Hayward City Council
May 3, 2022

ORDINANCE NO. 22-______

AN ORDINANCE OF THE CITY OF HAYWARD A DDING ARTICLE 30 TO CHAPTER 10 OF THE HAYWARD MUNICIPAL CODE REGARDING

TRAFFIC IMPACT FEES FOR PROPERTY DEVELOPERS

THE CITY COUNCIL OF HAYWARD DOES ORDAIN AS FOLLOWS:

Section 1. Article 30 is added to Chapter 10 of the Hayward Municipal Code to read in full as follows:

ARTICLE 30 – PROPERTY DEVELOPERS—TRAFFIC IMPACT FEES

SECTION 10-30.00 – AUTHORITY.

This article is enacted pursuant to , Government Code section 66000 et seq., known as the Mitigation Fee Act,, the City Charter and the Constitution of the State of California.

SECTION 10-30.01 – FINDINGS AND PURPOSE.

The City Council finds and declares that:
(a) New development generates additional residents, employees, and structures, which in turn place an additional cumulative burden upon the local transportation system.

(b) Improvements to the existing transportation system in the City are needed to mitigate the cumulative impacts of new development and to accommodate future development.

(c) The Mitigation Fee Act (Government Code section 66000 et seq.) authorizes local agencies to impose fees on development projects for the purpose of defraying all or a portion of the cost of public facilities related to the development project

(d) The Traffic Impact Fees (hereafter “TIF”) imposed pursuant to this Article are one- time fees imposed in connection with the approval of development projects to mitigate the transportation impacts of new development.

ATTACHMENT III

(e) The TIF will charge new development the fair share cost of transportation improvements needed to mitigate the transportation impacts created by that development.

(f) Public facilities funded by the TIF will provide a network of transportation infrastructure accessible to the additional residents and workers associated with new development, resulting in mobility and accessibility benefits to the new development.

(g) Adequate transportation improvements are needed to promote the health, safety, and general welfare of the citizens, to facilitate transportation and to promote economic well-being within the City.

(h) It is the intent of the City Council that the TIF shall be supplementary to the fees, exactions, dedications, or conditions imposed upon development pursuant to the provisions of the Subdivision Map Act, California Environmental Quality Act, and other state laws and city ordinances or policies which may authorize the imposition of fees, dedications, or conditions thereon.

(i) The TIF is based upon the evidence that new development generates additional cumulative burden upon the local transportation system and should be expected to pay a share of the new facilities, as more fully described in the City of Hayward Final Report Multimodal Intersection Improvement Plan & Nexus Study, dated March 2022, prepared by traffic consultants TJKM (hereinafter “the Traffic Impact Fee Report”).

(j) The Traffic Impact Fee Report is intended to satisfy the requirements of the Mitigation Fee Act, particularly Government Code sections 66001 and 66016.5.

SECTION 10-30.05 – DEFINITIONS
For the purposes of this Article, the following terms shall have the meanings indicated in this Section:

(a) “Developer” means an individual or entity applying for issuance of a building permit or approval of a tentative subdivision map, parcel map, use permit, planned development, or site plan review.
(b)“Development” means any new construction or use of land or buildings that requires issuance of a building permit or other use entitlement, including a tentative subdivision map, parcel map, use permit, planned development, or site plan review

ATTACHMENT III

(c)“Land Use Category” means any of the following specific land uses:
(i)Residential
“Single- family residence” means a detached unit where no more than one unit exists on a parcel. A couplet or zero lot line dwelling unit where no more than one vertical wall is shared and each couplet/zero lot line dwelling is located on its own parcel is considered a single-family residence. “Multi-family residence” means a dwelling unit where more than one unit exists on a parcel, whether or attached or detached. This includes duplexes, triplexes, four-plexes, condominiums, mobile homes, and apartments with five or more units. An attached dwelling unit where more than one vertical wall is shared with another dwelling unit (ie., townhouse) is considered a multi-family residence, even if each unit is located on an individual parcel.

(ii)Non-Residential
“Retail” means land used for the provision of goods and services.

This category is for general sales and services that comprise most establishments typically associated with commercial land use.

“Office” means a building where affairs of businesses commercial or industrial organizations, or professional persons or firms are conducted.

“General industrial” means industrial or related facilities. It is typically characterized by a mix of manufacturing, service, and warehouse services.

“Distribution” or “e-commerce” means a building that is used primarily for the storage and/or consolidation of manufactured goods (and to a lesser extent, raw materials) prior to their distribution to retail locations, other warehouses, or elsewhere.

SECTION 10-30.10 – ESTABLISHMENT OF FEE AND APPLICABILITY (a) A Traffic Impact Fee (TIF) is hereby established to carry out the purposes of this Article.

ATTACHMENT III

(b) The TIF shall be imposed as a condition of approval upon each development project within the City involving issuance of a building permit or approval of a tentative subdivision map, parcel map, use permit, planned development, or site plan review.

(c) If an application for a development project involving issuance of a building permit or approval of a tentative subdivision map, parcel map, use permit, planned development, or site plan review has been “deemed complete” by the Planning Department – Development Services Division on or after the effective date of the ordinance codified in this Article, the TIF shall apply to such development

(d) Fees for residential development shall be charged for each new dwelling unit. No fee is applicable for remodeling or for an addition to an existing unit not resulting in a new dwelling unit.

(e) Fees for non-residential development shall be charged on a per thousand square foot basis for all new gross floor area, including additions where floor area is increased. No fee is applicable for remodeling or restoration only, where the floor area is improved or replaced but not increased.

(f) Fees shall be charged for changes in use that requires city approval, including issuance of a building permit, which results in an increase in traffic impacts based upon the incremental difference between the fee calculated for the floor area of a prior legal use and the fee calculated for the floor area of the proposed new use.

SECTION 10-30.15 – EXEMPTION FROM REQUIREMENTS
The following types of development projects(s) shall be exempt from the provisions of this article:
(a) Development projects for the construction of public buildings or facilities.

(b) Rental housing owned by a for-profit corporation with rents which on the average remain affordable, for a period of at least thirty (30) years, to households with incomes of no more than one hundred twenty (120) percent of area median income, adjusted for household size, as defined by the State of California Department of Housing and Community Development. Developers of such housing shall record against the property an Affordable Housing Agreement per HMC Sec. 10-17.515 and Section 10-17.525 that is approved by the City and enter into a regulatory agreement with the City, which shall guarantee the term of affordability.

ATTACHMENT III

(c) Ownership housing developed by a private developer which is affordable in perpetuity to first-time homebuyers with incomes of no more than one hundred twenty (120) percent of area median income, adjusted for household size, as defined by the State of California Department of Housing and Community Development.

Developers of such housing shall record against the property an Affordable Housing Agreement per HMC Sec. 10-17.515 and Section 10-17.525 that is approved by the City and enter into a regulatory agreement with the City, which shall guarantee the term of affordability. Owners within such ownership developments shall be required to provide a right of first refusal to the City or its designee to purchase the units upon resale.

(d) Affordable units, as defined and required by the Hayward Affordable Housing Ordinance, Chapter 10, Article 17 of the Hayward Municipal Code.

(e) Any affordable units otherwise restricted for a minimum of 30 years by a governmental agency pursuant to state or federal law.

(f) Development projects for which the imposition of the fee imposed by this Article would be in violation of state or federal law.

(g) Development projects that have submitted an application that has been “deemed complete” by the Planning Department – Development Services Division prior to the effective date of this Article.

(h) No fee is applicable for remodeling, adding to an existing unit, or adding an accessory dwelling unit (ADU) for residential development.

SECTION 10-30.20 – AMOUNT OF FEE
(a) AMOUNT OF FEE. The amount of the TIF may be established by resolution or ordinance of the City Council based on the analysis contained in the Traffic Impact Fee Report and shall be included in the Master Fee Schedule, which may be amended by the City Council from time to time. Development projects subject to this Article shall be subject to the impact fee schedule in effect at the time the application is deemed complete by the Planning Department – Development Services Division. If a project is developed in phases, each phase shall be subject to the fee schedule in effect at the time of building permit issuance for that phase.

(b) ANNUAL ADJUSTMENT. The TIF shall be automatically adjusted annually on the first of the calendar year based on the preceding 12-month average California.

Construction Cost Index for the San Francisco Bay Area published by the

ATTACHMENT III

Engineering News Record (ENR). In no event shall an adjustment pursuant to this subdivision result in a fee in excess of the amount previously adopted pursuant to this Article.

(c) CITY COUNCIL DISCRETION REGARDING RATE. In any given Fiscal Year, the City Council may, by resolution, levy the fee adopted pursuant to this Article at a lower rate. No action by the City Council under this subsection to reduce the fee rate will prevent it from subsequently increasing the fee rate to the maximum rate previously adopted pursuant to this Article.

SECTION 10-30.25 – COMPUTATION OF FEE
The provisions set forth below shall govern the computation of the fee:

(a) Residential development is calculated per dwelling unit and non-residential development is computed per gross floor area in thousand square feet (KSF).

(b) The computation of development will use the following formula:

1. Traffic Impact Fee for residential = (Units) x (Fee per Unit)

2. Traffic Impact Fee for non-residential = (KSF) x (Fee per KSF)

(c) For changes in use pursuant to section 10-30.10(f), fees shall be charged upon the incremental difference between the fee calculated for the floor area or number of units of a prior legal use and the fee calculated for the floor area or number of units of the proposed new use. However, should the change of use, redevelopment, or modification result in a net decrease, no refunds or credits for past traffic fees shall be refunded or credited.

(d) When more than one (1) land use type is proposed within the same development, such as a mixed-use development, each land use type will be calculated separately, and the total of the various uses will be assessed.

(e) Pursuant to Government Code section 66005.1, a ten percent (10%) reduction in the total computed traffic impact fee is applicable for residential projects that meet the following criteria :

ATTACHMENT III

(i) The housing development is located within one-half mile of a transit station and there is direct access between the housing development and the transit station along a barrier-free walkable pathway not exceeding one-half mile in length.

(ii) Convenience retail uses, including a store that sells food, are located within one-half mile of the housing development.

(iii) The housing development provides either the minimum number of parking spaces required by the local ordinance, or no more than one onsite parking space for zero to two bedroom units, and two onsite parking spaces for three or more bedroom units, whichever is less.

SECTION 10-30.30 GENERAL PROVISIONS

(a) PAYMENT OF IMPACT FEES. Fees shall be paid to the Department of Public Works – Transportation Division prior to the date of final inspection or the date of issuance of a certificate of occupancy for a development project, whichever occurs first.

Where occupancy of a development project is phased, including residential development projects with more than one dwelling unit, fees shall be paid on a pro rata basis for each dwelling unit or structure prior to the date of final inspection or the date the certificate of occupancy for each said dwelling unit or structure, whichever occurs first.

(b) USE OF IMPACT FEES. The fees collected hereunder, including accrued interest, shall be used only for the purpose of mitigating cumulative transportation impacts of new development. The transportation mitigation improvements for which the fee will be used are identified in the Traffic Impact Fee Report, specifically Chapter 5 – Multimodal Improvement Projects and Action Plan Table 18: Bicycle Improvement Projects, Table 19: Pedestrian Improvement Projects, Table 20: Transit Improvement Projects, and Table 21: Vehicular Improvement Projects.

(c) DISPOSITION OF FEES. Fees paid to the City pursuant to this Article shall be deposited into a special transportation fund designated solely for specific cumulative traffic mitigation projects identified in the Traffic Impact Fee Report.

(d) REFUND OF FEE.

(i) If a building permit or use permit expires, is canceled, or is voided and any fees paid pursuant to this chapter have not been expended, no

ATTACHMENT III

construction has taken place, and the use has never occupied the site, the Director of Public Works may, upon the written request of the applicant, order return of the fee and the interested earned on it, less administrative costs.

(ii) City Council shall adopt a resolution authorizing refund of unexpended fees under the circumstances described in Government Code section 66001(e).

SECTION 10.-30.35 APPEALS

The developer of a project subject to this Article may appeal the imposition and/or calculation of the fee. Any development applicant aggrieved by any decision of the Public Works – Transportation Division with respect to the amount of such fee, interest, and imposition, if any, may appeal to the City Manager or their designee, or if applicable to the City Council.

(a) An applicant must file a notice of appeal with the City Clerk within fifteen (15) days of the serving or mailing of the determination of imposition or calculation or prior to the effective date of the decision being appealed, whichever occurs first.

(b) Appeal must be in writing and must set forth the specific action appealed from, the specific grounds of the appeal, and the relief or action sought. The written appeal must be accompanied by a fee, as established by resolution of the City Council.

(c) The City Clerk shall fix a time and place for hearin g such appeal, and give notice in writing to such applicant at their last known place of address. The findings of the City Manager or their designee, or if applicable the City Council, shall be final and conclusive and shall be served upon the appellant in the manner prescribed above for service of notice of hearing. Any amount found to be due shall be immediately due and payable upon the service of notice.

(d) If an application is approv ed, an appeal may be filed by the applicant .

(e) The City Manager or their designee, or if applicable the City Council, may approve, conditionally approve, or disapprove the app eal based upon the relevant information and findings.

(f) Appeal shall be to the City Council when the decision being appealed is made by the Planning Commission. All other appeals shall be to the City Manager or their designee.

ATTACHMENT III

SECTION 10-30.40 – EFFECTIVE DATE OF ARTICLE
The effective date of this Article shall be thirty (30) days after its adoption by the City Council.

SECTION 10-30.45 - EFFECTIVE DATE OF FEE
Pursuant to Government Code sections 66017 and 66019 the effective date of the fees established by this Article shall be no sooner than 60 days following adoption of the fees by the City Council.

SECTION 10-30.50 - SEVERABILITY
If any section, subsection, paragraph, or sentence of this Ordinance, or any part thereof, is for any reason found to be unconstitutional, invalid, or beyond the authority of the City of Hayward by a court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Ordinance.

ATTACHMENT III

INTRODUCED at a regular meeting of the City Council of the City of Hayward, held the _________ day of ___________ 2022, by Council Member ____________________

ADOPTED at a regular meeting of the City Council of the City of Hayward, held the __________ day of ____________ 2022, by the following votes of said City Council.

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

APPROVED: ______________________________________
Mayor of the City of Hayward

DATE: ______________________________________

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

__________________________________________
City Attorney of the City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: PH 22-023
DATE: May 3, 2022
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
603 A Street: Adopt a Resolution to Vacate a Public Utilities Easement at 603 A Street

RECOMMENDATION
That the Council adopt a resolution (Attachment II) to vacate an existing Public Utilities Easement (PUE) at 603 A Street.

SUMMARY
The City acquired a PUE near the northwest corner of 603 A Street in Hayward in 1993 and has since moved all facilities out of the PUE. The City no longer has need for the easement and the property owner at 603 A Street has requested the City vacate the PUE to increase the development potential of the lot.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Public Utilities Easement
Attachment IV Site Plan with PUE
Attachment V Resolution 22-077
CITY OF HAYWARD Printed on 4/29/2022Page 1 of 1
powered by Legistar™

DATE: May 3, 2022

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution to Vacate a Public Utilities Easement at 603 A Street

RECOMMENDATION

That the Council adopt a resolution (Attachment II) to vacate an existing Public Utilities Easement (PUE) at 603 A Street.

SUMMARY

The City acquired a PUE near the northwest corner of 603 A Street in Hayward in 1993 and has since moved all facilities out of the PUE. The City no longer has need for the easement and the property owner at 603 A Street has requested the City vacate the PUE to increase the development potential of the lot.

BACKGROUND

The PUE was granted to the City of Hayward in 1993. Instrument No. 93-209864 was recorded June 14, 1993 to support the “A” Street Lighting Isolation Project, included as Attachment III and depicted on the Site Plan in Attachment IV. Subsequent improvements at the intersection including modifications to the traffic signal removed all facilities from the PUE and the City no longer has a need for the easement.

The Council adopted Resolution No. 22-077 (Attachment V) at its regularly scheduled meeting on April 5, 2022 setting the date and time for tonight’s meeting as a public hearing for all persons interested in or objecting to the proposed vacation and to consider vacating the PUE.

DISCUSSION

The proposed vacation conforms to the general guidelines of the General Plan, which calls for improving the local economy, increasing the tax base, and generating public revenue. The proposed vacation will make the area of the PUE, approximately 130 square feet near the intersection of A Street and Grand Street, available for development by the property owner at 603 A Street. The property owner at 603 A Street has requested the vacation to accommodate a future planned development that encroaches into the PUE.

The vacation of a PUE is governed by California Streets and Highways Code Section 8300 et seq., which allows for a vacation of a PUE if the easement has been superseded by relocation and there are no other public facilities located within the easement. The notice of public hearing was published and posted on site as per the requirements of California Streets and Highways Code Section 8320, et seq. In addition, the City has sent notices to potentially affected public utilities advising of the intention to vacate the PUE.

The proposed PUE vacation is categorially exempt from environmental review pursuant to Section 15301 of the California Environmental Quality Act (CEQA) Guidelines, Class 5 minor alterations in land use limitations.

ECONOMIC AND FISCAL IMPACT

Vacation of the PUE, by itself, will not have a fiscal or economic impact. The additional development potential created by the vacated PUE may improve commerce, provide needed housing, and employ construction workers. Property tax revenues received by the City and several other local agencies will incrementally increase if a development at 603 A Street is constructed and occupied.

STRATEGIC ROADMAP

Approval of the PUE vacation supports the Preserve, Protect, & Produce Housing priority in the City’s Strategic Roadmap, by increasing the development potential of 603 A Street and providing a mix of housing stock for all Hayward residents and community members, including the expansion of affordable housing opportunities and resources.

NEXT STEPS

The effective date of vacation will be when the Council adopted resolution vacating the PUE is filed with the Alameda County Recorder.

Prepared by: Scott Wikstrom, Development Services Engineer

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_________________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 22-______

Introduced by Council Member _______________

RESOLUTION VACATING A PUBLIC UTILITES EASEMENT AT 603 A STREET

WHEREAS, The City Council of the City of Hayward by Resolution No. 22 -077 declared its intent to vacate a public utility easement at 603 A street, granted to the City and recorded on June 14, 1993 as Instrument No. 93 -209864, for the “A” Street Lighting Isolation Project; and

WHEREAS, All City -owned utilities have been subsequently removed from the easement and relocated to the adjacent public right-of-way; and

WHEREAS, the property owner at 603 A Street has requested this City Council to vacate this public utilities easem ent as provided for under Section 8320 of the California Streets and Highways Code; and

WHEREAS, notices of public hearing were posted on -site and publ ished in the Daily Review, a newspaper of general circulation in Hayward as per the Streets and Highways Code Section 8322 and 8323; and

WHEREAS, The City Council conducted a public hearing on May 3, 2022 pursuant to Section 8320 et seq. of the California Streets and Highways Code to afford interested persons an opportunity and consider vacation of the public utility easement.

NOW, THEREFORE, BE IT RESOLVED that the Council of the City of Hayward does hereby vacate the public utilities easement at 603 A Street, more particularly described in Instrument No. 93 -209864 recorded June 14, 1993 in the Office of the County Recorder of Alameda County.

BE IT FURTHER RESOLVED that the City Clerk is authorized and directed to cause a certified copy of this resolution to be recorded in the office of the County Recorder of Alameda, and from and after the date this resolution is recorded, the public utilities easement is vacated.

ATTACHMENT II

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2022

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

ATTACHMENT III

ATTACHMENT IV
603 A Street, Existing Site Plan showing PUE to be Vacated Utility Easement Per
Doc 93-209864

ATTACHMENT V

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: LB 22-011
DATE: April 26, 2022
TO: Mayor and City Council
FROM: City Manager

SUBJECT
Strategic Roadmap Update: Adopt a Resolution Approving the Updated Strategic Roadmap for the FY2023 Budget

RECOMMENDATION
That the Council adopts a resolution (Attachment II) approving the Updated FY21-23 Strategic Roadmap.

SUMMARY
Council adopted the City’s Strategic Roadmap for FY 2021-23 on January 28, 2020. Subsequently, Council adopted revisions to the Roadmap on June 1, 2021 to reflect timelines that were extended or delayed, as well as new projects that were added due to COVID-19. On January 29, 2022, Council held a full day retreat to review the status of projects and provide feedback on recommended updates to the strategic priority titles, racial equity framework, and year three work plan. This report provides a high-level summary of the retreat discussion and Attachment IV provides a detailed summary. Staff is recommending that Council adopts a resolution (Attachment II) approving the updated Strategic Roadmap (Attachment III), which has been amended to incorporate feedback from the January retreat.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Strategic Roadmap for Adoption
Attachment IV Retreat Summary
CITY OF HAYWARD Printed on 4/22/2022Page 1 of 1
powered by Legistar™

DATE: April 26, 2022

TO: Mayor and City Council

FROM: City Manager

SUBJECT: Strategic Roadmap Update: Adopt a Resolution Approving the Updated Strategic Roadmap for the FY2023 Budget

RECOMMENDATION

That the Council adopts a resolution (Attachment II) approving the Updated FY21-23 Strategic Roadmap.

SUMMARY

Council adopted the City’s Strategic Roadmap for FY 2021-23 on January 28, 2020.

Subsequently, Council adopted revisions to the Roadmap on June 1, 2021 to reflect timelines that were extended or delayed, as well as new projects that were added due to COVID-19. On January 29, 2022, Council held a full day retreat to review the status of projects and provide feedback on recommended updates to the strategic priority titles, racial equity framework, and year three work plan. This report provides a high-level summary of the retreat discussion and Attachment IV provides a detailed summary. Staff is recommending that Council adopts a resolution (Attachment II) approving the updated Strategic Roadmap (Attachment III), which has been amended to incorporate feedback from the January retreat.

BACKGROUND

On December 17, 2019, staff presented a draft three-year Strategic Roadmap to the Council.

The draft Roadmap incorporated feedback from two Council work sessions (May 11, 2019 and October 7, 2019), as well as staff and community feedback gathered from May through December 2019. Staff returned to Council on January 14, 2020 to present an updated Roadmap responsive to and inclusive of Council’s feedback. Council adopted the FY 2021-23 Strategic Roadmap on January 28, 2020.

Due to COVID-19 and other unforeseen circumstances in 2020, staff made rapid modifications to workplans and adjustments resulting from budget reductions. In the fall of 2020, staff teams for each of the six priority areas met to discuss the year one projects and the impact on staff’s work of the COVID-19 response and other 2020 events. Staff prepared recommended revisions to the adopted Strategic Roadmap to reflect timelines that were extended or delayed due to COVID-19, as well as the new projects that were added. Staff presented these recommendations to Council at a Saturday retreat on February 13, 2021 and returned to

Council for a work session on April 20, 2021. Council adopted the current Strategic Roadmap on June 1, 2021.

DISCUSSION

On January 29, 2022, Council held a full day retreat to review the status of projects and provide feedback on recommended updates to the strategic priority titles, racial equity framework, and year three work plan. This report provides a high-level summary of the retreat discussion.

Attachment IV provides a detailed summary of the retreat and the results from a pre-retreat survey that Council completed. Staff members assigned to each of the projects have read through the detailed summary and survey results and will integrate Council’s comments into project planning for FY23.

Attachment III is an updated version of the Strategic Roadmap that incorporates Council’s feedback from the January retreat. Staff is recommending that Council adopts a resolution approving the updated Strategic Roadmap, which will be included in the FY23 budget document.

Incorporation of Racial Equity Framework

At the retreat, staff presented an approach to incorporate a racial equity framework into the Roadmap. This is included on page 4 of the updated Strategic Roadmap. Overall, Council was supportive of this approach. There were a handful of suggestions that staff will incorporate into the work for FY23, which include exploring ways to provide emotional support and coaching to staff while engaging in these discussions and including racial equity data and reporting in future Council reports.

Updates to the Priority Titles

Staff presented several amendments to the priority titles. Council was mostly agreeable to these recommendations with some discussion. In particular, there was a lack of consensus on the title that was previously Combat Climate Change.

Based on the discussion, staff is recommending the following titles for the updated Roadmap document. Next year, staff is planning a more comprehensive update to the Strategic Roadmap because it is the end of the current three-year plan and to account for any priority or policy changes resulting from the 2022 fall election. The priorities, titles, and workplans will be fully revisited at that time.

 Enhance Community Safey & Quality of Life (previously Support Quality of Life)  Preserve, Protect & Produce Housing for All (no change)  Confront Climate Crisis & Champion Environmental Justice (previously Combat Climate Change)

 Invest in Infrastructure (previously Improve Infrastructure)  Grow the Economy (no change)
 Strengthen Organizational Health (previously Improve Organizational Health)

Prioritization Exercise

The retreat included a prioritization exercise that asked Council to select their top three priority projects. Staff intends to implement all the projects listed as part of the year three workplan in Attachment III. The purpose of this exercise was to help staff understand which projects are most important to prioritize if unforeseen circumstances arise.

Staff understands that this exercise was not a perfect reflection of Council’s top interests and will return to Council before taking any action if tradeoffs need to be made. Councilmembers provided feedback on how to add clarity to this type of exercise in the future, which staff will incorporate into future retreats.

The following projects received four or more Council votes in the prioritization exercise.

Three of the projects were added by Council through the pre-retreat survey.

Enhance Community Safety & Quality of Life
• Mobile mental health response & District Command behavioral health clinician • Work across strategic roadmap priorities to include racial equity lens • Dispatch needs assessment and capacity
• Continue illegal dumping prevention pilot program
• Negotiate updated master lease agreement with HARD
• Engage owners of vacant building properties to encourage activation • Work with the survivors and descendants of Russell City to determine appropriate restitution

Preserve, Protect & Produce Housing For All
• Update Housing Element
• Continue work on updating the Affordable Housing Ordinance • Leverage partnerships to support the creation of eligible home key projects, including hotel conversions
• Explore program to convert tax-defaulted properties to affordable housing • Explore Safe Parking Site

Confront Climate Crisis & Champion Environmental Justice • Explore funding opportunities to increase the circular food economy as part of the Alameda County ALL IN Eats Initiative
• Adopt & implement 2030 Green House Gas Reduction Goal & Roadmap • Implement Shoreline Master Plan, including mitigating sea level rise in the industrial corridor through building requirements and outreach (Councilmember added) • Water conservation measures like increasing recycled water supplies (Councilmember added)

Invest in Infrastructure
• Corporation Yard renovation and building safety upgrades • Implement major corridor traffic calming initiatives, with a focus on Patrick Ave and Campus Drive
• Construct additional EV charging facilities
• Stack Center fundraising and construction
• La Vista Park design and construction

Grow the Economy
• “Hayward Restore & Reopen Façade Program” – Grants and loans to improve blighted storefronts
• Revise alcohol use regulations to support existing and encourage more full-service restaurants
• Explore an outdoor marketplace that allows for a variety of vendors (Councilmember added)

Strengthen Organizational Health
• Develop talent acquisition plan for citywide and critical positions • Implement new online planning and permitting solution • Create a language accessibility policy and program for city services

Additional Topics

Overall, Council felt that the proposed project lists for the year three work plan were the right projects. Council requested additional information or discussion on several topics. These are listed below with staff’s recommended action for the coming year.

TOPIC STAFF’S RECOMMENDED ACTION
Public Art
Council expressed general support for more public art and requested an informational item on existing City programs. That item is going to Council on April 26, 2022. Following review of the informational item, Council can request a work session to discuss this topic further.

Fiber/Internet Access
Council requested a report outlining the current internet needs for Hayward businesses and the approaches that other
jurisdictions have taken, which will go to the Council
Infrastructure Committee in FY23.

Smoke Free Ordinance
for Apartments
Council requested that staff explore an ordinance and research what other jurisdictions have done on this topic. Staff will provide a memo to Council during FY23 outlining the feasibility and potential costs.

Public Lighting
Council requested an update on existing public lighting and possible opportunities to improve lighting, which will go to the Council Infrastructure Committee during FY23.

Soft Story Ordinance Council requested an update on the implementation, which will go to a Council Committee during FY23.

FISCAL IMPACT

Most projects in the Strategic Roadmap have identified capital funding or will be absorbed into annual departmental operating budgets. Projects that are not fully funded have an icon () next to them in Attachment III. Staff is working on funding strategies for these projects and will bring them to Council as the projects proceed. Staff is continuously seeking outside sources of funding. However, in most cases, asterisked projects will be contingent on future budget appropriations.

NEXT STEPS

If Council adopts the updated Strategic Roadmap, staff will include it in the FY23 budget document for the May 14 Council budget retreat. The Roadmap serves as a guide for staff’s budget requests and will be referenced frequently at the May retreat.

Staff is planning a more comprehensive update to the Strategic Roadmap next year because it is the end of the current three-year plan and to account for any priority or policy changes resulting from the 2022 fall election. This process will take place over a few meetings and will include team building and a review of the vision for the Strategic Roadmap. It will also be aligned with the new Councilmember orientation.

Prepared by: Mary Thomas, Management Analyst

Recommended by: Jennifer Ott, Assistant City Manager

Approved by:

______________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 22-

Introduced by Council Member __________

RESOLUTION APPROVING AND ADOPTING THE UPDATED CITY OF
HAYWARD THREE YEAR STRATEGIC RO ADMAP (FISCAL YEAR 2021 – FISCAL YEAR 2023)

WHEREAS, on January 28, 2020 the City Cou ncil adopted the City ’s Three-Year Strategic Roadmap for Fiscal Years 2021, 2022, and 2023; and

WHEREAS, on June 1, 2021 , Council adopted updates to the Roadmap to reflect timelines that were extended and new projects that were added due to COVID-19; and

WHEREAS, on January 29, 2022, Council held a retreat to review and comment on staff’s recommended revisions for year three of the Roadmap,

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward approves and adopts the updates to the City of Hayward Three-Year Strategic Roadmap as shown in Attachment III to this agenda item.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2022

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward
City of Hayward
Strategic Roadmap
FY2021 to FY 2023
City Council adopted the original Roadmap on January 28, 2020.

City Council adopted this updated Roadmap on [DATE], 2022.

Updated [DATE], 2022
Graphic will be
revised once
updated titles
are adopted
Attachment III
The Roadmap starts with a shared Hayward vision for 2024. From that shared vision, we identified six core priorities required to achieve the vision. To accomplish each priority, we developed key projects, named responsible departments, and created a timeline.

By 2024, Hayward is growing in population and stature. Existing residents are proud to call Hayward home, and it is becoming a community of choice for new families and employers.

Hayward attracts new, higher-paying jobs, allowing existing and new residents to live and work in the same community. Because demand is high, blighted properties are re- developed and occupied. Hayward’s attractive downtown and neighborhood business corridors draw people from across the region, featuring unique and locally -owned restaurants, music and art, outdoor dining, and inviting public spaces.

Diverse families live in healthy, ‘complete communities’ with stable housing, safe streets, excellent schools, and inclusive neighborhoods. Hayward has started construction of thousands of new housing units at all income levels. To reduce displacement of existing residents, the City is especially focused on affordable housing options, with many new high-density developments located near transit. The number of people without housing has decreased, and they are able to access the necessary social services to thrive.

Hayward continues to be a leader in climate resilience, reducing its carbon footprint, improving its sustainable practices, increasing green spaces, and preparing residents to face the impacts of climate change. Hayward has prioritized active transportation and multi-modal corridors over a reliance on cars and roads. As a result, the City sees less traffic, less pollution, and less speeding. Clean, leafy and landscaped corridors are more walkable and bikeable.

Internally, employees feel city-wide priorities are aligned to their work and are able to grow and thrive in their roles. Employees from diverse backgrounds are recruited, retained and celebrated, and staff provide culturally informed services to our community. The City is streamlining processes and using technology more effectively to provide better customer service. Hayward is also developing important partnerships between education institutions, transit services, and other regional agencies.

Overall, there is a rising sense of pride among employees and residents alike. While there is much more to do, the City of Hayward is a place where people want to be.

About the Roadmap
Strategic Vision
2 Strategic Priorities
The critical focus areas to achieve the vision.
● 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 &
Champion Environmental Justice
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
● Invest in the future through businesses
support services
● Enhance marketing
● Workforce development pipelines
● Strategically dispose of City property
● Create thriving commercial corridors
3 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.

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?
Racial Equity
Focus Projects
4 Y1 Y2 Y3 Y3+ Lead Support
Q1 Assess findings from County's comprehensive assessment teams (CAT) pilot in preparation to roll out permanent program outside of County √ PD, FD LB, CS Q2 Implement a vaping ban √ DS
Q3
Expand existing support services offered by the Hayward Police Department Youth and Family Services Bureau to include life skills, education and restorative justice
√ → → → PD
Q4 Implement Hayward Police Department Community Advisory Panel √ → → → PD Q5
Q5a Conduct community engagement and public polling to understand community concerns √ CM, PD All
Q5b Implement Policy Innovation Workshop to design potential policy solutions √ CM, PD All
Q5c Implement Dispatch Needs Assessment and Capacity  X CM, FD, PD Q5d Pilot Behavioral/Mental Health Coordinator Position  X CM, FD, PD Q5e Implement Pilot Mobile Mental Health Response Team  X CM, FD, PD Q5f Implement District Command Behavioral Health Clinician   X → CM, FD, PD Q5g Community Feedback and Complaint Liaison  X CM, PD CA Q5h Implement CSO Response to Property Crimes   X → PD Q5i Implement HPD Training Curriculum Working Group   X PD, HR, CM Q5j Implement Neighborhood Participatory Budgeting   X CM, Fin Q6 Bring work session to Council on gun control options X Q7
Q7a Establish Graffiti Relief Program √ DS
Q7b Launch and run Food Distribution Operation  √ CM, CS FD, MS Q7c Launch and run Covid-19 Testing and Vaccine Operations  √ → FD MS Q7d Operate Long-term Partial Activation of EOC, including rapid rollout of Veoci √ FD All
Q8 Conduct a ‘risk & resilience' assessment of water system and update emergency response plan  √ PW FD
Q9 Update comprehensive emergency services plan for community and staff X FD MS, PW, PD Q10 Update and adopt Fire Department strategic plan X FD Q11 Expand emergency shelter sites in Hayward* √ → → HS FD Q12 Create and implement Interdepartmental Homeless Encampment Task Force √ → → → CS, DS, PD,
HS, MS
Q13 Adopt and Enforce Vacant Building Property Ordinance** √ → → → DS Q14 Engage owners of vacant building properties and encourage activation of vacant sites v** X ED
Strategic Roadmap
FY2021 to FY2023 Project List
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Community Safety Public Engagement and Policy Innovation Workshop Pilots/Projects Covid-19 Response
Projects
Enhance Community Safety and Quality of Life
Invest in Cleanliness and Reduce Blight
Support Safety through Community-Centered Response and Enforcement Models Support Safety through Emergency Preparedness, Planning, and Response 5 Y1 Y2 Y3 Y3+ Lead Support
Strategic Roadmap
FY2021 to FY2023 Project List
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Projects
Enhance Community Safety and Quality of Life
Q15 Revamp community preservation ordinance to combat blight and enhance neighborhood livability ** X → DS
Q16
Implement a strategy to compel Union Pacific to clean up their unsafe and blighted properties, mitigate public safety risk, and reduce inefficient use of staff resources
√ → → → CM CA, DS, PW,

FD, PD, MS
Q17 Implement targeted illegal dumping prevention programs Q17a Operation Clean Sweep √ → MS
Q17b Pilot programs and analysis  X MS PD
Q17c Roll out permanent program (if funded) v MS PD
Q18 Implement Census 2020 community engagement √ CM, LB CS Q19 Plan library operations and hours to leverage the new facility Q19a Launch library Curbside Service √ → LB
Q19b Expand online Library programming offerings √ → → → LB Q19c Launch Bookmobile Program v √ → → LB MS
Q19d Conduct survey of library hours need and analysis of use √ LB Q19e Conduct stage one of strategic planning and implementation  X LB Q20 Negotiate upated Master Lease Agreement with Hayward Recreation and Park District  X CM CA
Q21 Work across Strategic Roadmap priorities to include racial equity lens (see Exhibit A)  X CM, GARE All
Q22 Onboard more staff to join the Government Alliance for Racial Equity (GARE) staff team  X CM, GARE All
Q23 Create an internal racial equity training program and policy  X CM, GARE All Q24 Design and Install Heritage Plaza Art Pieces to Honor Indigenous, Japanese American, and Russell City Heritage  X CM LB, MS Q25 Work with the survivors and descendants of Russell City to determine appropriate restitution v  X CM
Q26
Create a needs assessment that identifies culturally competent ways to recognize the contributions of BIPOC Hayward residents through murals, signages, roadway improvements, and other City projects v X CM
Enhance Library, Educational, and Neighborhood Programs Celebrate Hayward’s Heritage & Confront Racial Inequities 6 Y1 Y2 Y3 Y3+ Lead Support
H1
H1a
Oversee operations of the Navigation Center (i.e. funding administration, contract management, data collection, and performance monitoring) 
√ → → → CS
H1b Identify Sustainability funding source for the navigation center √ → → → CS FN H1c
Oversee operations of the Navigation Center Annex (i.e. funding administration, contract management, data collection, and performance monitoring) 
X CS
H2
H2a
Create a Homelessness Reduction Strategic Plan modeled after an empowerment approach and best practices, as well as after Alameda County’s EveryOne Home Plan
√ CS HS, PL, PD,
M
H2b Pilot Shallow Subsidy Program  X CS
H2c Explore Safe Parking Site  X CS
H2d Leverage partnerships to support the creation of eligible home key projects, including hotel conversations  X CS
H3 Partner with Alameda County to transition from Winter Warming Shelters to Winter Shelters (open nightly, regardless of temperature) v √ → → → CS DS, H, PD H4 Implement housing incentives and production work plan in accordance to state housing limits
H4a Explore moderate-income financing model √ HS
H4b Amend Density Bonus Ordinance   X DS
H4c
Develop updated residential objective standards in response to recent State housing legislation to allow residential properties to develop into a variety of housing types at densities permitted under the applicable General Plan designation 
X DS
H4d Explore program to convert tax-defaulted properties to affordable housing  X HS
H4e Create marketing materials for incentivizing housing production  X HS H4f Update Accessory Dwelling Unit (ADU) ordinance   DS H5 Evaluate the Affordable Housing Ordinance
H5a
Add a section to Housing and Housing Development staff reports to track accomplishments of Housing Element goals and programs including progress toward meeting RHNA goals
√ HS
H5b Hold work session for potential revisions  X HS
H6 Expend the Affordable Housing Trust funds
H6a
Hold a work session on establishing funding priorities for Affordable Housing Trust including the potential for affordable rental housing, homeownership, co-ops, and shelter opportunities
√ HS
H6b Issue Notice of Funding Availability (NOFA) or establish programs consistent with Council funding priorities  HS
Strategic Roadmap
FY2021 to FY2023 Project List
Preserve, Protect, and Produce Housing for All
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Projects
Invest in programs to house and support people experiencing homelessness Incentivize housing production for all
Sustain the Navigation Center to House and Support the People Experiencing homelessness Implement Let's House Hayward: the Homelessness Reduction Strategic Plan 7 Y1 Y2 Y3 Y3+ Lead Support
Strategic Roadmap
FY2021 to FY2023 Project List
Preserve, Protect, and Produce Housing for All
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Projects
H7 Pursue state housing funding opportunities
H7a Identify and respond to regulations to ensure that Hayward or Hayward- supported projects qualify for state housing funding √ → → → HS All H7b Apply for state housing funding to support strategic partnerships and Council priorities √ → → → HS All
H8 Update the Housing Element   X DS
H9 Recommend updates to the Rent Stabilization Ordinance H9a Provide 6-month update on the implementation of Rent Stabilization Ordinance and recommend amendments √ HS
H9b Monitor the implementation of the Rent Stabilization Ordinance and prepare a statistical report √ → → → HS
H9c Implement Tenant Relocation Assistance Ordinance adopted after 6 month Update  √ → → HS
H9d Tenant Relocation Emergency Fund  X HS
H10 Implement a Soft Story Ordinance √ → → DS
H11 Covid-19 Response
H11a Implement and monitor eviction moratorium √ HS
H11b Implement CV-19 rent relief program √ HS
H11c Analyze alternative rent increase thresholds √ HS
H11d Expand mediation services to tenants and landlords who need support developing a repayment plan for unpaid rent due to COVID √ HS H11e Allocate and administer CDBG-CV funding for homelessness and housing services  √ CS H
H11f Foreclosure Prevention Program  X → HS
H11g Wealth Building/ Universal Income Program  X → HS Protect the affordability of existing housing
8 Y1 Y2 Y3 Y3+ Lead Support
C1 Ban natural gas in new residential buildings √ PW DS C2 Require EV charging infrastructure in new construction √ PW DS C3 Adopt and implement the 2019 Building Code & Fire Code √ DS FD C4 Transition electricity use in city operations to 100% renewable energy √ PW MS C5 Adopt & implement 2030 GHG Goal & Roadmap along with other General Plan Elements  X → PW DS
C6 Prepare a plan to facilitate transition of natural gas appliances to electric in City Facilities MS PW
C7
Plant 1,000 trees annually (500 trees per year by City staff, 500 additional trees by other partners (HARD, HUSD, CSU, Chabot, and private developers)
X → MS DS
C8 Transition 15% of total city fleet to EV/hybrid models  X MS PW C9 Work with EBCE to transition citywide electricity use to 100% carbon free PW MS
C10 Explore feasibility of banning natural gas in non-residential (commercial) buildings (for next code update) PW DS, ED C11 Develop ordinance regulating single-use food ware in restaurants and coordinate with county-wide efforts √ PW DS
C12 Conduct outreach regarding AB1276 - single-use disposables X PW DS C13 Explore funding opportunities to increase the circular food economy in Hayward as part of the Alameda County All in Eats Initiative  X CM PW, CS C14 Shoreline Master Plan
C14a Complete Shoreline Master Plan √ DS PW
C14b
Implement Shoreline Master Plan, including mitigating
sea level rise in the industrial corridor through building requirements and outreach
X → DS PW
C15 Update Tree Preservation Ordinance X DS MS
C16 Pursue on water conservation measures like increasing recycled water supplies X PW
Mitigate climate crisis impacts through resilient design and community engagement Projects
Strategic Roadmap
FY2021 to FY2023 Project List
Confront Climate Crisis & Champion Environmental Justice  = Racial Equity Focus Project  = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Reduce greenhouse gases and dependency on fossil fuels
Reduce waste by promoting a circular economy
9 Y1 Y2 Y3 Y3+ Lead Support
N1 Improve access and mobility in downtown Hayward
N1a Implement downtown parking plan √ PW MS
N1b Prepare Downtown Specific Plan Implementation Plan PW DS N2 Implement major corridor traffic calming initiatives N2a Complete Hayward Boulevard feasibility study PW
N2b Implement Hayward Boulevard traffic calming plan PW N2c Complete Tennyson Road feasibility study PW
N2d Implement Tennyson Boulevard traffic calming plan PW N2e D Street Traffic Calming Plan Feasibility Study PW
N2f Implement D Street Traffic Calming Plan PW
N2g Patrick Ave Complete Street Improvements X PW
N2h Campus Drive Traffic Calming X PW
N3 Develop and submit a Traffic Impact Fee √ PW
N4 Increase transit options and ridership
N4a Work with AC Transit Interagency Liaison Committee to make bus transit more convenient and reliable √ → → → PW CS
N4b Work with Alameda County Transportation Commission (ACTC) to develop a rapid bus project along Mission Blvd. √ → → → PW DS
N4c Work with Alameda County Transportation Commission (ACTC) to implement a rapid bus project along Mission Blvd. √ → → → PW DS
N4d
Continue to require new development adopt transportation demand management strategies to reduce the use of single occupancy vehicles and encourage the use of alternative modes of travel
√ → → → DS
N4e Continue to work with BART to encourage transit-oriented development on BART owned property in Hayward √ → → → CM
N5 Maintain and improve pavement
N5a Maintain Pavement Condition Index (PCI) at 70 v √ → → → PW N5b Prepare OHHA pavement improvement program design and financing structure √ PW N5c Construct various OHHA pavement improvements √ → → PW N6 Develop a micro-mobility policy (eBikes, eScooters) X PW N7 Improve Mission Boulevard as a key ‘Gateway to the City’ N7a Complete construction of Mission Boulevard Phase 2 √ PW N7b Explore funding of Mission Boulevard Phase 2 and Linear Park X PW N7c Complete design of Mission Boulevard Phase 3 and construction v X → PW N8 Implement the Bike & Ped Master Plan
N8a Add 2 miles of sidewalks per year v √ → → → PW
N8b Add 10 lane miles of bike lanes per year √ → → → PW N8c Assess Safe Routes to School √ → PW
N8d Implement Safe Routes School v X → PW
N8e Assess Safe Route for Seniors in the downtown area X PW Strategic Roadmap
FY2021 to FY2023 Project List
Invest in Infrastructure
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Invest in Multi-Modal Transportation
Projects
10 Y1 Y2 Y3 Y3+ Lead Support
Strategic Roadmap
FY2021 to FY2023 Project List
Invest in Infrastructure
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Projects
N8f Implement Safe Route for Seniors in the downtown area v X PW N8g Conduct a feasibility study of Jackson Street Improvements v PW N9 Expand EV charging infrastructure for city fleet and employees N9a Conduct analysis of future demand √ MS PW
N9b Construct additional EV charging facilities v X MS PW N10 Construct the fire station and Fire Training Center X PW FD N11 Investigate major municipal building upgrade needs
N11a Conduct a site and cost analysis of a new Police building PW PD N11b Conduct a needs assessment of upgrading the Corp Yard PW MS N11c Investigate funding options for new Police building and Corp Yard CM PW, FN N12 Upgrade and maintain Airport infrastructure and facilities N12a Rehabilitate the pavement in phases √ → → → PW
N12b Design and construct capital improvements to Airport hangars √ → PW N12c Design, enclose, and construct open sections of Sulphur Creek adjacent to runways PW
N12d Design and construct Engineered Materials Arresting System (EMAS) at the departure end of Runway 28L PW
N13
N13a Finalize financing v X CM LB, CS
N13b Design and construct center  X → PW CM
N13c Continue working with service providers to ensure a mix of services and opportunities that best address the needs of the corridor  X → CM LB, CS N14 Complete La Vista Park
N14aDesign La Vista Park X PW
N14bConstruct La Vista Park X → PW
N15 Complete gateway and corridor landscape beautification v N15a Complete Tennyson corridor landscape beautification √ → MS PW N15b Complete Jackson corridor landscape beautification X MS PW N16 Evaluate options for adding bathrooms to Heritage Plaza PW LD N17 Corporation Yard renovation and building safety upgrades - COVID recovery X N18 Upgrade water system infrastructure
N18a Develop and launch Advanced Metering Infrastructure (AMI) customer portal X PW FIN N18b Replace an average of 3 miles of water pipelines annually X → PW N19 Update Water Pollution Control Facility Phase II Plan N19a Design the upgrade X PW
N19b Construct the upgrade PW
N20 Upgrade sewer collection system by replacing an average of 3 miles of sewer lines annually X PW
Oversee the rebuilding of the South Hayward Youth and Family Center (the Stack) Invest in Water Supplies, Sanitation Infrastructure & Storm Sewers Invest in City Facilities & Property
11 Y1 Y2 Y3 Y3+ Lead Support
Strategic Roadmap
FY2021 to FY2023 Project List
Invest in Infrastructure
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Projects
N21 Implement phase 2 of solar project and investigate interim usages of additional energy √ → → → PW
N22
N22a Install trash capture devices √ → → → PW
N22b Perform related trash reduction activities √ → → → PW N23 Expand recycled water facilities
N23a Complete RW project construction (initial phase) √ PW N23b Develop a Recycled Water Master Plan X PW
N24 Dark Fiber Optic Infrastructure to Improve Broadband N24a Finalize implementation of dark fiber optic infrastructure grant √ → CM N24b Complete installation of dark fiber optic infrastructure √ → PW IT N24c Investigate the use of dark fiber optic infrastructure √ → IT, PW N25 Provide technology devices and hotspots through the Library's Tech Lending program  X → CM
N26 Digital Divide Community Survey  X CM
Meet regulatory requirements for zero trash in stormwater by installing trash capture devices Invest in Community-Wide Internet Infrastructure and Access 12 Y1 Y2 Y3 Y3+ Lead Support
E1
E1a Update the marketing plan √ ED CMR
E1b Implement the marketing plan √ → → ED CMR
E2
Continue supporting business development through concierge service, incentives/grants/loans, collaborations with the chamber and SBA, and the newly updated events grants
√ → → → ED
E3 Update and implement a revised cannabis ordinance to incorporate best practices to better support cannabis businesses √ → → → DS E4 Develop and implement a local minimum wage ordinance √ ED E5 Revise alcohol use regulations to support existing and encourage more full- service restaurants X DS
E6 COVID-19 Pandemic Response
E6a
COVID-19 Business Sector Reopening Assistance including providing consultations with businesses, information dissemination and new permit requirements to be consistent with evolving health orders √ → ED
E6b COVID-19 Restaurant Assistance including facilitating outdoor dining programs including the Together for Downtown Hayward program √ → DS, ED CMR E6c
COVID-19 Policy Development including a commercial eviction moratorium and cap on third-party delivery service provider fees assessed to restaurant and food establishments
√ ED CA
E6d Sidewalk Vendor Ordinance X DS
E7 COVID-19 Pandemic Recovery Business Assistance
E7a
COVID-19 Small Business Recovery & Equity Programs including exploration and establishment of grant program targeted to for black and other minority- owned business. 
√ → ED
E7b
COVID-19 Retail Recovery Program including exploration and development of "Shop Local Gift Card Program" to promote small businesses, induce immediate cash flow and encourage small business adoption of e-commerce platforms
√ ED
E7c Outdoor Gathering Permit established √ → DS
E7d Outdoor Dining Permit established √ → DS
E7e Temporary Outdoor Business Activities Permit √ → DS E7f "Get Digital" - Direct Technical Assistance to Small Business to Compete with Online Retailers  X ED
E7g "Restaurant Relaunch" - Technical Assistance for Adapting to Post COVID-19 Market Trends, Safety Requirements  X ED
E7h Small Business Assistance Grants - Grants to Businesses with 10 or Fewer Employees  X → ED
E7i "Hayward Restore & Reopen Facade Program" - Grants and Loans to improve blighted storefronts, centers and corridors  X → ED
Strategic Roadmap
FY2021 to FY2023 Project List
Grow the Economy
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Update and implement a marketing plan, including an Opportunity Zone campaign Invest in programs that support Hayward business and workers Strengthen marketing to support Hayward businesses
Projects
13 Y1 Y2 Y3 Y3+ Lead Support
Strategic Roadmap
FY2021 to FY2023 Project List
Grow the Economy
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Projects
E8 Strengthen workforce development pipelines
E8a
Collaborate with Hayward Unified, Eden Area ROP, Hayward Adult School, CSU East Bay, Chabot College, Life Chiropractic, the YSFB, and local nonprofits to assist in connecting their training, internship, and placement programs with local businesses
√ → → ED
E8b Re-establish the Business Engagement Program and referral process to Alameda County Workforce Development Department ED
E8c
Collaborate with workforce development partners to organize, host and sponsor job fairs, manufacturing/STEM career awareness events to support a local workforce pipeline
ED
E8d Devise plan to maximize workforce development pipelines ED E8e Explore the concept of a business incubator with CEDC, CSUEB, Chabot College and the Chamber ED
E9
E9a Complete deconstruction √ CM DS, PW
E9b Commence discussions on property redevelopment √ CM DS E9c Finalize disposition & development agreement X CM DS E9d Implement disposition & development agreement X → CM DS E10 Facilitate disposition and development of Route 238 Corridor lands  E10a Finalize planning on redevelopment of 6 remaining parcel groups X → CM DS E10b Finalize disposition & development agreements for all parcels X → CM DS E10c Implement disposition & development agreements for all parcels CM DS E11
Update form-based zoning codes along Mission Boulevard to streamline new development, focus commercial development where appropriate, and create a cohesively designed corridor
√ DS
E12 Explore a public art program and prioritize gateway locations  X → DS E13 Explore an outdoor marketplace that allows for a variety of vendors X CM Invest in Plans and Programs that Create Thriving Commercial Corridors Deconstruct the former City Center building and commence discussions regarding future redevelopment of the City Center properties
Grow workforce development pipelines
Strategically dispose of City property
14 Y1 Y2 Y3 Y3+ Lead Support
R1 Maintain and expand fiscal sustainability
R1a Evaluate an increase to the Transient Occupancy Tax √ FIN R1b
Continue to investigate funding tools and cost reduction strategies for PERS, other post employment benefits (OPEB) liability, and other health care costs
√ → → → FIN
R1c Redo the Business License Tax FIN
R2 Budget changes due to Covid-19
R2a Amend Budget to account for economic loss due to pandemic √ → FIN All R2b Apply for FEMA reimbursement √ → FIN All
R3 Continue to support and build capacity for lean innovation throughout the organization √ → → → CM All
R4 Create Human Resources Department Strategic Plan X HR All R4
R4a Develop talent acquisition plan for citywide and critical positions X HR All R4b Develop and Implement a Recruitment and Re-engineering Plan * HR All R5 Increase employee homeownership by rolling out a down payment assistance program for City Staff √ FIN HR, CM
R6 Re-engineer performance management process to align with organizational values √ → → HR All
R7 Continue employee engagement initiatives and develop employee recognition program(s) √ → HR, CM
R8
R8a
Create an interdepartmental team to develop standards for creation of citywide operating protocols and desk manuals in preparation for loss of institutional knowledge
* HR All
R8b Develop a template/checklist departments can use to standardize and ease on-boarding * HR All
R8c
Continue the one-on-one coaching program including speed coaching events and establish a “buddy” System for new employees; explore new coaching and mentoring opportunities
* HR All
R9 Develop talent development initiatives and training platform R9a Develop training academy to cultivate leadership skills * HR All R9b Develop training calendar to expand and share resources citywide * HR All R9c Explore a path to higher education for employees (i.e: working scholar’s) * HR All
R9d Develop an employee initiated talent development plan involving interdepartmental representation * HR All
R10 Develop a managerial course to cultivate leadership skills Projects
Strategic Roadmap
FY2021 to FY2023 Project List
Grow the Economy
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan Invest in Employee Engagement, Professional Development and Retention Strengthen Fiscal Sustainability
Perform staff resource allocation and workforce and prioritization analysis to support annual budget process and explore succession planning efforts v
Interdepartmentally collaborate to formalize, expand and promote the onboarding program to improve new employee experience
15 Y1 Y2 Y3 Y3+ Lead SupportProjects
Strategic Roadmap
FY2021 to FY2023 Project List
Grow the Economy
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan R10a Identify training areas * HR All
R10b Roll out pilot course * HR All
R10c Integrate with performance evaluations * HR All
R10d Centralize training platforms to reap greater use and efficiencies * HR All R11 Employee Wellness during Covid-19
R11a Develop and Implement COVID-19 Contract Tracking and Tracing Protocol √ → HR
R11b Develop and Implement a COVID-19 Testing Protocol √ → HR R11c Develop and Implement a Citywide Safe Return to Work Strategy/Plan √ → HR/MS ALL R11d Enhance and Implement a more rigorous Employee Wellness Program * HR R12 Create a language accessibility policy and program  X → CM, GARE All R13 Maintain and expand communications efforts to better inform and gather input from the community
R13a Conduct a website audit and update √ CMR
R13b Conduct a public opinion survey on the Transient Occupancy Tax √ CMR R13c Inform the public about the 2020 Census √ CMR
R13e Relaunch In the Loop - Internal Newsletter √ → CMR R13f Issue an RFP for translation services  X → CMR
R13g Explore using additional social media channels to broadcast City Council Meetings √ → CMR
R13h Create a CRM operations desk manual √ CMR
R13i Conduct the Biennial Resident Satisfaction Survey √ CMR R13j Continue working with local partners to promote and recognize Hayward events and accomplishments, as appropriate √ → CMR R14 Conducted additional outreach during the Boards & Commissions recruitment to build on the Measure OO charter amendment  √ → → CC R15 Increase security footprint and reduce system outages R15a Establish an Information security awareness training and outreach program √ → IT
R15b Upgrade water utility technology X PW IT
R16
R16a Explore additional modules in Opengov to assist with visibility and awareness of current spending and future projections FN IT R16b Implement new online planning and permitting solution X DS PW, IT R17
Expand Communications, Transparency, and Community Engagement Invest in an Efficient, Safe & Collaborative Work Environment Extract and publish data from existing city systems to assist in key decision making across the City as well as providing deeper access to our community members (data-driven)
Deliver products and services that facilitate access to the city’s technology-based tools beyond the confines of the office (mobile-focused)
16 Y1 Y2 Y3 Y3+ Lead SupportProjects
Strategic Roadmap
FY2021 to FY2023 Project List
Grow the Economy
 = Racial Equity Focus Project v = Needs Funding  = Statutory Requirement √ = Completed → = Continuous Bold (X) = Y3 Work Plan R17a Improve IT asset management program IT
R17b Establish new mobile device management solution X IT R18
R18a Replace aging fiber optic lines between City facilities √ → → → IT R18b Upgrade City network connections and speeds IT
R19
R19a Assess current ERP solution, investigate new offerings available and implement appropriate solutions. X FN IT
R20 Remote work updates due to Covid-19
R20a Develop and Implement a Virtual Training/Resource Communication Strategy * HR All
R20b Develop, implement, and support remote technology and tools to transition the workforce to a WFH environment √ → → → IT *Revisiting these Items - Timing TBD based on findings from HR Strategic Plan Analyze and shift technology solutions and services to external web-based platforms and providers (cloud-first transition) Identify, assess and upgrade systems, infrastructure, and technology to modern architecture and design (modernize technology and systems)
17 2022 Hayward City Council Strategic Retreat | Jan 29, 2022 City of Hayward - City Council Strategic Retreat 2022
Summary Report
February 15, 2022
Table of Contents
A. Overview 3
Purpose 4
Desired Outcomes 4
Pre-Meeting Survey - Key Takeaways 4
Retreat Discussion - Key Takeaways 4
B. Summary 5

1. Racial Equity 5
Racial Equity - Pre-Meeting Survey 5
Racial Equity - Key Themes from the Retreat 6

2. Reflection on Year 2 & Hopes for Year 3 9
Y2 Reflections & Y3 Hopes - Pre-Meeting Survey 9
Y2 Reflections & Y3 Hopes - Key Themes from the Retreat 11

3. Priority Area Names 11
Priority Names - Pre-Meeting Survey 11
Priority Names - Key Themes from the Retreat 12
Discussion 12

4. Projects - Enhance Community Safety and Quality of Life 13 Quality of Life - Pre-Meeting Survey 13
Quality of Life - Key Themes & Projects from the Retreat 15 © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 1 Attachment IV
2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Prioritization Exercise 15Discussion of Projects 155. Projects - Preserve, Protect & Produce Housing 16Housing - Pre-Meeting Survey 16Housing - Key Themes & Projects from the Retreat 17Prioritization Exercise 17Discussion of Projects 186. Projects - Confront Climate Crisis 19Climate - Pre-Meeting Survey 19Climate - Key Themes & Projects from the Retreat 21Prioritization Exercise 21Discussion of Projects 217. Projects - Invest in Infrastructure 21Infrastructure - Pre-Meeting Survey 21Infrastructure - Key Themes & Projects from the Retreat 23Prioritization Exercise 23Discussion of Projects 238. Projects - Grow the Economy 26Economy - Pre-Meeting Survey 26Economy - Key Themes & Projects from the Retreat 27Prioritization Exercise 27Discussion of Projects 279. Projects - Strengthen Organizational Health 29Organizational Health - Pre-Meeting Survey 29Organizational Health - Key Themes & Projects from the Retreat 30Prioritization Exercise 30Discussion of Projects 30 © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 2

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 A. Overview
On January 29, 2022 the Hayward City Council and select City staff convened virtually from8:30 a.m. - 2:30 p.m. to discuss the strategic roadmap for the fiscal year 2022 - 2023 (yearthree of theStrategic Roadmap 2020 - 2023). Aheadof the meeting, City staff compiled aproposed revised Strategic Roadmap, which included changes to four of the six prioritynames as well as updated project lists for each priority area. In addition, City staff puttogether a suggested Racial Equity Framework to apply to select projects. City Council wasasked to complete a pre-meeting survey to offer their initial feedback on these proposals.

Attendees included:

City Council:● CM Salinas● CM Wahab● Mayor Halliday● CM Marquez● CM Andrews● CM Zermeno● CM Lamnin Consultants:● Cristelle Blackford, CivicMakers● Lawrence Grodeska, CivicMakers City Staff:● Miriam Lens, City Clerk● City Manager, Kelly McAdoo● Jennifer Ott, Assistant City Manager +Director of Development Services● Regina Youngblood, Assistant CityManager● Mary Thomas, Management Analyst● Todd Rullman, Director of MaintenanceServices● Jayanti Addleman, Director of Libraryservices● Garrett Contreras, Fire Chief● Christina Morales, Housing DivisionManager● Sara Buizer, Deputy Director ofDevelopment Services● Michael Lawson, City Attorney● Geraldine Harvie, IT intern● Alex Ameri, Director of Utilities &Environmental Services Department● Chuck Finnie, Communications andMarketing Officer● Jana Sangy, Director of HumanResources● Monica Davis, Community ServicesManager © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 3

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Purpose & Desired Outcomes
● Bring City Council and City staff together to review and discuss the strategic planfor the fiscal coming year● Provide City staff an opportunity to share updates and proposals with City Council● Provide City Council an opportunity to ask questions of staff, discuss and share inputon the staff-proposed strategic plan● Input on and approval of 1) a racial equity framework and projects, 2) revised prioritynames and 3) year three project lists for each priority area Executive Summary - Pre-Meeting Survey & Retreat Discussion Racial Equity
● According to the survey responses, City Council generally agreed with and wereappreciative of the Racial Equity Framework, as proposed by City staff. This supportand appreciation was reiterated during the discussion.● There were a handful of suggestions for ways to improve or strengthen theapproach, including: 3 mentions of providing emotional/trauma support andcoaching to staff and 2 mentions of leveraging other partnerships to extend theCity’s resources/knowledge in this area, and 1 mention of including racial equitydata/reporting in future City Council updates.● There was also significant discussion about how best to apply the framework tothese projects: 1) Q25 (Russell City restitution), 2) H11g (Universal Income Program),3) H8 (Housing Element update), 4) Q17 (illegal dumping prevention pilots) and 5) theLibrary’s book mobile.

Review of Year 2 and Hopes for Year 3
● According to the survey responses, City Council indicated that they were impressedwith the progress made on the Strategic Roadmap objectives last year, and hoped tosee the same amount of progress in the coming year.● There were no additional comments in response to the question: “Does anyone haveanything to add about last year’s achievements or your hopes for the coming year?” Priority Area Names
● According to the survey responses, City Council generally agreed with thestaff-proposed revisions to four of the six priority areas. This was reiterated duringthe discussion. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 4

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 ● There was significant discussion around the following two priority area names:○ Confront the Climate Crisis. In general there wassupport for the new name.However, four Council members were in support of incorporating the conceptof equity by using a term like “environmental justice” or “climate justice” inthe title and one liked the idea of adding ‘championing environmental justice’as a subheader. Another Council member was concerned that many peoplewill not understand what this means.○ Invest in Infrastructure. Two Council members commentedon the term‘infrastructure’ saying that it is overused and many people don’t fullyunderstand what it means (e.g., in some circles, this includes social services).However, no alternative words were suggested and the mayor was strongly insupport of keeping the word ‘infrastructure’ in the title. One Council memberasked that the City consider sustainability in all infrastructure projects. OneCouncil member supported putting “Hayward” in the title.

Projects by Priority Area
● According to the survey responses, City Council generally agreed with thestaff-proposed project lists; some Council Members proposed a few additionalprojects.● City Council members generally agreed on the top priorities for each priority area,which are as follows:

Enhance Community Safety and Quality of Life - Council Priorities © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 5

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Preserve, Protect & Produce Housing for All - Council Priorities Grow the Economy - Top Priorities
Confront the Climate Crisis - Top Priorities
Invest in Infrastructure - Top Priorities
© 2021, CivicMakers LLC www.civicmakers.com | [email protected] 6

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Strengthen Organizational Health- Top Priorities
© 2021, CivicMakers LLC www.civicmakers.com | [email protected] 7

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 B. Summary1. Racial EquityCity staff proposed using the following questions to apply a racial equity lens to specificservices or projects, which were identified throughout the proposed Roadmap):
● What problem is this service/project seeking to address? ● Who benefits from this service/project? ● Who does this service/project not benefit? ● Who is currently accessing this service? ● Who is not accessing this service? Are there barriers? ● How are we communicating about this service/project? What barriers are there forpeople to find up-to-date information? Racial Equity - Pre-Meeting Survey
Do you have any comments or concerns about the racial equity questions or listedprojects? Overall, City Council expressed support for the framework and listed projects:
● Very thoughtful approach that [...] will lead to useful information and facilitateimproved service to our residents.● … Responsive to current community concerns, historical issues, and best practices.● Do we have demographic information about every different group in our City?● Need to look at disaggregated data (economics plays a big role) There were some questions and suggestions:
● Are we considering the approach to reparations and making amends for RussellCity? How do we identify who receives?● Need flexibility and funding to utilize outside subject matter experts if we lackinstitutional knowledge● Add an additional question: “Does this service/project facilitate meaningful positivechange related to an inequitable issue? © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 8

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Racial Equity - Key Themes from the Retreat
● Overall Council Members were supportive of the racial equity approach and appreciated thedata-rich presentation:○ CM Andrews: Glad we are looking to intertwine an equity lens in everything we’redoing.○ CM Salinas: Great presentation and context setup. Appreciate it.○ CM Marquez: Appreciate creative approaches to meeting community needs. Heard alot about meeting people where they are at, which I think is key. Race and equity is apriority in Hayward.○ CM Zermeno: Excellent idea, I support the framework. Excellent presentation.○ CM Wahab: Commend staff on the presentation. Really appreciate the data input.Data confirmed that I live in one of the poorest parts of Hayward for householdincome.○ CM Wahab: I’m happy that this presentation was very data-driven.○ CM Lamnin: Deep appreciation to City staff. Your excitement is infectious.● There were a handful of suggestions for ways to improve or strengthen the approach:○ CM Marquez: On top of COVID and other work demands, I want to make sure thatstaff and the community are emotionally equipped to take this on. Let’s think aboutresources and options to provide people [AKA City staff] as we undertake this. Inaddition, we need coaching and a focus on respecting each other’s humanity.○ CM Wahab: Appreciate what CM Marquez stated about the need for emotionalsupport.○ CM Wahab: Want to include in our future reports equity impacts, both economicallyas well as racially. Not every staff report, but anything related to these topics.○ CM Wahab: Also, partnerships - as much as we can, we should partner with ourdifferent resources from Cal State and Chabot. The more we can have funders andpartners the better. Genuinely appreciate all the work staff did. We’re not going to getit right our first time, but need to start the conversation from somewhere.○ CM Lamnin: Also wanted to appreciate CM Marquez’s comment about sensitivityaround trauma and emotional intelligence.● City staff responded to some of the questions and suggestions as follows:○ City Manager McAdoo: Appreciate the additional question about impact that we canincorporate into the framework.○ Director Ott: Each department head was paired with a member of the GARE cohort.

The following table organizes the racial equity discussion by project:Project Discussion © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 9

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Q25: Work withthe survivors anddescendants ofRussell City todetermineappropriaterestitution (newproposed project -unfunded) ● CM Andrews: For Russel City, how do you determine theresponsibility of Hayward vs. the County vs. other players thatwere involved in this displacement? → City Manager McAdoo:Part of the project is to look into this and engage in a communitydialogue to get more understanding of history and background.● CM Salinas: Have we reached out to the school district andChabot and Cal State to include them in these conversationsabout reparations and to look at what contributions toreparations will look like? For example, part of reparations couldbe scholarships, etc… Could be some funding there, too. → CityManager McAdoo: Great suggestion, we can do that as we startthe conversations this year.● CM Salinas: Saw that Michael Jordan has invested millions inracial equity foundations and work. I’m not saying we should gofind Michael Jordan, but I'm sure there are other groups/orgsthat are looking for pilot projects to fund.● CM Zermeno: Need a consultant for sure on Q25.● CM Wahab: Have had many conversations over the years aboutreparations, knowing that no matter what we do there will besome people who don’t feel like it’s enough. Also some peoplewant us to consider Native Americans, after all we are on Ohloneland. Need to engage what Russel City residents want. Couldthis include scholarships and homeownership support? In termsof impact areas, data is incredibly useful. The more we get intothe data the more we can see what we’re missing.● CM Lamnin: Regarding Q25 (Russel City), I want to make surethat we’re really active in how we let people know about howpeople can participate, both from an interest list and proactiveoutreach. Do we want to hire the historical society?● M. Halliday: I think the historical society has been engaged inthese issues, so I agree we should talk to them.● M. Halliday: On the discussion of Russel City in particular, andpossibly other areas where there has been racial inequity in thepast that has resulted in generational lack of inheritance, theState of CA is currently working on this issue. Are we trackingwhat is happening at that level? I can imagine that out of that © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 10

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 work there will be some funding, so we should look for grantsthere. Also we might want to see if we can get involved with thatdiscussion [at the State level] as well.

H11g: WealthBuilding/Universal IncomeProgram (added -partially funded) ● CM Andrews: How does guaranteed income and homeownershipsupport relate to reparations… How do these all work together?○ →City Manager McAdoo: It will be part of the projectto explore this.○ → Director Ott: There was a project related to wealthbuilding as part of the stimulus project and we talkedabout planning that for 2023, but need to havecommunity conversations about this first.

Q17: Continueillegal dumpingprevention pilotprogram and rollout permanentprogram ifsuccessful andfunded ● CM Andrews: Appreciate the project on illegal dumping andwant to know if we can incorporate public art in these areasbecause when there are eyes, there is less dumping.● CM Salinas: Illegal dumping pilots - great model. Really focuseson two areas of the city that are significantly impacted.Hayward Promise Neighborhood is deeply engaged with a lot ofprojects in South Hayward, so let us know how we can help.There is a robust Community Advisory Board that we can alsoengage, so if you need support for the gallery walks, let HPNknow because we can bring people together.● CM Zermeno: I believe that “dump days’ may fail becausepeople don’t have the time and can be lazy to take materials tothe dump and may not have the correct transpiration. However,do agree that public art in these areas could alleviate [theproblem].● M. Halliday: It will be interesting to see how these illegaldumping pilots play out. I applaud maintenance services.

H8 : HousingElement
● CM Zermeno: On housing, we have 42% renters in the City andtheir main focus is: “how can I have stability in housing and howcan I become a homeowner?” Of course racial equity should be © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 11

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 included here because most folks are on the lower end of thescale.● CM Lamnin: I’ll also put in a plug for W. Hayward (other areas areimportant, but we need to think about how we fund this area). Ifthere are areas of the City that are not engaging in the HousingElement process, please let Council know so that we can help.● M. Halliday: Housing is one of the key issues we have to look at.

Book Mobile ● CM Zermeno: Make sure the book mobile is in everyneighborhood and every church - that’s where people gather.● CM Wahab: Appreciate Library Director mentioning thatNorthern Hayward needs to be taken a look at as well.● CM Lamnin: Are there community needs that surface at thebook mobile locations and is there a way that the book mobilecan help bring forward another staff person from another deptto get people enrolled in care?

2. Reflection on Year 2 & Hopes for Year 3Y2 Reflections & Y3 Hopes - Pre-Meeting Survey From your perspective, how well did the City achieve the year two objectives of theRoadmap? Overall, the City Council agreed that the City made progress last year, with 4 indicating“significant progress” and 3 indicating “good progress.” This speaks to the great workCouncil and staff did last year to right-size the Roadmap through the strategic retreat andprioritization process. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 12

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 What are your hopes for the updated Strategic Roadmap in year three (FY 2022 - 2023)?● Continued progress/success/results for the coming year (x4)○ My hope is that, as leaders we can manage expectations and work collectivelyto focus on results for the upcoming year.○ I hope we can stay focused on these strategic initiatives. Let's focus onaccomplishing these so we can build on our successes. I hope to see more focuson family and children-friendly retail along the main corridors of the city.

What are the most important considerations that we should discuss at the retreat? ● Understand staff constraints and perspectives○ I would like to hear more from staff about the time/funding constraints thatimpact some projects and discuss alternative ways of achieving goals.○ How is the Roadmap working from the Staff and Community perspective? Arewe still spread too thin or has this process helped to streamline our initiatives?● Have focused, productive discussion○ Discuss what needs to be removed or added and identify any looming issues notcurrently addressed.○ Discuss each topic in a little more depth and share relevant points to consider.

From your perspective, how well did the City achieve the year two objectives of each of thePriority Areas? City Council agreed that progress was made in every single priority area, with theperception that the most significant progress was made in the area of “preserve, protectand produce housing.” © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 13

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Y2 Reflections & Y3 Hopes - Key Themes from the Retreat
There were no additional comments in response to the question: “Does anyone haveanything to add about last year’s achievements or your hopes for the coming year?”

3. Priority Area NamesPriority Names - Pre-Meeting Survey Overall City Council agreed or strongly agreed with the proposed revised priority areanames. The chart summarizes survey responses and comments in response to the question:“To what extent do you agree or disagree with the proposed revised priority name?” Proposed Revised Priority Name Comments
Enhance Community Safety and Qualityof Life
● No.● No, I do not, I love it!● Safety is a key element of almostevery service the city provides andhas a significant impact on quality oflife.● Perhaps Enhance Quality of Life andCommunity Safety? Confront Climate Crisis ● Keep being Greener.● Nope, love it!● No © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 14

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 ● Climate Justice is preferable.

Invest in Infrastructure ● All is good.● I'd like to recommend we change theproject name to "Invest in Hayward'sInfrastructure."● Is there another way to name this?Infrastructure is getting used toomuch and perhaps we can cast this inanother way. Just a thought. This isgood because everyone recognizes it.

Strengthen Organizational Health ● None
Priority Names - Key Themes from the Retreat
Discussion
During the retreat we asked City Council members to share any disagreements or concernswith the revised priority names, including any proposed changes. For the most part, CityCouncil members agreed with the staff-proposed name changes. There was a significantdiscussion around the Climate priority name and a few suggestions for the Infrastructurepriority name. This is what we heard:

Climate:
● CM Wahab: I was the one who said something about “climate justice” [in the survey]because that’s what it is.● CM Lamnin: Wahab’s point about ‘environmental justice’ is a good one. “Championingenvironmental justice” is an option, but I do think that what is proposed now is betterthan what we had before. In case people are looking to see if we are doing climatework, I don’t want to lose the climate word.● CM Wahab: I second CM Lamnin’s suggestion of “Championing environmentaljustice” even though it’s a mouthful.● M. Halliday: I appreciate that, environmental justice does speak to the equity issue,which permeates every single thing we are doing. I’m Fine with using ‘climate crisis’...I think only using “environmental justice” doesn't cover everything we’re doing. It’simportant, but only a part of it. I would not put that into the title. I like the idea of © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 15

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 “championing” … “Confront climate crisis” is solid overall, but perhaps under it wecan mention ‘environmental justice.’ Again, I wouldn’t put it in the title.○ → City Manager McAdoo: We could combine the two: “confront climate crisisand champion environmental justice”● CM Zermeno: Climate - I like “Confront Climate Crisis.” “Environmental justice” willnot be understood by most folks. Six of us liked this and that’s what we should keep.● CM Marquez: I do support incorporating the idea of “environmental justice”. Whydoesn’t staff come up with 2 - 3 suggestions, do some polling, and then ultimatelydecide?● CM Andrews: Ditto the differences between climate crisis vs. environmental justice.Appreciate adding the latter, but try to keep it separate. Also, is there a bullet we canadd related to advocacy for Hayward. Many people roll through Hayward but don’tstop. How can we advocate regionally to get people to stop to benefit our City? Infrastructure:
● CM Salinas: I think I was the one who commented on the term “infrastructure.” Thisword is all over the place (in the news, etc)... we’re getting numbed by it. [The priorityarea name is] fine the way it is, but if there is another creative way of framing it,perhaps we could do that. Also, in some policy circles infrastructure also includessocial services. Not a big deal. I like it. Just a consideration.● CM Wahab: Infrastructure - no one really understands what that means. I would liketo add the climate piece to it. Need to think about sustainability models in theinfractures we are creating.● M. Halliday: Infrastructure is a really important word to keep in here. Services frompublic works are among the most important services we provide as a City. In everyaspect of what PW does, there are environmental endeavors - wastewater,transportation, etc… It’s all linked to sustainability. Like the name changes for themost part. “Safe, Clean, Green, and Thriving” were good terms. We could change to“Healthy” instead of “Clean” and “Sustainable” instead of “Green.” But I don’t knowhow we’re using this anymore… I think maybe “Equitable should be added as well.”● CM Marquez: Doesn’t hurt to put Hayward in the name [of the Infrastructure priorityarea].

Housing:
© 2021, CivicMakers LLC www.civicmakers.com | [email protected] 16

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 ● CM Wahab: For the most part I want to see the Housing piece still being prioritized.It's a bigger issue and is at the root of a lot of people’s problems. I want to see thehomeownership and downpayment assistance projects prioritized. Let’s keephousing at the forefront (always include updates and timelines about the projectbeing worked on).

Organizational Health:
● CM Wahab: I always say let’s leave Org Health to our City Manager, but because ofCOVID we do need to reconsider how we talk about organizational health (due to thegreat resignation and people wanting to work differently/remotely). We need to giveour staff more flexibility. Overall I really commend staff on the progress that hasbeen made on each of these fronts.

4. Projects - Enhance Community Safety and Quality ofLifeQuality of Life - Pre-Meeting Survey Overall, to what extent do you agree or disagree with the draft revised project list? Do you have any comments about the proposed new or slowed projects? Are there any newprojects you’d like to add, projects you would like to move up in priority, or projects you thinkcan be delayed or dropped for year three? Council Member Added Projects General Comments/Questions ● Reduce crime by design● Gun buy-back program (can beincluded in Q6) ● The list is expansive and unrealistic● Focus on: 1) launching the communitysafety innovation pilot projects, 2) Illegaldumping prevention pilot program, 3)Onboard GARE staff team● Move the gun regulation item forward andsuggest staff look into available grantfunding● Priorities: Revamping community © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 17

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 preservation ordinance, HARD leasenegotiation, Heritage Plaza art andRussell City restitution● Need public art● Hopefully the implementation of Q26 isfolded into existing city beautificationefforts● Could be done a bit on an acceleratedpath - some items are completed or inprogress● Honor the Californios at Heritage Plazathrough El Camino Real Bell Quality of Life - Key Themes & Projects from the Retreat Prioritization Exercise
Discussion of ProjectsAfter reviewing the proposed project list, we asked Council: “Do you have any clarifyingquestions about the staff-proposed work plan or Council-proposed projects that will helpyou prioritize this list during lunch?” Their responses are summarized below and matched tothe corresponding project. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 18

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Projects Discussion
Q5i: HPD trainingcurriculum workinggroup
● CM Wahab:○ Go internally through HPD to do kind of anassessment of officers and what they think is aproblem in the City; not talking about requests fordrones and things like that, but where are theyseeing spikes and what do they think is appropriatefor curbing it○ Happy with the mobile mental health response○ Also need to talk about QoL/mental health supportfor staff Q6: Bring worksession to Councilon gun controloptions (newproposed project -unfunded) ● CM Wahab: To the point of the gun buyback, would liketohighlight two more QoL items:○ Smoking in multifamily apartments, need to expandto cannabis use○ Want to highlight “ghost guns” as well; updateordinances to reflect some of today’s and tomorrow’strends, not just historical complaints Q10: Update andadopt FireDepartmentstrategic plan, bothfor staff andcommunity ● CM Wahab: Fire Department has taken a huge role incombating COVID, so would like to see where they want togo, a 5-year model Q19e: Conductstage one of Librarystrategic planningand implementation ● CM Wahab: Library team has been going above and beyond Q24: Design andInstall HeritagePlaza Art Pieces toHonor Indigenous,Japanese American,and Russell CityHeritage (added -funded) ● CM Marquez:○ Bell at heritage plaza, is that being included?○ Moved to historical society for display © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 19

2022 Hayward City Council Strategic Retreat | Jan 29, 2022

5. Projects - Preserve, Protect & Produce HousingHousing - Pre-Meeting Survey Overall, to what extent do you agree or disagree with the draft revised project list? Do you have any comments about the proposed new or slowed projects? Are there any newprojects you’d like to add, projects you would like to move up in priority, or projects you thinkcan be delayed or dropped for year three? Council Member Added Projects General Comments/Questions ● H4f: Update Accessory DwellingUnit (ADU) ordinance
● Priorities: Navigation Center, shallowsubsidy program, safe parking site,housing element● Let's execute these program beforeadding more● Look at other uses for potentialresidential areas for housing● H11g is part of H2b (and possiblyalso Q25) and should not be aseparate item● Has the need for pre-approvedmodels for ADU's or a streamlinedday for ADU applications beenameliorated with the state changes?● Is continued work still needed toensure that addressinghomelessness in the city iscollaborative (notinternal-working-group-only)?● The ADU piece is important - Weneed to protect single family lotsthat may be abused by predatorypurchases © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 20

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Housing - Key Themes & Projects from the Retreat
Prioritization Exercise
Discussion of ProjectsProjects Discussion
H2c: Explore SafeParking Site(added - funded)
● CM Zermeno: What is a safe parking site?○ → Director Ott: This is for people living out of theircars (allows us to concentrate services, showers,housing navigation, etc). ● CM Wahab: When talking about safe parking, we needtoensure it is safe for everyone.

H2d: Leveragepartnerships tosupport creation ofhotel conversionprojects bycommunity-basedentities (added -funded) ● M. Halliday: Regarding hotel conversion, I thoughtwe weregoing in the other direction with the tiny houses and thescattered sites, but those things don’t seem to be on here?○ → Director Ott: I agree with you. We want to keephotel conversions but also broaden to includeanything eligible under “home key.” H4e: Develop anOverlay ZoningDistrict to allow RSzoned properties(single family ● CM Andrews: I have a question about the overlay zoningdistrict. There was a hotel property that came to theeconomic development committee and some discussion ofwhether this was zoned single family housing vs. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 21

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 residential) todevelop into avariety of housingtypes and densities commercial/hotel… Is there a plan for addressing thesetypes of issues through the overlay zone?○ →Director Ott: We’ll be focusing on the parts of theCity that are shown in the General Plan with morethan single family and aligning those with otherzoning. State through SB9 has already taken this outof our hands by allowing for sub-division of singlefamily properties. But to get at your question, we canlook at these types of things through a case-by-casebasis.○ → Sara Buizer, Deputy Director of DevelopmentServices:We will have to continue to look at thisaswe work on the housing element update.● CM Andrews: Will converting commercial spaces intolive/work spaces also be discussed in the work plan?○ → Sara Buizer, Deputy Director of DevelopmentServices: This could be part of the housing elementproject (when we’re looking at what kinds of housingis appropriate for specific areas) but not part of H4e.● CM Wahab: Regarding zoning, I don't want to see our singlefamily residential homes being prey to big investments (likethe hotel example). Let’s protect and monitor the flatlands toavoid displacement. When we see these developments, weneed to really work to understand what they are. We alsoneed to continue to protect parking for residents.

H4f: Exploreprogram to converttax-defaultedproperties toaffordable housing ● CM Zermeno: I like H4f so I’m highlighting that one.

H5b: Continue workon updating theAffordable HousingOrdinance ● CM Wahab: I do want the affordable housing ordinancetoget done (have a rate in my head), but we need to alsoconsider the affordability of commercial properties. Manypeople can’t afford to start a business because thecommercial properties are so expensive. Then theseproperties remain vacant. I want to see more continuity inframing the discussion.

H9d: TenantRelocation
● CM Wahab: I appreciate the tenant relocation emergencyfund and foreclosure prevention programs. Are they fully orpartially funded? © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 22

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Emergency Fund(added - funded)
&
H11g: WealthBuilding/ UniversalIncome Program(added - partiallyfunded) ○ → Director Ott: H11g is noted as partially funded(through the stimulus), but if we add in universalincome and more expansions to the program, we willneed more funding.● CM Wahab: Wealth building is one bucket and reparationsisa separate bucket. I fully support what we’re trying to dowith reparations, but we have thousands of people livingbelow the poverty line. What we do needs to be based on thedata we have to help current residents who need it.

General Comments/Questions● CM Zermeno: When it says funded, does that mean that there is money set aside forthese?○ → Director Ott: Many of these added projects are funded through thestimulus expenditure plan.● M. Halliday: We need to have projects ready to applyfor the state/fed funding that iscoming.● M. Halliday: Regarding the difficulty of finding commercial property to rent, wecompleted a project to do this. Can we get a report on that? Can we incentivize therenting of those commercial properties? Also agree on the safe parking site project -this is needed.CM Marquez: Almost every project here is also coveredunder our “let’s house Hayward”project, so make sure this is reflected and let’s tie in that project. That is a main prioritywe’ve been pushing for - one of the most important areas.

6. Projects - Confront Climate CrisisClimate - Pre-Meeting Survey Overall, to what extent do you agree or disagree with the draft revised project list? © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 23

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Do you have any comments about the proposed new or slowed projects? Are there any newprojects you’d like to add, projects you would like to move up in priority, or projects you thinkcan be delayed or dropped for year three? Council Member Added Projects General Comments/Questions ● Water conservation measures such asincreasing recycled water supplies● Implement Shoreline Adaptation Plan● Strengthen building requirements tomitigate sea level rising with respect tonew development within the industrialcorridor● More EV charging stations for thecommunity● Address SB 1383 compliance - foodrecovery ● Look for areas that NEED trees● More EV charging stations for thecommunity● Does the environmental justicecomponent of the housing element needto be reflected here (not as additionalwork, just a capture of work alreadyunderway that furthers this goal)?● As we move to fossil-free power forhousing, we likely need to evaluate howwe encourage, facilitate, and advocatefor direct use of onsite powergeneration, microgrids, power storage,and similar so that we do not add toemergency situations as people losecooking and hygiene capabilities withpower outages● Should be more aggressive Climate - Key Themes & Projects from the Retreat
Prioritization Exercise
Discussion of ProjectsCouncil Members did not have comments or discussion on this topic. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 24

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Projects Discussion
C5: Adopt & implement 2030GHG Goal & Roadmap
● → Mary Thomas, Sr. Analyst: We can update thetitle on C5 to include other projects

7. Projects - Invest in InfrastructureInfrastructure - Pre-Meeting Survey Overall, to what extent do you agree or disagree with the draft revised project list? Do you have any comments about the proposed new or slowed projects? Are there any newprojects you’d like to add, projects you would like to move up in priority, or projects you thinkcan be delayed or dropped for year three? Council Member Added Projects General Comments/Questions ● Expedited: N11a: Conductneeds assessment andidentify potential fundingsources for a new publicsafety building; to includea portion of Measure Cfunding● Added Back In: N16:Evaluate options foradding bathrooms toHeritage Plaza forCouncil consideration● Beautification of A Streetfrom Mission toHesperian● Tennyson and Calaroganeeds landscaping ● Remove N6 - eScooters/eBikes (x2)● More public art● How urgent is the need for increased EVcharging in the next two years? (N9b)● I'm concerned that we are not adding fiberinfrastructure as intended with our dig oncepolicy. Is the primary obstacle staff or fundingcapacity?● Heritage plaza bathrooms - is it possible toprioritize any funds recovered from the libraryproject? Is there research that would be helpfulin moving forward (such as bathroom safety bydesign)?● For N25, is "digital literacy education (e.g.basic care and maintenance, internet security,etc)" provided along with the devices andhotspots?● Is there an expectation that the Safe Routes toSchools may also be beneficial for seniorsliving in areas outside of downtown? © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 25

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Infrastructure - Key Themes & Projects from the Retreat Prioritization Exercise
Discussion of Projects
Projects Discussion
Council AddedBack In: N16:Evaluate optionsfor addingbathrooms toHeritage Plaza forCouncilconsideration(lack of fundingand capacity) ● CM Zermeno: Regarding bathrooms at Heritage Plaza, I cansee why staff want to put one there. How about placing aself-cleaning bathroom across the street? That would keepthe pristine look of our Heritage Plaza and have a bathroomnearby.● CM Lamnin: I don’t want to lose track of the bathrooms. It’s agood idea to put them near the children’s area. Are therepartnerships that could make this more viable?● CM Halliday: Regarding the bathrooms, I think thereis oneof those installed by HARD at Mia’s Dream. We ought to askthem how that is working and if there have been problems.Good idea to put it across the street near the playground.

Council Added:Beautification of AStreet fromMission toHesperian ● CM Zermeno: Beautification of A street is a greatidea exceptthat one side is owned by the County. Regarding the waterissue, yes would be good to know which complexes have thisissue. I also want to put emphasis on the lighting issue, © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 26

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 because it is a safety issue. A street underpass is an example- we have people sleeping there as a result. This is certainlysomething to look into. Many residents want better lighting.● CM Salinas: To add to what Zermeno said, I lookedat a mapof the south side of A street and what makes it sochallenging is that it is like a sawtooth (one property iscounty, one is city). Probably a problem we need to firstresolve.● CM Lamnin: I want to reiterate my comment lighting. Are weincluding this?○ → City Manager McAdoo: There is not a projectspecific to lighting.● CM Halliday: Lighting is definitely an important thingto lookat throughout the City. We have more energy efficient waysof providing lighting now, so that is key.

N23c: Investigatethe use of darkfiber opticinfrastructure (lackof capacity) and
N25: Tech lendinglibrary devices andhotspots
● CM Salinas: Regarding fiber, how plausible is this?We’vebeen talking about it for many years. Is it gonna happen ornot? I understand about the expense and the digging, butmore fundamentally, will we pursue it or not?○ → Director Ott: I agree. It is such an expensive, bigeffort that we don't have funds or staff capacity tomove it forward in a big way. It’s a fair question thatmaybe we need to have a real discussion about.● CM Salinas: The reason I ask is that one of the central issuesin downtown wasn’t just connectivity, but speed. Forexample, there was a sign-making company that had aproblem with speeds. Is that still a concern for businessesdowntown?○ → Director Ott: Fair question. We need to be realistic.There is also some small cell 5g access coming. Weshould evaluate if we should keep talking about this.● CM Lamnin: Regarding fiber, I appreciate Salinas’ questionand staff’s willingness to further investigate this. It’s a goodtime to revisit what the need really is. Also, I know that theremay be other utility questions (like sewer lines along Bstreet) that we can also ask the community about.● CM Wahab:Regarding fiber optics - all future businesses arebased on this. A lot of higher tech companies looking to cometo Hayward want to understand the fiber infrastructure tomeet their needs. I had conversations previously with somecompanies (e.g., AT&T, comcast, etc.), not sure we can still © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 27

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 work with them. We need to be proactive in reaching out,because we are not on their lists of priority cities.○ → Director Ott: Fiber is very expensive. I really want toemphasize the hot spots.● CM Halliday: Regarding broadband, we have investedin thisso it sounds like it's time for us to have a report on this. Iagree we can look for a less expensive way forward. Thedigital divide is also not only about access to networks, butalso about education. We need to look at how we getinformation out to people who aren’t online (maybe do moremailers or make things more available on paper). Reallypuzzled about the broadband issue - we need to revisit this.

N8d: ImplementSafe Routes forSchool
and
N8f: ImplementSafe Route forSeniors in thedowntown area ● CM Lamnin: My comment about safe routes to schoolswasreally intended to ask how we can leverage this for seniors aswell (throughout the city, not just downtown). Can the “saferoutes to schools” project support some of the senior needs?○ → Director Ott: We can have an internal staffconversation about how to address this.○ CM Lamnin:Appreciate that. I’m hesitant to add withouttaking away.○ → Director Ameri: Safe Routes for Seniors is anotherproject that is also needed. It is in the downtown areanow, but we’re planning to expand tha. Anything wedo for seniors will benefit the general public.

N9b: Constructadditional EVcharging facilities
● CM Andrews: Wanted to know what the possibility wasforthe EV charging stations to have screens or other chargingand/or public art. Also on EV charging stations, what aboutlooking at sites for these that are not just big box stores?○ → Director Ameri: Yes, we are looking into the optionsjust mentioned.● CM Wahab:Regarding EV charging, I want to prioritizeinvestment for long-term benefits. The investment needs tobe in our multi-family apartment complexes. We need tothink of this through an equity lens. Let’s look at who canafford an EV vehicle and where they can charge it if they can.I don’t want to create an elitist system.○ → Director Ott: There is a lot of federal funding andincrease in demand for EV charging○ →Director Ott: Regarding EV infrastructure, we arehaving conversations about what it looks like to addthese to multi-family complexes. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 28

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 ● CM Wahab: Is this for older complexes?○ → Director Ott: No, right now we’re just focusing onnew development. Requiring new development to payfor EV could be too expensive. It’s a complicatedconversation due to the costs associated.● CM Halliday: Regarding EV charging stations, greatideasthere. I recently visited a charging station on Mission (in acommercial center). The more we can have, I do think that’simportant.

N18b: Replace anaverage of 3 milesof water pipelinesannually ● CM Wahab:Regarding water pipes, if you talk to alot offamilies in multi-family complexes, the water is orange! Weneed to upgrade these pipes. This is a top priority.○ →Director Ameri: You are correct that some oldermulti-family homes have internal plumbing that isolder. However, as a City we have upgraded waterpipes and are actually one of the top. The first stepwould be for us to know which complexes have thisissue, then we could take a sample, and then helpthem know what to do to address the issue.● CM Halliday: Regarding water, do we need to incorporatethis into part of our inspections process? Also, we could use areport on the soft story project. And maybe this could be amodel for a program to help complexes update their waterpipes?○ → Director Ott: Staff feels similarly; should gothrough the infrastructure committee.

N17: CorporationYard renovationand safetyupgrades - COVIDrecovery ● CM Wahab:Regarding the corp yard, we need to do this toprioritize our staff needs.○ →Director Ott: Will also be doing the animal shelterand police building, but also want to prioritize thecorp yard. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 29

2022 Hayward City Council Strategic Retreat | Jan 29, 2022

8. Projects - Grow the EconomyEconomy - Pre-Meeting Survey Overall, to what extent do you agree or disagree with the draft revised project list? Do you have any comments about the proposed new or slowed projects? Are there any newprojects you’d like to add, projects you would like to move up in priority, or projects you thinkcan be delayed or dropped for year three? Council Member Added Projects General Comments/Questions ● Concerted effort to educateproperty owners about what the Citywants for their properties● Outdoor marketplace that is safeand allows for a variety of vendors none
Economy - Key Themes & Projects from the Retreat
Prioritization Exercise
© 2021, CivicMakers LLC www.civicmakers.com | [email protected] 30

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Discussion of Projects
Projects Discussion
Council Added:Outdoormarketplace thatis safe and allowsfor a variety ofvendors ● CM Andrews:○ We have a business concierge program focused ongetting spaces for vendors, but should be helpingvendors who are more mobile, make sure they arethinking about safety, think about additional placesfor them to vend; need to think about more open spaceas potential opportunities for vending; allows peopleto get foot in the door without a lot of overhead ordifficult landlords, better uses of of open space, moreactivities for families○ (thumbs up to looking at how to reuse industrialbuildings in southland or elsewhere to create a publicmarket, modeled on Castro Valley’s)● CM Lamnin:○ Appreciate addition of outdoor market space; we havesome money coming in from mission to activate parcelthere; there are some public market spaces in CastroValley that are great, maybe folks running that marketcould be a good partner● CM Wahab:○ Do appreciate efforts for more full servicerestaurants;one of my biggest concerns is that we losta lot of businesses going from 2019 into 2020; need topromote diversity in restaurants, not a lot of options E3d: SidewalkVendor Ordinance
●
CM Wahab:Sidewalk vendor ordinance, not the biggestsupporter of that; would rather have B street closedcompletely and turned into a space where people can have anexperience, more greenery, possibly some kind of extensionsof restaurants● CM Lamnin:○ Have heard from some of our brick and mortarpartners wondering “is there parity?” I’m all forentrepreneurship, but is there balance? Myunderstanding is that some of sidewalk fruit standsare something that can be used by human traffickers○ (thumbs up to looking at how to reuse industrialbuildings in southland or elsewhere to create a publicmarket, modeled on Castro Valley’s)● M. Halliday:
© 2021, CivicMakers LLC www.civicmakers.com | [email protected] 31

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 ○ Industrial area doesn’t seem to be in this plan; had alot of plans about improving things out there, don’t seea lot of things in Y3■ → Director Ott: Good catch; the majority of theED manager’s time is tracking life science userswhich are big job providers○ Southland and the big vacant part there on the eastside, concerned that property owner and what they aredoing; receiving alarming calls that cars are beingtowed away without proper noticing; need to follow upwith property owners there about the possibility of anoutdoor market, etc.

E7g: "RestaurantRelaunch" -Technicalassistance foradapting to post-COVID-19 markettrends and safetyrequirements(added - funded) ● CM Wahab:○ Do need to help restaurants in a lot of ways, also whenwe talk about startup/incubator space there are ghostkitchens, this is going to be the future of how we eat○ Also need to consider safety and cleanlinessstandards, alcohol guidelines; can these anchorbusinesses step up a little bit too? General Comments/Questions● Wahab:○ When we have facade programs, need to have stricter standards; if you receivefunding, you need to comply with what our vision is for making Hayward aeconomically viable city■ Ex: In Greece you don’t see random colors, only blue and white○ Also have to think about inviting different institutions/industries - biotech, research;Hayward can be that space where people can call home? © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 32

2022 Hayward City Council Strategic Retreat | Jan 29, 2022

9. Projects - Strengthen Organizational HealthOrganizational Health - Pre-Meeting Survey Overall, to what extent do you agree or disagree with the draft revised project list? Do you have any comments about the proposed new or slowed projects? Are there any newprojects you’d like to add, projects you would like to move up in priority, or projects you thinkcan be delayed or dropped for year three? Council Member Added Projects General Comments/Questions ● More creative incentives for ouremployees to support localbusinesses ● IT needs to be a huge priority - theCity needs to prepare for costlyaudits, software licenses, capacity,cloud technologies, and morestaffing● I trust staff's judgment on thesepriorities● R4a needs a racial equity focus● Does R14 also include monitoringand updating the demographic datafor Boards and Commissions to helpensure they reflect thedemographics of our city?● Looking forward to the additionalmodules in Opengov wheneverpossible● Do we need to further addressworkload or other morale issues tosupport the ongoing health of theCity organization? © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 33

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Organizational Health - Key Themes & Projects from theRetreat Prioritization Exercise
Discussion of Projects
Projects Discussion
R4a: Develop talent acquisitionplan for citywide and criticalpositions ● CM Andrews: Question about interaction withHUSD and sowing the seeds of opportunities towork in city government. Any progress there?○ → City Manager McAdoo: We have aprogram with Devita Scott and theHayward Adult school. We have broughtstudents into PW and other Citydepartments via internships. Because ofCOVID, we haven’t been able to host thestudents, but continue to do educationand outreach. I agree there are moreopportunities with Cal State, CSU EastBay and Chabot. However, we dooutreach to them to recruit fellows.● CM Andrews:Do think it's the long-term goalthat the city staff/leadership should reflect thediversity of the City? Another project could beto present at high schools about different rolesin the City.○ → City Manager McAdoo: We also haveour Fire ROP program and have alsogiven two paramedic schoolscholarships. Also one of those is afemale candidate. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 34

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 ● CM Andrews:: That’s great, but it's a lot of focuson adults. Need to start even earlier. Forexample I talked to elementary school studentsabout wastewater and they were excited aboutit. I can also help do more public educationabout what is City Council and what they do.

R12: Create a languageaccessibility policy
● M Halliday: Language accessibility andtranslation services continue to be veryimportant.

General Comments/Questions● M Halliday:Employee homeownership program is on thecompleted list, but have welaunched it?○ → City Manager McAdoo: We paused it right before doing the lottery. Willcheck in with Director Klausen to make sure this gets going again.● CM Wahab:○ I think IT needs to be a huge priority. Not only because our contracts arebecoming more complicated (licensing issues and potential audits), but weneed SMEs in IT dept who understand the new technologies that are comingout, like how we capture, store and share data. We need privacy around ourdata. All of this needs some staffing around it. There is a difference betweenprivacy and security. This will also help us with our fiber issue and cansupport growing the economy.○ Also, when we talk about tech and the services we provide, let’s reduce theresponse time to 24 - 48 hours (whether applying for a business license,asking questions about zoning, etc.). Even implementing chat bots orpublishing Q&As. Let’s use tech to make our employees and residents’ liveseasier. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 35

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 Discussion of Prioritization
After reviewing the results of the project prioritization survey that City Council memberscompleted over lunch, we invited Council members to share any reflections on the activity oroutcomes. ● CM Zermeno: All of the priorities are important toall of us. It’s interesting that therearen’t any unanimous votes, but I do agree with my colleagues on this. A goodexercise.● M. Halliday: Update the Housing Element - I chose it, but we don’t have a choiceabout this. The state is telling us we have to do this.○ → Director Ott: In some ways that’s true, but we’re doing a lot more than wehave to (especially in terms of community outreach).● CM Salinas: As I was voting, I was also consideringthe things that we are movingforward already or that we have to do. If I didn’t vote for it, that doesn’t mean it isn’timportant to me or I don’t think we should do it.○ Worth noting that a lot of what we do is in response to what is happening atthe state/federal level. And we need to remain flexible to emergent issues.○ I am in general agreement with the projects that were voted to the top. I thinkwhat we have is pretty good, but they will move around in priority dependingon the times.● However, I also think that we need to continue to practice restraint and proceedprudently so as not to overwhelm staff. We don’t want to create staff burnout andfatigue. Also, I’ve been thinking that “Slow your roll” can be applied here, but also totraffic and safety. Could be a PSA.M. Halliday: Iwant to clarify which items will bedropped.○ → City Manager McAdoo: Only council-added projects, but all of the alreadyincluded projects on the work plan will stay on the work plan○ So we’ll still have the work session on guns? → Yes○ What we wanted to get out of this session is a staff assessment of whatthings we’re asking for that might be rolled into other areas or done moreefficiently, or creatively funded, etc..○ Finally, I love CM Salinas’ idea of using the slogan “Slow Your Roll” as a PSArelated to “speeding, traffic, road safety...” that’s just great!● CM Marquez: This was really hard. Many of these area priority, so I focused onchoosing the things that are realistic, what has traction, and where we are alreadymaking progress. Can we hear from the council members who added new projects toexplain them a little more before we proceed? I also didn’t vote on some of the thingsthat we have to do. Just to confirm - if these things didn’t get more than 50% theywill not go away?○ City Manager McAdoo: That’s true, except for the Council-added projects.○ Marquez: The one I added is “Strengthen building requirement to mitigateSea Level Rise in the industrial corridor.” © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 36

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 ■ Sara Buizer, Deputy Director of Development Services: We are puttingtogether some information to help get the word out to people in thisarea to help them adapt.● CM Lamnin: I had a similar process to CM Marquez andagree that it was hard tochoose. My intent with adding the “Implementation of the Shoreline Master Plan”was also to address some of what CM Marquez brought up. Should we combinethem?○ Clarifying question - Is it always the same staff working on the same thingsthat fall under the same category? If all of my priorities are affecting thesame people vs. if they’re spread out, that would be good to know. Can we getthis information as part of the updated Roadmap?■ → Director Ott: We are going to try to include as many of these thingsas possible, but yes, we will have to go back and do that staff analysisto really figure out what is feasible. And we’ll try to be as transparentabout our decision process as possible.○ Appreciate that the projects that don’t make that 50% vote cutoff aren’tgoing anywhere (with the exception of the Council-added ones)■ → Director Ott: Still important for us to hear your priorities/concerns.The feedback won’t get lost. We hear it and we’ll try to incorporate itinto everything we’re doing (e.g., public art can be incorporated insome existing projects)● CM Wahab: Can you please share the prioritizationsurvey results by email?○ QoL - I agree with the top choices for Quality of Life.○ Housing - I did choose the affordable housing ordinance and the housingelement update (kind of want these to be combined), but the reason I amreally in support of the ADU ordinance is to prevent displacement in theflatlands. So even if we don’t say ADU, when we talk about the housingordinance, we need to make sure that we are talking about protecting ourresidents from predators in a lot of ways. Put some protection piece in ouraffordable housing component. Definitely want to do universal income!○ Climate - EVs are great, but would prefer to prioritize our water conservation○ Infrastructure - Agree with the top votes here. However, when we talk aboutpartnerships with our school, this isn’t just about our schools but ourbusinesses (new/immigrant entrepreneurs).○ Economy - Still want to advocate for the council-added project: concertedeffort to educate property owners about what the city wants for theirproperties.We want to set standards about what we want coming into our city,how clean we want it to be - not just about quantity but about quality. Thisapplies to many other projects, too, like facade improvements.○ Org Health - City Clerk has done a great job with our Boards & Commissionsrecruitment. Trust that this one will happen. ‘Create HR Strategic Plan”... aswe talk about turnover and burnout, we need to think about how we maintaininstitutional knowledge. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 37

2022 Hayward City Council Strategic Retreat | Jan 29, 2022 ● CM Andrews: Thank you staff for the presentation. Did a great job of presenting.○ So happy to see public art high on the list! If there are ways we can do thisthrough Economic Development or other route. I’m volunteering “KeepHayward Clean & Green” if you want to look at that.○ Corp yard definitely needs to be prioritized. Esp for staff who can’t work fromhome, need to make sure their needs are met.○ 311 is still a priority for me. I can’t even find the number on our website. I askresidents how they contact the City, and they are not using Access Hayward.Having an App on your home○ Infrastructure - Let’s make “slow your roll” our motto here and focus on“traffic and safety”. Let’s ask the people about their priorities here.○ So happy to see Russel City prioritized here. Want to expedite makingamends so they don’t have to wait another 10 years to see that rectifyinghappening. Thank you to the CSC who brought this forward. It’s not enough tohave buildings named after it and have a mural, that’s only a start. © 2021, CivicMakers LLC www.civicmakers.com | [email protected] 38

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: LB 22-012
DATE: May 3, 2022
TO: Mayor and City Council
FROM: City Manager

SUBJECT
Stack Center Construction Update: Adoption of Resolutions Accepting a $2,647,000 CalTrans Grant, and Authorizing the City Manager to Execute a Contract Amendment with RossDrulisCusenbery Architecture for Project Phasing, Not-to-Exceed $377,800

RECOMMENDATION
That Council adopts a resolution (Attachment II) accepting a $2,647,000 Caltrans Grant, and a resolution (Attachment III) authorizing the City Manager to negotiate and execute a contract amendment with RossDrulisCusenbery Architecture for project phasing, not-to-exceed $377,800. ..End

SUMMARY
Community members and elected officials have long held the dream of building a new South Hayward Youth and Family Center at the corner of Tennyson and Ruus Roads, referred to as the Stack Center. For the past seven years, the City and its partners have worked to make this dream a reality.

In 2019 and 2020, the Council authorized the City Manager to execute a contract with RossDrulisCusenbery, Inc. (RDC) for master planning, design, and construction documents for the Stack Youth and Family Center. The documents are nearing completion. At the same time, staff has been working to identify funding for construction. The City has received three grants and now has sufficient funding for Phase I construction on the south end of the project. To phase the construction, RDC needs to prepare two separate sets of construction documents. This report provides an overall project update and seeks Council approval to: 1) accept a Caltrans grant of $2,647,000 for outdoor elements in Phase I; and 2) execute a contract amendment with RDC to phase the project. The contract amendment would not exceed $377,800. The project has sufficient funding to cover this cost.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution for Grant Acceptance
CITY OF HAYWARD Printed on 4/29/2022Page 1 of 2
powered by Legistar™
File #:LB 22-012
Attachment III Resolution for RDC Contract Amendment
Attachment IV Phase I Boundary and Renderings
CITY OF HAYWARD Printed on 4/29/2022Page 2 of 2
powered by Legistar™

DATE: May 3, 2022

TO: Mayor and City Council

FROM: City Manager

SUBJECT: Stack Center Construction Update: Adoption of Resolutions Accepting a $2,647,000 CalTrans Grant, and Authorizing the City Manager to Execute a Contract Amendment with RossDrulisCusenbery Architecture for Project Phasing, Not-to-Exceed $377,800

RECOMMENDATION

That Council adopts a resolution (Attachment II) accepting a $2,647,000 Caltrans Grant, and a resolution (Attachment III) authorizing the City Manager to negotiate and execute a contract amendment with RossDrulisCusenbery Architecture for project phasing, not-to-exceed $377,800.

SUMMARY

Community members and elected officials have long held the dream of building a new South Hayward Youth and Family Center at the corner of Tennyson and Ruus Roads, referred to as the Stack Center. For the past seven years, the City and its partners have worked to make this dream a reality.

In 2019 and 2020, the Council authorized the City Manager to execute a contract with RossDrulisCusenbery, Inc. (RDC) for master planning, design, and construction documents for the Stack Youth and Family Center. The documents are nearing completion. At the same time, staff has been working to identify funding for construction. The City has received three grants and now has sufficient funding for Phase I construction on the south end of the project. To phase the construction, RDC needs to prepare two separate sets of construction documents.

This report provides an overall project update and seeks Council approval to: 1) accept a Caltrans grant of $2,647,000 for outdoor elements in Phase I; and 2) execute a contract amendment with RDC to phase the project. The contract amendment would not exceed $377,800. The project has sufficient funding to cover this cost.

BACKGROUND

Below is a list of major milestones for the Stack Youth and Family Center Project over the past seven years:

 In July 2014, the County Board of Supervisors allocated $9.6 million from District 2’s share of one-time residual property tax funds for the Stack Center.

 In 2015, the City, Alameda County, and the Hayward Area Recreation and Park District (HARD) formed the Stack Center Governance Group to guide the project and obtain the necessary resources.
 In June 2015, the County Board of Supervisors approved the acceptance of a $5 million grant from the Kaiser Regional Foundation. This total funding amount of $14.6 million was reduced by approximately $600,000 to help fund Mia’s Dream Park, which is located on parcels abutting the Stack Center project site.  In September 2016, the Stack Center Governance Group issued a Request for Qualifications for Facility Operator and Administrator Services.  On March 27, 2018, Council authorized the City Manager to execute a facility operator agreement with La Familia and Eden Youth and Family Center (EYFC).  In June 2018, the City issued a Request for Proposals (RFP) for Phases I and II of the project: a community analysis, creation of a building program, and preliminary design. The City received eight proposals. The Stack Center Governance Group evaluated each proposal and ranked RDC as the highest.
 On February 5, 2019, Council authorized the City Manager to execute a professional services agreement with RDC for Phases I and II work and accept $500,000 from Alameda County to cover the cost of the agreement.  On June 16, 2020, Council authorized the City Manager to execute a professional services agreement with RDC for architecture and engineering services and accept $2,870,000 from Alameda County to cover the cost of the agreement.  On July 31, 2021, the partners held an open house at the future center and launched the fundraising campaign.
 On January 5, 2022, Council accepted a grant of $1 Million in State of California general funds for Phase I construction.

DISCUSSION

Design Update
Over the past three years, City staff and the project partners have met regularly with RDC to create a master site plan, designs, and construction documents to rebuild the EYFC buildings and renovate the Matt Jimenez Community Center (MJCC) to create a combined campus. Renderings of the designs are shown on the project website: www.stackcenter.org.

The construction documents are over 95% complete and will be finalized mid-summer.

Staff expects to receive development permits in early summer and building permits in early fall. Staff is soliciting proposals for a Construction Management firm this month.

Youth Participatory Design Process
As part of the design process, RDC’s scope included a youth participatory design process to further engage the community and increase ownership of the design. In summer of 2020, staff convened nineteen young people selected for the process. Due to the pandemic, all agreed to participate in a digital process and staff redesigned the curriculum to use digital tools. The process ran from August through December 2020. Youth were assigned individual work to complete on their own time and the group met for combined discussions twice a month. Youth were given a $500 stipend to compensate them for their time and were assisted with digital devices and hot spots to ensure they could join online.

Youth participants

A few of the main learnings from the participatory design process:
 The pandemic has been incredibly socially isolating, and young people are craving active public spaces where they can connect and celebrate. There was a particular focus on creating a place with bright colors and “millions of lights” that reflect the diverse holidays celebrated throughout the neighborhood, such as Diwali and Dia de los Muertos.
 Conversely, many young people in South Hayward live in crowded conditions and are sharing rooms with family members. Currently, there are few, if any, attractive spaces they can walk to get away from the chaos at home. This has been compounded by the pandemic. They have a strong desire to beautify natural spaces that can serve as sanctuaries.
 They have a strong desire for a diverse range of increased recreational opportunities, with a focus on performance arts, crafting, and sports like boxing, soccer, and basketball.
 They see a strong connection to food as a way to share diverse cultural heritages and focus on wellbeing.
 They want to prioritize the message of the strength, survival, and resiliency of South Hayward families, many of whom have struggled greatly to immigrate to the United States and who continue to struggle to survive economically, but also contribute greatly as front-line workers and dedicated parents.

The image below shows how the youth participants defined success for the center.

As part of the participatory design process, each young person worked with a Hayward artist to create a self-portrait that showed some of the intentions and personality they wanted to see at the future Center. These are a few examples.

Budget and Fundraising Update

As part of the design process, staff receives cost estimates and cost escalation updates based on current market conditions. The budget in the table below is based on a 2021 cost estimate that was conducted at 100% design and adjusted to account for a 10%+ increase in construction costs over the past year.

Staff has been working to identify funding for construction throughout the design process.

The current funding sources are shown below. In the past year, the City has received two State grants and a Federal grant, totaling $5.147 Million, and is pursuing additional government grant sources.

In addition, the City hired a fundraising firm in January to identify private funders. The firm, Partnership Resources Group, is convening a stakeholder group this month to finalize leads that they will interview over the next six weeks. At the end of that process, they will produce a report with strategies to appeal to the most promising private funders. The project goal for private fundraising is $11.4 Million.

The table below shows the estimated cost by item, funding source, and funding gap.

Item Estimate Funding Source Funding Gap
Design and
Construction
Documents
$ 4,247,800
Alameda County $ 3,747,800
$ -
City of Hayward CIP $ 100,000
Permits and
Construction
Management
$ 1,500,000 Alameda County $ 1,500,000 $ - MJCC Renovation $ 2,000,000 State General Fund Grant $ 1,000,000 $ - Federal General Fund Grant $ 1,000,000
South Campus Site
Work $ 5,294,000
City of Hayward – ARPA Funds $ 2,000,000
$ -
Federal General Fund Grant $ 500,000
Clean California Grant $ 2,647,000
La Vista Developer
Contribution $ 147,000
Demolition $ 1,200,000 La Vista Developer
Contribution $ 1,200,000 $ -
New Building $ 26,800,000
Alameda County $ 5,352,200
$ 16,294,800 Kaiser Grant (through County) $ 5,000,000 La Vista Developer
Contribution $ 153,000
North Campus Site
Work $ 6,000,000 None Identified $ - $ 6,000,000 TOTAL $ 47,041,800 $ 24,747,000 $ 22,294,800

Staff is requesting that Council adopts the attached resolution (Attachment II) to accept the Clean California Grant of $2,647,000 from Caltrans. This grant must be spent by June 2024. The funding will pay for external site work around the MJCC, reconfiguration of the parking lots, and the community event plaza to the east of MJCC. The image below shows

the boundaries of this project within the dotted lines.

In addition, the grant will pay for three public art elements based on themes identified during the youth participatory design process and other community input:

1. A mural on the east side of the MJCC – The renovation will convert the east side of the MJCC into the entryway into the gym and add an event plaza. The theme for the mural on that side of the building will be “Youth Thriving Through Multi-Cultural Recreational Opportunities,” including sports to tie into the gymnasium and performance arts to tie into the plaza.

2. A mural on the south face of the MJCC – The theme for this mural will be “Indigenous Food Heritages from Around the World.” This reflects the diversity of the surrounding neighborhoods and ties into the commercial kitchen and food entrepreneurship space inside.

3. A free-standing sculpture on the north end of the community events plaza – The theme for this sculpture will be “Strength Within Families and the Strength of Diverse Families Supporting One Another.”

Phase I boundaries in the dotted line (see Attachment IV for larger image)

Project Phasing
As shown in the table, the City and its partners now have sufficient funding to construct the MJCC Renovation and South Campus Site Work (Phase I). These elements will mostly be funded through three grants. Each grant has a deadline for spending the funds, with the soonest deadline being June 2024.

To meet these deadlines, staff is recommending phasing the project in two parts. The first phase will cover the section shown in the dotted line on the figure above. The second phase will demolish and rebuild the buildings on the north campus and create an outdoor

amphitheater and gateway plaza. Phasing the project will also create momentum that can be used during the fundraising campaign for private donors.

There is a cost to phasing the project because staff will need to do two separate bids with two sets of documents. Staff is recommending that Council adopts the attached resolution (Attachment III) to amend the contract with RDC to phase project documents. This amendment is not to exceed $377,800. If Council approves this amendment and agrees with phasing the project, staff expects to go to bid for Phase I in October 2022.

Center Operations
In September 2016, the Stack Center Governance Group issued a Request for Qualifications for Facility Operator and Administrator Services. After negotiations, Council authorized the City Manager to execute a joint facility operator agreement with La Familia and Eden Youth and Family Center in March 2018. That agreement expired in December 2021. Staff is currently in discussions with both organizations to draft an updated agreement that outlines each parties’ roles and responsibilities for the fundraising, construction, and operational periods.

Programming
The project has several non-profit providers that will continue to provide services at the future Center and a few new providers that will join once the new building is constructed.

These providers have actively participated in the design process. The providers are summarized in the table below. Most providers will be able to remain in their existing spaces during construction. Two of the providers will need to be temporarily moved. Staff will work with these providers to find spaces that are compatible with their programs.

Provider Status Plan during Construction
La Familia New Will move in after Phase II construction Eden Youth and
Family Center Existing
Staff will work with them to find a temporary
location to operate during Phase II
construction
Silva Clinic -
Tiburcio Vasquez
Health Center
Existing Will remain in place during construction and
move once the new building is complete
Kidango Existing Will move to MJCC after Phase I construction Alameda County
Office of
Education
Existing
Staff will work with them to find a temporary
location to operate during Phase I and Phase
II construction
Hayward Library
Educational
Services
Currently
providing
services – will
gain full time
space
Will move in after Phase II construction –
services like the Bookmobile will continue
during construction
HARD Existing Will remain in MJCC gymnasium
Hayward Arts
Council New Will curate rotating gallery and provide
programming after Phase II construction

FISCAL IMPACT

There will be no General Fund impact resulting from either of these resolutions. The Caltrans grant requires a one-to-one match. The project has sufficient funding to cover this match. The project also has sufficient funding to cover the contract amendment with RDC for phasing.

With the Caltrans grant, the City currently has enough funds to complete the first phase of construction, per the above table. The second phase of this project has a funding gap of $22.3 million. Staff is seeking to fill that gap through grants and donations.

STRATEGIC ROADMAP

This agenda item is part of the City’s Strategic Roadmap as Support Quality of Life project 1:
 Oversee the rebuilding of the South Hayward Youth and Family Center (the Stack)

SUSTAINABILITY FEATURES

The design phase of the project will address and incorporate all City green building ordinances, including the zero-net-energy requirement for new construction.

NEXT STEPS

Upon approval by Council, staff will execute the necessary documents with Caltrans to accept the Clean California grant funds and execute the agreement amendment with RDC to phase the project documents. Staff reports every other month to the project’s Governance Group, which is currently comprised of Mayor Halliday, County Supervisor Valle, and HARD Board Member Hodges. The next SHYFC Governance Group meeting is June 6, 2022.

Prepared by: Mary Thomas, Management Analyst

Recommended by: Jennifer Ott, Assistant City Manager

Approved by:

_________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 22-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO ACCEPT AND
APPROPRIATE $2,647,000 IN CLEAN CALIFORNIA GRANT FUNDING FROM

THE CALIFORNIA DEPARTMENT OF TRANSP ORTATION FOR TH E ST ACK

YOUTH AND FAMILY CENTER

WHEREAS, Hayward community members and elected officials have long held the dream of building a new South Hayward Youth and Family Center at the corner of Tennyson and Ruus Roads, referred to as the Stack Center; and

WHEREAS, For the past seven years, the City and its partners have worked to make this dream a reality , including master plannin g, design development, construction documents, and fundraising; and

WHEREAS, The California Department of Transportation has awarded the City a $2,647,000 Clean California grant to pay for elements of the Stack Center project, including a new event plaza, public art, "eco -island" bioretention areas, tot play yards, and reconfigured parking with trees, drought -efficient landscaping, and modern accessibility features.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward authorizes the City M anager to accept and appropriate $2,647,000 to Fund 450 in grant funding from the California Department of Transportation for Construction of the Stack Youth and Family Center project.

ATTACHMENT II

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2022

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

ATTACHMENT III

HAYWARD CITY COUNCIL

RESOLUTION NO. 22-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO NEGOTATE AND

EXECUTE

AN AMENDMENT TO THE PROFESSIONAL SERVICE S AGREEMENT WITH ROSSDRULISCUSENBERY, INC. FOR PHASED 1 PHASE I PROJECT

CONSTRUCTION DOCUMEN T, BIDDING, AND CONSTRU CTION PHASE A/E

SERVICES FOR THE SOUTH HAYWARD YOUTH & FAMILY CENTE R PROJECT, NOT-TO EXCEED $377,800

WHEREAS, Hayward community members and elected officials have long held the dream of building a new South Hayward Youth and Family Center at the corner of Tennyson and Ruus Roads, referred to as the Stack Center; and

WHEREAS, under an existing agreement with the City, RossDrulisCusenbery, Inc (RDC) has successfully completed the master plan, building p rogram, design development, and construction documents for the SHYFC project; and

WHEREAS, the City has procured grant funds that must be spend by June 2024 and thus has determined it is in the best interest of the project to phase the bid and construction; and

WHEREAS, the project has sufficient funds to cover the cost of this amendment.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is authorized and directed to negotiate an amendment to the professional services agreement with RossDrulisCusenbery, Inc. for Phase I Project Construction Document, Bidding, and Construction Phase A/E Services for the SHYFC project, not to exceed $377,800.

ATTACHMENT III

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2022

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward
Drawing No.

If this drawing is not 30" x 42", it is a reduced print - scale accordingly. All rights reserved. Material may not be reproduced in any form without permission from RossDrulisCusenbery Architecture, Inc.

Drawn By
Date:

Scale:

Checked By
Sheet Title
Project No.

Drawing No.

If this drawing is not 30" x 42", it is a reduced print - scale accordingly. All rights reserved. Material may not be reproduced in any form without permission from RossDrulisCusenbery Architecture, Inc.

Drawn By
Date:

Scale:

Checked By
Sheet Title
Preliminary Design. Not For Construction Purposes.

Project No.

THE STACK
CENTER
680 WEST TENNYSON
ROAD

HAYWARD, CA
2018071
REVISIONS No. DescriptionDate
Signature
Renewal Date

9.30.2021
Date

08.20.2020
55 SUMNER STREET
SAN FRANCISCO, CA 94103
T. 415-420-8408
[email protected]

LANDFORM

GATEWAY PLAZA

BIO-RETENTION

BIO-RETENTION

LANDFORM

BIO-RETENTION

PLAY AREA - S

PLAY AREA - N

BIO-RETENTION

MULTI-PURPOSE PLAZA

ECO-ISLAND

ECO-ISLAND
STAGE

AMPHITHEATER

SEATING

COMMUNITY

EVENT PLAZA
(OVERFLOW PARKING)
PASEO

PARKING
AREA 1

PARKING
AREA 2

PARKING
AREA 3

BIO-RETENTION

BIO-RETENTION

BIO-RETENTION

BIO-RETENTION

BIO-RETENTION

SOUTH HAYWARD YOUTH &

FAMILY CENTER

CITY OF HAYWARD

TS STUDIO
RUUS

TENNYSON
PANJON
178,014.00
50,123.00

PROGRAM
COURT
Attachment IV
Childcare Center Tot Play Areas
Renderings Front View (Looking East)
Existing
“Eco-Island” Bio Retention Area
Existing
Rendering Back View (Looking West)