SPECIAL CITY COUNCIL
MEETING
JANUARY 12, 2023
PRESENTATIONS
DAY TWO: HOW THE CITY WORKS
January 12, 2023Regina Youngblood, Assistant City Manager
MAYOR AND CITY COUNCIL ORIENTATION
DAY 2 – HOW THE CITY WORKS
Introductions & City Overview
Introductions
Strategic Roadmap
Internal Operations Overview
Financial Overview – City Budget and CIP
Break
Human Resources Overview – Workforce Statistics, Compensation, and Unions
Diversity Equity and Inclusion Overview
IT Overview – Virtual and Hybrid Meetings and Cyber Security 3 January 12, 2023Mary Thomas
STRATEGIC ROADMAP
Why do we have
a Strategic
Roadmap?
Informs and is part of the
budget document
Helps staff understand where
to focus resources
Helps staff present tradeoffs
to Council and the public
History of the Roadmap
FY 2020 Year 1:
FY 2021
Year 2:
FY 2022
Year 3:
FY 2023 FY 2024
Outreach
January 28,
2020:
Original
Adoption
February 14,
2021: Council
Retreat &
Major Revision
January 29,
2022:
Council
Retreat
April 26,
2022:
Adopted
Update
June 1,
2021:
Adopted
Update
May 2023:
Aim for
Adopted
Update
March 4,
2023:
Council
Retreat
Strategic Roadmap Vision 2024
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.
• Invest in programs to house
and support people
experiencing homelessness
• Incentivize housing
production for all
• Protect the affordability of
existing housing
• Reduce greenhouse gases
and dependency on fossil
fuels
• Reduce waste by promoting
a circular economy
• Mitigate climate crisis
impacts through resilient
design and community
engagement
• Support safety through community-
centered response and enforcement
models
• Support safety through emergency
preparedness, planning, and response
• Invest in cleanliness and reduce blight
• Enhance library, educational, and
neighborhood programs
• Celebrate Hayward’s heritage &
confront racial inequities
• Strengthen fiscal stability
• Invest in employee engagement,
professional development and
retention
• Expand communications,
transparency, and community
engagement
• Invest in an efficient, safe &
collaborative work environment
• Invest in multi-modal
transportation
• Invest in City facilities &
property
• Invest in water supplies,
sanitation infrastructure &
storm sewers
• Invest in community-wide
internet infrastructure and
access
• Strengthen marketing to support
Hayward businesses
• Invest in programs that support
Hayward business and workers
• Grow workforce development
pipelines
• Strategically dispose of City
property
• Invest in plans and programs that
create thriving commercial corridors
Racial Equity Focus Projects
Questions we ask when we apply a racial equity lens to a service or project:
What problem is this service/project seeking to address? Who benefits from this service/project? Are some community members impacted by the problem more than others? Do we have demographic information about this group(s)?
Who does this service/project not benefit? Do we have demographic information about this group(s)?
Who is currently accessing this service?
Who is not accessing this service? Do we know why? Are there barriers that makes it more difficult for some community members to use or access this service?
How are we communicating about this service/project? What barriers are there for people to find up-to-date information?
Throughout the plan,
we identified projects
with this icon that have
a racial equity focus or
services/projects that
we are reviewing
though a racial equity
lens.
Accomplishments
213 Projects in the Roadmap
• 128 implemented in first 2 years
• 65 on track for implementation in 3rd year
• 20 paused due to staff vacancies
Lessons Learned
• Staff vacancies and fatigue
Over 200 projects is too many – it is hard for staff to really understand what is a priority
The project list is not always aligned with staff resources • The existing format focuses on completing projects – we hope to move towards measuring outcomes over the coming year
• Opportunities to align with other City plans, like the general plan • Opportunities to align with the work plans for Council Subcommittees and Commissions
Metrics – Examples from Early 2020
Climate
Community Indicators
• Greenhouse gas emissions compared to 2005
levels
• % of citywide electricity use that is carbon free
• # of residential buildings with no natural gas
Programmatic Measures of Success
• % of City electricity use that is renewable
• # of trees planted per year
• % of city fleet that is EV/Hybrid
Housing
Community Indicators
• Regional Housing Needs Allocation (RHNA)
numbers
• Point in Time (PIT) homeless count
• % rent burden
Programmatic Measures of Success
• # of people moved to permanent housing
from City programs
• # of rental dispute petitions resolved
• Number of affordable housing units
incentivized through various approaches
Police Fire Public Works Maintenance Development Services Library City Manager Finance, IT, HR, City Attorney, City Clerk *Note: Visual is an approximation Bulk of Roadmap Focuses on Several Smaller Teams
27% of City FTEs
Emergency Response
18%
Public Utilities, Streets, and Facilities
5%
Capital Improvements &
Long-range Planning
5%
Community
Enrichment
5%
Social Services
15%
Administrative &
Internal Services
909 budgeted FTEs (w/out Council) shown below by type of work activity 25%
Law/Code Enforcement & Prevention
Bulk of
Staffing
Bulk of
Roadmap
Projects
Police Fire Public Works Maintenance Development Services Library City Manager Finance, IT, HR, City Attorney, City Clerk *Note: Visual is an approximation Current Vacancies
34 Positions (14% of this group)
Emergency Response
21 (12%)
Public Streets, Facilities, and Utilities
12 (27%)
Capital Improvements &
Long-range Planning
3 (6%)
Community
Enrichment
1 (2%)
Social Services
22 (16%)
Administrative &
Internal Services
123 Vacant FTEs on 1/6/23 = 14% of total
30 (13%)
Law/Code Enforcement & Prevention
Police Fire Public Works Maintenance Development Services Library City Manager Finance, IT, HR, City Attorney, City Clerk *Note: Visual is an approximation 2 Emergency Response
3 Public Streets, Facilities, and Utilities
12 Capital Improvements &
Long-range Planning
6 Community
Enrichment
6 Social Services
4 Administrative &
Internal Services
2 Law/Code Enforcement & Prevention
Approximately 35 FTEs Assigned to Implement 213
Roadmap Projects (currently 8 key positions are vacant) Questions & Discussion
?
!
January 12, 2023Regina Youngblood, Assistant City Manager
INTERNAL OPERATIONS AND COMMUNITY
ENGAGEMENT OVERVIEW
Questions & Discussion
?
!
January 12, 2023Nicole Gonzales, Director of Finance
Alex Ameri, Director of Public Works
Mayor and City Council Orientation
Financial Overview – City Budget & CIP
Finance Organization Chart
FTE
FY 2023 – 34.5
Director
Nicole Gonzales
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)
Divisions/Services
Administration
Operating Budget
Management/Oversight of City’s Investment Portfolio
Accounting
Internal and external financial reporting
Payroll and Benefits Processing
Account Receivable
Revenue
Customer Service and Collection Services
Administers various City tax programs: Business License Tax, Excise Tax, TOT, and UUT Purchasing
Procurement of City materials, supplies, and equipment Administration of purchase orders, request for proposals/quotes, and contracts City Operating Budget Process
FY 2023 Adopted - All Funds Operating Budget
City of Hayward Budget FY 2023
City Funds
General Fund 194,688,033
Measure C Fund 20,509,198
ARPA Fund 16,436,000
Special Revenue Funds 11,240,606
Debt Service Funds 9,203,371
Enterprise Funds 105,239,903
Internal Service Funds 39,314,661
$396,631,771
Agency Funds
Hayward Successor Redevelopment Agency Operating Fund 4,377,063 Housing Authority Fund 179,370
Hayward Shoreline JPA 116,333
$4,672,767
Total City Operating Budget $401,304,539
General Fund Five Year Forecast
FY 2023 Adopted
GENERAL FUND FORECAST FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 $ in thousands Year 1 Year 2 Year 3 Year 4 Year 5
Revenues 191,891 198,852 206,572 213,573 218,795
Expenditures 194,688 206,248 212,685 218,507 224,418
Net Change in Reserve - Surplus / (Shortfall) (2,797) (7,396) (6,113) (4,934) (5,623) Beginning Balance $39,394 $43,847 $36,451 $30,338 $25,404 Net Change in Reserve - Surplus / (Shortfall) (2,797) (7,396) (6,113) (4,934) (5,623) American Rescue Plan Act $7,250 - - - -
Ending Balance $43,847 $36,451 $30,338 $25,404 $19,782
General Fund Revenue by Source
Property Tax
31.5%
Transfer Tax
8.8%
Sales Tax
22.9%
Utility User's Tax
9.0%
Franchise Fees
5.7%
Other Taxes
3.8%
Charges for Service
6.8%
Other & Interest
0.6%
Intergovernmental
4.0%
Fines
1.2%
Transfers In
5.6%
General Fund Expenditure by Category
Salaries & Benefits
77.7%
Maintenance & Utilities
0.7%
Supplies & Services
5.5%
Internal Service Fees
8.6%
Other Transfer
3.7%
OPEB - Unfunded Liability
1.4%
Liability Insurance
2.5%
Capital Improvement Program Budget
Process
FY 2023 Adopted CIP Budget by Category
Airport Projects
$5,900,000
Municipal Facilities Improvements
$6,000,000
Road & Street Projects
$6,455,000
Pavement Rehabilitation
Projects
$10,888,000
Water Systems Projects
$19,500,000
Equipment & Software
$4,656,302Misc. Projects
$912,000
Livable Neighborhoods
$37,307,000
Sewer System Projects
$21,124,000
FY 2023 Adopted CIP Budget by Fund
Fund 405 Capital Projects
$33,511,302
Sewer System
$21,274,000
Water System
$19,557,000
Measure B/BB
$8,600,000
Gas Tax/RRAA/VRF
$7,379,000
Airport
$5,900,000
Route 238
$5,825,000
Measure C
$4,500,000
Fleet Management
$4,391,000
Street/Transportation
System
$3,905,000
Information Technology
$2,230,000
Questions & Discussion
?
!
January 12, 2023Brittney Frye, Director of Human Resources Human Resources Overview
Workforce Statistics, Employee Representation,
and Projects
HR Organization Chart
FTE
FY 2023 – 18
Director
Brittney Frye
HR Technicians (2)
Temp HR Tech (1)
HR Analysts II (2)
HR Analyst I (1)
Deputy Director
Ian Tecson
Benefits and
Wellness Manager
Marisa Guerrero
Organizational
Development Manager
Vacant
Recruiting Manager
Vacant
HR Technicians (1)
Labor and Employee
Relations Manager
Vacant
HR Technicians (1)
HR Analysts II (1)
HR Analyst I (1)
Temp HR Analyst I (1)
Administrative
Assistant
Candilaria Jackson
Workforce
Statistics
Employee Count - 854
Average Tenure
0-5 – 62%
6-10 – 23%
11-15 – 9%
16-20 – 3%
21+ - 3%
283
137
136
71 70
47 34
31 17
14 10
4 0 50 100 150 200 250 300
Police Department
Public Works & Utilities
Fire Department
Maintanence Services Department
Library Services
Development Services
Finance
City Manager's Office
Information Technology
Human Resources
City Attorney's Office
City Clerk's Office
Workforce Statistics
Demographic Data
Employee Representation
Fire Department (Local 1909 & HFCA)
Hayward Fire Chief’s Association – 9/16/2021 – 6/30/2024 Fire Officer’s Association – 1/1/2010 – 12/31/2023 Upcoming negotiations Firefighters Local 1909 effective 1/1/2010 – 12/31/2023 Upcoming negotiations Police Department (HPOA & HPMU)
Hayward Police Officers’ Association (HPOA) effective 7/1/2004 – 6/30/2024 Hayward Police Management Unit MOU (HPMU) effective 7/1/2019 – 6/30/2023 Upcoming negotiations International Federation of Professional and Technical Engineers (IFPTE) Local 21 – 8/20/21 – 6/30/24 Hayward Association of Management Employees (HAME) – 12/2/2021 – 6/30/2024 Service Employees International Union (SEIU) Local 1021 Maintenance and Operations Unit – 12/21/2021 – 6/30/2024 Clerical and Related Unit 12/21/2021 - 6/30/2024
Unrepresented Employee Resolution – Amended 6/21/2022 FY23 Major Projects
Human Resources Strategic Plan
Compensation Practices & Structure
Questions & Discussion
?
!
January 12, 2023Jenny Chacon, Equity and Inclusion Officer
EQUITY AND INCLUSION OVERVIEW
2 Equity & Inclusion Framework &
Focus Areas
1. Organizational
Change
2. Hiring, Retention,
and Promotion
3. Service Provision
3 GARE Initiative Overview & Progress 4
100%
# of Hayward Staff trained
through GARE Cohort model
since 2019. 20
remaining
active members.
Departments selected a
racial equity projects of
at varying levels of
scale and completion.
31 Strategic Roadmap Racial Equity
Focused Projects
5 50
Total # of projects
across Six Focus
Areas
Enhance Community
Safety & Quality of Life
Preserve, Protect &
Produce Housing For All
Confront Climate Crisis &
Champion Environmental
Justice
Invest in Infrastructure
Grow the Economy
Strengthen
Organizational Health
18 17 6 3
42 Building on Existing Equity & Inclusion
Efforts
6 DIVERSITY
in Representation
[# of different
groups]
JUSTICE via
Results
[Measurable
change]
BELONGING via
Feelings [psycholo
gical safety]
Future State
INCLUSION
Through
Behaviors
[What we do]
Current State
EQUITY in
Systems [Closing
racial opportunity
gaps, Improved
Access]
Next Steps
Updating GARE Racial Equity Action Plan
(Operationalize though accountability)
Develop common definitions and tools
(Normalize)
Citywide Racial Equity Training (Normalize)
Create a Language Justice Plan (Organize)
Equity Decision-making through data
(Operationalize)
Supporting Russell City Reparative Justice
Project (Organize)
Ensure strategic alignment between GARE
Retreat and Upcoming City Revisioning
(Operationalize)
7 Questions & Discussion
?
!
1 INFORMA TION TECHNOLOGY OV ERV IEW
IT
Overview
Council Presentation
Adam Kostrzak – CIO
January 2023
Information Technology
An Ove rvie w
2 INFORMA TION TECHNOLOGY OV ERV IEW
Who
We
Are
Agenda
An Ove rvie w
What
We
Do
Strat
Plan
Overview
3 INFORMA TION TECHNOLOGY OV ERV IEW
Who We Are
An Ove rvie w
WHO
WE ARE
4 INFORMA TION TECHNOLOGY OV ERV IEW
Who We Are
An Ove rvie w 20 F T E s
5 INFORMA TION TECHNOLOGY OV ERV IEW
What We Do
An Ove rvie w
End user experience
Tech Support (Tech Team)
Microsoft Administration
IT Asset Management
Knowledge Management
AV support
I T Cli ent Support
High Performance
Strategic Planning
IT Governance
Financial Management
Project Portfolio
Partnerships
HPO
Cybersecurity Oversight
Advanced Applications & Services
Data Management
Change Management
Enterprise Application Management
Integration
I T Systems M anagement
IT network and solutions architecture
Business Continuity
Telecommunications
Cloud Architecture & Resiliency
IT Infrastructure
6 INFORMA TION TECHNOLOGY OV ERV IEW
Strategic Plan
An Ove rvie w
Strategic
Plan
Overview
7 INFORMA TION TECHNOLOGY OV ERV IEW
TO BE A LEADING DIGITAL AND CONNECTED CITY
Our Vision
CONNECTING GOVERNMENT AND ITS RESIDENTS THROUGH THE USE OF
RESILIENT & INNOVATIVE TECHNOLOGY
Our Mission
• BE OPEN
• BE CHANGE
• BE INNOVATIVE
• CONNECT COMMUNITY
Our Values
Our Strategic Compass
An Ove rvie w
8 INFORMA TION TECHNOLOGY OV ERV IEW
Use innovative
solutions to improve
civic capabilit ie s. Pilot
emerging
technologies.
Establish meaningful
partnerships and
relationships. I ncrease
organizational
maturi ty. Foster
personal growth
opportunities.
6: Hi gh Performance
Our Priorities
An Ove rvie w
Upgrade and modernize
all IT hardware and
software to provide a
more re liable , scalable ,
and secure technology
landscape that can
support the increasing
technology demands.
1: M oderni ze
Support flexible/hybrid
work models to extend
government services to
the broader community
and continue to drive
employee commitment
and competitiveness in
the tal ent market.
2: Hybrid World
Develop overall data
strategy to promote
transparency and
accountability,
advancing continuous
improvements, enabling
powerful predictive
insights, and
strengthening
organizational
consistency.
3: Da t a-Drive n
Incre ase digit al
transformation
init iat ive s t o improve
processes and
productivity, establish
e quit able acce ssibilit y,
del i ver better customer
and employee
experi ences, manage
business risk, and
control costs.
4: Dig it a l
Transformati on
I ncrease overal l securi ty
posture and
cybersecuri ty awareness
across the organization
to reduce risk.
5: Cybersecurity
RESILIENT & SECURE
9 INFORMA TION TECHNOLOGY OV ERV IEW
We’re Here to Help
HELPFUL INFO
Support Contact: techteam@ hay ward -ca.gov
Support Phone: 510.583.4056
Em a il Acce s s : h ttp s://www.o ffice .co m /
• fi rstname.l astname@hay ward -ca.gov
10 INFORMA TION TECHNOLOGY OV ERV IEW
Questions?
T hank Y ou