the State Housing and Community Development office to ensure compliance with State guidelines.
The Hayward 2040 General Plan is a long-range comprehensive plan that controls and regulates land uses and development in the City through 2040. The individual elements of this General Plan (Land Use, Mobility, Economic Development, Community Safety, Natural Resources, Hazards, Education, Community Health, Facilities/Services and Housing) contain policies and programs that guide future development in the City.
This General Plan Annual Progress Report was prepared by the Development Services Department-Planning Division, with input from various City Departments including Public Works and Utilities, Fire, Police, Library Services, Maintenance Services, and the City Manager’s Office. This report is intended to provide information on the measurable outcomes and actions associated with the implementation of all General Plan elements.
On February 24th, this progress report was presented as an informational item to the Planning Commission. The Commissioners received the annual report and provided additional comments and recommendations to staff. A summary of the comments is included in the Discussion section of this report.
BACKGROUND
On July 1, 2014, following a 22-month community planning process, the Council adopted a new General Plan for the City. Included as Part 4 of the new Hayward 2040 General Plan was a series of implementation programs designed to activate the various goals and policies set forth in the document. For each implementation program, a timeframe was established for completion as well as a responsible lead department for carrying out the program. While some programs have identified timeframes, there are others that are indicated to be ongoing programs and others that occur annually. One such program is the General Plan Annual Report, which is the report back to the State and Council on implementation progress.
To date, the City has made progress on 70 percent of the General Plan’s 143 implementation programs. Of those identified for initiation between 2014 and 2019, more than three quarters of programs are either complete or in progress. The remaining 20 percent have not been started for various reasons, including funding availability, resources, and/or shifting priorities. However, 36 percent of the programs slated for initiation in the 2020-2040 timeframe, are already complete or in progress, which is at or ahead of schedule.
Initial Public Outreach. The development of the Hayward 2040 General Plan, including the various implementation programs, contained a significant community outreach component. The Hayward e-plan, or web-based General Plan, is linked from the City’s website and is periodically updated to include implementation program status. In addition, many of the individual implementation programs require community outreach and engagement prior to completion.
DISCUSSION
The Hayward 2040 General Plan contains a total of 143 implementation programs covering ten elements including Land Use, Mobility, Community Safety, Economic Development, Education and Life-Long Learning, Hazards, Natural Resources, Housing, Health and Quality of Life, and Public Facilities and Services. As shown in Table 1, of the 143 implementation programs, 107 were identified for initiation and/or completion in the 2014-2019 timeframe. The remaining thirty-six programs were slated for initiation and/or completion within the 2020-2040 timeframe.
Timeframe
Complete comple
In Progress
Not Started
Total
#
%
#
%
#
%
2014 – 2019
19 40%
13 27%
16 33%
48 Ongoing/annual, initiated in 2014 - 2019
5 8%
49 83%
5 8%
59 Subtotal 2014 – 2019
24 22%
62 58%
21 20%
107
2020 – 2040
2 6%
7 23%
22 71%
31 Ongoing/annual, initiated in 2020 - 2040
2 40%
2 40%
1 20%
5 Subtotal 2020 – 2040
4 11%
9 25%
23 64%
36 Total
28 20%
71 50%
44 31%
143
As shown in Figure 1 below, there were 107 programs slated for completion or initiation within the 2014-2019 timeframe, of which 22 percent are complete, and 58 percent are in progress. Of the programs identified for this timeframe, 20 percent have not been started for various reasons, including funding availability, resources, and/or shifting priorities. Of the 36 programs slated for initiation in the 2020-2040 timeframe, 11 percent are already complete, and 25 percent are in progress, at, or ahead of schedule. A complete list of all the General Plan programs, including the current status of each program, is included as Attachment II.
Figure 1: Status of General Plan Implementation Programs
2014-2019 Timeframe 2020-2040 Timeframe
Completed Programs. Twenty-four implementation programs identified for the 2014-2019 timeframe have been fully completed:
LU-4, Downtown City Center Specific Plan
LU-10, Sign Ordinance Update
LU-11, Industrial Technology and Innovation Corridor Plan LU-15, State Historic Building Code
M-1, Multimodal LOS and Design Standards
M-2, Multimodal LOS Guidelines
M-11, Pedestrian Master Plan
M-12, Shuttle Service Study
M-15, Pedestrian Design Standard for Transit Stop
M-21, Downtown Parking Management Plan
ED-2 Branding and Marketing Program
ED-3 Energy and Sustainability Businesses Program
ED-9 Business Attraction, Expansion, and Retention Program ED-4 Business Resource Center and Website
ED-14 Ombudsperson Service
CS-3, Crime Prevention Through Environmental Design Checklist NR-4, Water Conservation Standards
EDL-1 Education and Lifelong Learning Resource Center
EDL-2 Education Partnership
EDL-4 Education Awards Program
EDL-7, Library Facility Revenue Measure
HQL-8, Park Dedication Requirements and In-Lieu Fees
PFS-5, Construction and Demolition Debris Recycling Program PFS-6, Rainwater Harvesting and Greywater Systems
In addition to programs listed above, four implementation programs identified for the 2020- 2040 timeframe have also been fully completed:
M-6, Complete Streets Assessment
M-10, Traffic Calming Measures
ED-5 International Business Program
ED-6 Industrial Technology and Innovation Corridor Marketing Strategy Programs In-Progress. Sixty-two programs identified for the 2014-2019 timeframe are currently in progress. Some key programs currently underway include the continuation of the Homeless Services Partnership program, a coordinated effort between the City and various non-profits and faith-based organizations to provide services and ensure homeless and hunger needs are met in Hayward; the Transportation Impact Fee program, which includes the Nexus Report recently finalized by staff and an Ordinance that will be presented to Council in June of 2022. Other programs currently in process include: updating the City’s permitting and building permit processing software (Energov); the improved traffic flow program that includes new adaptive traffic signals throughout the City installed by the regional Hesperian Line 97 project; the ongoing implementation of the Economic Development Strategic Plan, which includes the development of the COVID-19 Economic Recovery Strategy for the next three years; and the implementation of the Inclusionary Housing Ordinance, which includes updating the Affordable Housing Ordinance to comply with the most recent State laws.
Programs Not Yet Started. As previously mentioned, several programs that were originally identified for implementation between 2014-2019 have yet to be started either due to limited staff and fiscal resources or other competing priorities. This includes comprehensive updates to the Zoning Ordinance, Subdivision Ordinance, Design Guidelines, and Off-Street Parking Regulations. Currently, staff is working with a consultant to develop Objective Design Standards for residential development, which may also include updates to the City’s Off-Street Parking regulations in response to recently adopted State legislation. Staff anticipates this project will be completed by the end of 2023. Additionally, the ongoing COVID-19 pandemic has delayed several other programs that were anticipated to begin in 2020. Staff anticipates that once the pandemic is over, several of these programs will begin, pending sufficient staff and funding resources. These programs include: updates to the Subdivision Ordinance; development of an Urban Forest Management Plan; updates to the Grading Ordinance; and the development and adoption of a Habitat Conservation Plan.
Programs In-Progress, 2022. In addition to the programs currently being implemented from previous cycles, the list of programs in Table 2 are in progress for the remainder of 2022.
Table 2: Program Implementation for 2022
Program
Status
General Plan
GPA-2 General Plan Update
The City recently updated the General Plan to reflect new Vehicle Miles Traveled (VMT) CEQA thresholds and reflect new Greenhouse Gas (GHG) emission reduction targets and will be updating the City’s Housing Element in 2022.
GPA-3 Master Plans, Strategies, and Programs Updates.
City staff has reviewed the list of master plans, strategies, and programs and those identified to be reviewed and updated were factored into Department Budgets. A list of adopted master plans, strategies, and programs can be found on the City’s website.
Land Use and Community Character
LU-6 Complete Neighborhood Strategy
The Planning Division recently completed a comprehensive update to the public stakeholder, neighborhood, and HOA contact list citywide and anticipates additional public outreach will be conducted later in 2022/2023 with the development of Residential Objective Standards.
LU-17 Historic Preservation Resource Center
The Planning Division has compiled resources to encourage historic preservation and will be preparing several handouts for the public in 2022.
Mobility
M-5 Collision Data Reporting
This information is currently being presented on a quarterly basis by the Police Department.
M-9 Improved Traffic Flow Program
Multiple projects have been originated and grants obtained that work toward this purpose. The regional Hesperian Line 97 project installed adaptive traffic signals throughout the city within a major north/south corridor. The City has obtained an Innovative Deployments to Enhance Arterials (IDEA) grant from the Metropolitan Transportation Commission (MTC) that will allow for better monitoring and adjustment of signal timing along three major corridors in Hayward, thus reducing vehicle idling. The City obtained Transportation Development Act (TDA) Article III funds and funds from Alameda County Transportation Commission (ACTC) for improvements on Patrick Avenue and Gading Road. The Class IV Separated Bikeway on Mission Blvd from Industrial Parkway and Harder Road is funded by a grant. The City has also received a grant to improve queuing and vehicle idling at the Huntwood/Industrial and Huntwood/Sandoval signalized intersections.
M-23 Transportation Impact Fees
The City has completed a Nexus Report and is in process of preparing an ordinance for Council approval by June 30, 2022.
Economic Development
ED-1 Economic Development Strategic Plan Annual Report
The Economic Development Division planned to bring forward an updated strategic plan in incremental segments. In the Fall of 2019, the Economic Development Division presented an updated Marketing and Branding Strategy and planned to continue updating the business attraction, retention, and expansion elements of the strategic plan. However, these efforts were delayed due to the need to pivot toward COVID-19 response and recovery program implementation efforts. ED staff developed and brought forward a COVID-19 Economic Recovery Strategy in 2022, which is funded by ARPA dollars. This plan included a suite of recovery initiatives that will be the focus of the Division’s efforts across the next 3 years.
ED-2 Branding and Marketing Program
The branding and marketing strategy was completed and launched in 2016. Updates to the strategy and content are ongoing. Regular updates are made to materials to be consistent with the latest market and business trends. In 2020, staff updated the Branding and Marketing Plan, which included new work tasks to continue promoting Hayward to targeted industries. As part of the COVID-19 Economic Recovery program efforts, a new marketing campaign “Hayward Open for Business” will be launched to encourage customers return to Hayward restaurants and retail stores. Marketing efforts to showcase the growing Biotech industry in Hayward are also scheduled for 2022.
ED-5 International Business Program
The Hayward Business community represents the cultural diversity of the community. Through the implementation of the Small Business Assistance grants and the COVID-19 Recovery Effort programs, staff uses equity practices to ensure that all efforts are taken to support those businesses that are owned and operated by minority business owners that traditionally do not have access to other capital means or programs. These efforts were recognized by the International Economic Development Council with an Award of Excellence for the efforts of the Economic Development Division. In addition, the City launched the Together for Tennyson initiative, which established a marketing campaign and website to promote the diverse set of businesses in the Tennyson Corridor. This included a business directory and interactive map featuring businesses.
ED-6 Industrial Technology and Innovation Corridor Marketing Strategy With the publication of the Industrial Corridor Innovation and Technology Study in 2015, the City of Hayward identified the importance of maintaining and supporting the six major industry clusters that existed in the City’s Industrial area. New regulations that fostered and promoted the growth of these new technology clusters were needed to bring the zoning regulations in line with the needs of the changing market. Following the adoption of new industrial zoning district regulations in Spring 2019, Economic Development staff developed and implemented a plan to promote the new regulations and increase awareness of development opportunities. In 2019 and 2020, this included personal engagement with owners of vacant land and buildings, industrial real estate brokers, industrial trade associations and developers. These efforts, combined with strong industrial real estate market conditions, led to major redevelopment proposals including the former Gillig, Berkeley Farms and Conxtech sites on Clawiter. Work to market the industrial corridor will continue to be an ongoing task.
ED-7 Local Hire Incentives
As part of the COVID Economic Recovery programs adopted by the City, a new program is slated to be implemented in year 2 & 3 of the budget. The Hire Hayward program establishes a rebate grant program that provides financial incentive to businesses that hire and maintain employment of a Hayward resident. Businesses would be required to offer a minimum hourly wage of $15.00 per hour. The rebate incentive would be to be businesses and would be a rebate a percentage of wages up to a maximum threshold for hiring a Hayward resident. The rebate period would run for the first eight weeks of the resident’s employment to account for training and onboarding costs.
ED-8 Business Incubator Study
Research on business incubators, including best practices and common funding mechanisms, was started in 2020. However, these efforts were placed on hold as COVID-19 response and recovery efforts were prioritized. Economic Development staff have engaged with California State University (CSU or Cal State) East Bay to explore partnership opportunities. CSU East Bay is constructing a CORE building, which will be a Hub for Entrepreneurship. This business incubator will provide a nexus for students and faculty to explore innovations that will propel the creative economy into the next generation. Construction is to be completed in 2022.
ED-9 Business Attraction, Expansion, and Retention Program Business attraction, expansion and retention is an ongoing process in the City of Hayward. Staff monitors reports on industry trends, sales tax leakage reports, vacancy reports, and other resources to determine what the current need is for the business community. Through the City’s award-winning Business Concierge Service, staff also works with other City departments in identifying those businesses that are looking to expand their operations and to ensure the process for those expansions is a positive experience for the business. Staff is currently working with the broker community to identify new tenants for the Kmart site, Lincoln Landing, SoHay, and other new retail spaces currently under construction.
ED-11 Town-Gown Economic Strategic
Plan and Annual Report
Town-Gown Economic Strategic Plan efforts were delayed as priorities shifted to COVID-19 response and recovery. Formal work on the Town-Gown Strategic Plan is currently on hold due to lack of staff capacity as the focus has shifted towards the implementation of COVID-19 Economic Recovery programs.
ED-12 Customer Service Survey
Surveys are regularly sent to customers and available at City Hall for an evaluation of the City’s customer service. Development Services and Permit Center released a survey in Spring 2019, and after a pause due to the first COVID-19 closure, the City resumed soliciting customer feedback on ways to improve and expand customer service delivery in response to the ongoing COVID pandemic.
ED-13 Permit Processing Software
The City has started the process of updating licensing and permit review software with EnerGov to help streamline process review. Staff expects this project to be completed in Fiscal Year 2022/23.
ED-15 Cultural Commission
Staff recognizes the important economic impact of arts and culture on both quality of life for residents and the attraction of new businesses for the local economy. Efforts have begun to identify both short-term and long-term projects for the City to bring an increased presence of art and cultural events to the community. Economic Development has increased support to other organizations that have created cultural events held in the downtown such as the Mariachi Festival, Russell City Blues Festival, Oktoberfest, and a Latin Jazz Festival. In 2019, Economic Development established a Special Events Grant Support program, which was reviewed by the Council Economic Development Committee (CEDC) and City Council. This program created a formal annual application process for special events. It included new funding thresholds to support and encourage new events. The new program also integrated elements of the City's "Commitment for an Inclusive, Equitable, and Compassionate Community" roadmap. Evaluation criteria was added to encourage more events that focus on cultural diversity, equity, and inclusion. Due to COVID-19, on-going prohibitions on large gatherings, and removal of funding for this program from the Economic Development budget, this program is currently on hold.
Community Safety
CS-1 Grant Funding
The Police Department currently has 34 sworn vacant positions and will pursue additional grant funding programs when staff resources are available. The Fire Department regularly applies for grants to fund equipment purchases and community programs. In the past several years, the Department has received grant money to purchase radios, cardiac monitors, and chest compression devices, as well as fund the residential chipping program and Community Emergency Response Team program.
CS-2 Police Department Strategic Plan Annual Report
The Police Department is currently in the process of working with an independent contractor to develop a new Strategic Plan with an anticipated completion date before the end of fiscal year 2022. The development of a new Strategic Plan is a requirement by the Commission on Accreditation for Law Enforcement Agencies (CALEA). The process is ongoing and HPD provides quarterly reports and an annual report to the City Council.
CS-4 Homeless Services Partnership
The City developed and released a major strategy report on the issue of homelessness in late 2015. As a result of that report, a new Winter Warming Center was created in north Hayward, and the Downtown Streets Team program was contracted to begin services in June 2016. A new task force, a standing Interdisciplinary Working Group on Homelessness, Hunger, Housing and Disruptive Street Behaviors, was formed in early 2015, and continues to meet monthly. Members from various City Departments, Non-Profits, and Faith Based Organizations participate in the working group to coordinate services and strategy to ensure homeless and hunger needs are addressed in Hayward. In January 2019, the City Council approved a Navigation Center for the homeless in the Industrial area, which is currently operational. The Library has started a partnership with Alameda County Health Care for the Homeless to bring the Medical Services van to the City on an ongoing basis.
CS-5 Park Security Program
Staff turnover at the Hayward Area Recreation District (HARD) and the COVID-19 pandemic have impacted the implementation of this program but additional coordination with HARD is anticipated in 2022.
CS-6 Comprehensive Safe School Plans
The School Resources Officers (SRO) Program was discontinued by Hayward Unified School District (HUSD) in 2021 and on-site campus security is provided by HUSD security staff. HPD responds to HUSD campuses and coordinates with HUSD to address safety issues when requested.
CS-7 Fire Department Strategic Plan and Annual Report
The Fire Department has begun the planning process to complete the Strategic Plan, which will be completed by the end of this fiscal year.
CS-12 Community Emergency Response Reserves Program
The Fire Department has successfully established an active Community Emergency Response Team (CERT) program, which trains approximately 400 residents annually. In addition, the Department launched a Neighborhood Emergency Response Team (NERT) program in 2018 with the goal of training an additional 240 people. NERT is an abbreviated 4-hour curriculum for community groups. The Department continues to build the CERT program and is in progress of elevating CERT members to engage in advanced training. This CERT group will assist and report directly to the EOC in the event of a large-scale disaster.
CS-13 Energy Assurance Plan
The Fire Department proposed a new CIP project for FY 22, which includes a pilot program for 10 solar-powered generators. These generators will be used to support 112 baseline residents during public safety power shutoffs; power tents in the event of any disaster, large or small; support the continuing operations of maintenance services through disasters and will be used in emergency response drills. Council approved funding for solar generators and communications equipment that will assist directors and public safety leadership with communicating off the grid.
Natural Resources
NR-3 Recycled Water Program
Construction was completed on approximately eight miles of distribution pipelines in 2019, and on the recycled water tank, pump station, treatment facility in 2020. Phase 1 customer site retrofits and connections to the recycled water system were completed in 2020. The project was enrolled under the State Board’s General Water Reclamation Requirements for Recycled Water Use Order WQ 2016-0068-DDW in 2021. Customer deliveries are scheduled to begin in 2022.
NR-5 Residential Energy Performance Assessment and Disclosure Ordinance On September 12, 2016, staff presented a report to the Council Sustainability Committee regarding a potential ordinance that would require energy audits of existing buildings and would require disclosure of energy performance. The Committee directed staff to focus efforts on providing customers with information that would encourage them to voluntarily make energy efficiency updates to existing homes and commercial buildings. Staff is currently working with StopWaste to develop a low-cost multifamily property assessment tool, which may be used for public disclosure of energy performance.
NR-8 Home Energy Monitors and Annual Report
This program will be re-evaluated during the update of the Climate Action Plan in 2022. There are on-line programs such as Ohm Connect and Home Energy Analytics available to monitor home energy use without the need for a hardware solution.
Library Services
EDL-6 Library Strategic Plan and Annual Report
Delayed due to COVID-19. Due to the high cost of creating a full-fledged strategic plan, the Library started the first phase of the planning in 2021 with the training of staff and conducting some preliminary outreach in preparation for strategic planning. In Fiscal Year 2022, the Library will be doing a needs assessment for the Weekes community and plan to undertake the creation of the full Strategic Plan in the Fiscal Years 2022-2024.
Community Health and Quality of Life
HQL-6 Climate Change Vulnerability Assessment Strategy and Annual Report Hayward's Local Hazard Mitigation Plan (LHMP) was adopted by Council on November 29, 2016, and an update will be completed in 2022. The LHMP includes vulnerability assessments for fire, flood, and drought. Vulnerability to sea level rise has been documented in numerous reports prepared by the Hayward Area Shoreline Planning Agency and the Adapting to Rising Tides project. The Shoreline Master Plan was completed in February 2021 and identified strategies for the mitigation of impacts associated with sea level rise. Staff is currently working on a technical handout related to new development impacted by sea level rise, which will be available in the Spring 2022. This handout will be given to prospective and current applicants to alert them of possible strategies to mitigate impacts of sea level rise.
Housing
H-5 Foreclosure Prevention and Counseling
The City has partnered with non-profit Housing and Economic Rights Advocates (HERA) to provide mortgage delinquency and default resolution negotiation and legal advocacy services through the City’s Foreclosure Prevention Program (the “Program”). The Program provides services to low-income City of Hayward homeowners who are struggling to make their mortgage payments and at risk of losing their home due to financial impacts related to COVID-19. Marketing has started for the Program and the first two, free educational workshops on Foreclosure Prevention have been scheduled for end of February and early March 2022. Additionally, homeowners who meet certain Program criteria may also be eligible for financial assistance through the Program in the form of loans up to $15,000. The Program is funded by CARES Act Community Development Grant (CDBG-CV) funds and American Rescue Plan Act of 2021 (ARPA) funds which were approved by City Council in 2020 and 2021 respectively. Additionally, the City has partnered with A1 Community Housing to provide free foreclosure prevention workshops as well as free one-on-one counseling for households at risk of foreclosure. The program is funded through the City’s annual CDBG entitlement grant.
H-9 Density Bonus
In 2019, Hayward received Senate Bill 2 grant funding to complete an update to the Density Bonus Ordinance to bring it in alignment with state law. The Planning Division is in the process of updating the Density Bonus Ordinance and expects to complete this project in the Summer 2022.
Planning Commission Review. On February 24, 2022, staff presented this report to the Planning Commission. After the presentation, Planning Commissioners commended City staff for the progress in the implementation of the General Plan programs. Commissioners also provided some comments and considerations for some of the specific General Plan programs, which are listed below and provided in more detail in the meeting minutes, available for download on the City’s website.
Continue working on the Objective Design Standards and consider the possibility of creating a resident-based Design Review Committee.
Prioritize programs that address housing, homelessness, transit and public transportation, and cultural and special events.
Concentrate on programs that help understand how residents use public transportation and decrease car dependency, such as M-3 (Survey Transportation and Transit Gaps and Barriers); M-4 (Regional Connection Improvements), and M-14 (Transit Rider Information Study).
Continue implementing the M-6 Complete Streets Assessment at the neighborhood level.
Consider using the City’s tax code to fund Police and Fire programs, instead of Impact Fees due to their potential impact to development in the City.
Continue developing the City’s permit software and research ways to provide metrics on how the use of the software will increase efficiency in the permit process.
Develop a Fair Chance Housing ordinance to lower barriers and end discrimination for people with convictions or other groups that have not had access to housing units in the past.
ECONOMIC IMPACT
There is no direct economic impact associated with this report.
STRATEGIC ROADMAP
This agenda item is a routine operational item and does not relate to any of the six priorities outlined in the Council’s Strategic Roadmap. However, following Council feedback from the Report provided in 2021, staff reviewed the complete list of General Plan programs and identified some of those programs that are also included as part of the City’s Strategic Roadmap, shown in Attachment II with an asterisk (*). Of the 143 programs listed in the City’s General Plan, staff identified 82 programs that align with one or more of the projects laid out in the Strategic Roadmap. Out of these 82 programs, 17 are complete, 43 are in progress, and 22 have not started.
Figure 2: General Plan Implementation Programs and Strategic Roadmap Projects GP programs aligned with SRM projects Status of SRM-aligned GP programs
FISCAL IMPACT
There is no direct fiscal impact associated with this report.
SUSTAINABILITY FEATURES
There are no direct sustainability features associated with this report. Sustainability features will be more directly identified with specific implementation programs as they are carried out.
PUBLIC CONTACT
The development of the Hayward 2040 General Plan, including the various implementation programs, contained a significant community outreach component. The Hayward e-plan, or web-based General Plan, is linked from the City’s website and periodically updated to include implementation program status. In addition, many of the individual implementation programs require community outreach and engagement prior to completion.
NEXT STEPS
If changes are requested by the Council to program language or established timeframes, staff will return to Council in the summer to formally request approval to amend the General Plan as directed. Over the coming months, staff will be working to update the status of implementation programs on the Hayward e-plan on the City’s website based on information provided in this report. On an annual basis, Development Services staff will continue to provide an update to the City Council on General Plan implementation progress.
Over the next few years, staff from various departments will continue to take the lead on the various programs, helping to implement the General Plan’s goals and policies.
Prepared by: Mira Hahn, Associate Planner
Recommended by: Sara Buizer, AICP, Deputy Development Services Director Jennifer Ott, Development Services Director
Approved by:
__________________________________
Kelly McAdoo, City Manager
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