SPECIAL
CITY COUNCIL MEETING
MAY 14, 2022
PRESENTATION
WORK SESSION
ITEM #1
WS 22-014
COUNCIL BUDGET
WORK SESSION
REVIEW PROPOSED FY 2023
OPERATING BUDGET &
FIVE-YEAR PLAN
AND RECEIVE AND DISCUSS
DEPARTMENT BUDGET
PRESENTATIONS
Proposed
FY 2023
Operating Budget
Work Session #1
May 14, 2022
FY 2023 Proposed Budget Overview
Maintenance Services Department
Human Resources Department
Fire Department
Public Safety Workshop Update
Police Department
Development Services Department
Information Technology Department
Library Department
City Manager’s Office
Finance Department
City Clerk’s Office
City Attorney’s Office
Public Works & Utilities Department
Mayor & City Council
Next Steps
Agenda
General Fund – Look Back of Revenue vs .Expenses
$ in thousands FY 2020
Actual
FY 2021
Actual
FY 2022
Projected
FY 2023
Proposed
TOT AL REVENUE $170,107 $184,641 $190,870 $199,141
Personnel 134,140 142,546 $148,889 $153,763
Supplies & Services 13,025 12,683 10,477 11,780
Internal Service Fees 16,858 14,048 14,890 16,766
Debt Service 2,015 2,993 2,851 2,850
Capital Outlay/Projects 5,826 2,374 5,442 3,910
Economic Development / Other Funds 350 350 775 350
Insurance 3,139 3,902 4,282 4,568
TOT AL EXPENSES $175,353 $178,896 $187,606 $193,986
Change in Reserve - Surplus / (Shortfall) ($5,246) $5,745 $3,264 $5,155 General Fund Five Year Forecast
Update
Proposed FY 2023
General Fund Forecast FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 (FY 2023 Proposed) Year 1 Year 2 Year 3 Year 4 Year 5
$ In thousands
Revenue $191,891 $198,859 $206,582 $213,585 $218,811
Expenditures 193,986 205,972 212,403 218,220 224,125
Net Change in Reserve-Surplus / (shortfall) ($2,095) ($7,113) ($5,821) ($4,635) ($5,314) Beginning Balance $39,394 $44,548 $37,435 $31,614 $26,979 Net Change in Reserve - Surplus / (Shortfall) (2,095) (7,113) (5,821) (4,635) (5,314) American Rescue Plan Act (ARPA) Funding 7,250
Ending Balance $44,548 $37,435 $31,614 $26,979 $21,665
Key Cost Drivers Impacting the
General Fund
Dedication to addressing growing community needs
Raising costs of services
Restoration of Program and Service Reductions in several areas
Escalating CalPERS retirement costs, and Council’s
commitment to fully funding the OPEB ARC
How
Property
Tax is
Allocated
Schools
45%
City of
Hayward
16%
County
15%
Special
District
16%
Others
8%
Proposed FY 2023 General Fund - Revenues
$ in thousands
FY 2022
Projected
FY 2023
Proposed
Change YOY
Projected ($)
Change YOY
Projected (%)
Property Tax $59,646 $62,670 3,024 5%
Sales Tax 42,078 45,534 3,456 8%
UUT 17,542 18,000 458 3%
Real Property Transfer Tax 17,000 17,600 600 3%
Transient Occupancy Tax 1,500 1,500 - 0%
Cannabis Revenue 918 1,100 182 17%
Other Taxes/Franchises 16,551 16,235 (316) -2%
Permits & Fees 6,405 7,038 633 9%
Other Revenue 17,660 18,243 582 3%
Transfer In-Other Funds 4,321 3,971 (350) -9%
Transfer In - ARPA Funds 7,250 7,250 - 0%
Total Revenues $190,870 $199,141 8,270 4%
Proposed FY 2023 General Fund - Expenses
$ in thousands FY 2022
Projected
FY 2023
Proposed
Change YOY
Projected ($)
Change YOY
Projected (%)
Personnel $148,889 $153,763 $4,874 3%
Supplies & Services 10,477 11,780 1,302 11%
Internal Service Fees 14,890 16,766 1,876 11%
Debt Service 2,851 2,850 (1) 0%
Capital Outlay/Projects 5,442 3,910 (1,532) -39%
Economic Development / Other Funds 775 350 (425) -121%
Insurance 4,282 4,568 286 6%
Total Revenues $187,606 $193,986 $6,380 3%
Proposed FY 2023 – All Operating Funds
$ in thousands FY 2022 Adopted FY 2023 Proposed
TOT AL REVENUE $357,187 $395,614
Personnel $183,953 $193,397
Supplies & Services 37,827 51,536
Internal Service Fees 18,176 20,699
Capital Outlay 282 282
Debt Services 16,863 18,229
All Other Uses 50,347 52,950
Transfers to Other Funds 42,041 61,926
TOT AL EXPENSES $349,489 $399,020
Change in Reserve - Surplus / (Shortfall) $7,699 ($3,406) Key Cost
Drivers
Impacting
All Other
Funds
American Rescue
Plan Act Projects
and Programs
Raising costs of
services
Raising Cost of
Utility Services
and Water
Purchase
Restoration of
Program and
Service Reductions
in several areas
Questions and Discussion
?
!
May 14, 2022Todd Rullman – Director of Maintenance Services
MAINTENANCE SERVICES DEPARTMENT
FY 2023 BUDGET PRESENTATION
MSD Budget Comparison (All Funds)
FY 2021 - FY 2023
Budget in 1,000’s
$17,709 $17,656
$19,893
$0
$4,000
$8,000
$12,000
$16,000
$20,000
$24,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. Add/Delete +1.0 FTE Streets Maintenance Supervisor/ -1.0 FTE Laborer/Maintenance Worker
2. Add/Delete +1.0 FTE Landscape Maintenance Supervisor/ -1.0 FTE Laborer/Groundskeeper
3. Revenue increase- $35k In-house parking collection (fully offsets FTE add/deletes above)
4. Add $50k- Continuation of illegal dumping neighborhood pilots & roll-out of "Second Saturday" events
5. Add $75k- Increase Fleet ISF fuel budget by 8% due to global energy instability
6. Add $72k- Increase Facilities ISF to fund dedicated temp. Facilities Service Worker at the Library FTE
FY 2022 – 69
FY 2023 Proposed – 69
MSD Organization Chart
Position Key
Green – Add
Red - Delete
5 FY 2022 Highlights/Accomplishments
ARPA Funded
Projects
Cleaning Our
City
Greening Our
City
Illegal Dumping Pilot Project
Update
Trash Depot Day
• South Garden
Neighborhood
• Gading
Neighborhood
Mobile Trash
Depot
• Tyrrell
Neighborhood
Mobile Trash
Depot
• Arf
Neighborhood
Illegal Dumping Pilot Project
Next Steps FY 2023
Disposal Day Event –
New Program
• Six - Second Saturday Events,
Even Months
• Free Trash Disposal at City
Transfer Site
• Open to all Single Family and
Multi Unit Residence City Wide
Mobile Trash Depot –
Pilot Continued
• Focus on Multi Housing
Neighborhoods and Hot Spots
• Utilize Additional
Communication Methods
• Opportunities to Educate
about Disposal Day and Other
Free Services
Questions & Discussion
?
!
May 14, 2022Jana Sangy, Director of Human Resources
HUMAN RESOURCES DEPARTMENT
FY 2023 BUDGET PRESENTATION
HR Budget Comparison (All Funds)
FY 2021 - FY 2023
$11,733
$16,722 $17,210
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
$18,000
$20,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. Addition of 4.0 FTE Deputy Director of Human Resources, Human Resources Manager – Organizational Health, Human Resources Manager – Recruitment, Management Analyst (2-Year Limited-term) — All additional proposed positions intended to enhance department leadership and meet the ongoing needs of a growing organization.
2. Additional resources to retain a consultant to conduct recruitments for the executive level positions ($45,000).
3. Additional resources dedicated to retaining consultants/legal representation as needed for employee relations matters, including investigations, ($195,000).
4. Additional resources to support compensation studies and position classification work ($85,000).
5. Increase of $62,174 in temporary personnel services to cover current and on-going temporary assignments in Human Resources.
6. Additional resources to support development of the Human Resources department, including engaging in strategy and implementation of organizational study findings ($27,000).
HR Organization Chart
FTE
FY 2022 – 13
FY 2023 Proposed – 17
Position Key
Green – Add
Red - Delete
Director
Jana Sangy
Recruitment
Training
Human Resources
Manager (1)
Human Resources
Analyst I/II (2)
Human Resources
Technician (1)
Benefits & Leaves/
Class & Comp
Sr. Human Resources
Analyst (0.5)
Human Resources
Analyst I/II (1)
Human Resources
Technician (1)
Organizational Health
Human Resources
Manager (1)
Human Resources
Administrative Assistant (1)
Administrative Intern (1)
Deputy Director of
Human Resources (1)
Worker s Comp &
Safety
Sr. Human Resources
Analyst (0.5)
Human Resources
Analyst I/II (1)
Human Resources
Analyst II (1)
Human Resources
Technician (1)
Employee & Labor
Relations
Sr. Human Resources
Analyst (1)
Human Resources
Technician (1)
FY 2022 Highlights / Accomplishments
Successfully transitioning employees back to City Hall. Bargaining and implementing the City's vaccine policy in collaboration with our all City Labor.
Ratifying contracts with HAME, SEIU and Local 21 that are fair to the workforce and affordable for the City.
Implementing and administering the City's COVID-19 Program Navigating the ever-changing legal and regulatory
environment of the pandemic.
Questions & Discussion
?
!
May 14, 2022Chief Garrett Contreras
HAYWARD FIRE DEPARTMENT
FY 2023 BUDGET PRESENTATION
Fire Budget Comparison (All Funds)
FY 2021 - FY 2023
$48,874
$45,591
$48,714
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
$50,000
$55,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. Increase of $79,500 in supplies and services operating budget to align operating budget with actual expenditures and reallocate resources.
2. Increase of $53,000 in contract services, including mental health support services.
3. Implementation of vendor management software with a one-time cost of $24,800
4. Increase of $100,000 in annual health screening and EMS Director services Fire Organization Chart
FTE
FY 2022 – 146.5
FY 2023 Proposed – 146.5
FY 2022 Highlights / Accomplishments
Launched Mobile Integrated Health Unit (MIHU) pilot program Completed Local Hazard Mitigation Plan Update
Delivered LifeScan pre-cancer and health screening services to all sworn staff Completed 78% of construction for Fire Station 6 and training center Completed 70% of the Department's strategic plan
Questions & Discussion
?
!
MAY 14, 2022Kelly McAdoo, City Manager
CITY MANAGER’S OFFICE
PUBLIC SAFETY PROJECTS
FY 2023 BUDGET PRESENTATION
SR # Project Budget Request
Q5c
Dispatch Needs
Assessment and Capacity
Improvement
Dispatch improvements request
will be submitted after study is
completed
Q5h
Community Services
Officers Respond to
Property Crimes
Funded using existing staff
resources
Q5j Neighborhood
Participatory Budgeting Does not require more funding
Q5i HPD Training Curriculum
Working Group
Funded using existing
staff resources
Q5g Community Feedback
and Complaint Liaison
Funded using existing
staff resources
Public Safety Projects with
No FY 2023 Budget Request
$- $500,000 $1,000,000 $1,500,000 $2,000,000
Proposed
Funding
Proposed
Budget
for FY23
Requested
Budget
for FY22
HEART Budget Request
(Strategic Roadmap Projects Q5d, Q5e, Q5f)
Personnel
$ 589,773
Supplies
$ 638,827
Personnel
$ 1,027,109
Supplies
$ 852,793
Grants
$ 428,260
Carry
Forward
$452,459
HPD Salary Savings
$999,184
40 Hours/
week per
team
80 Hours/
week per
team
HEART FY 2023 Proposed Org Chart
Fire Chief
Garrett Contreras
Police Chief
Toney Chaplin
City Manager’s
Office
YFSB Administrator
Emily Young, Psy. D.
Behavioral Health
Coordinator
Jacque Bautista, LMFT
Lead Program
Assistant
Mobile Evaluation
Team (MET)
HPD District Command
Officer (2)
Mobile Mental Health
Clinician (2)
Alameda County
Behavioral Health Care
Services (ACBHCS)
Mobile Integrated
Health (MIHU)
Tiburcio Vasquez
Health Center (TVHC)
Mobile Mental Health
Clinician (2)
HFD Community
Paramedic (2)
Behavioral Health
Coordinator
Jacque Bautista
1 FTE funded in FY22
Lead Program
Assistant
1 FTE Proposed for FY23
Second Mobile
Mental Health
Clinician (1)
1 proposed for FY23
Mobile Mental
Health Clinician (1)
Covered by County
MIHU – Mobile
Integrated Health Unit
MET – Mobile
Evaluation Team
Existing
Position (2)
Limited
Position
Term (5)
Contract
Position (2)
HEART Pilot Positions: 5 10
County
Funded (1)
HPD District
Command Officer (1)
2nd FTE proposed for FY23
HPD District
Command Officer (1)
1 FTE in FY22
Second Mobile
Mental Health
Clinician (1)
2nd proposed for FY23
Mobile Mental
Health Clinician (1)
1 funded in FY22
Limited term proposed for
FY23 if not able to
contract within Q1
Community
Paramedic (1)
2nd FTE proposed for
FY23
Community
Paramedic (1)
1 FTE in FY22
Dispatch Needs Assessment Meeting Milestones:
Current conditions report complete
(21 staff interviews, 5.5 hours of dispatch operations observation) Final report completed by July 2022
Data systems assessment completed by July 2022
Alternative Response Models Up and Running:
CSO program operational since November 2021
(99 calls, 54 case reports)
MET operational since June 2021
(413 responses)
MIHU soft launched January 2022
(Initiated pilot responses, Created robust referral system) People's Budget
(215 suggestions, 54 delegates, 27 proposals)
FY 2022 Accomplishments
MIHU Soft Launch &
Referral System Development
Types of Calls
Responded to
During Soft Launch:
Learnings:
• Team’s presence was well received
• People making the call to 911 often need service and support just as much as the family member receiving the direct service • Many residents are at a loss when it comes to identifying a number or service to call for a non-emergency situation
• A clear, comprehensive referral system was needed for the team to track data and make data-driven improvements
Domestic
Violence
Person
Down
Crisis
SupportLift
Assist
Individual
experiencing
homelessness
Family
Support
FY 2023 Goals/Focus Areas
Increase Staffing to Support HEART Program Expansion
Explore funding models and revenue streams to ensure program sustainability
Hayward Communications Center (HCC)
➢ Implementation of Needs Assessment and data
systems recommendations
➢ Initiate the five-year strategic plan
Peoples' Budget projects funded and implemented (at least 12) Questions & Discussion
?
!
May 14, 2022
HAYWARD POLICE DEPARTMENT
FY 2023 BUDGET PRESENTATION
Chief Toney Chaplin
HPD Budget Comparison (All Funds)
FY 2021 - FY 2023
$80,847
$86,703 $88,835
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
$100,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. No significant changes are planned for FY 2023.
HPD
Organization
Chart
FTE
FY 2022 – 326.5
FY 2023 Proposed – 326.5
Police Chief
Toney Chaplin
Deputy Police Chief
Bryan Matthews
Internal Affairs
Lieutenant (1)
Sergeant (2)
Admin Support
Police Programs Analyst (1)
Admin Supervisor (1)
Community Services Division
(48.5 FTE)
Administrative Lieutenant (1)
Comm. Engagement
Specialist (1)
Investigations Division
(51 FTE)
Captain (1)
Administrative Secretary (1)
Patrol Division
(126 FTE)
Captain (1)
Measure C Lieutenant (1)
Administrative Secretary (1)
Support Service Division
(93 FTE)
Division Commander (1)
Sr. Management Analyst (1)
Administrative Secretary (1)
District Operations
Lieutenant (1)
Northern District
Sergeant (1)
Police Officer (3)
Downtown Police Officer (2)
Crime Prev. Specialist (1)
C.S.O. (1)
Southern District
Sergeant (1)
Police Officer (1)
Measure C Police Officer (1)
Crime Prev. Specialist (1)
C.S.O. (1)
Traffic Enforcement
Sergeant (1)
Police Officer (7)
Measure C Police Officer (2)
Secretary (1)
A.V.A. C.S.O. (1)
Personnel and Training
Lieutenant (1)
Sergeant (1)
Personnel Op. Specialist (1)
C.S.O. (1)
Youth & Family Services
Administrator (1)
Lead Program Assistant (2)
Secretary (1)
Counseling Services
Counseling Supervisor (2)
Family Counselor (9)
School Services
Sergeant (1)
Criminal Investigations
Lieutenant (1)
Special Investigations
Lieutenant (1)
Special Victims Unit
Sergeant (1)
Sr. Detective (1)
Detective (6)
Robbery/ Homicide
Unit
Sergeant (1)
Sr. Detective (2)
Detective (5)
Property Crime Unit
Sergeant (1)
Sr. Detective (2)
Detective (4)
Latent Print Exm. (1)
Vice/Intelligence Unit
Sergeant (1)
Sr. Detective (1)
Detective (2)
Sr. Crime Analyst (1)
Crime Analyst (1)
Alcohol C.S.O. (1)
Narcotics Unit
Sergeant (1)
Police Officer (4)
ALCO Narcotics Task
Force
Police Officer (1)
Special Duty Unit
Sergeant (1)
Police Officer (5)
Patrol Operations
Lieutenant (5)
Sergeant (14)
Police Officer (100)
Special Response Unit
Canine Unit
Police Officer (4)
Records Bureau
Records Administrator (1)
Records Supervisor (3)
Records Clerk (13)
Communications
Comm. Administrator (1)
Comm. Supervisor (4)
Measure C Comm. Supv. (1)
Comm. Operator (12)
Measure C Comm. Op. (7)
Call Taker (8)
Animal Services
Animal Services
Administrator (1)
Animal Control Officer (3)
Shelter Ops Supervisor (2)
Animal Care Attendant (5)
Shelter Volunteer Coord. (1)
Records Clerk (2)
Jail
Jail Administrator (1)
Jail Supervisor (4)
Jail C.S.O. (15)
Property and Evidence
Property/Evidence
Administrator (1)
Property Technician (4)
Crime Scene Unit
Crime Scene Spec (1)
Crime Scene Tech (3)
Volunteer Programs
Reserve Coordinator (0.5)
Reserve Police Officers
Ambassadors
HPD Facilities
Management Analyst I (1)
D.A. Liaison
Police Officer (1)
FY 2022 Highlights / Accomplishments
Hayward Police Department was awarded CALEA reaccreditation which covers a four- year period
Accreditation embodies the precepts of community-oriented policing, increases community advocacy, and provides greater internal accountability
Intake of "Ghost Guns" increased 25% from FY 2021with two months of the fiscal year remaining
Hayward Police Department seized 33 "ghost guns" in fiscal year 2021 compared to 41 "ghost guns" seized in fiscal year 2022 with two months of the fiscal year remaining HMET program
Hayward Medical Evaluation Team pairs a Crisis Intervention Team (CIT) trained Hayward Police Officer with a behavioral health clinician from Alameda County Behavioral Health Care Services
From September 1, 2021 through March 1, 2022, HMET responded to 449 calls for service Average of 75 calls for service per month
Questions & Discussion
?
!
May 14, 2022Jennifer Ott, Assistant City Manager
DEVELOPMENT SERVICES DEPARTMENT
FY 2023 BUDGET PRESENTATION
DSD Budget Comparison (All Funds)
FY 2021 - FY 2023
$9,580
$12,502
$13,069
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for FY 2023
FY 2023 SIGNIFICANT CHANGES PLANNED
1. Increase of $320,000 in Building Division Consulting Services budget to cover costs related to permit plan check and inspection services consistent with previous years' actual expenditures.
Development Services Organization Chart
FTE
FY 2022 – 50
FY 2023 Proposed – 50
Deputy Director of
Development Services
Assistant City Manager /
Director of Development Services
Planning Division
Planning Manager (1)
Planning Staff
Principal Planner (1)
Senior Planner (2)
Associate Planner (2)
Assistant Planner (2)
Landscape Architect (1)
Management Analyst I/II (2)
Administrative Secretary (1)
Development Review
Sr. Civil Engineer (1)
Assistant Civil Engineer (1)
Division Clerical Staff
Senior Secretary (1)
Secretary (1)
Administrative Clerk I/II (1)
Code Enforcement Division
Code Enforcement Manager (1)
Code Enforcement Inspectors
Sr. Code Enforcement Insp (2)
Code Enforcement Insp I/II (7)
Division Clerical Staff
Senior Secretary (1)
Administrative Clerk I/II (1)
Building Division
City Building Official (1)
Plan Checkers and Permit Techs
Sup. Plan Checker & Expediter (1)
Plan Check Engineer (1)
Sr. Plan Checker (1)
Plan Checker (1)
Sup. Permit Technician (1)
Sr. Permit Technician (1)
Permit Technician (3)
Building Inspectors
Sup Building Inspector (1)
Sr. Building Inspector (3)
Building Inspector (3)
Division Clerical Staff
Secretary (2)
Administrative Clerk I/II (1)
Building Permit Lifecycle
LINCOLN LANDING
FY19 FY20 FY21 FY22-23
Money received
for plan check
and inspection
(approx. $370K)
Plan
Check is
complete
and
includes
expenditure
of plan
check fees
Construction &
inspections, as well
as expenditure of fees
for consulting expenses
begin
Ongoing
Construction and
expenditure of fees for
consulting expenses
Permit issued
and fees
received for
inspections
(approx. $980K)
• Actual revenues
have exceeded actual
expenditures over last five
years
• Every year the budget
needed for Building Division
consulting services (i.e.,
outside plan check) is not
sufficient, so staff returns to
Council several times a year
• 5-year average of actual
consulting expenses was
$1.7 million compared to
budgeted amount of
$330,000
• Based on analysis of actual
revenues and expenses
over last five years, DSD
requesting increase from
$330,000 to $650,000 to
more accurately reflect
actual expenditures
0 1000000
2000000
3000000
4000000
5000000
6000000
7000000
8000000
FY17 FY18 FY19 FY20 FY21 FY22
Building: Revenue vs. Expense
Actual Revenue Actual Expense Budgeted Expense
Through April 2022
FY 2022 Highlights / Accomplishments
❖ Significant community outreach associated with the Housing Element Update using a racial equity lens as identified on the City’s Workplan to Incentivize Housing and the Strategic Roadmap
❖ In partnership with other City Departments including PD, Fire, Maintenance Services and Economic Development, adopted multiple ordinance amendments including Cannabis and Fireworks
❖ In partnership with IT’s GIS Team, the Code Enforcement Division has implemented the region's first online monitoring and tracking GIS tool for vacant properties ❖ Several large construction projects started in calendar year 2022, such as the Hines Industrial site (AWS), Mirza (PG2), and Subaru (PG7)
❖ Commenced updates to the City’s Zoning Ordinance and Object Standards for residential development, as well as to the Density Bonus Ordinance Resource Changes Contemplated
for FY 2024
➢ Meet Priority Program Objectives and
Resource Allocation
➢ Code Enforcement programs
➢ Significant Demand & Succession Planning
➢ Landscape support and complex
Building Inspections
Questions & Discussion
?
!
May 14, 2022 Adam Kostrzak, Director of Information Technology
INFORMATION TECHNOLOGY DEPARTMENT
FY 2023 BUDGET PRESENTATION
IT Budget Comparison (All Funds)
FY 2021 - FY 2023
$8,058
$8,856
$10,182
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. Increase of $218,356 to upgrade financial software system.
2. Increase of $130,339 to provide maintenance for network equipment throughout the City.
3. Increase of $294,877 for miscellaneous software maintenance and subscription renewals.
IT Organization Chart
FTE
FY 2022 – 20.0
FY 2023 Proposed - 20.0
IT Systems Management
IT Manager (1)
Director/CIO
Adam Kostrzak
Admin Secretary (1)
GIS Coordinator (1)
IT Analyst I/II (2)
Programmer Analyst (1)
Tech Solutions Analyst I/II (1)
Client Support
IT Manager (1)
IT Technician I/II (4)
IS Support Technician (1)
Infrastructure
IT Manager (1)
Deputy Director
of IT (1)
IT Technician I/II (1)
Programmer Analyst (3)
FY 2022 Highlights / Accomplishments
Transitioned organization to support Hybrid work model including Council meetings In collaboration with HR, developed Vaccine Tracking and Verification Card Solution Upgraded Public Safety 911 system
Established Digital Divide Initiative and Public Outreach Fiber Backbone Replacement
Questions & Discussion
?
!
May 14, 2022Jayanti Addleman, Library Director
LIBRARY DEPARTMENT
FY 2023 BUDGET PRESENTATION
Library Budget Comparison (All Funds)
FY 2021 - FY 2023
$5,722
$6,409
$7,068
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. Addition of 0.5 FTE - Library Assistant to help manage the technology resources in the library.
2. Reduction of $49,350 in the existing Library operating budget to offset the cost associated with the proposed 0.5 FTE Library Assistant.
Library Organization Chart
FTE
FY 2022 – 37.8
FY 2023 Proposed – 38.3
Library Ops Manager (1.0)
Lead Library Assistant (2.0)
Library Assistant (0.5)
Library Assistant (7.0)
Senior Library Page (2.4)
Library Page (3.9)
Education Svc Mgr (1.0)
Literacy Program Coord (1.0)
Lead Program Asst. (1.0)
Library Assistant (1.0)
Program Asst. (1.0)
Mgmt Analyst I/II (1.0)
Admin Assistant III (1.0)
Lead Library Assistant (1.0)
Supervising Librarian (3.0)
Librarian II (1.0)
Librarian I (7.5)
Lead Library Assistant (1.0)
Library Programs
& Services
Library
Operations
Education
Services
Director
Jayanti Addleman
Administration
Position Key
Green – Add
Red - Delete
FY 2022 Highlights / Accomplishments
Launched Mobile Library services
with the now-beloved Curbie
Returned to Pre-COVID operating
hours & resumed in-person
programming
Opened the long-delayed
Children’s Storytime Room
More than doubled the size of the
highly successful Tech Lending
Library with over $200k in federal
funding from the FCC
Questions & Discussion
?
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May 14, 2022Kelly McAdoo, City Manager
CITY MANAGER’S OFFICE
FY 2023 BUDGET PRESENTATION
CMO Budget Comparison (All Funds)
FY 2021 - FY 2023
$19,099 $18,421 $18,583
$0
$4,000
$8,000
$12,000
$16,000
$20,000
$24,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
Administration/Economic Development
1. Addition of 1.0 FTE - Management Analyst in the Administration Division to focus on equity and inclusion work. (Administration)
2. Restore and reimagine Special Events Program, an increase of $180,000 annually.
Housing
3. Deletion of 1.0 FTE – Administrative Clerk
4. Addition of 1.0 FTE – Senior Secretary
Community Services
5. Restoring the Hayward Navigation Center operating expense budget to FY 2021 funding levels, an increase of $82,210 annually.
CMO Organization Chart
FTE
FY 2022 – 31
FY 2023 Proposed – 32
Assistant City
Manager
Jennifer Ott
City Manager
Kelly McAdoo
Community and Media Relations (6.5)
CMR Officer (1)
Digital Applications Designer (1)
Graphics and Media Tech (1)
Community Program Specialist (1)
AV Specialist (2)
Sr. Secretary (0.5)
Successor Agency (2)
Management Analyst (1)
Real Property Manager* (1)
Housing (6)
Housing Manager (1)
Management Analysts (1.5)
Community Programs
Specialist (1)
Housing Specialist (1)
Sr. Secretary (0.5)
Sr. Secretary (1)
Admin Clerk (1)
Community Services (5)
Community Services
Manager (1)
Management Analysts (2.5)
Community Programs
Specialist (1)
Sr. Secretary (0.5)
Economic Development (3.5)
Economic Development
Manager (1)
Economic Development
Specialists (2)
Sr. Secretary (0.5)
Assistant City Manager
Regina Youngblood
Administration (6)
Executive Assistants (2)
Administrative Secretary (1)
Management Analyst (1)
Management Analyst (1)
Management Fellow (1)
*Real Property Management (1.0 FTE) - Allocated between City Manager's Office and Public Works-Utilities Position Key
Green – Add
Red - Delete
FY 2022 Highlighted Accomplishments
Economic Development Division:
Developed the only comprehensive COVID-19 Economic Recovery Plan in the East Bay and launched 5 of the 9 programs.
Facilitated opening of projected major tax generators, including the new California Subaru flagship dealership and Costco Business Center's Gas Station operation. Issued 40 small business assistance grants with over 90% of funds awarded to minority- owned businesses (80% to Black/African owned businesses alone). Community Services Division:
Exited 97 individuals into permanent housing from both Housing Navigation Center and Hotel Annex so far this year.
Provided over 3,700 rides and delivered over 71,500 meals at a reduced cost or no cost to Hayward Operated Paratransit participants.
FY 2022 Highlighted Accomplishments
Housing Division
Implemented the Foreclosure Prevention Program and the Emergency Relocation Assistance Program as part of the COVID-19 Economic Recovery Plan. Construction under way for 159 units of affordable housing (125 rental units and 34 ownership units).
Award of almost $4 million in California Housing and Community Development Local Housing Trust Funds to support the development of 183 units of affordable housing. Administration
Directly assisted over 600 Afghan Refugees. Regionally assisted w/ distribution of donated clothing, technology (2,500 laptops), family essentials (120,000 diapers), housing, and transportation.
Received three grants for Stack Center construction, totaling $5.15 Million. Hosted 14 "City Hall to You" events and launched voting for the Hayward People’s Budget.
Questions & Discussion
?
!
May 14, 2022Dustin Claussen, Director of Finance
FINANCE DEPARTMENT
FY 2023 BUDGET PRESENTATION
Finance Budget Comparison (All Funds)
FY 2021 - FY 2023
$6,420 $6,682
$7,350
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes
1. Reallocation of personnel in the area of Utility Billing between Water Fund to Wastewater Fund.
2. Increase of $245,000 in bank fees due to new utility payment processor implementation.
3. Addition of 1.0 FTE Accountant
Finance Organization Chart
FTE
FY 2022 – 33.5
FY 2023 Proposed – 34.5
Director
Dustin Claussen
Administration &
Budget
Management
Analyst I/II (2)
Admin Secretary
(1)
Revenue
Revenue
Manager (1)
Finance Supervisor (1)
Cust Acct Clerk (6)
Finance Technician
(1)
Sr. Cust Acct Clerk (5)
Mail & Rev Clerk (1)
Deputy Director (1)
Accounting & Payroll
Accounting
Manager (1)
Senior Accountant (1)
Accountant (2)
Accountant (1)
Finance Technician (2)
Sr. Acct Clerk-AR (2)
Purchasing
Purchasing &
Services Manager (1)
Purchasing Tech (1)
Sr. Acct Clerk-AP (2)
Account Clerk (0.5)
Central Services
Mail & Purch Clerk (1)
Position Key
Green – Add
Red - Delete
FY 2022 Highlights / Accomplishments
Successfully completed FY 2021 annual audit processes and Annual Comprehensive Financial Report with no significant findings, and completed federal Single Audit on time.
Expanded online payment capabilities to include Permits, Housing, Code Enforcement, Airport, and other City invoices.
Implemented a fee-free online e-check payment method for the Hayward Water System.
Questions & Discussion
?
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May 14, 2022Miriam Lens, City Clerk
OFFICE OF THE CITY CLERK
FY 2023 BUDGET PRESENTATION
CCO Budget Comparison
FY 2021 - FY 2023
$1,107
$884 $898
$0
$200
$400
$600
$800
$1,000
$1,200
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. Restoration of Passport Program. Estimated increase of $23,000 in projected revenue related to the Passport Program
CCO Organization Chart
FTE
FY 2022 – 4.5
FY 2023 Proposed – 4.5
City Clerk
Miriam Lens
Deputy City Clerk
Avinta Madhukansh
Senior Secretary
Denise Chan
Senior Secretary
Amber Parras
Admin Clerk II
Vacant
FY 2022 Highlights / Accomplishments
Guided facilitation of virtual meetings from agenda preparation to meeting video publication for Commissions, Committees, and Task Forces. Implemented hybrid Council meetings which allowed for in-person as well as virtual participation by Council, staff, and members of the public.
Managed and responded to public requests for records in accordance with the Public Records Act, fulfilling more than 800 requests via the City’s Public Records platform, GovQA.
Managed the recruitment for City Commissions and Keep Hayward Clean and Green Task Force targeting areas with low representation based on audit results. Packages containing flyers (English/Spanish) and applications were disseminated to community partners. The extensive outreach resulted in 92 submitted applications.
Questions & Discussion
?
!
CITY ATTORNEY’S OFFICE
FY 2023 BUDGET PRESENTATION
May 14, 2022Michael Lawson, City Attorney
CAO Budget Comparison (All Funds)
FY 2021 - FY 2023
$8,130
$7,237
$7,618*
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed*
Budget in 1,000s
*The FY 2023 Adopted Budget will be updated to reflect an increase of 23% in the City’s insurance coverages and premiums.
CAO Organization Chart
FTE
FY 2022 – 10
FY 2023 Proposed – 10
City Attorney
Michael Lawson
Attorney (6)
Senior Paralegal (1)
Paralegal (1)
Legal Secretary (1)
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. 23% increase in the City's insurance coverages and premium costs -- from $3.3 million to $4.1 million ($800,000) -- due to market volatility.
Employment-related Verdicts
Natural Disaster Verdicts
Law Enforcement Verdicts
Cyber-risk Verdicts
FY 2022 Accomplishments
Monitor and apprise Council and City staff of any changes in State law regarding public meetings and conflicts of interest. Assist development of Rent Review legislative strategies and options.
Close all claims that do not convert to litigation within 36 months from fiscal year filing.
Resolve all litigation, including claims for federal jurisdiction, within 36 months from fiscal year filing.
Maintain annual ratio of 1:4 for claims paid, compared to claims filed.
Continue using CAO staff attorneys for all litigated cases, except where specialized outside counsel is warranted.
FY 2023 Goals
Monitor and apprise Council and City staff of changes in state law regarding emergency and pandemic requirements for virtual, hybrid, and in-person meetings.
Track and advise on emergency and pandemic moratoria on rent increases, evictions, and foreclosures.
Close all claims that do not convert to litigation within 36 months from fiscal year filing. Maintain annual ratio of 1:4 for claims paid, compared to claims filed.
Resolve all litigation, including claims for federal jurisdiction, within 36 months from fiscal year filing.
Resolve the legislative conflict between the Surplus Land Act and the Local Area Transportation Improvement Project legislation, which has caused chaos in the disposition of the abandoned Route 238 parcel groups.
FY 2023 Goals
Support the Hayward Police Department’s goal of streamlining the independent investigative process for high-profile critical incidents. Resume the student internship program, during the summer and around the academic year.
Continue updating the City’s resource bank related to the potential for district elections.
As requested by the City Clerk, advise on issues arising from the 2022 general municipal election, which would be followed by orientation of members elected in November 2022, and continuing thereafter. Keep the Council advised on the challenges of the California Public Records Act in both the City Clerk’s office and the Hayward Police Department
Close via summary judgment or trial the cases of Stoney Ramirez, Eric Rosalia, Caleb Smith Jr., Jael Barnes, Jetmore Stoddard-Nunez and Keith Swain.
Questions & Discussion
?
!
May 14, 2022Alex Ameri, Director of Public Works
PUBLIC WORKS & UTILITIES DEPARTMENT
FY 2023 BUDGET PRESENTATION
Public Works & Utilities Budget Comparison
(All Funds)
FY 2021 - FY 2023
$90,869 $91,956
$104,901
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
PW&U Significant Changes Planned for FY
2023
FY 2023 Significant Changes Planned
1. Increase debt service budgets in Airport Fund by $297,455 and Water Fund by $1,085,295 to repay the 2013 Water Refunding Bond early to save on interest.
2. Increase in water purchase $5,400,000 due to SFPUC's currently projected wholesale water rate increase.
3. Increase in revenue projections for water sales by $1,000,000 and water service charge by $1,000,000 based on projected consumption trends.
4. Increase transfer to Fund 603 Water Replacement Fund by $2,000,000 and to Fund 611 Sewer Replacement Fund by $1,500,000 due to higher cost of Capital Improvement Program and to meet priorities set in the Strategic Roadmap for water and sewer main replacements.
PW&U Organization Chart
FTE
FY 2022 – 161
FY 2023 Proposed – 161
*FTE count does not include Real Property Mgr, which is only partially supported by PW&U
Director, City Engineer
Alex Ameri
Deputy Director of
Public Works
Engineering
Services
Assistant Director
of Public Works
Transportation
Services
Executive Airport
Utilities
Environmental
Services
Design
Senior Civil Engineer (2)
Assoc/Asst Civil Engr (6)
Engineer Technician (2)
Survey
Surveyor (1)
Engineer Technician (1)
Survey Engineer (1)
Sr. Trans Engr (2)
Assoc/Asst Trans Engr (1)
Assoc Trans Planner (1)
Traffic Signal Tech (1)
Engineer Technician (1)
Utilities Admin/Planning/
Engineering
Water Resources Mgr (1)
Sr. Water Resources Engr
(1)
Utilities Eng Mgr (1)
Sr Utilities Engineer (3)
Assoc Civil Engineer (3)
Dev. Review Specialist (1)
Sr. Secretary (1)
Utilities Op & Maint
Util Op & Maint Mgr (1)
Sr Secretary (1)
Water Distribution
Util Field Srvcs Supv (1)
Sr Utility Leader (1)
Sr Field Services Leader (1)
Utility Leader (3)
Util Wkr/Laborer (13)
Equip Operator (2)
Sr. Util Cust Svc Ldr (1)
Cross Conn Cntrl Sp (1)
Bckflow/CrssCnct Tester (1)
Water Meter Mech (3)
Cust Field Tech (2)
Storekeeper-Exp (1)
Secretary (1)
Water Pollution Control
Facility (WPCF)
WPCF Manager (1)
WPCF O&M Manager (1)
WPCF Maint Supv (1)
WPCF Op Supv (1)
WPCF Lead Op (6)
WPCF Operator (5)
Operator in Training (3)
Electrician I/II (3)
Utility Maint Mech (4)
Equipment Operator (1)
Maint Wrkr/Laborer (1)
Lab Supervisor (1)
Chemist (1)
Lab Technician (2)
Sr. Secretary (1)
Admin Intern (0.5)
Airport Manager (1)
Airport Ops Supv (1)
Airport Business Mgr (1)
Airport Ops Specialist (1)
Sr Mgmt Analyst (2)
Mgmt Analyst I/II (3)
Administrative Supv (1)
Admin Secretary (1)
Sr Secretary (2)
Water Pollution Source Control
(WPSC)/ Stormwater Mgmt
Water Pollution Control
Administrator (1)
Sr WPSC Inspector (1)
WPSC Inspector (3)
Secretary (1)
Technical Intern (0.5)
Deputy Director of
Public Works Administration
Utility Sys Maint
Util Op & Maint Supv (1)
Electrician I/II (3)
Utility Maint Mech (6)
Utility Service Worker (2)
Sewer Collection Maint
System
Wastewater Collection
System Supervisor (1)
Sr Util Leader-Sewer (1)
Utility Leader-Sewer (3)
Util Wkr/Laborer-Sewer (5)
Construction Inspection
Supv Const Inspector (1)
Sr. Construction Insp (2)
Const Inspector (5)
Development Review
Assoc/Asst Civil Engr (2)
Real Property Mgmt
Real Property Mgr*
Environmental Services
Environmental Svcs Mgr (1)
Solid Waste Mgmt
Solid Waste Prog Mgr (1)
Sustainability Specialist (1)
Sr Secretary (1)
Sr Airport Maint Wkr (1)
Airport Maint Wkr (4)
Secretary (1)
FY 2022 Highlights / Accomplishments
Engineering, Transportation, and Utilities Divisions maintained timely and high-quality services amidst significant increase in development applications. Addressed speeding and perceived safety concerns by implementing complete streets concepts and traffic calming projects on several streets including Patrick Avenue and Campus Drive.
Recycled Water system became operational and deliveries to Phase 1 customers began. Prepared the 2020 Urban Water Management Plan, 2020 Water Shortage Contingency Plan and, in partnership with EBMUD, Groundwater Sustainability Plan. Through the State Water Resources Control Board’s California Water and Wastewater Arrearage Payment Program, City received $1.8 million (water) and anticipates receiving $740,000 (wastewater).
Advanced Metering Infrastructure (AMI) Water Customer Portal and new utility payment system to launch by end of June.
Successfully negotiated Solid Waste and Recycling Franchise Agreement with Waste Management of Alameda County.
Questions & Discussion
?
!
May 14, 2022
MAYOR & CITY COUNCIL
FY 2023 BUDGET PRESENTATION
Mayor & City Council Budget Comparison
FY 2021 - FY 2023
$386
$395 $404
$0
$50
$100
$150
$200
$250
$300
$350
$400
$450
FY 2021 Actual FY 2022 Adopted FY 2023 Proposed
Budget in 1,000s
Significant Changes Planned for
FY 2023
FY 2023 Significant Changes Planned
1. No anticipated significant resource changes planned for FY 2023.
FY 2022 Highlights / Accomplishments
➢ Continued to provide crucial community and organization leadership and stability during the COVID-19 pandemic emergency, including adopting a plan to use Hayward's $38 Million allotment of ARPA to support community and business recovery.
➢ Provided legislative and policy direction for the City Manager in support of the community’s priorities and Strategic Roadmap projects. ➢ Worked collaboratively with the City’s bargaining units and staff team to adopt Memorandums of Understanding for Local 21, SEIU, and HAME. ➢ Adopted and began implementation of Let’s House Hayward, the Homelessness Reduction Strategic Plan.
FY 2022 Highlights / Accomplishments
Approved key development projects throughout Hayward, including the redevelopment of the former Berkeley Farms, former Burlington Coat Factory sites, and Sprouts Grocery.
Continued to oversee the Route 238 Property Disposition project, including approval of 250 housing units, 70% of which will be affordable and an 100% affordable project on Parcel Group 3.
Adopted resolutions:
Apologizing to community members of color for racially disparate impacts and inequities resulting from past City policy and decision-making
Welcoming and calling for support of Afghan Refugees
Approving the raising of the Pan African Flag on City flagpoles for Black History Month, Juneteenth, and the birthday of Marcus Garvey.
Questions & Discussion
?
!
Next Steps
➢ Budget Work Session 2 on May 17, 2022
• Continue department presentations (if not
completed today)
• Include applicable changes as a result of today’s
discussion
➢ Public Hearing and Adoption on June 7, 2022