CITY COUNCIL MEETING
JUNE 28, 2022
PRESENTATIONS
COMMUNITY
AGENCY FUNDING
PROCESS REVIEW
ITEM #14
WS 22-025
Community Agency Funding Process Review
City Council Work Session, June 28, 2022
Monica Davis, Community Services Manager
Carol Lee, Management Analyst
Presentation Outline
• Background
• Commission and Council Feedback
• Subcommittee and CSC Recommendations
• Services Funding Caps
• Funding Allocation for New and Innovative Programs
• Funding for Safety Net Programs
• Arts and Music Funding Guidelines
• Audit Requirements
2 Background
• The CSC serves as an advisory body to the City Council • Community Agency Funding Process
• Review the applications
• Interview applicants
• Make recommendations to the Council for how a portion of the City’s General Fund and the City’s CDBG entitlement award should be allocated
3 Challenge
Availability of Community Agency
Funding Over Time
Funding Requests and Availability
since FY 2017
$1,456,000
$1,669,600
$1,406,736
$1,481,725
$1,084,965
$1,124,002
$1,354,121
$1,341,004
$1,040,000
$350,000
$400,000
$477,750 $333,200
$411,950
$531,995
$536,950 $536,950
$548,950
$500,000
FY03 FY06 FY09 FY12 FY15 FY18 FY21 FY22 FY23
CDBG General Fund ARPA
$1,813,542
$1,927,775
$1,871,270
$1,799,981
$2,508,384
$4,881,344
$3,631,586
$1,934,372 $1,936,997
$1,760,347
$2,054,334
$1,891,071
$1,877,954
$2,088,950
FY17 FY18 FY19 FY20 FY21 FY22 FY23
Total Funding Requested Total Funding Available
4 Overview of Subcommittee
On October 26, 2021, Council adopted a resolution
authorizing the Mayor to select and appoint three (3)
members of Council to form a sub-group to work with a
committee of the Community Services Commission
(CSC) to review and discuss the Community Agency
Funding process and provide recommendations to the
CSC and Council for further consideration.
5 Joint Subcommittee
• Consisted of 3 Councilmembers and 4 Community Services Commissioners • Councilmember Lamnin
• Councilmember Márquez
• Councilmember Salinas
• Commissioner Arrizon
• Commissioner Bruckner
• Commissioner Garg
• Commissioner Moore
• Commissioner Berry as ex officio
• Met on three occasions to discuss the CAF process and provide recommendations to the CSC for further consideration
6 Questions
• City Goals: Is the CAF process through the CSC a piece of the broader City Goals (such as Let's House Hayward and the City’s Strategic Roadmap)?
• CSC’s Role: What impact does the CSC’s deliberative funding process and recommendations have on Council’s decision on funding allocations?
• Prioritization Frequency: Does Council desire to review the CAF priorities with the CSC annually? • Priority Categories: Are there priority categories that Council would like to see funding allocated toward as part of the CAF process? For example, are food insecurity and homelessness still key areas of focus? • Hayward Based: Do Hayward-based organizations have priority over organizations from other areas that may provide a unique service?
• Sustainable vs. Seed Funding: Should CAF be a sustainable funding source for agencies, or should CAF provide funding for new programs in the community?
• Large vs. Small: Are programs that serve a large number of Hayward residents, but are able to secure funding from other sources, a priority over programs that have fewer funders, but meet a specific need not met by other providers?
• Mandatory Funding: Are there services that must be part of every funding allocation due to Council priority, political will, historical success, etc.?
7 Survey Question Responses:
Priority Categories
City Council Community Services Commission
8 Priority Alignment
Strategic Road Map
Six core priorities required to achieve the
vision
• Preserve, Protect & Produce
Housing For All
• Enhance Community Safety &
Quality of Life
• Grow the Economy
• Invest in Infrastructure
• Confront Climate Crisis
• Strengthen Organizational Health
Council Survey
1. Housing & Homelessness
2. Economic Development
3. Food Security
4. Health
5. Youth & Education
6. Job Training
7. Arts & Music
8. Legal Services
CSC Survey
1. Housing & Homelessness
2. Food Security
3. Health
4. Economic Development
5. Youth & Education
6. Arts & Music
7. Job Training
8. Legal Services
9 Recommendations
10 87%
9%
3% 1%
$0-$50,000
$50,001-$100,000
$100,001-150,000
150,000+
Services Grant Awards by Amount
FY 2019 - FY 2023
11 Proposed Modification #1
Grant Award Cap
a) $100,000 maximum grant for homelessness and housing; and b) $50,000 maximum grant for all other services
12 Services Programs Recommended for Funding
FY 2020 - FY 2023
13 21 22
25 25
9 7
10 8
4 4
9 6
0 5
10 15
20 25
30 FY 2020 FY 2021 FY 2022 FY 2023
Approved Programs New Programs Recommended New Programs 19% 18%
36%
20%
Proposed Modification #2
Set Aside Priority for New and Innovative Programs
20-30% of applications for new and innovative programs
14 Proposed Modification #3
• Interest in supporting safety net programming, though no single agency should receive guaranteed funding
• Staff will identify programs that support safety net services during the CAF process
15 Revised ARC:
Arts, Music, and Cultural Events
16 • Staff is working to streamline our engagement with the Arts, Music and Cultural Events providers
• For the FY 2024 funding process, it is planned that the Community Services Commission’s Application Review
Committee (ARC) for Arts and Music will also review Cultural Events applications
• The available funding for the Arts and Music (~ $132k) will not be competing for funding for Cultural Events
• Simply using the same ARC to interview both sets of
applications
Cultural Events Program
Established by Council
• On December 17, 2019, Council Adopted a resolution approving a new Special Event Support and Grant Program.
• To encourage special events in the City that provide cultural enrichment, promote economic vitality, and enhance community identity
• Parades, gatherings, arts and crafts shows/fairs, festivals, and athletic events, car shows, musical or cultural events.
• Special events may also provide funding opportunities for service organizations
• Program Guidelines outlines eligibility criteria, funding guidelines, and other requirements
17 Arts, Music, and Cultural Events
Arts & Music Funding
• Hayward Area Historical Society-Discovery Kits
• Hayward Arts Council / Band & Orchestra Festival
• Love Never Fails-Healing Arts
• Pacific Chamber Orchestra-Discover Music
Educational Assemblies/HUSD Elementary Schools
• Sun Gallery Programs
• Youth Orchestra of Southern Alameda County
(EBYO)-Hayward Scholarships/Stipends
Cultural Events Program
• Parades, gatherings, arts and crafts
shows/fairs, festivals, and athletic events,
car shows, musical or cultural events
• Including
• Hayward Municipal Band
• West Coast Blues Society
18 Modification #4
Arts, Music, and Cultural Events
Cultural Events Program
• New Events
• Up to $10,000 in financial
support for one year
• Signature Events (1-5 years)
• Up to $5,000
• Classic Events (+5 years)
• Up to $7,500
• Money granted to either a new
or existing event cannot be more
than 20% of the total estimated
budget for the event
Arts & Music Funding
• New Agencies
• Up to $30,000 in financial
support for one year
• Signature Agencies (1-5 years)
• Up to $25,000
• Classic Agencies (+5 years)
• Up to $20,000
• Money granted to Classic Agencies
cannot be more than 60% of total
estimated budget for the program
19 Current Audit Requirements
• Current funding policies require each agency awarded over $15,000 in funding to provide a completed independent fiscal audit
• Agencies that do not have a current audit who wish to apply for more than $15,000 are eligible to apply for City funding only in partnership with a fiscal administrator
• Fiscal administrator is able to charge up to 10% of grant for services 3420
Modification #5
Proposed Audit Requirements
• Increase audit requirement threshold to $20,000
• Require agencies requesting less than $20,000 to provide a financial letter of good standing in place of partnering with a fiscal administrator
• The cost for this type of letter is $500 - $1,000
• Provides financial assurances to City at limited cost to agency • Staff to continue to explore viable options and alternatives. 3521
Upcoming CSC Subcommittee Discussion
• CSC subcommittee to continue discussions in the summer • Refine the NOFA process, application review and interview process • T o more thoroughly evaluate programs and to improve applicant and commissioner experience
• Discuss the implementation of a scoring rubric that factors in historic funding weighing criteria and more recently identified priorities such as an increased integration of an equity lens and preference for Hayward based organizations
3522
Proposed Modifications
1. Services Funding Caps
• $100,000 for housing and homelessness, and
• $50,000 for other services
2. Funding Allocation for New and Innovative Programs
• Include a priority for funding 20-30% of applications for new and innovative programs
3. Funding for Safety Net Programs
• No single agency should receive guaranteed funding
• Staff will identify programs that support safety net services during the CAF process
4. Arts and Music Funding Guidelines
• New Agencies may receive up to $30,000 in financial support for one year • Signature Agencies, up to $25,000 for programs that have been funded 1-5 year(s). • Classic Agencies, (+5 years) up to $20,000 in grant funding, not to exceed 60% of the total estimated program budget
5. Audit Requirements
• Increase audit requirement threshold to $20,000
• Require agencies requesting less than $20,000 to provide a financial letter of good standing in place of partnering with a fiscal administrator
23 Recommendations
• Provide Comments
• Affirm the Community Services Commission’s Community
Agency Funding Modification Recommendations
24 Summer 2022
Commission Subcommittee to meet to discuss
refinement of NOFA process, application review, and
interview process
Fall 2022
Implement the changes for the FY 2024 CAF cycle
September 2022
Publish Notice of Funding Availability
NEXT STEPS
25 Work Session Format
1. Public Comments
2. Council Questions and Discussion
26 SALE OF PARCEL GROUP
8 FOR DEVELOPMENT OF
AFFORDABLE HOUSING
PUBLIC HEARING
ITEM #15
PH 22-037
Sale of Parcel Group 8 for
Development of Affordable Housing
June 28, 2022
Dustin Claussen, Acting Assistant City Manager
Monica Davis, Community Services Manager
Christina Morales, Housing Manager
Parcel Group8
1960's
• Caltrans
purchase land
for Route 238
Bypass Project
2009
• Project Abandoned
• Joint City/County
Land Use Study
2016
• City &
Caltrans
Purchase
and Sale
Agreement
2017
• Begin Master
Development
Planning
Process
2027
• End of
Agreement
with Caltrans
Background
Project Goals
Facilitate the cohesive,
productive use of land
driven by community
vision
Eliminate
neighborhood blight
Negotiate real estate
transactions at no net
cost to the city
Fund new community
benefits
Parcel Group 8
Agreement with Caltrans
On September 15, 2020,
Council adopted a
resolution to memorialize
that the provision of
affordable housing and
expansion of Carlos Bee
Park will satisfy the
affordable housing and park
dedications for Parcel
Group 8
Caltrans allowed City to
subdivide Parcel Group 8 to
move forward with segments
prior to paying full purchase
price
Resources for
Community Development
• Mission: To create and preserve affordable
housing for people with the fewest options, build
community, and enrich lives
• For almost 40 years, RCD has grown from a
small Berkeley-based special needs housing
developer to owning and operating 64
developments through the Bay Area that provide
housing to over 5,000 people
Project
Description
• Multi-Family 100% Affordable Project
• City: 96 deed restricted rental units
• 42 very low-income units
• 53 low-income units
• County: At least 11 naturally occurring affordable housing units rehabilitated and offered as low-income units
• 3900 sq ft ground floor community/commercial space
Approval of
Entitlements
on City
Segment
• Entitlement of project submittal
under Senate Bill 330/Senate
Bill 35 and Density Bonus was
approved on May 24, 2022
• The proposed project was
consistent with the objective
standards for the
Commercial/High Density
Residential General Plan land
use designation and related
General Commercial and
Neighborhood
Commercial/Residential
DDA Key
Terms
Purchase Price: $0
Developer signed voluntary covenant to restrict
affordable units in perpetuity
City commits up to $2M of Inclusionary Housing Fees as
a loan
Minimize impact on existing tenants
Developer formed an LLC Company and Limited
Partnership to support financing efforts
Developer to pay to extend City water line
• Most tenants already received relocation assistance required by state / federal law
• Tenants will be screened for eligibility six months prior to construction • Eligible tenants can choose relocation options:
Option A: Temporary relocation:
• RCD will provide temporary housing, pay moving costs and pay rent differential • Tenant continues to pay current rent to RCD
Option B: Permanent relocation
• RCD provide advisory assistance (referrals) to replacement housing • RCD pays $20,000 for moving/rental/home purchase assistance • Ineligible tenants will be permanently relocated under Option B to comply with tax credit requirements.
Tenant Relocation Plan
Supports RHNA Numbers &
Housing Element Goals
• The project will add a total of 96 affordable housing units to the City’s housing stock, helping the City meet:
• Over 7.5% of the RHNA goal for low-income households and • 7% of the RHNA goal for very low-income households
• This project helps meet the following goals of the Housing Element:
• Assist in the development of housing affordable to low- and moderate- income households and
• Promote equal housing opportunities for all persons
Creation of Economic Opportunity
• During the construction of the project, it is anticipated approximately 136 full-time equivalent temporary construction jobs will be generated
• Upon completion and full implementation of the project, it is anticipated approximately 33 permanent full -time equivalent jobs will be generated
California
Environmental
Quality Act
• The proposed project is
exempt from CEQA because it
meets the requirements for
streamlining under
Government Code Section
65913.4.
Recommendation
• That the City Council holds a public hearing and adopts:
• Resolution (Attachment III) approving the Government Code Section 52201 Summary Report for the project; and
• Resolution (Attachment IV) authorizing the City Manager to negotiate and execute a Disposition Development and Loan Agreement and related documents, with Resources for
Community Development for the transfer of specified
properties and for the development of new affordable housing and rehabilitation of units for affordable housing, finding the project is exempt from CEQA
Public Hearing Format
1. Council Questions
2. Public Comments
3. Council Discussion and Action
29 NEW SOLID WASTE AND
RECYCLING FRANCHISE
AGREEMENT
PUBLIC HEARING
ITEM #16
PH 22-036
Hayward Police Department Year-End Report
1 City Council
New Solid Waste and Recycling Franchise Agreement
June 28, 2022
Hayward Police Department Year-End Report
2 • Current agreement started in March 2015
• Franchise Agreement Extended to March 2023
• Can Extend by Two More 12-month Periods to
March 2025
Waste Management Franchise Agreement
Hayward Police Department Year-End Report
3 Negotiations Background
• June 23, 2020: Council approved exclusive negotiating period through October 31, 2020 • October 27, 2020: Council extended exclusive negotiating to June 30, 2021 • November 9, 2020: Sustainability Committee received update on negotiations • March 8, 2021: Sustainability Committee heard report from WMAC and Tri-CED on recycling markets • May 10, 2021: Sustainability Committee received update on negotiations • June 15, 2021: Council extended exclusive negotiating until December 31, 2021 • October 26, 2021: Council received update on negotiations • January 10, 2022: Sustainability Committee received update on negotiations • January 18, 2022: Council extended exclusive negotiating until June 30, 2022, and Council extended the current franchise agreement to March 2023 • April 5, 2022: Council received update on negotiations Hayward Police Department Year-End Report
4 Key Terms of Tentative Agreement
Basic Elements of New Contract:
• Effective date: March 1, 2023
• 10-year term
• Cost-Based Rate Review in Year 5
• CPI Adjustment Process Annually
Hayward Police Department Year-End Report
5 Elements Tentatively Agreed Upon
• SB1383 Requirements
• Cart Colors
• Reporting
• Monitoring Contamination
• Education/Outreach
• Procuring Compost/Mulch
Hayward Police Department Year-End Report
6 • Public Litter Cans and Service
• Increase by 100 @ 25 per year
• Liquidated Damages
• Illegal Dumping Collections
• Doubling to 12 per week
• Overage and Contamination
Surcharges
Elements Tentatively Agreed Upon
Hayward Police Department Year-End Report
7 Elements Tentatively Agreed Upon
Contamination Warnings Surcharges
Carts
Incidents 1 & 2 = Warning
Incidents 3 + = $25
Bins
Incidents 1 & 2 = Warning
Incidents 3 + = $75
Overage Warnings Surcharges
Carts
Incidents 1 & 2 = Warning
Incidents 3 + = $10
Bins
Incidents 1 & 2 = Warning
Incidents 3 + = $75
Hayward Police Department Year-End Report
8 Elements Tentatively Agreed Upon
• Vehicles
• WMAC – Two Light-Duty EV Trucks
• Tri-CED – Two Light-Duty EV Trucks
• Public Education and Outreach
• New Diversion Goals
• Multi-Family Recycling Surcharge
Removal
Hayward Police Department Year-End Report
9 Elements Under Discussion
Main Street Office
Rate Impact = 0.39%
Hayward Police Department Year-End Report
10 Optional Elements Under Discussion
• Biosolids Management (.39%)
• Additional Big Belly Cans (.19%)
• EV Support Vehicles or WMAC (.10%)
• Additional Compost for City (.20%)
Landscaping and Bags of Compost
(.88%) Total
Hayward Police Department Year-End Report
11 Initial Rate Adjustment
3.72% WMAC incremental cost increases
3.67% Tri-CED incremental cost increases
7.39% Total
0.88% Options recommended by staff
8.27% Total with Options
6.00% Maximum CPI possible (Minimum 3%, Maximum 6%)
14.27% Maximum Total Possible Rate Increase
-0.39% Savings from closing Main Street office permanently
13.88% Maximum Possible if Main Street Office Closed
Initial Rate Adjustment Tentatively Negotiated
Hayward Police Department Year-End Report
12 Rate Comparison - Single Family
Municipality Garbage (20 gallon) Garbage (30‐35 gallon)* Garbage ( 60‐64 gallon) Hayward (current) $25.77 $37.67 $67.18
Livermore $29.94 $39.63 $59.36
Fremont $41.39 $42.23 $46.02
Hayward (proposed 14.27%) $29.22 $43.05 $76.77
City of Alameda (ACI) $35.99 $45.43 $74.64
Castro Valley (ACI) $32.42 $50.26 $87.29
Oakland (WMAC) $46.13 $52.36 $92.29
Union City (Republic) $46.37 $54.37 $94.38
Hayward Police Department Year-End Report
13 Oro Loma Sanitary District
Memorandum of Understanding
for Residential Recycling Service
Hayward Police Department Year-End Report
14 Next Steps
If approved by Council:
• Execute the new franchise agreement with WMAC.
• Execute the new MOU with OLSD.
• Conduct Outreach to Businesses and Residential Customers. • WMAC will order new carts and two new light duty EV trucks. • Tri-CED will order new carts, new collection trucks, and two new light duty EV trucks.
Hayward Police Department Year-End Report
15 Recommendation
That Council:
1. Determines whether the Main Street Office should close or remain open.
2. Introduces the attached ordinance (Attachment II) granting an exclusive franchise to Waste Management of Alameda County (WMAC) incorporating the proposed Franchise Agreement; and
3. Approves the attached resolution (Attachment III) authorizing the City Manager to execute an extension to the current Memorandum of Understanding (MOU) with the Oro Loma Sanitary District (OLSD) and WMAC.
Hayward Police Department Year-End Report
16 Questions
CITY OF HAYWARD
HOMELESSNESS UPDATE
LEGISLATIVE BUSINESS
ITEM #17
LB 22-018
Hayward Police Department Year-End Report
1 City of Hayward Homelessness Update
City Council Legislative Business, June 28, 2022
Jessica Lobedan, Management Analyst
Carol Lee, Management Analyst
Monica Davis, Community Services Manager
Hayward Police Department Year-End Report
2 Presentation Outline
2022 Homeless Point in Time Count results
Let’s House Hayward! update
Winter Warming Shelter update
Hayward Navigation Center and Hotel Annex update
Adopt Resolutions for FY2023 Homelessness Related Professional Services Agreements 2 Hayward Police Department Year-End Report
3 2022
Point in
Time Count
Countywide
Data
Hayward Police Department Year-End Report
4 Alameda County
• 22% increase in overall homelessness since 2019
• Unsheltered homelessness slightly decreased from 79% to 73% 4 Hayward Police Department Year-End Report
5 Residency and Prevention (Alameda County)
5 Hayward Police Department Year-End Report
6 Race and Ethnicity (Alameda County)
6 Hayward Police Department Year-End Report
7 2022 Point in Time Count
Hayward Data
Hayward Police Department Year-End Report
8 Hayward
• 22% decrease in overall homelessness since 2019
8 Hayward Police Department Year-End Report
9 Countywide Trends
9 2019 2022 Change from 2019- 2022
Alameda County 8022 9747 +22%
Albany 35 23 -34%
Berkeley 1108 1057 -5%
Emeryville 178 91 -49%
Piedmont 0 42 +100%
Oakland 4071 5055 +24%
Alameda City 231 264 +14%
San Leandro 418 409 -2%
Hayward 487 381 -22%
Unincorporated 349 510 +46%
Fremont 608 1026 +69%
Newark 89 58 -35%
Union City 106 489 +361%
Dublin 8 29 +263%
Livermore 264 242 -8%
Pleasanton 70 72 +3%
Hayward Police Department Year-End Report
10 Prior Residency (Hayward) and Prevention
10 90% of Hayward
survey respondents
resided in Alameda
County at the time
they most recently
became homeless
75% of Hayward
survey respondents
have lived in Alameda
County for 10+ years
63% of Hayward
survey respondents
consider Hayward their
home, followed by
11% Oakland and 10%
Alameda City
52% of Hayward
survey respondents
listed that rental
assistance could
prevented their
homelessness
Hayward Police Department Year-End Report
11 Hayward Homeless Population (2022) vs.
Hayward Total Population (2021)
11 29%
62%
6% 10%
1%
10%
30%
10%
1% 2%
28%
Black/African
American
White Multiple
Races/Other
American
Indian/Alaska
Native
Native
Hawaiin/Other
Pacific Islander
Asian
2022 Hayward Homeless Population
2021 Hayward Total Population
25%
40%
Latinx/Hispanic
Hayward Police Department Year-End Report
12 Let’s House Hayward!
Hayward Police Department Year-End Report
13 Overview
• Adopted July 13, 2021
• Three goals:
• Formalize a Coordinated and Compassionate Citywide Response to Homelessness and Develop Wider Community Understanding and Engagement
• Increase Availability of and Reduce Barriers to Homeless Crisis Response Services
• Ensure Access to and Retention of Affordable Permanent Housing Hayward Police Department Year-End Report
14 ARPA-Funded Projects
• Council authorized ARPA funding for key LHH activities • Additional funding to HNC and Annex
• Expansion of shelter to year-round and day hours
• Development of a shallow subsidy prevention program
• Development of a program to support acquisition of tax-defaulted or foreclosed properties
14 Hayward Police Department Year-End Report
15 Successes and Challenges
• Implementation highlights:
• Enhanced interdepartmental and County collaboration efforts • Winter warming shelter expansion
• Homekey submission
• HEART program
• City-funded emergency rental assistance
• Shallow Rental Subsidy program
• Challenges
• Three activities behind schedule
15 Hayward Police Department Year-End Report
16 Winter Warming Shelter
Expansion and Day
Resource Center
Hayward Police Department Year-End Report
17 South Hayward Parish Winter Warming
Shelter Update
• October 2021: nightly shelter opened and will operate through winter 2023
• Shelter is open 7pm – 7am, provides dinner and breakfast • Since opening 229 individuals have received nightly shelter services • March 2022: Day Resource Center opened and provides warm meals, shower services, case management, COVID-19 testing, dental and medical vans, and more
• Staff recommends Council amend and extend FY23 agreement for services
17 Hayward Police Department Year-End Report
18 Hayward Navigation Center
and Hotel Annex
18 Hayward Police Department Year-End Report
19 COVID-19 Impacts on City Service Provision
• January 2019: Hayward City Council approved HNC
• November 2019: HNC opened
• March 2020: COVID-19 local emergency declared
• Capacity reduced to 22 beds
• February 2021: HNC Annex opened
• June 2021: Third dormitory trailer installed
• April 2022: Social distancing requirements loosened
• By July 1, 2022, capacity up to 60 beds
19 Hayward Police Department Year-End Report
20 HNC and Annex Exits
20 16%
6% 4%
65%
9%11%
5% 2%
73%
9%
Homeless Situations Institutional Situations Other Permanent Housing Situations
Temporary Housing
Situations
Hayward Police Department Year-End Report
21 Recommendations:
That the City Council:
- Provides comment on the 2022 Point-in-Time Count and Let’s House Hayward! Plan; and That the City Council adopts:
1) Resolution (Attachment V) to amend the agreement with First Presbyterian Church of Hayward to Increase the Winter Warming Shelter Contract by $405,868 in an amount Not-to-Exceed $2,050,000 and extend services through winter 2023.
2) Resolution (Attachment VII) Authorizing the City Manager to Negotiate and Execute an Agreement with Bay Area Community Services (BACS) for Hayward Navigation Center FY 2023 Operations in an Amount Not-to-Exceed $2,465,604
3) Resolution (Attachment VIII) authorizing the City Manager to amend the agreement with BACS to increase the Hayward Navigation Center Hotel Annex Contract by $338,365 in an amount Not-to-Exceed $1,838,365 and extend services through January 2023 through January 2023.
Hayward Police Department Year-End Report
22 Questions & Discussion
• Council Questions
• Public Comments
• Council Comments and Action
Hayward Police Department Year-End Report
23 Additional content slides
23 Hayward Police Department Year-End Report
24 Recommendation
That the City Council adopts a resolution (Attachment V) authorizing the City Manager to amend the agreement with First Presbyterian Church of Hayward to Increase the Winter Warming Shelter Contract by $405,868 in an amount Not-to-Exceed $2,050,000 and extend services through winter 2023.
Original Agreement Amount
FY 2022 General Fund Allocation $25,000
FY 2022 ARPA Year 1 Allocation $1,619,314
Subtotal $1,644,314
Recommended Amendment
FY 2023 General Fund Allocation $25,000
FY 2023 ARPA Year 2 Allocation $380,686
Subtotal $405,686
Revised Total $2,050,000
Hayward Police Department Year-End Report
25 Recommendation
That the City Council adopt a resolution (Attachment VIII) authorizing the City Manager to amend the agreement with BACS to increase the Hayward Navigation Center Hotel Annex Contract by $338,365 in an amount Not-to- Exceed $1,838,365 and extend services through January 2023.
Original Agreement Amount
ARPA $1,209,380
Subtotal $1,209,380
Recommended Amendment
Available and Allocated ARPA Funds $324,170
Contract Savings (General Funds) $304,815
Subtotal $628,985
Recommended Amendment
Revised Total $1,838,365
SALARY PLAN
AMENDMENT
LEGISLATIVE
BUSINESS
ITEM #18
LB 22-017
Hayward Police Department Year-End Report
1 Adopt a Resolution Approving an Amendment to
the City of Hayward Salary Plan
for FY 2023
Presenter:
Regina Youngblood, Asst. City Manager/Interim Director of HR Hayward Police Department Year-End Report
2 1
2 3
Amendments to the City of Hayward Salary Plan for FY23
Regina Youngblood
, Asst. City Manager/Interim Director of
HR
Cost-of-Living-Adjustments
BARGAINING
GROUP
PERCENTAGE
INCREASE FISCAL IMPACT
HPOA Increase 2.50%
T otal: $1,211,953
$1,184,070 to the General
Fund and $27,883 to Other
Funds
Police
Management Increase 5.00% $35,686 to the General Fund
Local 1909 and
Hayward Fire
Officers
Increase 9.68%* $1,940,586 to the General
Fund
HAME Increase 4.00%
T otal: $742,878
$446,470 to the General Fund
and $296,408 to Other Funds
BARGAINING
GROUP
PERCENTAGE
INCREASE FISCAL IMPACT
IFPTE, Local 21 Increase 2.00%
T otal: $334,442
$229,457 to the General Fund
and $104,985 to Other Funds
SEIU, Local 1021 Increase 3.00%
T otal:$1,490,701
$804,979 to the General Fund
and $658,722 to Other Funds
Unrepresented,
Non-Executive Increase 3.00%
T otal: $166,573
$99,220 to the General Fund
and $67,353 to Other Funds
Unrepresented,
Executive Increase 3.00% $47,802 to the General Fund
All adjustments are associated with previously ratified labor agreements/resolutions. *6% was assumed in the FY 2023 budget. The remaining adjustment will be made at midyear.
Hayward Police Department Year-End Report
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Amendments to the City of Hayward Salary Plan for FY23
New Classification
CLASSIFICATION SALARY SETTING FISCAL IMPACT
Lead Sweeper Equipment
Operator
10% above Sweeper
Equipment Operator
T otal: $23,745
Approximately $11,872 to the
General Fund and $11,872 to
the Stormwater Fund
Regina Youngblood
, Asst. City Manager/Interim Director of
HR
Hayward Police Department Year-End Report
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Amendments to the City of Hayward Salary Plan for FY23
CLASSIFICATION SALARY ADJUSTMENT FISCAL IMPACT
Deputy Fire Chief Increase of 9.68% Additional increase of $51,383 to the General Fund
Firefighter Trainee Increase 4.48% No additional fiscal impact Facilities and Building Manager Increase 5.26% $10,875 to the Facilities Management Fund
Landscape Maintenance
Manager Increase 5.26%
T otal: $10,875
$9,244 to the General Fund and $1,631
to the Water Enterprise Fund
Streets Maintenance Manager Increase 5.26%
T otal: $10,875
$5,437 to the General Fund and $5,437
to the Stormwater Enterprise Fund
Fleet Maintenance Manager Increase 5.26% $11,640 to the Fleet Management Fund
Police Officer Trainee Increase 2% No additional fiscal impact Senior Civil Engineer Increase 2% $30,240 to the General Fund Salary Adjustments
Regina Youngblood
, Asst. City Manager/Interim Director of
HR
Hayward Police Department Year-End Report
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Amendments to the City of Hayward Salary Plan for FY23
CLASSIFICATION SALARY ADJUSTMENT FISCAL IMPACT
Senior Utilities Engineer Increase of 2% $32,738 to the Enterprise Fund Streets Maintenance
Supervisor Increase 5.79% $10,245 to General Fund
Police Chief Increase 6.50% $31,927 to the General Fund Fire Chief Increase 16.88% $77,739 to the General Fund
Salary Adjustments (cont.)
Regina Youngblood
, Asst. City Manager/Interim Director of
HR
Hayward Police Department Year-End Report
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Recommendation
Regina Youngblood
, Asst. City Manager/Interim Director of
HR
• That Council adopts a resolution approving the revised salary plan for FY 2023.