DATE: March 28, 2023
TO: Mayor and City Council
FROM: Acting Director of Development Services
SUBJECT: General Plan Annual Progress Report: Accept the Hayward 2040 General Plan Annual Progress Report for Calendar Year 2022
RECOMMENDATION
That the Council accepts the City of Hayward 2040 General Plan Progress Report for the 2022 Calendar Year and provides feedback and direction as desired.
SUMMARY
In 2014, the Council adopted a new General Plan for the City of Hayward. Government Code Section 65400 et seq. requires the City to annually review the General Plan and report progress on the programs contained therein. This annual report has been prepared for review and acceptance by the Council and will be forwarded to the State Office of Planning and Research and the State Housing and Community Development office to ensure compliance with State guidelines.
The Hayward 2040 General Plan is a long-range comprehensive plan that controls and regulates land uses and development in the City through 2040. The individual elements of this General Plan (Land Use, Mobility, Economic Development, Community Safety, Natural Resources, Hazards, Education, Community Health, Facilities/Services and Housing) contain policies and programs that guide future development in the City.
This General Plan Annual Progress Report was prepared by the Development Services Department-Planning Division, with input from various City Departments including Public Works and Utilities, Fire, Police, Library Services, Maintenance Services, and the City Manager’s Office. This report is intended to provide information on the measurable outcomes and actions associated with the implementation of all General Plan elements.
On February 23, 2023, this progress report was presented as an informational item to the Planning Commission1. The Commissioners received the annual report and provided some comments to staff. A summary of the comments is included in the Discussion section of this report.
1 https://hayward.legistar.com/LegislationDetail.aspx?ID=6029287&GUID=B4CC0FA5-6152-4CCE-B26A-9D6CAED5A945&Options=&Search=
BACKGROUND
On July 1, 2014, following a 22-month community planning process, the Council adopted a new General Plan for the City. Included as Part 4 of the new Hayward 2040 General Plan was a series of implementation programs designed to activate the various goals and policies set forth in the document. For each implementation program, a timeframe was established for completion as well as a responsible lead department for carrying out the program. While some programs have identified timeframes, there are others that are indicated to be ongoing programs and others that occur annually. One such program is the General Plan Annual Report, which is the report back to the State and Council on implementation progress.
To date, the City has made progress on 72 percent of the General Plan’s 143 implementation programs. Of those identified for initiation between 2014 and 2019, 82 percent of programs are either complete or in progress. The remaining 18 percent have not been started for various reasons, including funding availability, resources, and/or shifting priorities as detailed in the Hayward Strategic Roadmap and Let’s House Hayward Strategic Plan. Some of the General Plan programs overlap with these more recent strategic planning efforts, and some are new and respond to current needs and priorities that were unknown when the General Plan was developed and adopted in 2014. However, 42 percent of the programs slated for initiation in the 2020-2040 timeframe, are already complete or in progress, which is at or ahead of schedule.
Initial Public Outreach. The development of the Hayward 2040 General Plan, including the various implementation programs, contained a significant community outreach component.
The Hayward e-plan, or web-based General Plan, is linked from the City’s website2 and is periodically updated to include implementation program status. In addition, many of the individual implementation programs require community outreach and engagement prior to completion.
Housing Element. Pursuant to State Law, all local jurisdictions in California must update the Housing Element, a required chapter of the City’s General Plan every five to eight years. The City of Hayward is on an eight-year cycle. On February 7, 2023, the City Council adopted Resolution No. 23-033 adopting a General Plan Amendment for Hayward’s 6th Cycle Housing Element that will run from 2023-2031. A detailed overview of the City’s progress towards completing the 2014-2023 Housing Element goals and actions is provided as Attachment III to this staff report and was included as Appendix E, Review of Past Accomplishments, to the 2023-2031 Housing Element.
DISCUSSION
The Hayward 2040 General Plan contains a total of 143 implementation programs covering ten elements including Land Use, Mobility, Community Safety, Economic Development, Education and Life-Long Learning, Hazards, Natural Resources, Housing, Health and Quality of Life, and Public Facilities and Services. As shown in Table 1, of the 143 implementation programs, 107 were identified for initiation and/or completion in the 2014-2019 timeframe.
2 Hayward 2040 General Plan. https://www.hayward2040generalplan.com/
The remaining thirty-six programs were slated for initiation and/or completion within the 2020-2040 timeframe.
Table 1: Status of General Plan Implementation Programs, March 2023 Timeframe Complete In Progress Not Started Total
# % # % # %
2014 – 2019 22 46% 12 25% 14 29% 48
Ongoing/annual, initiated in 2014 - 2019 8 13% 46 80% 5 8% 59 Subtotal 2014 – 2019 30 28% 58 54% 19 18% 107
2020 – 2040 3 10% 8 26% 20 64% 31
Ongoing/annual, initiated in 2020 - 2040 2 40% 2 40% 1 20% 5 Subtotal 2020 – 2040 5 14% 10 28% 21 58% 36
Total 35 24% 68 48% 40 28% 143
As shown in Figure 1 below, there were 107 programs slated for completion or initiation within the 2014-2019 timeframe, of which 28 percent are complete and 54 percent are in progress. Of the programs identified for this timeframe, 18 percent have not been started for various reasons, including funding availability, resources, and/or shifting priorities. Of the 36 programs slated for initiation in the 2020-2040 timeframe, 14 percent are already complete, and 28 percent are in progress, at or ahead of schedule. A complete list of all the General Plan programs, including the current status of each program, is included as Attachment II.
Figure 1: Status of General Plan Implementation Programs 2014-2019 Timeframe 2020-2040 Timeframe
Completed Programs. Thirty implementation programs identified for the 2014-2019 timeframe have been fully completed:
LU-4, Downtown City Center Specific Plan
LU-10, Sign Ordinance Update
LU-11, Industrial Technology and Innovation Corridor Plan LU-15, State Historic Building Code
LU-16 Mills Act Program
M-1, Multimodal Level of Service (LOS) and Design Standards M-2, Multimodal LOS Guidelines
M-11, Pedestrian Master Plan
Complete
14%
In Progress
28%
Not Started
58%
Complete
28%
In Progress
54%
Not Started
18%
M-12, Shuttle Service Study
M-15, Pedestrian Design Standard for Transit Stop
M-21, Downtown Parking Management Plan
M-23 Transportation Impact Fees.
ED-2 Branding and Marketing Program
ED-3 Energy and Sustainability Businesses Program
ED-4 Business Resource Center and Website
ED-8 Business Incubator Study
ED-9 Business Attraction, Expansion, and Retention Program ED-13 Permit Processing Software
ED-14 Ombudsperson Service
CS-3, Crime Prevention Through Environmental Design Checklist NR-4, Water Conservation Standards
HAZ-1 Seismic and Geologic Safety Standards
EDL-1 Education and Lifelong Learning Resource Center EDL-2 Education Partnership
EDL-4 Education Awards Program
EDL-7, Library Facility Revenue Measure
HQL-8, Park Dedication Requirements and In-Lieu Fees
HQL-9 Park Dedication Incentives Program
PFS-5, Construction and Demolition Debris Recycling Program PFS-6, Rainwater Harvesting and Greywater Systems
In addition to programs listed above, five implementation programs identified for the 2020- 2040 timeframe have also been fully completed:
M-6, Complete Streets Assessment
M-10, Traffic Calming Measures
ED-5 International Business Program
ED-6 Industrial Technology and Innovation Corridor Marketing Strategy NR-3 Recycled Water Program
Programs In-Progress. Fifty-eight programs identified for the 2014-2019 timeframe are currently in progress. Some key programs currently underway include: the continuation of the Homeless Services Partnership program, a coordinated effort between the City and various non-profits and faith-based organizations to provide services and ensure homeless and hunger needs are met in Hayward; working with a consultant to develop a Micromobility Plan to provide recommendations for bike-share and scooter-share services; and expanding cradle- to-career support services through a collaboration between the Library’s Family Education Program, Hayward Unified School District, California State University East Bay (CSUEB), and other private and nonprofit partners. Other programs currently in process include: continuing to partner with affordable housing developers to facilitate new construction, acquisition, rehabilitation, and preservation of affordable rental and homeownership developments; developing a density bonus brochure following the recently updated Density Bonus Ordinance to comply with State legislation; the ongoing implementation of the Town-Gown Economic
Partnership, which includes partnering with CSUEB and Chabot College to identify student needs and create 12 videos that feature businesses in the community; the development of the COVID-19 Economic Recovery Strategy for the next three years; and updates to the Climate Action Plan, Safety Element and adoption of a new Environmental Justice element in early 2023, consistent with recent State legislation.
Programs Not Yet Started. As previously mentioned, several programs that were originally identified for implementation between 2014-2019 have yet to be started either due to limited staff and fiscal resources or other competing priorities. These programs include comprehensive updates to the Zoning Ordinance, Subdivision Ordinance, Design Guidelines, and Off-Street Parking Regulations. However, in 2022, the City updated the Density Bonus Ordinance to comply with recent State legislation and is working on the adoption of Residential Objective Standards, which will include updates to the City’s Zoning Ordinance and the Off- Street Parking Regulations in response to recently adopted State legislation. Staff anticipates this project will be completed by the end of 2023.
Additionally, some programs that were anticipated to begin in 2020 were delayed and are still feeling the impacts of the COVID-19 pandemic. Staff anticipates that several of these programs should begin soon, pending sufficient staff and funding resources. These programs include:
updates to the Subdivision Ordinance; development of an Urban Forest Management Plan; updates to the Grading Ordinance; the Seismic Retrofit Feasibility Study for City Facilities; and the development and adoption of a Habitat Conservation Plan.
Programs In-Progress, 2023. In addition to the programs currently being implemented from previous cycles, the list of programs in Table 2 are in progress for the remainder of 2023.
Table 2: Program Implementation for 2023
Program Status
General Plan
GPA-2 General Plan
Update
The City recently updated the General Plan to reflect new Vehicle Miles Traveled (VMT) CEQA thresholds and reflect new Greenhouse Gas (GHG) emission reduction targets as well as the City’s Housing Element. In addition, the City is working on updates to the Climate Action Plan and adoption of a new Environmental Justice element in early 2023, consistent with recent State legislation.
GPA-3 Master Plans,
Strategies, and
Programs Updates.
City staff has reviewed the list of master plans, strategies, and programs and those identified to be reviewed and updated were factored into Department Budgets. A list of adopted master plans, strategies and programs can be found on the City’s website.
Land Use and Community Character
LU-6 Complete
Neighborhood Strategy
The City has not begun this program in this format due to limited staff and fiscal resources, along with other City priorities. In 2021, the City Manager’s Office conducted twelve “City Hall to You” meetings through Hayward to conduct community outreach.
Any feedback from community members on desired changes was shared with the appropriate department. The Planning Division recently completed a comprehensive update to the public stakeholder, neighborhood, and HOA contact list in 2022 and anticipates additional public outreach for the Residential Objective Standards project will continue through 2023.
LU-17 Historic
Preservation Resource
Center
The Planning Division has compiled resources to encourage historic preservation and will prepare a webpage and/or handouts for the public in 2023.
Mobility
M-5 Collision Data
Reporting
This information is currently being presented on a quarterly basis by the Police Department.
M-9 Improved Traffic
Flow Program
Multiple projects have been originated and grants obtained that work toward this purpose. The regional Hesperian Line 97 project installed adaptive traffic signals throughout the city within a major north/south corridor. The City has obtained an Innovative Deployments to Enhance Arterials (IDEA) grant from the Metropolitan Transportation Commission (MTC) that will allow for better monitoring and adjustment of signal timing along three major corridors in Hayward, thus reducing vehicle idling.
The City obtained Transportation Development Act (TDA) Article III funds for improvements on Patrick Avenue and Gading Road. The City has also received a Caltrans grant to improve queuing and vehicle idling at the Huntwood/Industrial and Huntwood/Sandoval signalized intersections.
M-13 Private
Transportation
Companies
The City is currently working with a consultant to develop a Micromobility Plan, which will study and provide recommendations for implementing bike-share and scooter- share services in the City. The Transportation Division received a grant to complete a Transit Connector Shuttle Feasibility Study in 2015. They presented the findings and recommendations to Council on 9/19/2017.
M-17 City Employee
Car/Bike Share
Programs
The City was awarded a grant in 2017 to deploy and promote car sharing at multiple locations throughout the city. In the fall of 2019, the city returned the grant funds and closed the program after it was deemed infeasible. Staff will continue to seek additional opportunities for car and bike sharing as opportunities arise.
M-18 City Commuter
Benefits
The City currently offers pre-tax payroll deductions for public transportation and/or parking options with P&A Group. Staff evaluates options annually and will continue to improve and expand the program when possible.
Economic
Development
ED-1 Economic
Development Strategic
Plan Annual Report
The Economic Development Division planned to bring forward an updated strategic plan in incremental segments. However, these efforts were delayed due to the need to pivot toward COVID-19 response and recovery program implementation efforts. ED staff developed and brought forward a COVID-19 Economic Recovery Strategy in 2022, which is funded by ARPA dollars. This plan included a suite of recovery initiatives that will be the focus of the Division’s efforts across the next three years. Division staff shall provide updates to Council and the CEDC as recovery programs are designed, implemented, and evaluated for performance.
ED-7 Local Hire
Incentives
Research on business incubators, including best practices and common funding mechanisms was started in 2020. However, these efforts were placed on hold as COVID - 19 response and recovery efforts were prioritized. Economic Development staff have engaged with California State University (CSU or Cal State) East Bay to explore partnership opportunities. CSU East Bay is constructing a CORE building, which will be a Hub for Entrepreneurship. This business incubator will provide a nexus for students and faculty to explore innovations that will propel the creative economy into the next generation and beyond. Construction is slated to be completed in 2022.
ED-10 Town-Gown
Economic Partnership
In late 2019, Economic Development staff began actively identifying and meeting with California State University (CSU) East Bay and Chabot College student associations and groups in order to identify student needs and develop a Town-Gown or "College Connection" program. However, promotional, and special event planning efforts were delayed due to the COVID-19 pandemic, which resulted in business and campus closures and prohibitions on mass gatherings. As part of the COVID Recovery programs launched by Economic Development, the City has partnered with CSUEB for the creation of 12 videos that feature various businesses throughout the community. These videos, created by students are focused on businesses identified by the students. The videos will be featured on the City You Tube channel and website
ED-11 Town-Gown
Economic Strategic
Town-Gown Economic Strategic Plan efforts were delayed as priorities shifted to COVID-19 response and recovery. Formal work on the Town-Gown Strategic Plan is currently on hold
Plan and Annual Report due to lack of staff capacity as the focus has shifted towards the implementation of COVID- 19 Economic Recovery programs.
ED-12 Customer
Service Survey
Surveys are regularly sent to customers and available at City Hall for an evaluation of the City’s customer service. Development Services and Permit Center released a survey in Spring 2019, will continue to solicit customer feedback on ways to improve and expand customer service delivery. In addition, the City just launched the new Energov Permitting Software, which should help expedite permit processing in an effort to expand customer service delivery.
ED-15 Cultural
Commission
In an effort to celebrate the diversity of the community and increase the foot traffic in the Downtown District, the Economic Development Division launched the Sounds of the Season program. This program sought out volunteer performing groups which played or sung holiday themed songs in the downtown on Saturdays during the month of December. In addition, Economic Development is looking to launch three new pilot programs in early 2023 to add to the atmosphere of the downtown. These three new programs as Pathways for Performers which will feature live music, Art in Action which will showcase artists while they work and Patio Pop-ups for our community entrepreneurs to sell their goods. Economic Development is in the process of reviewing proposals for outside organizations which will partner with the city on the implementation of these new pilot programs.
Community Safety
CS-1 Grant Funding The Police Department currently has 42 sworn vacant positions and will pursue additional grant funding programs when staff resources are available. The Fire Department regularly applies for grants to fund equipment purchases and community programs. In the past several years, the Department has received grant money to purchase radios, cardiac monitors, and chest compression devices, as well as fund the residential chipping program and Community Emergency Response Team program.
CS-2 Police Department
Strategic Plan Annual
Report
The Police Department is currently in the process of working with an independent contractor to develop a new Strategic Plan with an anticipated completion date before the end of fiscal year 2023. The development of a new Strategic Plan is a requirement by the Commission on Accreditation for Law Enforcement Agencies (CALEA). The process is ongoing and HPD provides an annual report to the City Council.
CS-4 Homeless Services
Partnership
The City developed and released a major strategy report on the issue of homelessness in late 2015. As a result of that report, a new Winter Warming Center was created in north Hayward, and the Downtown Streets Team program was contracted to begin services in June 2016. A new task force, a standing Interdisciplinary Working Group on Homelessness, Hunger, Housing and Disruptive Street Behaviors, was formed in early 2015, and continues to meet monthly. Members from various City Departments, Non - Profits, and Faith Based Organizations participate in the working group to coordinate services and strategy to ensure homeless and hunger needs are addressed in Hayward.
In January 2019, the City Council approved a Navigation Center for the homeless in the Industrial area, which is currently operational. The Library partnered with Alameda County Health Care for the Homeless and the VA Palo Alto Medical Outreach Team to bring medical services to the City on an ongoing basis.
CS-5 Park Security
Program
Staff turnover at the Hayward Area Recreation District (HARD) and the COVID-19 pandemic have impacted the implementation of this program but additional coordination with HARD is anticipated in 2023.
CS-6 Comprehensive
Safe School Plans
The School Resources Officers (SRO) Program was discontinued by Hayward Unified School District (HUSD) in 2021 and on-site campus security is provided by HUSD security staff. The HPD responds to HUSD campuses and coordinates with HUSD to address safety issues when requested. HPD continues to maintain a working relationship with HUSD to address safety concerns and the HPD provides training to HUSD staff on campus security issues.
CS-7 Fire Department
Strategic Plan and
The Fire Department has begun the planning process to complete the Strategic Plan, which will be completed by the end of this fiscal year.
Annual Report
CS-8 Center for Public
Safety Excellence
Program
Staff initiated the accreditation process in 2021 and this can take up to three years to complete.
CS-10 Disaster
Awareness and
Emergency
Preparedness Program
The City has funded several emergency preparedness exercises in the past five years.
However, funding has not been available to implement a comprehensive emergency preparedness program. Council approved an Emergency Management Services Officer position in October 2019, who began updating the Department’s preparedness plans and preparing evacuation drills shortly thereafter. In March of 2020, the Department prioritized standing up the Emergency Operations Center (EOC) and COVID -19 response. The program itself is limited due to staff buy-in for preparedness training and participation. Expected completion is the end of Fiscal Year 2023.
CS-11 Disaster Drills In 2019, the Fire Department conducted several fire drills at City Hall to promote fire safety awareness. In 2020, the COVID-19 pandemic resulted in the closure of City Hall, the Library, and several public buildings. In collaboration with PIO, the Department initiated a two-year planning process to increase community and staff preparedness in preparation for tabletop and large-scale drills with first responders, EOC staff, City staff, and community members/groups. Early in 2023, the Fire Department conducted a fire drill at City Hall to promote fire safety awareness. Additional fire drills are in the process of being scheduled for the remainder of the year.
CS-12 Community
Emergency
Response Reserves
Program
The Fire Department has successfully established an active Community Emergency Response Team (CERT) program, which trains approximately 400 residents annuall y. In addition, the Department launched a Neighborhood Emergency Response Team (NERT) program in 2018 with the goal of training an additional 240 people. NERT is an abbreviated 4-hour curriculum for community groups. The Department continues to build the CERT program and is in progress of elevating CERT members to engage in advanced training. This CERT group will assist and report directly to the EOC in the event of a large-scale disaster.
CS-13 Energy
Assurance Plan
The Fire Department proposed a new CIP project for FY 22, which includes a pilot program for 10 solar-powered generators. These generators will be used to support 112 baseline residents during public safety power shutoffs; power tents in the event of any disaster, large or small; support the continuing operations of maintenance services through disasters and will be used in emergency response drills. Council approved funding for solar generators, and communications equipment that will assist directors and public safety leadership with communicating off the grid. These efforts support the intent of the program in ensuring that critical facilities have access to power during emergencies and power outages.
Natural Resources
NR-5 Residential
Energy Performance
Assessment and
Disclosure
Ordinance
On September 12, 2016, staff presented a report to the Council Sustainability Committee regarding a potential ordinance that would require energy audits of existing buildings and would require disclosure of energy performance. The Committee directed staff to focus efforts on providing customers with information that would encourage them to voluntarily make energy efficiency updates to existing homes and commercial buildings. StopWaste, in collaboration with the Bay Area Regional Energy Network (BayREN) and the US Department of Energy, now offers Home Energy Score (https://www.bayren.org/home- learning-center/home-energy-score-hes ) as a benchmarking tool. The score is helpful to homeowners and can also be provided to prospective homebuyers NR-7 Energy
Reduction Initiative
and Annual Report
Hayward participates in BayREN’s programs. Staff is promoting BayREN's single-family program, includes the Home Energy Score and a variety of rebates for energy efficiency and electrification.
NR-8 Home Energy
Monitors and
Annual Report
This program will be re-evaluated during the update of the Climate Action Plan in 202 3.
There are on-line programs such as Ohm Connect and Home Energy Analytics available to monitor home energy use without the need for a hardware solution.
NR-11 City Building Staff is working with a firm specializing in energy efficiency to audit several City
Audits and Reports facilities. The assessment is expected to be completed in Q2 of 2023.
NR-14 Renewable
Energy Generation
Potential
Staff is currently working with East Bay Community Energy to investigate the feasibility of installing solar and battery storage at several City facilities.
Library Services
EDL-6 Library
Strategic Plan and
Annual Report
Delayed due to COVID-19. Due to the high cost of creating a full-fledged strategic plan, the Library started the first phase of the planning in 2021 with the training of staff and conducting some preliminary outreach in preparation for strategic planning . The Library has completed a Needs Assessment for the Weekes branch and expects to have an architectural assessment completed for the branch by the end of FY 22-23. The Library has received funding for its Strategic Plan which is expected to be completed by the end of 2023.
Community Health and Quality of Life
HQL-6 Climate Change
Vulnerability
Assessment Strategy
and Annual Report
Hayward's Local Hazard Mitigation Plan (LHMP) was adopted by Council on November 29, 2016, and an update is currently underway. The updated plan, titled the Hayward Resilience Plan, is pending review by the California Office of Emergency Services . The LHMP includes vulnerability assessments for fire, flood, and drought. Vulnerability to sea level rise has been documented in numerous reports prepared by the Hayward Area Shoreline Planning Agency and the Adapting to Rising Tides project. The Shoreline Master Plan was completed in February 2021 and identified strategies for the mitigation of impacts associated with sea level rise.
Housing
H-5 Foreclosure
Prevention and
Counseling
The City is utilizing Community Development Block Grant CARES Act (CDBG -CV) funds and American Rescue Plan Act of 2021 (ARPA) funds to provide educational workshops and foreclosure/delinquency prevention counseling to low-income Hayward homeowners through Housing and Economic Rights Advocates (HERA), a legal services and advocacy non-profit.
H-9 Density Bonus In December 2022, the City adopted an updated Density Bonus Ordinance that complies with recent State legislation. A brochure highlighting the updated program is in progress and expected to be completed in early 2023.
H-12 Inclusionary
Housing Ordinance
Informed by the results of a Residential Nexus and Feasibility Study, in January 2015, the City Council adopted an Affordable Housing Ordinance (AHO). The Affordable Housing Ordinance was updated in 2017 and now applies to all residential development proposals of two units or more and provides more flexibility to the developers with respect to the means of compliance with those requirements. In December 2022, the City initiated a feasibility study of the AHO and in-lieu fee requirements to ensure the AHO optimizes the production of affordable housing in Hayward. City staff anticipate presenting the findings from the study and provide recommendations for amendments to the AHO to the City Council in 2023
Planning Commission Review. On February 23, 2023, staff presented this report to the Planning Commission. After the presentation, Planning Commissioners commended City staff for the comprehensive report and the positive rate of progress in the implementation of the General Plan programs. Commissioners also provided some general questions on the General Plan programs, which are summarized below. The questions are provided in more detail in the meeting video and minutes, available for view on the City’s website3.
The Planning Commission asked Staff about the timing on the implementation of several of the programs that have not started yet. Staff indicated that that the General Plan, which was adopted in 2014, reflected the overarching community goals at that time, and its
3 https://hayward.legistar.com/MeetingDetail.aspx?ID=1079925&GUID=5A2263E3-986E-46B4-A8B7-E94926AA0293&Options=&Search=
implementation programs were intended to forecast and lay out the path to achieve these goals until the year of 2040. However, new events and changes such as the current housing and climate crisis in recent years have naturally shifted the focus and priorities in the City, and prompted to expedition of many of the programs that were envisioned to be implemented between the 2020 and 2040 timeframe. Another factor to take into account for the implementation of some of these programs is the availability of staff and fiscal resources to move them forward. Some of these resources also dependent on funding sources that come from grant monies from the State or Federal Government.
The Planning Commission also raised the question on a possible reprioritization of some of the programs that are aligned with the Strategic Road Map. Staff pointed out that the newly elected City Council will meet in May of this year to discuss new strategic priorities and review the list of action items and programs in the General Plan to see if any of these will need to be included in the near term for the Strategic Road Map.
ECONOMIC IMPACT
There is no direct economic impact associated with this report.
STRATEGIC ROADMAP
This agenda item is a routine operational item and does not relate to any of the six priorities outlined in the Council’s Strategic Roadmap. However, following Council feedback from the Report provided in 2021, staff reviewed the complete list of General Plan programs and identified some of those programs that are also included as part of the City’s Strategic Roadmap, shown in Attachment II with an asterisk (*).
Of the 143 programs listed in the City’s General Plan, staff identified 82 programs that align with one or more of the projects laid out in the Strategic Roadmap. Out of these 82 programs, 21 are complete, 42 are in progress, and 19 have not started.
Figure 2: General Plan Implementation Programs and Strategic Roadmap Projects GP programs aligned with SRM projects Status of SRM-aligned GP programs
FISCAL IMPACT
There is no direct fiscal impact associated with this report.
Complete
26%
In Progress
51%
Not Started
23%
Aligned
57%
Not Aligned
43%
SUSTAINABILITY FEATURES
There are no direct sustainability features associated with this report. Sustainability features will be more directly identified with specific implementation programs as they are carried out.
PUBLIC CONTACT
The development of the Hayward 2040 General Plan, including the various implementation programs, contained a significant community outreach component. The Hayward e-plan, or web-based General Plan, is linked from the City’s website and periodically updated to include implementation program status. In addition, many of the individual implementation programs require community outreach and engagement prior to completion.
NEXT STEPS
If changes are requested by the Council to program language or established timeframes, staff will return to Council in the summer to formally request approval to amend the General Plan as directed. Over the coming months, staff will be working to update the status of implementation programs on the Hayward e-plan on the City’s website based on information provided in this report. On an annual basis, Development Services staff will continue to provide an update to the City Council on General Plan implementation progress.
Over the next few years, staff from various departments will continue to take the lead on the various programs, helping to implement the General Plan’s goals and policies.
Prepared by: Mira Hahn, MCRP, Associate Planner
Recommended by: Sara Buizer, AICP, Acting Director of Development Services
Approved by:
__________________________________
Kelly McAdoo, City Manager
ATTACHMENT II
COMPLETE LIST OF HAYWARD 2040 GENERAL PLAN IMPLEMENTATION PROGRAMS STATUS OF GENERAL PLAN IMPLEMENTATION PROGRAMS, MARCH 2023 The last column shows an asterisk (*) when a program connects with the City of Hayward’s Strategic Roadmap, followed by the specific project(s) with which it aligns.
Program Timeframe Status Notes Strategic Roadmap
GPA-1 General Plan Annual Report. The City shall
prepare and submit an annual report to the City Council that summarizes the implementation of the General
Plan, including the status of implementation programs.
The report shall also be submitted to the Office of
Planning and Research.
Annual In
Progress
Annual report to Council anticipated in March 2023,
followed by submittal to the State Office of Planning and Research shortly thereafter.
GPA-2 General Plan Update. The City shall review and
update (as necessary) the General Plan every five years. 2020-2040 In
Progress
The City recently updated the General Plan to reflect
new Vehicle Miles Traveled (VMT) CEQA thresholds and
reflect new Greenhouse Gas (GHG) emission reduction
targets and updated the City’s Housing Element in early 2023. In addition, the City is working on updates to the Climate Action Plan and adoption of a new
Environmental Justice element in 2023, consistent with
recent State legislation.
* (Preserve,
Protect, and
Produce Housing
for All (9))
GPA-3 Master Plans, Strategies, and Programs
Updates. As part of its process to develop the Biennial Operating Budget, the City shall review a list of its
adopted master plans, strategies, and programs and
identify those that will be reviewed and updated, as
necessary. The City shall develop and maintain a
publicly available list of its adopted master plans,
strategies, and programs.
2014-2016
Ongoing
In
Progress
City staff has reviewed the list of master plans,
strategies, and programs and those identified to be
reviewed and updated were factored into Department
Budgets. A list of adopted master plans, strategies and programs can be found on the City’s website.
* (Combat Climate
Change (9),
Improve
Infrastructure (8,
18B))
LU-1 Comprehensive Zoning Ordinance Update. The
City shall prepare a comprehensive update to the
Hayward Zoning Ordinance to ensure that the City's
zoning regulations align with the guiding principles,
goals, and policies of the General Plan.
2014-2016 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities; however in 2022, the City updated the Density Bonus
Ordinance to comply with recent State legislation and is working on the adoption of Residential Objective
Standards, which will require updates to the City’s
Zoning Ordinance.
* (Preserve,
Protect, and
Produce Housing
for All (4d),
Grow the Economy
(9))
LU-2 Comprehensive Subdivision Ordinance
Update. The City shall prepare a comprehensive update
to the Hayward Subdivision Ordinance to ensure that
2014-2016 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities.
Minor updates were made to the Subdivision Ordinance
in 2017.
ATTACHMENT II
the City's subdivision regulations align with the guiding principles, goals, and policies of the General Plan.
LU-3 Comprehensive Design Guidelines Update. The
City shall prepare a comprehensive update of the
Hayward Design Guidelines and the Hillside Design and
Urban Wildland Interface Guidelines. The guidelines
shall apply to commercial, residential, industrial, and mixed-use developments located outside of the City's
Priority Development Areas.
2017-2019 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities.
However, the City is currently working on developing
Residential Objective Design Guidelines, which will
include potential updates to the City’s Zoning Ordinance and the Off-Street Parking Regulations. These efforts
meet the intent of this program.
LU-4 Downtown City Center Specific Plan. City shall
develop and adopt a Downtown City Center Specific
Plan.
2014-2016 Complete The City adopted the new Downtown Specific Plan and Development Code in 2019. * (Grow the
Economy (4, 4b))
LU-5 Priority Development Area Marketing
Strategy. The City shall prepare, implement, and
maintain a Priority Development Area Marketing
Strategy. Based on the findings of the strategy, the City shall develop an implementation program to promote
development opportunities within the City's Priority
Development Areas.
2017-2019
Ongoing
Not
Started
Although this program has not begun due to limited
staff and budget resources, the City did designate a
Priority Production Area (PPA) for many of the existing Industrially zoned areas in Hayward and is currently
exploring grant opportunities to further promote and
market these areas within the Priority Development
Area and Priority Production Areas of the .City.
* (Grow the
Economy (1, 1a,
1b))
LU-6 Complete Neighborhood Strategy. The City shall
develop and implement a community outreach program
to identify various types of complimentary and
supporting uses that are needed and desired in each
Hayward neighborhood. Based on the findings of the
outreach program, the City shall develop an
implementation program to facilitate desired changes
within local neighborhoods.
2020-2040 Not
Started
The City has not begun this program in this format due
to limited staff and fiscal resources, along with other City priorities. In 2021, the City Manager’s Office
conducted twelve “City Hall to You” meetings through
Hayward to conduct community outreach. Any feedback
from community members on desired changes was
shared with the appropriate department. The Planning
Division recently completed a comprehensive update to
the public stakeholder, neighborhood, and HOA contact
list in 2022 and anticipates additional public outreach for the Residential Objective Standards project will
continue through 2023
* (Grow the
Economy (10))
Support Quality of
Life (16h))
LU-7 "A" Street and Redwood Road Corridor Plan
Feasibility Report. The City shall coordinate with
Alameda County to explore the feasibility of preparing a master plan or specific plan for the "A" Street and
Redwood Road corridor. The City shall submit a
feasibility report to the City Council, and additional
actions shall be determined based on Council direction. 2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available.
* (Improve
Infrastructure (1,
4, 4, 8, 8f))
ATTACHMENT II
LU-8 Hesperian Boulevard College Corridor Plan.
The City shall develop and adopt a master plan or
specific plan to enhance the Hesperian Boulevard
corridor.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available .
LU-9 Corridor Beautification Plan. The City shall
develop and adopt a Corridor Beautification Plan as the key regulatory document for focusing future streetscape improvements along major streets and corridors
throughout the city.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available .
* (Improve
Infrastructure (2),
Support Quality of
Life (2, 2a, 2b))
LU-10 Sign Ordinance Update. The City shall update
the Sign Ordinance.
2014-2016 Complete Completed in July of 2015
LU-11 Industrial Technology and Innovation
Corridor Plan. The City shall develop and adopt a
specific plan or master plan for the Industrial
Technology and Innovation Corridor.
2017-2019 Complete The City completed an update to the Industrial District zoning regulations and adopted new Industrial District
Design Guidelines in 2019.
LU-12 Grading and Clearing Ordinance Update. The
City shall update the Grading and Clearing Ordinance.
2017-2019 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities.
LU-13 Certified Local Government Program. The City
shall coordinate with the State Historic Office to initiate and complete the process for becoming a Certified Local Government under the National Parks Service historic
preservation program.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available .
LU-14 Historic Districts Strategy. The City shall
prepare and submit applications to the State Historic
Office to establish National Park Service Historic
Districts for the Upper "B" Street neighborhood; "B"
Street Historic Streetcar District; Prospect Hill
Neighborhood; and the Downtown Historic District.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available .
LU-15 State Historic Building Code. The City shall
develop and adopt an ordinance to allow the use of the
State Historic Code for the rehabilitation of historic
resources.
2014-2016 Complete Completed 1/14 with new code adoption
LU-16 Mills Act Program. The City shall develop and
adopt a California Mills Act Property Tax Abatement
Program.
2017-2019
Ongoing
Complete The City Council established the Hayward Mills Act Program on May 3, 2016. Information about the
program is available on the City's website.
ATTACHMENT II
LU-17 Historic Preservation Resource Center. The
City shall prepare and maintain a web-based resource
center to promote Hayward's local historic resources
and to provide resources and incentives to encourage
historic preservation.
2020-2040
Ongoing
In
Progress
The Planning Division has compiled resources to
encourage historic preservation and will prepare a
webpage and/or handouts for the public in 2023.
LU-18 Alameda County Government Center Area
Plan Feasibility Report. The City shall coordinate with Alameda County to explore the feasibility of forming a
partnership to fund and prepare a master plan or
specific plan for the Alameda County Government
Center area. The City shall submit a feasibility report to the City Council, and additional actions shall be
determined based on Council direction.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available .
M-1 Multimodal LOS and Design Standards. The City
shall adopt multi-modal Level of Service (LOS) and
design standards and a methodology that defines the
process for determining which non-vehicular
transportation and transit improvements will be
implemented. The multimodal LOS program, design
standards, and methodology should be consistent with
those adopted by the Alameda County Transportation
Commission.
2017-2019 Complete This was presented to City Council for a public hearing and first reading on June 16, 2020, adopted, and was
effective beginning in July 2020. * (Improve
Infrastructure (1-
4e "Multimodal
Transportation))
M-2 Multimodal LOS Guidelines. The City shall update
its Traffic Study Preparation Guidelines to reflect the multi-modal Level of Service (LOS) policies, standards, and methodologies and to provide additional flexibility in implementing multimodal transportation
improvements.
2017-2019 Complete The City adopted new local Transportation Impact Assessment Guidelines and standards for requiring local level of service analysis, effective July 2020.
* (Improve
Infrastructure (1-
4e "Multimodal
Transportation))
M-3 Survey Transportation and Transit Gaps and
Barriers. The City shall prepare a study to identify
existing gaps and barriers in the transportation and
transit network. Based on the findings from the study,
the City shall prepare and submit recommendations to
the City Council on a set of priority investments for
inclusion in the Capital Improvement Program and/or
the Countywide Transportation Plan to address the
gaps and barriers.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available . * (Improve
Infrastructure (4,
4b, 4c, 4d, 4e))
ATTACHMENT II
M-4 Regional Connection Improvements. The City
shall work with the Alameda County Transportation
Commission, AC Transit, and adjacent communities to
identify better connections between city roadways,
pedestrian ways, bicycle facilities, and transit corridors and neighboring and regional transportation networks.
Based on findings from the study, the City shall prepare and submit recommendations to the City Council on
priority improvements for better regional
transportation connections that should be included in
the Capital Improvement Program or Countywide
Transportation Plan.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available. However, the City has
started partnering with outside agencies like the
Alameda County Transportation Commission (ACTC) on
efforts related to the East Bay greenway/bikeway and
other improvements along Mission Boulevard.
* (Improve
Infrastructure (4,
4b, 4c, 4d, 4e))
M-5 Collision Data Reporting. The City shall prepare
and submit bi-annual reports to the City Council that
summarize traffic collision data at the top collision
locations for automobiles, bicycles, and pedestrians, and recommend improvements where needed.
2014-2016
Ongoing
In
Progress
This information is currently being presented on a
quarterly basis by HPD. * (Support Quality
of Life (16))
M-6 Complete Streets Assessment. The City shall
conduct a study of the existing street network to
identify streets that can be more complete. Based on
findings from the study, the City shall prepare and
submit recommendations to the City Council on a
priority list of complete streets improvements.
2020-2040 Complete In conjunction with ACTC, Hayward developed a Complete Streets Study that set out conceptual design
standards for various roadway typologies.
* (Improve
Infrastructure (1,
2, 5, 5a, 5b, 8, 8a,
8b, 8c, 8e))
M-7 Underused Rights-of-Way. The City shall conduct
a study to identify underused rights-of-way, such as
street lanes, open drainage facilities, and railroad
corridors, to convert to bikeways, pedestrian ways,
trails, and/or landscaping improvements. Based on
findings from the study, the City shall prepare and
submit recommendations to the City Council on
priorities to maximize the use of underused right-of-
way for non-motorized facilities or landscaping
improvements.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available.
* (Improve
Infrastructure (8))
M-8 Complete Streets Evaluation. The City shall bi-
annually evaluate and report to the City Council on how well the streets and transportation network are serving each category of users.
2014-2016
Ongoing
Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities. * (Improve
Infrastructure (1,
2, 5, 5a, 5b, 8, 8a,
8b, 8c, 8e))
M-9 Improved Traffic Flow Program. The City shall
work with Metropolitan Transportation Commission
2017-2019 In
Progress
Multiple projects have been originated and grants
obtained that work toward this purpose. The regional
* (Improve
Infrastructure (2,
ATTACHMENT II
and the Alameda County Transportation Commission to
plan and obtain funding for projects that improve traffic flow on arterials and reduce vehicle idling.
Hesperian Line 97 project installed adaptive traffic
signals throughout the city within a major north/south
corridor. The City has obtained an Innovative
Deployments to Enhance Arterials (IDEA) grant from
the Metropolitan Transportation Commission (MTC)
that will allow for better monitoring and adjustment of signal timing along three major corridors in Hayward,
thus reducing vehicle idling. The City obtained
Transportation Development Act (TDA) Article III funds
for improvements on Patrick Avenue and Gading Road.
The City has also received a Caltrans grant to improve
queuing and vehicle idling at the Huntwood/Industrial
and Huntwood/Sandoval signalized intersections.
3, 4, 4a, 4b, 4c, 4d,
4e))
M-10 Traffic Calming Measures. The City shall
conduct a study to identify neighborhoods where
appropriate traffic-calming measures could help reduce
speeding and create safer streets. Based on findings
from the study, the City shall prepare and submit
recommendations to the City Council on priority streets for traffic calming measures.
2020-2040 Complete In July of 2018, the City Council adopted a Neighborhood Traffic Calming Policy which identifies a
process by which traffic calming complaints are
addressed. It also presents a robust toolbox which staff can utilize to address these complaints.
* (Improve
Infrastructure (2))
M-11 Pedestrian Master Plan. The City shall develop,
adopt, and implement a Pedestrian Master Plan that
includes a planned sidewalk system, pedestrian design
standards, and implementation program. As part of the
preparation of the Pedestrian Master Plan, the City shall review and incorporate (as appropriate) planned
improvements and programs identified in the Alameda
Countywide Pedestrian Plan that connect Hayward's
existing and planned pedestrian facilities to regional
walking and bicycle facilities. The Pedestrian Master
Plan shall include a Safe Routes to Schools Plan, an ADA Transition Plan, and strategies to improve pedestrian
connections to parks, transit, and neighborhood
commercial, and service uses.
2017-2019 Complete Adopted by Council on September 29, 2020. * (Improve
Infrastructure (8))
M-12 Shuttle Service Study. The City shall conduct a
study to evaluate the feasibility of establishing shuttle services to address any unmet transit needs, to fill in gaps in service that are not being met by other transit providers, and to improve transit connections between
major transit stations and employment centers. Based
on findings from the study, the City shall prepare and
2017-2019 Complete The Shuttle Study evaluated the feasibility of six potential shuttle routes in Hayward. One route
extending from the proposed Lincoln Landing site
to BART, Southland Mall, Chabot College, and into the
southeast industrial area was carried forward and
* (Improve
Infrastructure (4))
ATTACHMENT II
submit recommendations to the City Council relative to
the options for establishing such services in the city. presented to Council in the fall of 2018. A funding
shortfall has put the proposed project on hold.
M-13 Private Transportation Companies. The City
shall conduct a study to identify economic incentives for private transportation companies seeking to enhance
mobility in the Downtown, Priority Development Areas
(PDAs), corridors, employment centers, and other high-
intensity districts in the city. Based on findings from the study, the City shall prepare and submit
recommendations to the City Council on potential
incentives.
2020-2040 In
Progress
The City is currently working with a consultant to
develop a Micromobility Plan, which will study and
provide recommendations for implementing bike-share
and scooter-share services in the City. The
Transportation Division received a grant to complete a
Transit Connector Shuttle Feasibility Study in 2015.
They presented the findings and recommendations to
Council on 9/19/2017.
* (Improve
Infrastructure (4))
M-14 Transit Rider Information Study. The City shall
work with AC Transit to identify options for informing
transit riders of the availability and timing (e.g.,
headways) of public transit. Based on findings from the study, the City shall work with AC Transit to prepare
and submit recommendations to the City Council on
developing a transit information program.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available.
* (Improve
Infrastructure (4,
4a))
M-15 Pedestrian Design Standard for Transit Stop.
The City shall work with AC Transit to develop and
adopt transit stop design standards for lighting,
walkways, streetscape furniture, and landscaping to
promote a feeling of safety at transit stops.
2017-2019 Complete The Alameda County (AC) Transit Multimodal Corridor Guidelines was published in April 2018. * (Improve
Infrastructure (4,
4a, 8))
M-16 Citywide TDM Plan. The City shall develop and
adopt a citywide Transportation Demand Management
(TDM) Plan, which could include strategies to reduce
peak-hour traffic, such as staggered work hours, flexible schedule options, and telecommuting from home offices.
2017-2019 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities. * (Improve Infrastructure (1))
M-17 City Employee Car/Bike Share Programs. The
City shall conduct a study that explores the
development of car-sharing and/or bike sharing
programs for City employees. Based on findings from
the study, the City shall prepare and submit
recommendations to the City Council about establishing
such programs.
2020-2040 In
Progress
The City was awarded a grant in 2017 to deploy and
promote car sharing at multiple locations throughout
the city. In the fall of 2019, the city returned the grant funds and closed the program after it was deemed
infeasible. Staff will continue to seek additional
opportunities for car and bike sharing as opportunities arise.
* (Improve
Infrastructure (4))
M-18 City Commuter Benefits. The City shall continue
to offer commuter benefits, such as Tran Ben or
Commuter Checks to City employees, and when
possible, expand or develop other commuter benefits
2014-2016
Ongoing
In
progress
The City currently offers pre-tax payroll deductions for public transportation and/or parking options with P&A
Group. Staff evaluates options annually and will
* (Improve
Infrastructure (4))
ATTACHMENT II
programs, such as parking cash-out or parking pricing
programs, or taking advantage of the new tax credit for biking to work.
continue to improve and expand the program when
possible.
M-19 TDM Amendments. The City shall amend
Administrative Rule 2.26 to reflect current
transportation demand management opportunities.
2017-2019 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities. * (Improve Infrastructure (1))
M-20 Off-Street Parking Regulations
Comprehensive Update. The City shall amend the Off-
Street Parking Regulations of the Municipal Code to
incorporate smart growth principles and to incentivize
walking, biking, and public transit. The update shall
consider the following changes: Creating a single
"blended" parking requirement for commercial uses to
facilitate future changes of use (i.e. changing a retail store to a restaurant);Providing requirements or
incentives for bicycle parking; Allowing on-street
parking along the property's frontage to count towards
satisfying a portion of the property's off-street parking requirements; Setting parking maximums to limit the
amount of parking that can be built on a site; Creating parking preferences or incentives for residents who
rideshare or use low- or zero-emissions vehicles; and
Allowing property owners to develop and implement
parking demand management plans that consider ways
to reduce the need for off-street parking by using shared parking arrangements, valet parking services, paid
parking, and other appropriate techniques.
2017-2019 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities.
However, staff is currently working on developing
Objective Design Guidelines, which will include
potential updates to the City’s Off-Street Parking
regulations; these efforts meet the intent of this
program.
* (Improve
Infrastructure
(1a))
M-21 Downtown Parking Management Plan. The City
shall prepare and implement a Downtown Parking
Management Plan. The preparation of the plan shall
consider the following: Adopting parking requirements
that are appropriate for a mixed-use, walkable, and
transit-oriented district; Creating a single "blended"
parking requirement to facilitate future changes of use (i.e. changing a retail store to a restaurant or office space to residential);Establishing flexible parking
requirements to allow innovative parking solutions to
efficiently meet parking needs, including shared
parking, valet parking, and the implementation of
parking demand management strategies; Providing
dedicated parking spaces for car-sharing programs and
2017-2019 Complete In July 2018, the City Council adopted a Downtown Parking Program. While it does not encompass all the
activities described in the program language, it did
establish consistent time restrictions, enforcement
policies and provides remedies for merchants and
residents who live in the downtown. The City is in the
process of fully implanting the plan. * (Improve
Infrastructure
(1a))
ATTACHMENT II
low- or zero-emissions vehicles; Establishing incentives to encourage car-sharing programs (e.g., receiving
credit for meeting the minimum "parking minimum" if a
car share program is included with the
project);Establishing paid parking with market pricing
strategies for public parking (on- and off-
street);Installing state-of-the-art parking meters that allow users to locate, reserve, and pay for parking with smart phone and mobile device applications; Adopting
policies to use parking revenues to fund Downtown
improvements and enhancements; and Establishing
bicycle parking requirements and incentives. The
Parking Management Plan may be prepared in
conjunction with the Downtown Specific Plan (see
Program 7 of Table LU-1).
M-22 Truck Routes Study. The City shall conduct a
study of the Surface Transportation Assistance Act
(STAA) truck routes and local truck routes (i.e. Hayward Traffic Code Section 6.11) to evaluate and confirm the
optimal network for truck traffic through and within the city. Based on findings from the study, the City shall
prepare and submit recommendations to the City
Council on an appropriate system of truck routes.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available.
M-23 Transportation Impact Fees. The City shall
prepare a Development Impact Fee Feasibility Study
and Nexus Report to assess the potential for
establishing development impact fees for local
transportation improvements, and if deemed
appropriate by City Council, regional transportation
improvements. Based on the findings of the Feasibility
Study and Nexus Report and direction from the City
Council, the City may prepare and adopt an Impact Fee
Ordinance for transportation improvements.
2017-2019 Complete The Feasibility Study and Nexus Report have been completed. In May 2022, City Council adopted a Traffic
Impact Fee Ordinance The Traffic Impact Fee (TIF) went
into effect as of July 2022. .
* (Improve
Infrastructure (3))
ED-1 Economic Development Strategic Plan Annual
Report. The City shall submit an annual report to the
City Council that evaluates the implementation of the
Economic Development Strategic Plan.
2014-2016
Annual
In
Progress
The Economic Development Division planned to bring
forward an updated strategic plan in incremental
segments. However, these efforts were delayed due to
the need to pivot toward COVID-19 response and
recovery program implementation efforts. ED staff
developed and brought forward a COVID-19 Economic
Recovery Strategy in 2022, which is funded by
American Rescue Plan Act of 2021 (ARPA) dollars. This
* (Grow the
Economy (1, 1a,
1b))
ATTACHMENT II
plan included a suite of recovery initiatives that will be the focus of the Division’s efforts across the next three years. Division staff shall provide updates to Council and the Council Economic Development Committee (CEDC)
as recovery programs are designed, implemented, and
evaluated for performance.
ED-2 Branding and Marketing Program. The City
shall develop and maintain a branding and marketing
strategy and materials to promote Hayward and
maximize the effectiveness of the City's communication
materials and website.
2014-2016
Ongoing
Complete The branding and marketing strategy was completed and launched in 2016. Updates to the strategy and
content are ongoing. Regular updates are made to
materials to be consistent with the latest market and
business trends. In 2020, staff updated the Branding
and Marketing Plan, which included new work tasks to
continue promoting Hayward to targeted industries. As
part of the COVID-19 Economic Recovery program
efforts, a new marketing campaign “Hayward Open for
Business” will be launched to encourage customers
return to Hayward restaurants and retail stores.
Marketing efforts to showcase the growing Biotech
industry in Hayward are also scheduled for 2023.
* (Grow the
Economy (1, 1a,
1b, 14, 14a, 14b))
ED-3 Energy and Sustainability Businesses Program.
The City shall coordinate with the Chamber of
Commerce and the East Bay Economic Development
Alliance to develop a program that supports and
attracts businesses in the renewable and energy-
efficiency sector to Hayward.
2017-2019 Complete The City of Hayward's adopted the Concierge Program to actively recruit Clean Energy and Technologies as a
targeted industry for the program. Businesses within
this industry can take advantage of the program and its services including site selection assistance,
development assistance, and business and workforce
assistance. The City also partners with the East Bay
Economic Development Alliance (EDA) to attend
industry sector events to attract more clean energy
businesses to Hayward and the region. Recruitment of
clean energy businesses is ongoing.
* (Combat Climate
Change (1, 1c, 4, 5,
5a, 5b))
ED-4 Business Resource Center and Website. The
City shall develop and maintain a business resource
center and website.
2014-2016
Ongoing
Complete Economic Development created the City's Business Ombudsman and Business Concierge program and
division website to serve as a resource center to
businesses. Maintenance of these materials and
implementation of these services are ongoing. Staff
assists with location services, workforce services and
other individual assistance as needed by the business
community. Additional updates to the Economic
Development business webpages and printed brochures
will occur as new state, federal and city programs and
resources become available. These efforts are currently * (Grow the
Economy (14a))
ATTACHMENT II
on hold as staff focus on implementation of COVID-19
recovery program.
ED-5 International Business Program. The City shall
develop and promote an international business
program to expand and diversify the economic base of
Hayward and to promote businesses that reflect the
cultural diversity of the Hayward community.
2020-2040
Ongoing
Complete The Hayward Business community represents the
cultural diversity of the community. Through the
implementation of the Small Business Assistance grants
and the COVID-19 Recovery Effort programs, staff uses
equity practices to ensure that all efforts are taken to support those businesses that are owned and operated
by minority business owners that traditionally do not
have access to other capital means or programs. These
efforts were recognized by the International Economic
Development Council with an Award of Excellence for
the efforts of the Economic Development Division. In
addition, the City launched the Together for Tennyson
initiative, which established a marketing campaign and
website to promote the diverse set of businesses in the Tennyson Corridor. This included a business directory
and interactive map featuring businesses.
* (Grow the
Economy (14))
ED-6 Industrial Technology and Innovation
Corridor Marketing Strategy. The City shall develop
and maintain a branding and marketing strategy to
promote economic investment and business and
development opportunities within the Industrial
Technology and Innovation Corridor.
2020-2040
Ongoing
Complete With the publication of the Industrial Corridor Innovation and Technology Study in 2015, the City of
Hayward identified the importance of maintaining and
supporting the six major industry clusters that existed in our Industrial area. New regulations that fostered and
promoted the growth of these new technology clusters
were needed to bring the zoning regulations in line with the needs of the changing market. Following the
adoption of new industrial zoning district regulations in Spring 2019, Economic Development staff developed
and implemented a plan to promote the new regulations
and increase awareness of development opportunities.
In 2019 and 2020, this included personal engagement
with owners of vacant land and buildings, industrial real estate brokers, industrial trade associations and
developers. These efforts, combined with strong
industrial real estate market conditions, led to major
redevelopment proposals including the former Gillig,
Berkeley Farms and Conxtech sites on Clawiter. Work to
market the industrial corridor will continue to be an
ongoing task.
ATTACHMENT II
ED-7 Local Hire Incentives. The City shall develop a
package of business incentives (e.g., reduced business
license fees) to encourage Hayward businesses to hire
local residents.
2014-2016 Not
Started,
to begin
early
2023
As part of the COVID Economic Recovery programs
adopted by the City, a new program is slated to be
implemented in year 2 & 3 of the budget. The Hire
Hayward program establishes a rebate grant program
that provides financial incentive to businesses that hire and maintain employment of a Hayward resident.
Businesses would be required to offer a minimum
hourly wage of $15.00 per hour. The rebate incentive
would be to be businesses and would be a rebate a
percentage of wages up to a maximum threshold for
hiring a Hayward resident. The rebate period would run
for the first eight weeks of the resident’s employment to account for training and onboarding costs.
* (Grow the
Economy (14))
ED-8 Business Incubator Study. The City shall partner
with the Hayward Chamber of Commerce, local business
organizations, and college business programs to explore the feasibility of establishing a business incubator. The City shall submit a feasibility report to the City Council and additional actions shall be determined based on
direction from the City Council.
2017-2019 Complete On January 27, 2022, the CEDC received a presentation from Associate Professor Darendeli of the Cal State East Bay Smith Center (CSUEB) for Entrepreneurship and ED
Manager Paul Nguyen. They provided the committee
with information regarding the different types of
incubators and accelerators for small businesses. The
committee provided direction for staff to continue to
partner with CSUEB on their efforts as they open the
new center and allow CSUEB to lead these efforts for
entrepreneurs rather than the city attempting to create a separate organization duplicating efforts.
ED-9 Business Attraction, Expansion, and Retention
Program. The City shall develop a comprehensive
business attraction, expansion, and retention program.
2014-2016
Ongoing
Complete Business attraction, expansion and retention is an ongoing process in the City of Hayward. Staff monitors
reports on industry trends, sales tax leakage reports,
vacancy reports, and other resources to determine what
the current need is for the business community.
Through the City’s award-winning Business Concierge
Service, staff also works with other City departments in identifying those businesses that are looking to expand their operations and to ensure the process for those
expansions is a positive experience for the business.
Staff is currently working with the broker community to identify new tenants for the Kmart site, Lincoln Landing, SoHay, and other new retail spaces currently under
construction.
* (Grow the
Economy (13))
ATTACHMENT II
ED-10 Town-Gown Economic Partnership. The City
shall coordinate with Chabot College and California
State University, East Bay to develop a formalized
Town-Gown Economic Partnership.
2014-2016 In
Progress
In late 2019, Economic Development staff began
actively identifying and meeting with California State
University (CSU) East Bay and Chabot College student
associations and groups in order to identify student
needs and develop a Town-Gown or "College
Connection" program. However, promotional, and
special event planning efforts were delayed due to the
COVID-19 pandemic, which resulted in business and
campus closures and prohibitions on mass gatherings.
As part of the COVID Recovery programs launched by
Economic Development, the City has partnered with
CSUEB for the creation of 12 videos that feature various businesses throughout the community. These videos,
created by students are focused on businesses identified by the students. The videos will be featured on the City You Tube channel and website.
ED-11 Town-Gown Economic Strategic Plan and
Annual Report. The City shall coordinate with Chabot
College and California State University, East Bay to
develop a Town-Gown Economic Strategic Plan that
focuses on enhancing the college-town economy and
culture of Hayward. The City shall submit an annual
report to the City Council that evaluates the
implementation of the Strategic Plan.
2017-2019
Ongoing
In
Progress
Town-Gown Economic Strategic Plan efforts were
delayed as priorities shifted to COVID-19 response and
recovery. Formal work on the Town-Gown Strategic
Plan is currently on hold due to lack of staff capacity as the focus has shifted towards the implementation of
COVID-19 Economic Recovery programs.
ED-12 Customer Service Survey. The City shall
develop and maintain a customer service survey to
evaluate and identify opportunities to improve permit
procedures and the customer service of the
Development Services Department and Finance
Department (business license permitting). Surveys will
be sent to applicants after permits for the project are approved/denied.
2014-2016
Ongoing
In
Progress
Surveys are regularly sent to customers and available at City Hall for an evaluation of the City’s customer service.
Development Services and Permit Center released a
survey in Spring 2019 and will continue to solicit
customer feedback on ways to improve and expand
customer service delivery. In addition, the City just
launched the new Energov Permitting Software, which
should help expedite permit processing in an effort to
expand customer service delivery.
* (Support Quality
of Life (16a))
ED-13 Permit Processing Software. The City shall
upgrade its Development Services permit processing
software to streamline review, allow the submission of
electronic applications, reduce costs, and monitor
processing time.
2014-2016
Ongoing
Complete The City launched the new EnerGov Permitting
Software in December 2022 to help streamline process
review.
* (Improve
Organizational
Health (15b))
ED-14 Ombudsperson Service. The City shall develop
an ombudsperson service to assist commercial and
2014-2016 Complete Completed in September 2015. * (Grow the Economy (13))
ATTACHMENT II
industrial business and new development applicants
with the City's permit and entitlement process, and to
provide coordination assistance with utility providers
and other regulatory and permitting agencies.
ED-15 Cultural Commission. The City shall establish a
Cultural Commission to coordinate the efforts of various arts, culture, and historical groups within Hayward and to assist with cultural event planning reflective of
Hayward's diversity. The Commission shall also
evaluate funding mechanisms for public art and
performance projects.
2020-2040 In
Progress
In an effort to celebrate the diversity of the community and increase the foot traffic in the Downtown District, the Economic Development Division launched the
Sounds of the Season program. This program sought out
volunteer performing groups which played or sung
holiday themed songs in the downtown on Saturdays
during the month of December.
In addition, Economic Development is looking to launch
three new pilot programs in early 2023 to add to the
atmosphere of the downtown. These three new
programs as Pathways for Performers which will
feature live music, Art in Action which will showcase
artists while the work and Patio Pop-ups for our
community entrepreneurs to sell their goods. Economic
Development is in the process of reviewing proposals
for outside organizations which will partner with the
city on the implementation of these three new pilot
programs.
CS-1 Grant Funding. The City shall pursue grant
funding on an on-going basis to increase Police and Fire Department staffing levels, improve police and fire
facilities and equipment, and improve community safety
services and programs.
Ongoing In
Progress
The Police Department currently has 42 sworn vacant
positions and will pursue additional grant funding
programs when staff resources are available. The Fire
Department regularly applies for grants to fund
equipment purchases and community programs. In the
past several years, the Department has received grant
money to purchase radios, cardiac monitors, and chest
compression devices, as well as fund the residential
chipping program and Community Emergency
Response Team program.
* (Support Quality
of Life (16))
CS-2 Police Department Strategic Plan Annual
Report. The City shall submit an annual report to the
City Council that evaluates the implementation of the
Police Department Strategic Plan.
Annual In
Progress
The Police Department is currently in the process of
working with an independent contractor to develop a
new Strategic Plan with an anticipated completion date
before the end of fiscal year 2023. The development of a new Strategic Plan is a requirement by the Commission
on Accreditation for Law Enforcement Agencies
(CALEA). The process is ongoing and HPD provides an
annual report to the City Council.
ATTACHMENT II
CS-3 Crime Prevention Through Environmental
Design Checklist The City shall develop a Crime
Prevention Through Environmental Design (CPTED)
Checklist to encourage project applicants to incorporate CPTED principles into the design of their projects and to assist in the Police Department's review of development applications.
2017-2019 Complete Crime Prevention Specialists meet regularly with Development Services staff for early involvement in
development projects. Crime Prevention Through
Environmental Design (CPTED) training has been
offered to Development Services staff to improve their
understanding of the process. Recommended CPTED
strategies are provided to applicants, as applicable.
CS-4 Homeless Services Partnership. The City shall
develop formal partnerships with community and faith-
based organizations to develop and implement a
coordinated strategy for managing food, shelter, and
support services to the homeless in Hayward.
2014-2016 In
Progress
The City developed and released a major strategy report on the issue of homelessness in late 2015. As a result of that report, a new Winter Warming Center was created
in north Hayward, and the Downtown Streets Team
program was contracted to begin services in June 2016.
A new task force, a standing Interdisciplinary Working
Group on Homelessness, Hunger, Housing and
Disruptive Street Behaviors, was formed in early 2015,
and continues to meet monthly. Members from various
City Departments, Non-Profits, and Faith Based
Organizations participate in the working group to
coordinate services and strategy to ensure homeless
and hunger needs are addressed in Hayward. In January
2019, the City Council approved a Navigation Center for the homeless in the Industrial area, which is currently operational. The Library has partnered with Alameda
County Health Care for the Homeless and the VA Palo
Alto Medical Outreach team to bring medical services to the City on an ongoing basis.
* (Preserve,
Protect, and
Produce Housing
for All (1, 1b, 2, 3,
3A, 3B, 4g))
CS-5 Park Security Program. The City shall coordinate
with the Hayward Area Recreation and Park District and
East Bay Regional Park District to prepare a strategy for integrating appropriate security and surveillance
technology in City parks.
2017-2019 In
Progress
Staff turnover at the Hayward Area Recreation District
(HARD) and the COVID-19 pandemic have impacted the
implementation of this program but additional
coordination with HARD is anticipated in 2023.
* (Support Quality
of Life (16))
CS-6 Comprehensive Safe School Plans. The City shall
coordinate with local school districts on an ongoing
basis to assist in the review and update of a
Comprehensive Safe School Plan for each school in
Hayward.
2014-2016
Ongoing
In
Progress
The School Resources Officers (SRO) Program was
discontinued by Hayward Unified School District
(HUSD) in 2021 and on-site campus security is provided
by HUSD security staff. The HPD responds to HUSD
campuses and coordinates with HUSD to address safety
issues when requested. The HPD continues to maintain
a working relationship with HUSD to address safety
concerns and the HPD provides training to HUSD staff
on campus security issues.
ATTACHMENT II
CS-7 Fire Department Strategic Plan and Annual
Report. The City shall develop and adopt a Fire
Department Strategic Plan. The City shall submit an
annual report to the City Council that evaluates the
implementation of the Fire Department Strategic Plan.
2017-2019
Annual
In
Progress
The Fire Department has begun the planning process to
complete the Strategic Plan, which will be completed by the end of this fiscal year. * (Support Quality
of Life (5))
CS-8 Center for Public Safety Excellence Program.
The City shall initiate and complete the accreditation
process for the Center of Public Safety Excellence to
evaluate and enhance fire and emergency medical
services within the city.
2014-2016 In
Progress
Staff initiated the accreditation process in 2021 and can take up to three years to complete. * (Support Quality
of Life (16))
CS-9 Police and Fire Impact Fees. The City shall
prepare a Development Impact Fee Feasibility Study
and Nexus Report to assess the potential for
establishing development impact fees for police and fire services. Based on the findings of the Feasibility Study and Nexus Report and direction from the City Council,
the City may prepare and adopt an impact fee ordinance
for police and/or fire services.
2014-2016 Not
Started
This program may need to be reevaluated to determine
if it is feasible and/or still a desired approach.
CS-10 Disaster Awareness and Emergency
Preparedness Program. The City shall prepare a
comprehensive update of its disaster awareness and
emergency preparedness program.
2014-2016 In
Progress
The City has funded several emergency preparedness
exercises in the past five years. However, funding has
not been available to implement a comprehensive
emergency preparedness program. Council approved an
Emergency Management Services Officer position in
October 2019, who began updating the Department’s
preparedness plans and preparing evacuation drills
shortly thereafter. In March of 2020, the Department
prioritized standing up the Emergency Operations
Center (EOC) and COVID-19 response. The program
itself is limited due to staff buy-in for preparedness
training and participation. Expected completion is the
end of Fiscal Year 2023.
* (Support Quality
of Life (16))
CS-11 Disaster Drills. The City shall conduct annual
disaster drills to train City staff and test the
effectiveness of the Comprehensive Emergency
Management Plan and operational readiness of the
Emergency Operations Center. If necessary, the City
shall submit a report to the City Council that provides recommendations for follow-up training, updates to the
Comprehensive Emergency Management Plan, and
improvements to the Emergency Operations Center.
2014-2016
Annual
In
Progress
In 2019, the Fire Department conducted several fire
drills at City Hall to promote fire safety awareness. In 2020, the COVID-19 pandemic resulted in the closure of
City Hall, the Library, and several public buildings. In collaboration with PIO, the Department initiated a two- year planning process to increase community and staff
preparedness in preparation for tabletop and large-
scale drills with first responders, EOC staff, City staff, and community members/groups. Early in 2023, the
* (Support Quality
of Life (16))
ATTACHMENT II
Fire Department conducted a fire drill at City Hall to
promote fire safety awareness. Additional fire drills are in the process of being scheduled for the remainder of
the year.
CS-12 Community Emergency Response Reserves
Program. The City shall establish a volunteer reserves
program for Hayward residents certified in Community
Emergency Response Training (CERT). The reserves
program shall include a regular training program and a
leadership structure to communicate and coordinate
with volunteers during emergencies.
2020-2040 In
Progress
The Fire Department has successfully established an
active Community Emergency Response Team (CERT)
program, which trains approximately 400 residents
annually. In addition, the Department launched a
Neighborhood Emergency Response Team (NERT)
program in 2018 with the goal of training an additional 240 people. NERT is an abbreviated 4-hour curriculum
for community groups. The Department continues to
build the CERT program and is in progress of elevating
CERT members to engage in advanced training. This
CERT group will assist and report directly to the EOC in the event of a large-scale disaster.
* (Support Quality
of Life (16))
CS-13 Energy Assurance Plan. The City shall develop
and implement an Energy Assurance Plan to ensure that
critical facilities have access to power during
emergencies and power outages.
2020-2040 Not
Started
The Fire Department proposed a CIP project for FY 22,
which includes a pilot program for 10 solar-powered
generators. These generators will be used to support
112 baseline residents during public safety power
shutoffs; power tents in the event of any disaster, large or small; support the continuing operations of
maintenance services through disasters and will be
used in emergency response drills. Council approved
funding for solar generators, and communications
equipment that will assist directors and public safety
leadership with communicating off the grid. These
efforts support the intent of the program in ensuring
that critical facilities have access to power during
emergencies and power outages.
* (Support Quality
of Life (16))
CS-14 Mass Communication System Update. The City
shall review and update (as necessary) its mass
communication system (the system for sending
emergency information and updates to the Hayward
community).
2014-2016
Ongoing
In
Progress
The Fire Department implemented AC Alert, a Mass
Notification System adopted county-wide. It allows
Alameda County to rapidly disseminate emergency
alerts to people who live, work in, or visit Alameda
County or Hayward and is capable of sending alerts by
voice, text and email, as well as messaging other mass
notification systems, posting to social media pages, and sending FEMA (Federal Emergency Management
Agency) Wireless Alerts. Hayward currently has 62,031
participants. In collaboration with the PIO, the
* (Support Quality
of Life (16))
ATTACHMENT II
Department initiated a campaign to engage more of the
community with opting-in to AC Alert.
NR-1 Habitat Conservation Plan. The City shall
coordinate with Alameda County, the cities of Fremont
and Union City, the Hayward Area Recreation and Park
District, and the East Bay District to develop and adopt a comprehensive Habitat Conservation Plan for areas
within and surrounding Hayward.
2017-2019
Ongoing
Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities.
NR-2 Creek Daylighting and Restoration Study. The
City shall prepare a Creek Daylighting and Restoration
study that will identify specific actions to maintain and restore creeks and streams to a more natural state.
Based on findings from the study, the City shall prepare and submit recommendations to the City Council on
priority actions to maintain and restore creeks and
streams.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will start upon prioritization as they are
prioritized by the appropriate department and as staff
and financial resources become available. However, the
City has started coordinating with Hayward Area
Recreation District (HARD) on efforts related to
improvements along San Lorenzo Creek.
NR-3 Recycled Water Program. The City shall
construct facilities to deliver recycled water to
customers near the Water Pollution Control Facility.
2020-2040 Complete Construction was completed on approximately eight miles of distribution pipelines in 2019, and on the
recycled water tank, pump station, treatment facility in 2020. Phase 1 customer site retrofits and connections to the recycled water system were completed in 2020. The
project was enrolled under the State Board’s General
Water Reclamation Requirements for Recycled Water
Use Order WQ 2016-0068-DDW in 2021. Customer
deliveries began in 2022.
* (Improve
Infrastructure (18.,
18B))
NR-4 Water Conservation Standards. The City shall
develop and adopt Water Conservation Standards
within the Municipal Code for households, businesses,
industries, and public infrastructure.
2017-2019 Complete Hayward's Indoor Water Use Efficiency Ordinance was repealed by Council on December 13, 2016, due to the
more stringent water efficiency standards included in
the 2016 California Building Code, which took effect on January 1, 2017. Hayward's Nonessential Water Use
Ordinance was amended by Council on June 6, 2017, to
permanently prohibit wasteful water practices
consistent with State water conservation regulations.
NR-5 Residential Energy Performance Assessment
and Disclosure Ordinance. Not sooner than 2017, the
City shall consider adopting a Residential Energy
Performance Assessment and Disclosure (EPAD-R)
Ordinance for detached single-family homes and multi-
family homes. The EPAD-R Ordinance may include the
following: energy performance disclosures at certain
2017-2019
In
Progress
On September 12, 2016, staff presented a report to the
Council Sustainability Committee regarding a potential
ordinance that would require energy audits of existing
buildings and would require disclosure of energy
performance. The Committee directed staff to focus
efforts on providing customers with information that
would encourage them to voluntarily make energy
* (Combat Climate
Change (1))
ATTACHMENT II
points or thresholds; use of a free online tool such as the Environmental Protection Agency's Home Energy
Yardstick for self-assessment, which takes into account the size of the home and number of occupants;
alternatively, use of a low-cost assessment tool such as the Department of Energy's Home Energy Score; flexible
exemption provisions including: the age of the building, foreclosures or short sales, recent energy efficiency
upgrades, an owner providing 12 consecutive monthly
utility bills from the previous two years.
efficiency updates to existing homes and commercial
buildings. StopWaste, in collaboration with the Bay Rea Regional Energy Network (BayREN) and the US
Department of Energy, now offers Home Energy Score
(https://www.bayren.org/home-learning-
center/home-energy-score-hes ) as a benchmarking
tool. The score is helpful to homeowners and can also be provided to prospective homebuyers.
NR-6 Commercial Energy Performance Assessment
and Disclosure Ordinance. The City shall consider
adopting a Commercial Energy Performance
Assessment and Disclosure (EPAD-C) Ordinance for
commercial buildings. The EPAD-C Ordinance may
include the following: Energy use disclosure
requirements consistent with State law (AB 1103),
which requires use of the ENERGY STAR Portfolio
Manager benchmarking tool. Exemption provisions
consistent with AB 1103, which include: the size of the building the occupancy type of the building
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available.
* (Combat Climate
Change (1))
NR-7 Energy Reduction Initiative and Annual
Report. The City shall develop and implement a public
information and education campaign to encourage
every household and every business to reduce their
energy consumption by 10 percent by 2020. The City
shall evaluate and report to the City Council annually on the community's progress in achieving the ten percent
goal and recommend additional efforts as necessary to
ensure the goal is met.
2014-2016
Annual
In
Progress
Hayward participates in BayREN programs. Staff is
promoting BayREN's single-family program, includes
the Home Energy Score and a variety of rebates for
energy efficiency and electrification. * (Combat Climate Change (1))
NR-8 Home Energy Monitors and Annual Report.
The City shall develop a program to encourage the
installation of Home Energy Monitors in existing homes.
The City shall evaluate and report to the City Council
annually on the community's participation in the
program, and any additional reductions in energy use
that result from implementation of the program.
2017-2019
Annual
Not
Started
This program will be re-evaluated during the update of
the Climate Action Plan in 2023. There are on-line
programs such as Ohm Connect and Home Energy
Analytics available to monitor home energy use without
the need for a hardware solution. These programs and
their application support the intent of this program.
* (Combat Climate
Change (1))
NR-9 Financing Program for Residential Energy
Efficiency Retrofits. The City shall work with regional agencies and organizations to develop a residential
2017-2019
Ongoing
In
Progress
The City has offered Property Assessed Clean Energy
(PACE) financing for single-family and multi-family
homes since 2010. The City also offered the Pay-As-You- * (Combat Climate
Change (1))
ATTACHMENT II
energy efficiency retrofit financing program for single- family and multi-family homes.
Save (PAYS) pilot program for multifamily properties.
Hayward properties can also participate in the Bay Area Multifamily Building Enhancements (BAMBE) program,
which offers cash rebates, no-cost energy consulting,
and access to financing.
https://www.bayren.org/multifamily .
NR-10 Financing Program for Commercial Energy
Efficiency Retrofits. The City shall work with regional agencies and organizations to develop a commercial
energy efficiency retrofit financing program for
commercial and industrial properties.
2017-2019
Ongoing
In
Progress
The City has offered Property Assessed Clean Energy
(PACE) financing for commercial and industrial
properties since 2010. * (Combat Climate
Change (1))
NR-11 City Building Audits and Reports. The City
shall conduct an energy efficiency audit of City-owned
buildings every five years to identify opportunities for efficiency improvements from both operations and
equipment upgrades. The City shall prepare and submit
a report to the City Council that summarizes the results of the audit and makes recommendations for
improvements that will improve energy efficiency.
2020-2040 In
Progress
Staff is working with a firm specializing in energy
efficiency to audit several City facilities. The assessment is expected to be completed in the second quarter of
2023. * (Combat Climate
Change (1, 1d, 3))
NR-12 Financing Program for the Installation of
Residential Renewable Energy Systems. The City
shall work with regional agencies and organizations to
develop a financing program for the installation of
renewable energy systems on single-family and multi-
family residential buildings and mobile homes.
2017-2019
Ongoing
In
Progress
The City has offered Property Assessed Clean Energy
(PACE) financing for single-family and multi-family
homes since 2010. PACE financing can be used for the
installation of renewable energy systems. The City
promotes the Resilient Home program (
https://ebce.org/resilient-home/ ). This East Bay
Community Energy program incentivizes installation of
solar and battery storage.
* (Combat Climate
Change (1, 2))
NR-13 Financing Program for the Installation of
Commercial Renewable Energy Systems. The City
shall work with regional agencies and organizations to
develop a financing program for the installation of
renewable energy systems on commercial and
industrial properties.
2017-2019
Ongoing
In
Progress
The City has offered Property Assessed Clean Energy
(PACE) financing for commercial and industrial
properties since 2010. PACE financing can be used for
the installation of renewable energy systems.
* (Combat Climate
Change (1, 2))
NR-14 Renewable Energy Generation Potential. The
City shall conduct a city-wide study to estimate the total potential for renewable energy generation on City
facilities and the estimated costs and benefits of
developing that potential. Based on findings from the
2017-2019 In
Progress
Staff is currently working with East Bay Community
Energy to investigate the feasibility of installing solar and battery storage at several City facilities. * (Combat Climate Change (3))
ATTACHMENT II
study, the City shall develop a plan to develop cost
effective renewable energy projects.
NR-15 Carbon Management Activities Program. The
City shall develop and implement a program to track
carbon sequestration activities on private and public
lands, such as planting trees or managing wetlands.
2017-2019
Ongoing
In
Progress
The Strategic Roadmap specifies a goal of planting 1,000 new trees per year and staff is tracking progress,
however, no analysis has been done to track carbon
sequestration.
* (Combat Climate
Change (3))
NR-16 Green Portal. The City shall develop and
maintain a stand-alone Green Portal, or website, that
serves as the City's hub for all things green.
2014-2016
Ongoing
In
Progress
As part of the City’s website, the “Your Environment”
section was established to serve as the Green Portal.
NR-17 Business Engagement in Climate Programs.
The City shall engage local businesses and business
organizations (e.g., Chamber of Commerce, the Keep
Hayward Clean and Green Taskforce, the Alameda
County Green Business Program) in climate-related
programs.
2014-2016
Annual
In
Progress
Staff has and will continue to partner with the Chamber of Commerce, the Keep Hayward Clean and Green Task
Force, and the Alameda County Green Business
Program to promote climate-related programs.
* (Combat Climate
Change (1, 2, 5, 5a,
5b))
NR-18 Environmental Education Programs. The City
shall coordinate with Alameda County, Pacific Gas &
Electric Company, non-profit organizations, and other
agencies and businesses to develop and implement an
Environmental Education Program.
2017-2019 In
Progress
The City regularly coordinates with Pacific Gas and
Electric (PG&E), the Alameda County Waste
Management Authority and the Alameda County Energy
Council (collectively known as StopWaste), the Bay Area Water Supply & Conservation Agency (BAWSCA), the
Bay Area Regional Energy Network (BayREN),
California Youth Energy Services (CYES) and the
Alameda County Green Business Program to coordinate
the offering of Environmental Education programs to
Hayward community members.
HAZ-1 Seismic and Geologic Safety Standards. The
City shall review and update (as necessary) its seismic and geologic safety standards when there is an update
to the Uniform Building Code and the California Building Code.
2014-2016
Ongoing
Complete Council adopted the 2022 California Building Codes which have been implemented on January 1, 2023.
Seismic requirements are included in CBC Chapter 16. * (Support Quality of Life (16))
HAZ-2 Seismic Retrofit Feasibility Study for City
Facilities. The City shall prepare a study to identify all existing City facilities that do not meet current building code standards. The City shall use the study to prioritize the funding of capital improvement projects.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available.
* (Support Quality
of Life (16))
HAZ-3 Seismic Retrofit Program. The City shall
establish and promote a seismic retrofit program to
encourage property owners to upgrade buildings,
especially masonry buildings, soft-story buildings (i.e., Ongoing In
Progress
This program is on-going. There has been a total of 474 units/structures identified as “soft story” 82 of which are not exempt, 80 exempt and 310 pending structures.
Staff recommends extending deadline until 12/31/2023
* (Support Quality
of Life (16))
ATTACHMENT II
buildings designed with minimal bracing on the first
floor), and critical facilities (i.e. hospitals, schools, and long-term care facilities).
due to COVID-19. Unreinforced masonry (URM)
structures in the City of Hayward had been identified
previously through the URM ordinance and retrofitting
URM buildings have been previously permitted.
HAZ-4 Tsunami Warning System. The City shall
coordinate with the Hayward Area Recreation and Park
District, the East Bay Regional Parks District, and
Alameda County Flood Control and Water Conservation
District to develop and implement a tsunami warning
system and evacuation plan for the Hayward shoreline.
2020-2040 In
Progress
The Department implemented ZoneHaven, an
evacuation planning platform that assisted with the
development of an evacuation plan, map, and egress
path that corresponds with the evacuation plans for
neighboring cities. The Department is in the process of refining the evacuation plan for distribution.
* (Support Quality
of Life (16))
HAZ-5 Flood Plain Management Ordinance
Comprehensive Update. The City shall prepare a
comprehensive update to the Floodplain Management
Ordinance.
2017-2019 In
Progress
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities. The Flood Plain Ordinance currently meets the
requirements for the City and its residents to participate in the National Flood Insurance Program (NFIP)
administered by the Federal Emergency Management
Agency (FEMA). Development requirements within the
ordinance may be strengthened to account for
anticipated sea level rise by mid-century or other
criteria.
* (Support Quality
of Life (16))
HAZ-6 Airport Noise Monitoring and Reporting. The
City shall submit an annual report to the City Council
that evaluates airport noise. If necessary, the City shall consider changes to airport operations to comply with
airport noise mitigation requirements.
2014-2016
Annual
In
Progress
The airport has implemented Noise Desk, a digital noise monitoring system with many beneficial features and
capabilities. Noise Desk is also more cost-effective than the system it replaced. Airport staff now provides a
quarterly noise evaluation report to the Council Airport Committee.
* (Improve
Infrastructure
(11))
EDL-1 Education and Lifelong Learning Resource
Center. The City shall develop and maintain a web-
based Education and Lifelong Learning Resource Center
to promote and provide access to local and web-based
educational resources, programs, and services for
parents, students, and adults.
2017-2019
Ongoing
Complete The Education Services Division of the Library Department leverages funding through Federal, State,
and Local grants and partnerships to purchase online
resources to support cradle-to-career educational
needs. This is a successful ongoing program that has
recently expanded considerably due to Shelter-in-Place
to support K-12 learning, adult literacy, and additional services for the general public: Tutor.com, Learning
Upgrade, IXL, Career Online High School, Google Read-
and-Write, Overdrive, and additional e-Books were all
added. In response to COVID-19, virtual Math Review
Circles and Reading Circles were created for students
seeking tutoring services in the after-school hours. In addition, all HUSD students now have access to the
* (Grow the
Economy (3, 3a,
3d, 14))
ATTACHMENT II
library's SORA program, enabling students with or
without library cards to have access to library e-Books.
In addition, all adult literacy and ESL programming
pivoted to a virtual model. Federal, state, and local funds were also leveraged to develop a robust Tech Lending
Library of over 600 devices to support low-income
families in need of a computing device or internet
connectivity, as well as early childhood development
learning I-pads. HPL also offers access to a wide range of informational DIY and self-improvement e-resources
that are suitable for use in a non-academic environment and are appropriate for parents, youth, and younger
children. Additional resources to be developed after
completion of the Library Strategic Plan (See program
EDL-6).
EDL-2 Education Partnership. The City shall establish
a formal partnership with the Hayward Unified School
District, the Hayward Area Recreation and Park District, the Hayward Chamber of Commerce, Chabot College,
and California State University, East Bay to coordinate the educational support programs and services offered
to Hayward's youth.
2014-2016 Complete In partnership with Hayward Unified School District, Chabot College, CSU East Bay, and Life Chiropractic, the City of Hayward held two STEM (Science, Technology,
Engineering, and Mathematics) Career events designed
in Fiscal Year 2016 to inspire youth and support
ongoing educational support programs. The City
continues to support the Chamber’s Career Pathways
Program, which establishes partnerships with school
and businesses to facilitate job placement and real-
world skills development for high school students.
* (Grow the
Economy (3, 3a,
3c, 3d, 12))
EDL-3 Cradle-to-Career Strategic Plan and Annual
Report. The City shall coordinate with the Hayward
Local Agency Committee, local businesses, community
organizations, Chabot College, and California State
University, East Bay to develop a Cradle-to-Career
Strategic Plan. The City shall submit an annual report to the City Council that evaluates the implementation of
the Cradle-to-Career Strategic Plan.
2017-2019
Annual
In
Progress
The completion of the new Downtown Library and 21st
Century Learning Center was delayed, as was the
creation of a departmental Strategic Plan. To continue to move the goal forward, the Education Services Division
is receiving a third round of Hayward Promise
Neighborhood (HPN) funding (5-year grant, with CSUEB
as the lead agency) on the City's behalf. This multi-
agency grant collaboration among 15 community
partners has 3 community networks: Early Learning
Network (ELN), Cradle-to-Career Reform Network
(C2CRN), and the Neighborhood Health and
Empowerment Network (NHEN). This has led to
additional federal, state, and local funds to support Tech Lending, expansion of e-resources, funding for
Bookmobile staffing, supplies, and additional support
services.
* (Grow the
Economy (3, 3a,
3b, 3c, 3d))
ATTACHMENT II
The Library’s Family Education Program has provided
the infrastructure to expand cradle to career support
services. In collaboration with HUSD, California State
Library, CSUEB, Chabot College, Let’s Do Lunch and
Breakfast Too, and many other private and nonprofit
partners, the Library has successfully developed the
following programs – to name just a few:
- Summer Reading/Feeding Program, serving thousands
of young children, providing them with lunch and access to free books to build in-home libraries and storytimes . - Expansion of K-12 after-school Homework Support
Centers to both library locations and six local HUSD
school sites.
- Developed ESL grammar and citizenship workshops
for hundreds of adults,
- Pay for scholarships for adults to enroll in Career
Online High School to obtain their high school diploma
and a career certificate,
- Expansion of English Conversation Circles to hundreds of adults, and Literacy services to Hayward residents
who read and write below the eighth-grade level.
- Purchase of a bookmobile and plan for a new Tech
Mobile to provide Digital Literacy classes Wi-Fi and tech devices.
-Creation of a Community Hub at the Downtown
Library, where over 30 community partner agencies
such as mental health services, food access providers,
early childhood development services, and housing
resources will share resources and information with the public.
- Technology Workshops in the Downtown Library’s
Digital Learning Lab, equipped with the state-of-the-art computers, and other editing and sound and recording
programs.
EDL-4 Education Awards Program. The City shall
establish an annual awards program to recognize and
honor the achievements of students, local schools, and
businesses and community organizations that support
local schools.
2017-
2019.
Annual
Complete In 2017, the Library Director and Ed Services Manager worked in direct coordination with Hayward City
Council members to develop the Hayward Youth
Achievement Hall of Fame. Young people (age 5 to 19
years old) were eligible to be nominated by any parent
or other family member, teacher, coach, mentor, youth
ATTACHMENT II
leader, family member, neighbor, friend, or other
sponsoring adult. Nominations were accepted in seven
categories—academics, arts, athletics, community
service, heroism, innovation, and leadership. Nominees
must have lived in or attended school in Hayward.
Award selections were made by a three-member ad hoc
Youth Hall of Fame committee of the City Council.
Awards were given in November 2017 at a city council
meeting. More information about nominations, award
categories, and press release about the program can be
found on the city website: https://www.hayward-
ca.gov/content/council-youth-achievement-hall-fame .
Continuation/Revival of this program can be
investigated during and after the completion of the
Library Strategic Plan (EDL-6).
EDL-5 Public School Marketing Campaign. The City
shall coordinate with local school districts, alumni
networks, real estate professionals, and the business
community to develop and implement a comprehensive
marketing campaign that promotes the positive
achievements of local schools and helps change the
perception and conversation about the quality of public schools in Hayward.
2014-2016
Ongoing
In
Progress
The City is working with Hayward Unified School
District to identify and begin marketing the District’s achievements and capital improvement program.
Combining the City’s branding and marketing effort
with the District’s messaging will to help bolster public perception of Hayward, the Library incorporates
collaborations like the partnerships between
institutions of higher learning for the recruitment of
MESA students to be trained as tutors in FEP’s after-
school Homework Support Program into its year end
reports. In addition, the Library's Education Services
Division works closely with Hayward Unified School
District and other local institutions of higher learning to develop programming to support local K-12 student
educational needs and develop partnerships to support
students of all ages and improve student performance.
The Library's Family Education program is a direct
example of a unique collaboration between these local
community stakeholders to fiscally share responsibility in sustaining program services for the community, while servicing Haywards most needy populations. In
addition. The Library is part of a formal partnership
between CSUEB’s HPN and 15 community agencies that
have convened a marketing team to highlight positive
impacts of grant programs supporting Hayward families
around, health, education, and career advancement.
ATTACHMENT II
EDL-6 Library Strategic Plan and Annual Report. The
City shall develop and adopt a Library Strategic Plan.
The City shall submit an annual report to the City
Council that evaluates the implementation of the
Library Strategic Plan.
2017-2019
Annual
In
progress
Delayed due to COVID-19. Due to the high cost of
creating a full-fledged strategic plan, the Library started the first phase of the planning in 2021 with the training of staff and conducting some preliminary outreach in
preparation for strategic planning. The Library has
completed a Needs Assessment for the Weekes branch
and expects to have an architectural assessment
completed for the branch by the end of FY 22-23. The
Library has received funding for its Strategic Plan which is expected to be completed by the end of the end of
2023.
EDL-7 Library Facility Revenue Measure. The City
shall develop and promote a local library facility
revenue measure to be considered by Hayward voters.
2014-2016 Complete In 2014, staff developed, and Council placed Measure C (0.5 percent sales tax) on the June 2014 ballot. The
new measure was approved by Hayward voters in 2014
with 68 percent voting in favor. Construction of the new 21st Century Library facility is complete and open to the public.
EDL-8 Library Fee Ordinance. The City shall prepare a
Development Impact Fee Feasibility Study and Nexus
Report to assess the potential for establishing
development impact fees for library services. Based on
the findings of the Feasibility Study and Nexus Report
and direction from the City Council, the City may
prepare and adopt an impact fee ordinance for library
services.
2017-2019 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities.
However, based on various studies, as of January 2021
the Library has suspended all overdue fines on library
materials. The Library is also in the process of
instituting a revenue sharing plan with the vendor for
the printers for public use in the Library,
HQL-1 Healthy Community Program. The City shall
partner with local health officials, planners, nonprofit organizations, businesses, schools, hospitals, local
health clinics, and community groups to conduct a study to identify strategies, programs, and practices that
prioritize the overall health of Hayward residents and
employees. Based on findings from the study, the City
shall prepare and submit recommendations to the City
Council on ways the City can prioritize community
health and remove barriers to healthy living.
2020-2040 Not
Started
The City has not begun this program in this format due
to limited staff and fiscal resources, along with other City priorities. The Fire Department continues to work
closely with Tiburcio Vasquez Health Center to provide
affordable health care at the Firehouse Clinic.
HQL-2 Healthy Development Checklist The City shall
develop a checklist of health strategies that could be
incorporated into the design of discretionary
development projects and plans. The City shall share
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available.
ATTACHMENT II
this resource with project applicants to help them
design their projects to promote community health.
HQL-3 Food Policy Task Force. The City shall work
with Healthy Eating Active Living Cities Campaign
(HEAL) to develop and maintain a task force to advance
healthy food options within the city.
2017-2019
Ongoing
Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities.
HQL-4 Senior Assistance Program. The City shall
conduct a study to identify service assistance, grants, loans, and/or special concessions in permitting
procedures to maintain or modify homes to meet the
needs of aging senior residents. Based on findings from the study, the City shall prepare and submit
recommendations to the City Council on types of
services, financial assistance, or incentives the City can provide to help meet the housing needs of seniors.
2017-2019
Ongoing
In
Progress
The City currently funds through agencies, Paratransit, housing rehab, Measure B and Measure BB. The Library
launched its bookmobile program in 2021 which also
serves senior and retirement communities.
HQL-5 Urban Forest Management Plan. The City shall
develop and adopt an Urban Forest Management Plan.
2017-2019 Not
Started
The City has not begun this program due to limited staff and fiscal resources, along with other City priorities.; however, staff continues to look for grant funding
opportunities.
HQL-6 Climate Change Vulnerability Assessment
Strategy and Annual Report. The City shall prepare a
climate change vulnerability assessment strategy to
evaluate the cities susceptibility to climate change
impacts and identify tools and strategies to mitigate
impacts and create a more resilient city. The City shall submit an annual report to the City Council on
implementation of the strategy.
2020-2040
Annual
In
Progress
Hayward's Local Hazard Mitigation Plan (LHMP) was
adopted by Council on November 29, 2016, and an
update is currently underway. The updated plan, titled
the Hayward Resilience Plan, is pending review by the
California Office of Emergency Services. The LHMP
includes vulnerability assessments for fire, flood, and drought. Vulnerability to sea level rise has been
documented in numerous reports prepared by the
Hayward Area Shoreline Planning Agency and the
Adapting to Rising Tides project. The Shoreline Master
Plan was completed in February 2021 and identified
strategies for the mitigation of impacts associated with sea level rise.
HQL-7 Parks and Recreation Guidelines. The City
shall work with Hayward Area Recreation and Park
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
ATTACHMENT II
District to develop and adopt urban park guidelines that provide flexible solutions for developing urban parks in infill areas where traditional neighborhood and
community parks are not feasible or appropriate.
appropriate department and as staff and financial
resources become available. However, the City has
started coordinating with Hayward Area Recreation
District (HARD) on the development of their Master
Plan.
HQL-8 Park Dedication Requirements and In-Lieu
Fees. The City shall work with the Hayward Area
Recreation and Park District to review and amend its
ordinances (as necessary) to require sufficient park
dedications or in-lieu fees to meet the parkland
standards outlined in the General Plan.
2014-2016 Complete The City completed the Nexus study and adopted a new Parkland In-Lieu Fee program in 2019.
HQL-9 Park Dedication Incentives Program. The City
shall develop an incentives program that encourages
private development to dedicate parkland beyond the
minimum requirements.
2017-2019 Complete As part of the adoption of the Parkland In Lieu Fee Ordinance in 2019, staff expanded the number and type
of credits that could be applied, which provides new
development with additional options to satisfy the
parkland dedication requirements.
HQL-10 Park Surveillance Program. The City shall
develop and implement a park surveillance program to
train citizens and neighborhood groups in the proper
methods of park surveillance and how to coordinate
with the Police Department to report safety issues and
address neighborhood concerns.
2020-2040 Not
Started
Programs slated for initiation within the 2020-2040
timeframe will begin as they are prioritized by the
appropriate department and as staff and financial
resources become available.
* (Support Quality
of Life (16))
PFS-1 Capital Improvement Program. The City shall
annually review and update the Capital Improvement
Program to ensure adequate and timely provision of
public facility and municipal utility provisions.
2014-2016
Annual
In
Progress
Updates are provided with annual CIP budget review
and approvals. * (Improve
Infrastructure
(11d))
PFS-2 Water Conservation Programs. The City shall
regularly develop cost effective conservation programs
that decrease water use.
Ongoing
In
Progress
Hayward offers conservation programs such as free
water-conserving devices and rebates for smart
irrigation controllers, rain barrels, and turf replacement.
Also offered are free water wise landscape classes
throughout the year and water education programs for
schools.
* (Improve
Infrastructure (18,
18b))
PFS-3 Public Use Telecommunications Systems and
Services Plan. The City shall prepare a plan for the
incorporation and accessibility of state-of-the-art,
attractive telecommunication systems and services for
public use in public buildings and support the
development of internet-connected informational
kiosks in public places and streetscapes.
2017-2019 Not
Started
The City has not begun this program in this format due
to limited staff and fiscal resources, along with other City priorities. The Library Department continues to
provide free access to internet-connected devises and
informational kiosks.
ATTACHMENT II
PFS-4 Requirements for Telecommunication
Technologies in New Planned Development. The City
shall prepare an ordinance to establish requirements
for the installation of state-of-the-art internal
telecommunications technologies in new planned
developments and office and commercial developments.
2017-2019 In
Progress
In 2019, the City passed a Dig-Once Ordinance and
Policy that requires public right-of-way excavation
projects that have a trench length of at least 300 feet to install conduit for utilities, including communications.
PFS-5 Construction and Demolition Debris
Recycling Ordinance. The City shall revise the
Construction and Demolition Debris
Recycling Ordinance to be consistent with the
processing capabilities Alameda County transfer
stations and waste facilities.
2017-2019 Complete The updated Construction and Demolition Debris Recycling Ordinance was adopted by Council on May 2,
2017.
PFS-6 Rainwater Harvesting and Greywater
Systems. The City shall study the feasibility of
amending the City's building and development codes to
encourage rainwater harvesting and greywater systems.
Based on findings from the study, the City shall prepare and submit recommendations to the City Council to
amend the building and development codes as
necessary.
2017-2019 Complete In response to changes in State law, the City Council adopted a revised Bay-Friendly Water Efficient
Landscape Ordinance in 2015. The revised Ordinance
includes a requirement for typical single-family
residential developments to install basic ""laundry to
landscape"" plumbing and rain catchment devices with
at least fifty-gallon capacity.
PFS-7 Underground Utility Ordinance. The City shall
prepare an ordinance that establishes thresholds and
requirements for private developers to underground
utilities along the street frontage of their project site. 2020-2040 Not
started
Public Works has an undergrounding policy that has not
been formally adopted by Council.
H-1 Housing Rehabilitation Loan Program (HRLP).
The City shall continue to provide below market-rate
rehabilitation loans to qualified lower-income
homeowners to make repairs (costing more than
$5,000) to correct major health and safety deficiencies and make needed accessibility modifications. The City
shall disseminate information to homeowners who
participate in the Housing Rehabilitation Loan Program
regarding rehabilitation standards, preventative
maintenance, and energy conservation measures.
Ongoing In
Progress
This is an on-going program. While the City no longer
provides loans under this program, several loans are
still in effect and monitored by the City.
H-2 Minor Home Repair Grant (MHRP). The City shall
continue to provide rehabilitation grants up to $5,000 to qualified lower-income elderly and/or disabled
homeowners to make minor home repairs in order to
address health and safety problems, correct code
Ongoing In
Progress
This is an on-going program. The City partners with
Habitat for Humanity to provide rehabilitations for
major systems repairs and partners with Rebuilding
Together to provide minor home repairs, including
improvements for accessibility.
ATTACHMENT II
deficiencies, and improve the outward appearance of
homes. Priority will be given to work that corrects
health and safety issues, and to accessibility
modifications for people who have disabilities. The City shall disseminate information to homeowners who
participate in the Housing Rehabilitation Loan Program
regarding rehabilitation standards, preventative
maintenance, and energy conservation measures.
H-3 Residential Rental Inspection Program. The City
shall continue to systematically inspect rental units
throughout the city through the Residential Rental
Inspection Program to safeguard the stock of safe,
sanitary rental units within the city and protect persons entering or residing in rental units. The City shall focus attention on rental housing in higher density areas with the goal of inspecting these units every three to four
years. The City shall inspect properties outside the focus area less frequently, unless they are the subject of a
complaint. All rental units shall be subject to inspection.
To fund the program, the City shall continue to charge
an annual, per-unit fee in addition to fees charged for every unit in which a violation is found. The City shall assess penalties for lack of timely correction of
violations. The City shall disseminate information to
residents about the mandatory rental inspections, as
well as up-to-date information on the City's building,
mechanical, plumbing, electrical, and housing codes.
Ongoing In
Progress
The City’s Code Enforcement Division of Development
Services Department continues to inspect rental
property on an ongoing basis to be sure that Hayward’s
housing stock remains safe and sanitary.
* (Support Quality
of Life (16))
H-4 Preservation of At-Risk Housing. The City shall
continue to monitor all units considered at risk of
conversion to market rate and assist property owners in maintaining the affordability of these units. The City
shall support and assist property owners in applying for State and Federal funding to preserve at-risk housing,
and as funding permits, shall provide financial
assistance to nonprofit housing developers in the
acquisition and rehabilitation of at-risk housing
projects. The City shall ensure that property owners
comply with State noticing requirements to notify
tenants one year ahead of their intent to terminate
subsidy contract or affordability covenants. As
necessary, the City shall also provide technical
Ongoing In
Progress
The City continues to monitor all units considered at
risk of conversion to market rate and assist property
owners in maintaining affordability of these units. The City supports and assists property owners in applying
for State and Federal funding to preserve at-risk
housing, and a as funding permits, shall provide
financial assistance to nonprofit housing developers in the acquisition and rehabilitation of at-risk housing
projects. The City will continue to proactively engage
with owners of affordable housing to identify resources to maintain the units as affordable. The continues to
ensure that property owners meet noticing
requirements if affordability restrictions are
terminated.
ATTACHMENT II
assistance to tenants to access other affordable housing resources.
H-5 Foreclosure Prevention and Counseling. The City
shall continue to support foreclosure prevention by
partnering with non-profit organizations that provide
foreclosure prevention services. The City shall continue to provide information about foreclosure prevention
resources in the housing programs section of the City's website, including information about the programs
available for refinancing at-risk loans, and contact
information for legal services agencies and HUD-
approved counseling organizations in the area. The City shall mail foreclosure prevention materials to local
residents who receive notices of default and notices of trustee sale and shall organize foreclosure-prevention
seminars for Hayward residents at risk of losing their
homes.
Ongoing In
Progress
The City is utilizing Community Development Block
Grant CARES Act (CDBG-CV) funds and American
Rescue Plan Act of 2021 (ARPA) funds to provide
educational workshops and foreclosure/delinquency
prevention counseling to low-income Hayward
homeowners through Housing and Economic Rights
Advocates (HERA), a legal services and advocacy non-
profit.
* (Preserve,
Protect, and
Produce Housing
for All (11))
H-6 Mortgage Credit Certificate Program. The City
shall continue to participate in the Mortgage Credit
Certificate (MCC) program, administered by Alameda
County, to assist eligible buyers qualify for a mortgage loan. The City shall assist the County in promoting the program to eligible buyers through the City website and written materials.
Ongoing In
Progress
The City contributes towards the administration costs of the Mortgage Credit Certificate (MCC) program, which is administered by the Alameda County Housing and
Community Development Department (HCD). The MCC
program allows low- and moderate-income
homebuyers to deduct 20% of their annual mortgage
interest payments on their federal income tax returns,
effectively lowering the dollar amount of their monthly mortgage payments. The California Debt Limit
Allocation Committee (CDLAC) did not provide MCC
funds to counties statewide in 2022 and as a result, no MCCs were issued. It is still not clear whether this
program will be funded in 2023 but the City will
continue to participate in this program should it be
funded again in the future.
H-7 Tenant-Based Rental Assistance for
Emancipated Youth. The City shall continue to provide
financial support to Project Independence, a program
implemented by ABODE Services to provide a
continuum of supportive services, including tenant-
based rental assistance, to emancipated youth in
Alameda County (youth from 18 to 24 who have aged
out of the foster care system).
Ongoing In
Progress
The City continues to utilize HOME funding for tenant-
based rental assistance to emancipated youth through
Abode Services’ Project Independence. The program
served 15 emancipated youth in FY 22.
ATTACHMENT II
H-8 Affordable Housing Development. The City shall
work with developers to facilitate affordable housing
development. Specifically, the City shall review available funding programs annually and shall provide technical
support in the application for State, Federal, and other public affordable funding sources, and, as funding
permits, shall provide gap financing for affordable
housing. Gap financing shall focus on rental housing
units affordable to lower-income households and
households with special needs (e.g., seniors, extremely low-income households, and persons with disabilities,
including developmental disabilities), especially
projects that promote the City's goals relating to transit- oriented development and jobs/housing balance.
2014-2016
Annual
In
Progress
The City continues to partner with affordable housing
developers to facilitate new construction, acquisition, rehabilitation, and preservation of affordable rental and homeownership developments. The City provides gap
financing and assist developers with applications for
state and federal funding. Through the Affordable
Housing Notice of Funding Availability (NOFA), the City is able to prioritize the City's housing goals and at-risk target at-risk populations.
H-9 Density Bonus. The City shall develop a brochure
describing the Density Bonus Ordinance and distribute
to potential developers in order to promote affordable
housing development.
2014-2016
Ongoing
In
Progress
In December 2022, the City adopted an updated Density
Bonus Ordinance that complies with recent State
legislation. A user guide and checklist highlighting the updated program is in progress and expected to be
completed in early 2023.
* (Preserve,
Protect, and
Produce Housing
for All (4, 4b, 4f))
H-10 Provision of Adequate Sites. The City shall
maintain a residential sites inventory that can
accommodate the City's Regional Housing Needs
Allocation. The City shall update the inventory annually to monitor the consumption of residential and mixed-
use properties and continued ability to fulfill the RHNA.
The City shall make the updated inventory of sites
available on the City website.
Annual In
Progress
The adopted Housing Element contains our designated
RHNA sites. The City maintains a residential pipeline list that monitors all residential development that is under review, recently entitled, and under construction and
reports that information annually to the State
Department of Housing and Community Development
and the Office of Planning and Research.
H-11 Affordable Housing on Large Sites. The City
shall facilitate the development of housing for lower-
income households on large sites identified in the Sites Inventory by encouraging land divisions and specific
plans resulting in parcels sizes that facilitate multifamily developments that include units affordable to lower
income households in light of State, Federal and local
financing programs. The City shall provide incentives
for the development of affordable housing, including but not limited to: Priority to processing subdivision maps that include affordable housing units; Expedited review for the subdivision of larger sites into buildable lots where the development application can be found
2014-2016
Ongoing
In
Progress
Affordable housing on large sites is encouraged through early discussions with residential developers who are
referred to the City's inventory of vacant and
underutilized residential and mixed-use sites that can
accommodate the City's Regional Housing Needs
Allocation (RHNA). In 2016, the City of Hayward
entered into a Purchase and Sale Agreement with the
California Department of Transportation (Caltrans) to
manage the disposition and development of former
right of way for the now defunct Route 238 Bypass. This land is divided into 10 parcel groups and must be
disposed of by 2022. In 2019, the City developed Master Plans for two of the remnant parcels, one of which
ATTACHMENT II
consistent with the General Plan, applicable and master environmental impact report; Financial assistance
(based on availability of Federal, State, local
foundations, and private housing funds); and
Modification of development requirements, such as
reduced parking standards for seniors, assisted care,
and special needs housing on a case-by-case basis.
(Parcel Group 6, approximately 30 acres) would include
a diversity of housing types, sizes, and prices in that it would include a mix of townhomes and multi-family
residential uses as well as student and faculty housing to serve the nearby Cal State East Bay campus. In 2020, the City received an application for Caltrans Parcel
Group 3, which consists of a 28.61-acre site aggregated from combining seven separate parcels. The proposed
project consists of development of 180 multi-family
units affordable to low and very low-income households
and an elementary charter school.
H-12 Inclusionary Housing Ordinance. The City shall
continue to implement the Inclusionary Housing
Ordinance, but shall modify the ordinance, if necessary, based on the findings of the Inclusionary Housing
Ordinance Review and Affordable Unit In-lieu
Fee/Nexus Study.
2014-2016
Ongoing
In
Progress
Informed by the results of a Residential Nexus and
Feasibility Study, in January 2015, the City Council
adopted an Affordable Housing Ordinance (AHO). The
Affordable Housing Ordinance was updated in 2017 and
now applies to all residential development proposals of two units or more and provides more flexibility to the
developers with respect to the means of compliance
with those requirements. In December 2022, the City
initiated a feasibility study of the AHO and in-lieu fee requirements to ensure the AHO optimizes the
production of affordable housing in Hayward. City staff anticipate presenting the findings from the study and
provide recommendations for amendments to the AHO
to the City Council in 2023.
* (Preserve,
Protect, and
Produce Housing
for All (5, 5b,))
H-13 Funding for Emergency Shelters and
Transitional Housing. The City shall use CDBG funds
and other funds, as available, to support emergency
shelters, and transitional and supportive housing
programs for persons who are homeless and those who
are at risk of becoming homeless.
Ongoing In
Progress
Community Services funds agencies that provide such
services. In January 2019, the City Council approved a
Navigation Center to increase shelter beds for literally homeless Hayward adults (18+ years old). The
Navigation Center opened in November 2019, and in
February 2021 opened a second temporary, non-
congregate Navigation Center to provide additional
capacity during the COVID-19 pandemic. Since opening,
the programs have collectively placed over 200
individuals into permanent housing. .The Navigation
Center is funded through CDBG, Homeless Emergency
Aid Program (HEAP), Homeless Housing Assistance and
Prevention (HHAP), American Rescue Plan (ARPA),
Proposition 47, Permanent Local Housing Allocation
(PLHA), and general fund monies. In July 2021, the City * (Preserve,
Protect, and
Produce Housing
for All (1, 1a, 2, 2b,
3, 3A, 3B, 8, 11,
11e))
ATTACHMENT II
Council authorized $7.5M in ARPA funds for the
following programs:
- $3M to extend the Navigation Center Hotel Annex
Program
- $2M to expand Hayward Winter Shelter to a nightly
and year-round shelter (for 12 months)
- $1M to the Hayward Navigation Center
H-14 Child Care Services and Facilities. The City shall consider amending the to address childcare needs
associated with new residential development.
Specifically, the City shall consider the following: For residential projects over 100 units, estimate the
expected number of children and consult with childcare
intermediaries, such as the Child Care Coordinating
Council of Alameda County on corresponding area
supply and need for childcare. Encourage the inclusion
of childcare space, particularly in affordable housing
developments. City staff shall consult with childcare
intermediaries such as the Child Care Coordinating
Council of Alameda County when initiating new
proposals for publicly funded projects to develop added incentives for projects that review need for childcare.
Support the provision of childcare centers in residential neighborhoods and in new residential projects through
policies, planning, and coordinated staff support. To the extent feasible, encourage applicants for publicly
financed projects to consider need for childcare and
pursue supportive corresponding strategies if
warranted, by working with childcare intermediaries
such as the Resource and Referral agencies. Consider
offering incentives for childcare inclusion in other
projects such as: parking reductions and density
bonuses and consider creative mechanisms for
supporting the financing of new housing linked
childcare such as development agreements for child
care, public funding of the child care component, and/or other strategies.
2014-2016 Not
Started
Staff continues to explore this program through early
discussions with developers; however, a comprehensive
update of the Zoning Ordinance has been delayed due to
other City Council priorities and lack of funding at this time. However, the City recently updated the Density
Bonus Ordinance and projects that provide childcare
facilities on site are eligible for a density bonus,
consistent with State law.
H-15 Fair Housing Services. The City shall continue to
contract with ECHO and other organizations (as
appropriate) to provide fair housing and
tenant/landlord services, including fair housing
Ongoing In
Progress
In line with the goals established in the Alameda County Analysis of Impediments for Fair Housing and the City’s Department of Housing and Urban Development (HUD)
Consolidated Plan, the Community Services Division
* (Preserve,
Protect, and
Produce Housing
ATTACHMENT II
counseling and education and tenant/landlord
counseling and mediation. The City shall also work with Bay East Association of Realtors and other
organizations (as appropriate) to ensure that residential real estate agents and brokers adhere to fair housing
laws and regulations, and work with tenants, tenant
advocates, and rental housing owners and managers to
eradicate housing discrimination and to ensure that
Hayward's supply of rental housing is decent, safe and
sanitary. The City shall promote training for property
owners and managers to ensure that they are
knowledgeable of the requirements of Federal, State
and local real estate, housing discrimination, tenant
protection, housing inspection and community
preservation laws; and promote training of tenants in
the requirements of Federal, State, and local laws so that they are aware of their rights and obligations. Finally, the City shall disseminate information to homeowners
about predatory lending practices.
continues to fund agencies that provide such services
through Community Development Block Grant funding.
for All (7a, 11a,
11d))
H-16 Universal Design Principles. The City shall
develop an ordinance that promotes the use of
Universal Design Principles in new construction and/or
rehabilitation of housing.
2014-2016 Not
Started
The City has not yet developed an ordinance that
promotes the use of Universal Design Principles in new
construction and rehabilitation of housing. However,
the City's Building Division follows the 2016 California Building Code Part 2, Volume 1, Chapters 11A, Housing
Accessibility, and 11B, Accessibility to Public Buildings, Commercial Buildings and Public Housing when
evaluating all proposed developments. These chapters
apply to all new multi-family residential development
and require that a certain percentage of units within a multi-family residential development be adaptable and
accessible. This policy will continue to be implemented on a case-by-case basis. The application of these
chapters is a good step in addressing the intent of this program as Chapter 11A and B address disabled access
design criteria in the California Building Codes and the requirements for residential and commercial
occupancies/uses. These codes model the ADA
guidelines. As part of the Density Bonus Ordinance
update, the City adopted additional density bonus for
projects that incorporate at least 20% of units with
Universal Design features.
ATTACHMENT II
H-17 Small Lot Consolidation. The City shall assist in
land consolidation by providing sites information to
interested developers and provide gap financing
assistance, as available, to nonprofit housing
developers. The City will provide information about the lot consolidation procedure on the City website by
2015. The City shall process lot consolidation requests ministerially when the lots are within the same zoning
district.
Ongoing In
Progress
Development Services Department staff continues to
explore small lot consolidation on a case-by-case basis with potential housing developers.
H-18 Boomerang Funds. The City shall consider
options for allocating a portion of unrestricted City
General Funds received as part of a one-time
distribution of liquidated Low-Moderate Income
Housing Trust Funds of the former Redevelopment
Agency (aka "Boomerang funds") for the development
of affordable housing and shall adopt a resolution
regarding the use of these funds.
2014-2016 In
Progress
The City continues to explore different funding
mechanisms to finance affordable housing, including the use of Boomerang funds. However, the adoption of
those mechanisms has been limited by the full recovery
of the local economy. However, the City awarded $33.5
million in local housing funds to incentivize the
development of affordable housing. The City proactively seek opportunities to utilize Hayward Housing
Authority Funds, Inclusionary Housing Funds, HOME
funds, and Hayward's allocation of Alameda County's
Measure A1 bond funds to support the development of
affordable housing. The City plans issuing a Notice of
Funding Availability (NOFA) to establish an affordable
housing development pipeline. Eligible projects would
be awarded as funding becomes available. Through the
NOFA, the City is able to prioritize the City's housing goals and target at-risk and underserved populations.
Since the last NOFA, the City has collected $4 M in
Affordable Housing in-lieu fees. The City plans to award these funds to affordable housing projects in 2023
through a NOFA
* (Preserve,
Protect, and
Produce Housing
for All (6b))
H-19 Exemptions of Transit Priority Projects from
Environmental Review. The City shall implement the
provisions of SB 375 streamlining the CEQA process for
Transit Priority Projects and projects that conform to
the Sustainable Communities Strategy and meet specific
criteria set forth in SB 375.
Ongoing In
Progress
Consistent with streamlining provisions of Senate Bill
375 (SB 375), the City recently adopted the Downtown
Specific Plan, completed an update to the Mission
Boulevard Code, and amended the General Plan to adopt
new VMT thresholds to help streamline development
review projects that are transit proximate and within
1/2 mile of the City's two BART Stations. In addition,
State streamlining legislation (SB 35 and SB 330) have
also helped to accelerate developments review through
the creation of CEQA exemptions for transit-oriented
developments.
ATTACHMENT II
H-20 Housing Choice Vouchers. The City shall
continue to participate in the Housing Choice Voucher
Program, administered by Alameda County, with a goal
of providing rental assistance to lower-income
residents. The City shall work with Alameda County to
maintain, or if possible, increase the current number of vouchers for Hayward residents.
Ongoing In
Progress
The City has continued to participate in the Housing
Choice Voucher Program, administered by the Housing
Authority of the Alameda County. Nearly 2,000 hayward
households benefit for vouchers annually.
H-21 Outreach to Developmentally Disabled. The
City shall work with the East Bay Regional Center and
other organizations (as appropriate) to implement an
outreach program informing residents of the housing
and services available for persons with developmental
disabilities. The City shall make information available on the City website.
2014-2016
Ongoing
In
Progress
Community Services funds agencies to provide the
outreach and services. Access information to these
services is available on the City's website.
Appendix E
–
Review of Past
Accomplishments
Oakland, California 94612
449 15th Street
Rincon Consultants, Inc.
prepared with the assistance of
Hayward, California 94541
777 B Street
Planning Division, Department of Development Services
City of Hayward
prepared by
(2023-2031)
Hayward Housing
Element
February
2023
Table of Contents
i
T
able of Contents
1 Review of Past Accomplishments
................................................................................................... 1 1.1
Effectiveness in Addressing Special Needs
......................................................................... 1 1.2
Quantified Objectives
......................................................................................................... 2 1.3
Review of Past Accomplishments
....................................................................................... 2 Tables
Table E
-1
Quantified Housing Objective And Achieved Accomplishments
........................................
2 Table
E-2
Review of Past Accomplishments
...................................................................................... 3 Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
ii
This page intentionally left blank.
Re
view of Past Accomplishments
1 1
Review of Past Accomplishments
To develop appropriate programs to address the housing issues identified in the 202 3-
2031
Housing
Element
(6
th
Cycle)
, the City of
Hayward
has reviewed the housing programs adopted in
the
2015
-
202
2 Housing Element
(5
th
Cycle)
and evaluated the effectiveness of these programs in delivering housing services and assistance.
Table
E-1
summarizes the Cit
y’s progress toward the previous
Regional Housing Needs Allocation
(
RHNA
)
and
Table
E-2
provides a detailed program level
assessment of housing accomplishments over the
5 th
Cycle
planning period.
Programs that are
routine staff functions with no specific actions
and
no direct
C
it
y involvement are not continued as
housing programs
in the
6 th
Cycle
Housing
Element.
1.1 Effectiveness in Addressing Special Needs
T
he City was successful in facilitating the development
of housing
for special needs groups
d
uring
the 5
th
C
ycle Housing
Element
. Under Program
H-6 —
Affordable Housing Development
(Pr
ogram H
-
8 in the 5
th
cycle Housing Element
)
the City
partner
ed
with housing developers to identify affordable
housing opportunities with emphasis on promoting housing choices that serve the needs of special needs populations including seniors, homeless, female
-
headed households, large families,
l
ow
-
i
ncome
households
,
and/or persons with disabilities.
Additionally, the City participates in the
EveryOne Home Continuum of Care
which
provid
es
funding, feedback, data, and insights into
homelessness and the affordable housing landscape in Hayward.
The
Alameda County 2018
Ev
eryOne Home
Strategic
Plan
seeks to address the housing
-
related needs of persons with serious
mental illness, those living with HIV/AIDS, and individuals experiencing homelessness .
Additionally,
EveryOne Home released the
2020
Centering Racial Equity in Homeless System Design report.
According to the report, Black and Indigenous people are homeless at a rate four
times higher than
Alameda County’s general population, and more than double the rate among people in poverty.
The
report
findings transformed the
homeless response system design in Alameda County. The report
includes
program and system process recommendations
, which
describe the optimal structures,
staffing ratios, and practices that will contribute to a more equitable homeless housing crisis response.
According to the
City of
Hayward’s 202
0 to 2021
Consolidated
Annual Performance and Evaluation
Report,
the
C
ity has used Community Development Block Grant (
CDBG
)
funds to assist individuals
with special needs
. Under
Goal 3A: Provide Supportive Services for Special Needs
, 1,375
individuals
with special needs have been assisted through supportive services including recreational education, and health programs. The City far exceeded its program year targets by 250 percent. This is because of the increase i
n funding and corresponding service provision for emergency CDBG CARES Act (CDBG
-
CV) activities, which were created in Program Year 2019 but remained open and providing services throughout much of Program Year 2020. Conversely, the City was far from meetin g its
target for the goal of improving facility and infrastructure access and capacity, as COVID -
19 restrictions continued to create construction delays.
Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
2 1.2 Quantified Objectives
Table E-1 summarizes the City’s progress toward meeting the previous 5th Cycle Housing Element RHNA, as well as objectives to rehabilitate and conserve/preserve existing housing stock. The City of Hayward did not reach its 5th cycle RHNA goals in the Extremely Low, Very Low-, Low-, and Moderate-Income categories.
Table E-1 Quantified Housing Objective And Achieved Accomplishments
New Construction Rehabilitation Preservation (At-Risk Units) RHNA
(2015-2022) Actual Objectives Actual Objectives1 Actual Extremely Low-Income 339 48 50 0 0 0
Very Low-Income 339 120 50 0 0 0
Low-Income 480 174 100 67 0 0
Moderate-Income 608 128 – 0 0 0
Above Moderate-Income 0 2,824 0 0 0 0
Total 1,766 3,294 200 67 0 0
1 There were no units identified in the 5th Cycle Housing Element that were at high risk of conversion to market rate units.
1.3 Review of Past Accomplishments
Table E-2 provides a detailed program-level assessment of housing accomplishments during the 5th Cycle Housing Element planning period.
Review of Past Accomplishments
3 Table
E-2 Review of Past Accomplishments
Program
Program Objectives
Progress
and Continued Appropriateness
Program 1
—
Housing
Rehabilitation Loan
Program (HRLP)
The objective of this program is to preserve affordable single -
family
homes.
The City provide
d
below market
-
rate rehabilitation loans to qualified
lower
-
income homeowners to make repairs (costing more than $5,000) to correct major health and safety deficiencies and make needed accessibility modifications.
The City no longer issues new loans under this program, but many existing loans are still in effect.
Continued Appropriateness:
Program 1
will be carried
into the
6 th
Cycle
Housing Element
.
The City will continue monitoring the loans and program income from loan payoffs will be used to fund additional CDBG -
eligible
activities.
Program 2
—
Minor
Home Repair Grant
(MHRP)
The objective of this program is to assist lower
-
income elderly
and/or
disabled homeowners to make minor home repairs to address health and safe
ty
issues, correct code violations, and address systems failures.
The City shall continue to provide rehabilitation grants up to $ 10 ,000 to
qualified lower
-
income elderly and/or disabled homeowners to make
minor home repairs to address health and safety problems, correct code deficiencies, and improve the outward appearance of homes.
Priority will be given to work that corrects health and safety issues and to accessibility modif
ications for people who have disabilities. The City
shall disseminate information to homeowners who participate in the Program regarding rehabilitation standards, preventative maintenance, and energy conservation measures.
During the reporting period, the
City continued its partnerships with
nonprofit housing rehabilitation agency Rebuilding Together Oakland/East Bay ($150,000)
and Habitat for Humanity East Bay/Silicon Valley
to provide
property rehabilitation assistance to targeted Hayward homeowners.
In
t
otal, 52 homes were rehabilitated through 2020. Due to City staffing turnover and delays with environmental review, Habitat for Humanity only completed four projects in 2020. Rebuilding Together's minor home repair grant program provides for safety assessm
ents and modifications to single
-
family and mobile homeowners.
Continued Appropriateness:
Based on the progress of this program,
Program 2
will be carried
into the
6 th
Cycle Housing Element
.
Program 3
—
Residential Rental
Inspection Program
The objective of this program is to safeguard the stock of safe, sanitary rental units within the City and protect local residents through systematic inspection of rental housing throughout the City.
The City shall continue to systematically inspect rental
units throughout
the city through the Residential Rental Inspection Program to safeguard the stock of safe, sanitary rental units within the city and protect persons entering or residing in rental units. The City shall focus attention on rental housing in
higher density areas with the goal of
inspecting these units every three to four years. The City shall inspect properties outside the focus area less frequently, unless they are the subject of a complaint. All rental units shall be subject to inspection.
To
fund the program, the City shall continue to charge an annual, per -
unit
fee in addition to fees charged for every unit in which a violation is found. The City shall assess penalties for lack of timely correction of violations. The City shall disseminate
information to residents about the
mandatory rental inspections, as well as up to
-
date information on the
City’s building, mechanical, plumbing, electrical, and housing codes.
During the 2015
-
2020 reporting period, the City inspected the following number
of active properties and units:
2015: 217 single
-
family homes and 1,492 apartments and 224
multifamily rental properties
2016: 102 single
-
family homes and 954 apartments in 132 multifamily
rental properties
2017: 235 new rental cases for 714 units
2018:
171 rental cases for 657 units
2019: 65 new rental cases for 78 units
2020:
65 new rental cases for 78 units
2021: 109 new cases
Continued Appropriateness:
Based on the progress of this program, as well
as the requirements of AB 838
(2021)
, Program 3
will be carried
into the
6 th
Cycle Housing Element
.
Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
4 Program Program Objectives Progress and Continued Appropriateness Program 4 —
Preservation of At-
Risk Housing
The objective of this program is to avoid the loss of assisted housing units and the resulting displacement of low-income residents.
The City shall continue to monitor all units considered at risk of conversion to market rate and assist property owners in maintaining the affordability of these units. The City shall support and assist property owners in applying for State and Federal funding to preserve at-risk housing, and as funding permits, shall provide financial assistance to nonprofit housing developers in the acquisition and rehabilitation of at- risk housing projects. The City shall ensure that property owners comply with State noticing requirements to notify tenants one year ahead of their intent to terminate subsidy contract or affordability covenants. As necessary, the City shall also provide technical assistance to tenants to access other affordable housing resources.
Since 2015, the City has facilitated the acquisition, recapitalization and/or rehabilitation of 300 affordable units and the conversion of 130 market- rate naturally occurring affordable units to rent restricted affordable units.
The City continues to monitor all units considered at risk of conversion to market rate and assist property owners in maintaining affordability of these units. The City supports and assists property owners in applying for state and federal funding to preserve at-risk housing, and a as funding permits, shall provide financial assistance to nonprofit housing developers in the acquisition and rehabilitation of at-risk housing projects.
Continued Appropriateness: Based on the continued importance of this program, Program 4 will be carried into the 6
th Cycle Housing Element.
Program 5 —
Foreclosure
Prevention and
Counseling
The objective of this program is to preserve homeownership and promote neighborhood stability.
The City shall continue to support foreclosure prevention by partnering with non-profit organizations that provide foreclosure prevention services. The City shall continue to provide information about foreclosure prevention resources in the housing programs section of the City’s website, including information about the programs available for refinancing at-risk loans, and contact information for legal services agencies and HUD-approved counseling organizations in the area. The City shall mail foreclosure prevention materials to local residents who receive notices of default and notices of trustee sale, and shall organize foreclosure-prevention seminars for Hayward residents at risk of losing their homes.
The City has partnered with non-profit Housing and Economic Rights Advocates (HERA) to provide mortgage delinquency and default resolution negotiation and legal advocacy services through the City’s Foreclosure Prevention Program (the “Program”). The Program provides services to low-income City of Hayward homeowners who are struggling to make their mortgage payments and at risk of losing their home due to financial impacts related to COVID-19. Marketing has started for the Program and the first two, free educational workshops on Foreclosure Prevention have been scheduled for end of February and early March 2022. Additionally, homeowners who meet certain Program criteria may also be eligible for financial assistance through the Program in the form of loans up to $15,000. The Program is funded by CARES Act Community Development Grant (CDBG-CV) funds and American Rescue Plan Act of 2021 (ARPA) funds which were approved by City Council in 2020 and 2021 respectively.
Additionally, the City partnered with A1 Community Housing to provide free foreclosure prevention workshops as well as free one-on-one counseling for households at risk of foreclosure. The program was funded through the City’s annual CDBG entitlement grant and served 72 Hayward households.
Continued Appropriateness: Based on the progress of this program, Program 5 will be carried into the 6
th Cycle Housing Element.
Review of Past Accomplishments
5 Program
Program Objectives
Progress
and Continued Appropriateness
Program 6
—
Mortgage Credit
Certificate Program
The objective of this program is to assist tenants to become homeowners to reach a 60 percent ownership occupancy rate, within the parameters of federal and state housing laws.
The City shall continue to participate in the Mortgage Credit Certificate (MCC
) program, administered by Alameda County, to assist eligible buyers qualify for a mortgage loan. The City shall assist the County in promoting the program to eligible buyers through the City website and written materials.
Since 2015, a total of 20 Hayward
homebuyers obtained an MCC allocation
:
2014: F
our Hayward homebuyers obtained an MCC allocation and nine homeowners had their allocations reissued
2015: F
our Hayward homebuyers obtained an MCC allocation and one homeowner had his allocation reissued
2016
:
N
o data
2017: T
wo Hayward homebuyers obtained an MCC allocation and two homeowners had their allocation reissued
2018: T
hree Hayward homebuyers obtained an MCC allocation
2019: S
even Hayward homebuyers obtained an MCC allocation
The California Debt Limit Allocation Committee (CDLAC) did not provide MCC funds to counties statewide in 2020
or 2021
. The City continues to
engage with the County for any future applications for CDLAC for MMC funds.
Continued Appropriateness:
Due to lack
of
funding, Program
6 will not be
carried into the 6
th
Cycle Housing Element.
I
f CDLAC offers MCC funds
again, the City will work with the County to reapply for the program.
Program 7
—
Tenant
-
Based
Rental Assistance
for Emancipated
Youth
The objective of this
program is to promote housing, along with
supportive services, for household with special needs, including seniors, persons with disabilities, single
-
parents, and the homeless.
The City shall continue to provide financial support to Project Independence, a
program implemented by ABODE Services to provide a
continuum of supportive services, including tenant
-
based rental
assistance, to emancipated youth in Alameda County (youth from 18 to 24 who have aged out of the foster care system).
Since 2015, 183 Hayward at
-
risk youth were housed through this program
(this number may include duplicates for potential youth participating in the program for multiple years).
In 2020, over $216,123 were provided to Project Independence, a program implem
ented by a non
-
profit organization that provides tenant
-
based
rental assistance to emancipated youth. Previous years reported funds from $125,000 to $218,000.
In 2021, the City continued to utilize HOME funding for tenant -
based rental
assistance to emancipated youth through Abode Services’ Project Independence. Last year, 18 transition age youth were provided a housing subsidy. As some program participants have minor children, a total of 24 individuals were housed.
Continued Appropriateness:
Based on the p
rogress of this program,
Program 7
will be carried
into the
6 th
Cycle H
ousing
E
lement
. This program
has been incorporated into Program H
-19
:
Housing for Special needs
Populations.
Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
6 Program Program Objectives Progress and Continued Appropriateness Program 8 —
Affordable Housing
Development
The objective of this program is to assist in the provision of housing that meet the needs of all socioeconomic segments of the community.
The City shall work with developers to facilitate affordable housing development. Specifically, the City shall review available funding programs annually and shall provide technical support in the application for State, Federal, and other public affordable funding sources, and, as funding permits, shall provide gap financing for affordable housing. Gap financing shall focus on rental housing units affordable to lower-income households and households with special needs (e.g., seniors, Extremely Low-Income households, and persons with disabilities, including developmental disabilities), especially projects that promote the City’s goals relating to transit oriented development and jobs/housing balance.
The City continues to partner with housing developers to identify affordable housing development opportunities with emphasis on promoting housing choices that serve the needs of special needs populations, including seniors, homeless, female-headed households, large families, low-income, and/or persons with disabilities. In addition, the City continues to support developers with their applications for state and other local development incentives and funding programs that provide financial assistance to develop affordable housing for special needs populations. The City promotes Senate Bill (SB) 330 and SB 35 as a development incentive to affordable housing developers and anticipates processing eligible affordable housing developments to ensure that Hayward has a diverse housing stock serving all socioeconomic segments of the community.
Furthermore, in 2020, the City approved a workplan to incentivize housing production in Hayward and address the state’s housing shortage and high housing costs. The objective of the workplan is to incentivize the production of both market rate and affordable housing, implement measures to meet the RHNA goals, establish “pro-housing" policies to ensure Hayward remains competitive for state housing funds and improve housing affordability for Hayward residents. Topics to incentivize housing production include policies related to zoning and housing approvals, accessory dwelling units, impact fees and fee transparency, funding sources, public land disposition, and streamlining the approval process.
Below is a summary of annual progress:
2015: Lease of a new 22-unit transit-oriented affordable development senior housing development located at B & Grand Streets 2016: Construction of a new 60-unit transit-oriented affordable development for seniors located on A Street (at Main) started construction during the reporting period. Also, the construction of the 151-unit Alta Mira affordable complex which includes eight and 64 affordable homes for families and seniors, respectively, was completed. 2017: The City participated in discussions with Alameda County regarding the development of implementation policies for Alameda County A1 Bond funds to fund Development of Affordable Housing. The County approved its guidelines in November 2017 and Hayward received direction from City Council in December 2018 to issue a Notice of Funding Availability to fund affordable housing projects. 2018: Three projects were awarded funds totaling $28.6 million to create 259 units of affordable housing. Two of the projects were Review of Past Accomplishments
7 Program
Program Objectives
Progress
and Continued Appropriateness
provided matching funds to apply for Alameda County A1 Bond funds
and were awarded almost $10 million from the County. As a result of the NOFA, two market rate projects (Matsya Villas entitled in 2017 and Mission Paradise entitled in 2018), were converted to 100
percent
affordable projects. These projects will provide housing to households earning between 20
percent
of the Area Median Income and 80
percent
of the Area Median Income serving seniors, families, individuals, veterans
,
and people experiencing homelessness. A fourth project was not awarded funds but secured funding and started construction to develop 140 units of affordable housing.
2019: The City granted its first approval of eligibility for a streamlined approval process through SB 35 for Terraces at Mission which would provide 110 affordable housing units fo
r
l
ow
-i
ncome seniors.
2020: The City approved a second SB 35 application at 2595 Depot Road that included an unlimited density bonus pursuant to Assembly Bill (AB) 1763 because it was located within one
-
half mile of a high frequency
transit stop. Allied/Abode Services is curren
tly constructing a 125 micro
unit development. Half of the units will be set aside for e
xtremely
l
ow
-
i
ncome households and the remaining units will be set aside for v
ery
l
ow
-
and
l
ow
-i
ncome households.
2021: The City allocated $4.9 million to affordable housing projects to help close the financing gaps on three affordable housing projects which will provide approximately 190 units of affordable housing which includes two projects reference above plus an additional 96 unit affordable housing development located on Parcel Group 8. Lastly, the City plans issuing a Notice of Funding Availability (NOFA) to establish an affordable housing development pipeline. Eligible projects would be awarded as funding becomes available. Through the NOFA, the City is able to prioritize the City's housing goals and target at -
risk and
underserved populations.
Additionally, the City entered into a
Development Disposition Agreement for the development of 176 units of Affordable Housing located on Parcel Group 3.
Continued Appropria
teness:
Based on the progress of this program,
Program 8
will be carried
into the
6 th
Cycle Housing Element
.
Due to legislative updates, this program has been expanded to comply with the most recent
s
tate law.
Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
8 Program Program Objectives Progress and Continued Appropriateness Program 9 —
Density Bonus
The objective of this program is to promote the use of density bonuses and other incentives to facilitate the development of new housing for extremely low, very low, and low-income households.
The City shall develop a brochure describing the Density Bonus Ordinance and distribute to potential developers in order to promote affordable housing development.
The City has a good track record of approving Density bonus applications throughout the 5
th Cycle Housing Element:
2017: The City approved Maple and Main mixed-use development which consisted of 235 multi-family rental units and approximately 49,000 square foot commercial development. The project included a 23 percent density bonus. In exchange for the density bonus, the development will include 48 units deed restricted for very low-income households
2019: Processed three applications for density bonuses. The Meta Housing development includes a total of 140 multi-family rental units.
The project will be 100 percent affordable for Low-Income households and included a 15 percent density bonus (19 units). The Pine Vista development project includes a total of 40 for-sale condominium units.
Of the 40 condo units, 15 percent or 20 percent were deed restricted for moderate-income households. The Mission Terraces development includes a total of 110 multi-family rental units that would be available for seniors. The project would be 100 percent affordable to low-income households and included a 20 percent density bonus (10 units). 2020: Processed three applications for density bonuses. A mixed apartment/condo development composed of 45 residential units at 21659 Mission Blvd included one rental units for very low-income households and three for-sale units for moderate income households. A nine-unit rental complex at 24997 O'Neil Avenue included one rental unit for very low-income households. The development at 2595 Depot Road was approved with an unlimited density bonus pursuant to AB 1793 in that the project was 100 percent affordable and located within
0.5 miles of a high-frequency transit stop. That project will include 48 units for extremely low-income households; 55 units for very low- income households and 21 units for low-income households. 2021. Processed two density bonus applications. A 176-unit, multi- family residential development with two Very Low-Income units, 136 Low Income units and 36 Moderate Income units for Parcel Group 3.
Concessions included height increase, open space, rear yard setback and deviation from Reach Code requirement. And a 55-unit market rate development which used the Density Bonus application process to seek concessions from open space and minimum setback requirements. 2022. As of May 2022, application deemed complete for an SB35 application with Density Bonus for Parcel Group 8, a 96-unit, mixed use Review of Past Accomplishments
9 Program
Program Objectives
Progress
and Continued Appropriateness
development for
Low
-
and Moderate
-
Income
households.
Project will
receive a 56% increase in density with concessions and waivers related to Floo
r Area Ratio, height, setbacks, and open space.
In 2019, Hayward received Senate Bill 2 grant funding to complete an update to the Density Bonus Ordinance to bring it in alignment with state law. The Planning Division is in the process of updating the Density Bonus Ordinance and expects to complete this project in late 2022/early 2023.
Continued Appropriateness:
Based on the progress of this program,
Program 9
will be carried
into the
6 th
Cycle H
ousing
E
lement.
Due to legislative updates to Density Bonus law, this program will be expanded to reflect current State law related to outreach materials.
Program 10
–
Provision of
Adequate Sites
The objective of this program is to make available an inventory adequate sites that are affordable and available to a mix of income categories.
The City shall maintain a residential sites inventory that can accommodate the City’s RHNA. The City shall update the inventory annually to monitor the consumption of residential and mixed -
use
properties and continued ability to fulfill the RHNA. The City shall make the updated inventory of sites available on the City website.
No report listed from 2017
-
2020. Reports from 2015 and 2016 indicated
that City staff were in the process of creating a spreadsheet to monitor
housing production on the Housing Element
-
identified housing or mixed
-
use sites vis
-
vis its current RHNA allocation. The City maintains a residential pipeline list that monitors all residential development that is under review, recently entitled, and under construction and reports that information annually to the State Department of Housing and Community Development and the Office of Planning and Research.
Continued Appropriateness:
T
his program will be
carried into the 6
th
Cycle
Housing Element and
expanded to reflect
legislative updates
.
Program 11
—
Affordable Housing
Development on
Large Sites
The objective of this program is to allow for a range of residential densities and housing types, prices, ownership, and size, including low
-
density single
-
family uses, moderate
-
density townhomes, and
higher
-
density apartments, transit
-
oriented developments, etc.
The City shall facilitate the development of housing for lower -
income
households on large sites identified in the Sites Inventory
by
encouraging land divisions and specific plans resulting in parcels sizes that facilitate multifamily developments that include units affordable to lower income households in light of State, Federal and local financing programs. The City shall provide i
ncentives for the
development of affordable housing, including but not limited to:
Priority to processing subdivision maps that include affordable housing units;
Expedited review for the subdivision of larger sites into buildable lots where the developme
nt application can be found consistent
Affordable housing on large sites is encouraged through early discussions with residential developers who are referred to the City's inventory of vacant and underutilized residential and mixed
-
use sites that can
accommodate the City's RHNA. In 2016, the City of Hayward entered into a Purchase and Sale Agreement with the California Department of Transportation (Caltrans) to manage the disposition and development of former right of way for the now defunct Route 238 Bypass. This land is divided into 10 parcel groups and must be disposed of by 2027.
In 2020, the City received an application from Eden Housing to develop Parcel Group 3 with a 100
percent
affordable housing development
composed of 180 multi
-
family residential units and a K
-
5 Charter School
on
a
seven acre portion of a
28.5-
acre site
.
In 2020, the City also
received a
development application for Parcel Group 5 to subdivide and develop 72 la
rge lot single family homes with
18 Accessory Dwelling Units that would
be deed restricted for
Very
Low Income Households
on an approximately
Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
10 Program Program Objectives Progress and Continued Appropriateness with the General Plan, applicable Specific Plan and master environmental impact report;
Financial assistance (based on availability of Federal, State, local foundations, and private housing funds); and
Modification of development requirements, such as reduced parking standards for seniors, assisted care, and special needs housing on a case by-case basis.
37 acre site. Both projects were approved in 2021. In 2021, the City received an SB 35 and Density Bonus application to construct 96 rental units affordable to low-income households on a 1.56-acre portion of Parcel Group 8, which is an approximately 19.79-acre site. The Parcel Group 8 application is currently under review. No information about progress was reported in previous years.
Continued Appropriateness: Based on the progress of this program, Program 11 will be carried into the 6th Cycle Housing Element.
This program will be incorporated into Program H-14: Development Incentives.
Policy H-3.10 — No
Net Loss Zoning
The objective of this program is to consider the impacts of rezoning and General Plan Amendments of residential sites on the City's ability to meet its share of the regional housing need, location, price, and tenure.
The City shall maintain a residential sites inventory that can accommodate the City’s RHNA. The City shall update the inventory annually to monitor the consumption of residential and mixed-use properties and continued ability to fulfill the RHNA. The City shall make the updated inventory of sites available on the City website.
City Planning staff evaluates all development projects that include a rezoning component to determine if there will be a net loss related to rezoning property, and specifically any sites that were identified in the Housing Element. From 2015 to 2019, the City did not adopt any General Plan amendments to the Land Use Element that would have resulted in a reduction in the amount of land that could be developed for residential purposes. In fact, in 2019 and 2020, the City adopted the Downtown Specific Plan (covering 320 acres) and amendments to the Mission Boulevard Specific Plan (covering 469 acres) that increased density significantly within the subject areas. This policy will continue to be implemented on an ongoing basis.
Continued Appropriateness: The No Net Loss Zoning policy will become a program in the 6
th Cycle Housing Element in accordance with State law.
Review of Past Accomplishments
11 Program
Program Objectives
Progress
and Continued Appropriateness
Program 12
—
Inclusionary
Housing Ordinance
The objective of this program is to meet the
needs of all socioeconomic
segments of the community.
The City shall continue to implement the Inclusionary Housing Ordinance, but shall modify the ordinance, if necessary, based on the findings of the Inclusionary Housing Ordinance Review and Affordable U
nit In
-
lieu Fee/Nexus Study.
Informed by the results of a Residential Nexus and Feasibility Study, in January 2015, the City Council adopted an Affordable Housing Ordinance (AHO). The
AHO
was updated in 2017 and now applies to all residential
development proposals of two units or more and provides more flexibility to the developers with respect to the means of compliance with those requirements. Since adoption of the new ordinance, 11 projects have been entitled that include on
-
site affordable housing which
will include 65
moderate income units, 21 low income units and 10 very low income units.
As indicated in the Incentivizing Housing Production Workplan and the City’s Strategic Roadmap, the City expects to begin the process of evaluating and possibly updating its existing AHO with the intent to expand the program to comply with the most recent State laws related to affordable housing development and update provisions to further support the City’s housing goals.
Continued Appropriateness:
Based on the progress of this program,
Program
will be carried
into the
6 th
Cycle Housing Element
.
Program 13
—
Funding for
Emergency Shelters
and Transitional
Housing
The objective of this program is to provide housing choices that serve the needs of special needs populations, including seniors, homeless, female headed households, large families, and persons with disabilities, including developmental disabilities.
The
City shall use CDBG funds and other funds, as available, to support emergency shelters, and transitional and supportive housing programs for the homeless and those who are at risk of becoming homeless.
Community Services
Division
funds agencies that provid
e such services. In
January 2019, the City Council approved a Navigation Center to increase shelter beds for homeless Hayward adults (
age
18 and older
). The
Navigation Center opened in November 2019, and in the first year of operations
,
placed 45 people into permanent housing. The Navigation Center is funded through CDBG, HEAP, Proposition 47, PLHA, and general fund monies. In December 2020
,
the City Council approved opening a
second temporary (6 month) Navigation Center, housed out of a Hayward hotel, to p
rovide isolation shelter and housing navigation services to homeless individuals vulnerable to
contracting
COVID
-
19. The Navigation
Center Hotel Annex Project is funded out of PLHA and general fund monies.
In July 2021, the City Council authorized $7.5M in
American Rescue Plan
(ARPA) funds for the following programs: $3M to extend the Navigation Center Hotel Annex Program
,
$2M to expand Hayward Winter Shelter to a
nightly and year
-
round shelter (for 12 months), and $1M to the Hayward
Navigation Center
.
Continued Appropriateness:
Based on the progress of this program,
Program
will be carried
into the
6 th
Cycle Housing Element
.
Due to legislative updates, this program will be expanded
to comply with
current state law.
This program will be incorporated into
Program H
-19
:
Housing for Special Needs Populations.
Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
12 Program Program Objectives Progress and Continued Appropriateness Program 14 — Child
Care Services and
Facilities
The objective of this program is to encourage the development of childcare facilities.
The City shall consider amending the Zoning Ordinance to address childcare needs associated with new residential development.
Specifically, the City shall consider the following:
For residential projects over 100 units, estimate the expected number of children and consult with child care intermediaries, such as the Child Care Coordinating Council of Alameda County on corresponding area supply and need for child care.
Encourage the inclusion of child care space, particularly in affordable housing developments. City staff shall consult with child care intermediaries such as the Child Care Coordinating Council of Alameda County when initiating new proposals for publicly funded projects to develop added incentives for projects that review need for child care.
Support the provision of child care centers in residential neighborhoods and in new residential projects through policies, planning, and coordinated staff support.
To the extent feasible, encourage applicants for publicly financed projects to consider need for child care and pursue supportive corresponding strategies if warranted, by working with child care intermediaries such as the Resource and Referral agencies.
Consider offering incentives for child care inclusion in other projects such as: parking reductions and density bonuses and consider creative mechanisms for supporting the financing of new housing linked child care such as development agreements for child care, public funding of the child care component, and/or other strategies.
Properties within the Downtown Specific Plan and Mission Boulevard Form Based Code Districts allow ground-floor childcare facilities as a permitted use within new residential or mixed-use development while residential zoning districts require approval of an Administrative Use Permit for childcare facilities.
Staff works with individual developers to add childcare facilities within mixed-use developments. In 2019, two large-scale mixed-use developments included childcare facilities on the ground floor. The Meta development is composed of 140 units affordable to low-income households and the True Life development is composed of 189 condominiums and townhomes with 19 units set aside for moderate- income households.
Continued Appropriateness: Based on the continued importance of addressing childcare, this program will be carried into the 6 th Cycle Housing
Element. This program will be incorporated into Program H-19: Housing for Special Needs Populations.
Review of Past Accomplishments
13 Program
Program Objectives
Progress
and Continued Appropriateness
Program 15
—
Fair
Housing Services
The objective of this program is to support service and programs that eliminate housing discrimination.
The City shall continue to contract with ECHO to pro
vide fair housing
and tenant/landlord services, including fair housing counseling and education and tenant/landlord counseling and mediation. The City shall also work with Bay East Association of Realtors to ensure that residential real estate agents and brokers adhere to fair housing laws and regulations, and work with tenants, tenant advocates, and rental housing owners and managers to eradicate housing discrimination and to ensure that Hayward's supply of rental housing is decent, safe and sanitary. The City shall promote training for property owners and managers to ensure that they are knowledgeable of the requirements of Federal, State and local real estate, housing discrimination, tenant protection, housing inspection and community preservation laws; a nd
promote training of tenants in the requirements of Federal, State, and local laws so that they are aware of their rights and obligations. Finally, the City shall disseminate information to homeowners about predatory lending practices.
During the reporti
ng period, the City partnered with local non
-
profit
organization Eden Council for Hope and Opportunity (ECHO) ( between
$25,000 and
$50,000
annually
) to conduct fair housing activities including
annual audits, tests, investigation of complaints and fair housing
workshops. This organization also provided landlord
-
tenant mediation
services, know
-
your
-
rights workshops and other educational services to
both tenants and landlords. In FY20
-
21, ECHO conducted 32 fair housing
investigations
and 10 fair housing tests, along with 14 public presentations to educate tenants and landlords about their rights and responsibilities related to fair housing.
Continued Appropriateness:
Based on the progress of this program,
Program
will be carried
into the
6 th
Cycle Housing
Element
.
Program 16
—
Universal Design
Principles
The objective of this program is to provide housing choices that serve the needs of special needs populations, including seniors, homeless, female headed households, large families, and persons with disabilities,
including developmental disabilities.
The City shall develop an ordinance that promotes the use of Universal Design Principles in new construction and/or rehabilitation of housing.
The City has not drafted an Ordinance that promotes the use o f Universal
Design Principles in new construction and rehabilitation of housing.
However, the City's Building Division follows the 2016 California Building Code Part 2, Volume 1, Chapters 11A, Housing Accessibility, and 11B, Accessibility to Public Buildin
gs, Commercial Buildings and Public Housing
when evaluating all proposed developments. These chapters apply to all new multi
-
family residential development and require that a certain percentage of units within a multi
-
family residential development be
adap
table and accessible.
The application of these chapters is a good step
in addressing the intent of this program as Chapter 11A and B address disabled access design criteria in the California Building Codes and the requirements for residential and commercial occupancies/uses. These codes model the ADA guidelines.
This policy will continue to be
implemented on a case
-
by
-
case basis.
Continued Appropriateness:
Based on the progress of this program,
Program 16
will be carried
into the
6 th
Cycle Housing Element
.
This program
will be incorporated into Program H
-19
:
Housing for Special Needs
Populations.
Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
14 Program Program Objectives Progress and Continued Appropriateness Program 17 —
Small Lot
Consolidation
The objective of this program is to allow for a range of residential densities and housing types, prices, ownership, and size, including low- density single-family uses, moderate-density townhomes, and higher- density apartments, and transit-oriented developments.
The City shall assist in land consolidation by providing sites information to interested developers and provide gap financing assistance, as available, to nonprofit housing developers. The City will provide information about the lot consolidation procedure on the City website by 2015. The City shall process lot consolidation requests ministerially when the lots are within the same zoning district.
The City Planning Division provides site information to all interested developers and gap financing assistance, as available, to nonprofit housing developers.
In 2016, the City entered into a Purchase and Sale Agreement with Caltrans to manage the disposition and development of former right of way for the now defunct Route 238 Bypass. This land is divided into large 10 parcel groups comprised of dozens of aggregated small and large lots to make contiguous parcel groups. One of these parcel groups (Parcel Groups 1 and 10) In 2018, the City approved the Sohay development on an approximately 25-acre site that was composed of 21 separate small parcels that were purchased and consolidated to create a large-scale, mixed use and mixed income development. The project consists of 472 residential units (72 multi-family homes and 400 townhomes) with 48 units available to low- and moderate-income households, and 20,000 square feet of ground floor retail along Mission Boulevard within one-half mile of the South Hayward BART Station. The City Planning Division provides site information to all interested developers and gap financing assistance, as available, to nonprofit housing developers. Lot consolidation is accomplished on a case- by-case basis depending on the development project. Lot consolidation is accomplished on a case-by-case basis depending on the development project.
Continued Appropriateness: Based on the progress of this program, Program 17 will be carried into the 6th Cycle Housing Element.
Review of Past Accomplishments
15 Program
Program Objectives
Progress
and Continued Appropriateness
Program 18
—
Boomerang Funds
The objective of this program is to assist in the provision of housing that meet the needs of all socioeconomic segments of the community.
The City shall consider options for allocating a portion of unrestricted City General Funds received as part of a one
-
time distribution of
liquidated Low
-
Moderate Income Housing Trust Funds of the former
Redevelopment Agency (aka “Boomerang funds”) for the development of affordable housing and shall adopt a resolution regarding the use of these funds.
The City continues to explore different funding mechanisms to finance affordable housing, including the use of Boomerang funds. However, the adoption of those mechanisms has been limited by the
full recovery of the
local economy. However, the City awarded $
33.5 million in local housing
funds to incentivize the development of affordable housing. The City utilized Hayward Housing Authority Funds, Inclusionary Housing Funds, HOME funds, and Hayward's
allocation of Alameda County's Measure A1
bond funds
to support the development of affordable housing
.
Moving
forward, the City plans issuing a Notice of Funding Availability (NOFA) to establish an affordable housing development pipeline. Eligible project s
would be awarded as funding becomes available. Through the NOFA, the City is able to prioritize the City's housing goals and target at -
risk and
underserved populations.
Continued Appropriateness:
Because this program was designed to be a
single action
,
and has been completed, this program
will
not
be
carried
over into the
6 th
Cycle Housing Element
.
Program 19
—
Exemptions of
Transit Priority
Projects from
Environmental
Review
The objective of this program is to mitigate any potential constraints to
housing production and affordability.
The City shall implement the provisions of SB 375 streamlining the CEQA process for Transit Priority Projects and projects that conform to the Sustainable Communities Strategy and meet specific criteria set forth in
SB 375
.
Consistent with SB
375 streamlining provisions, the City adopted the
Downtown Specific Plan, completed an update to the Mission Boulevard Code and adopted new VMT CEQA thresholds, which help streamline development review of projects lo
cated within
0.5 mile of the City's two
BART stations. Additional legislation (SB
330 and SB
35) further promote
project streamlining
in that SB 35 projects, even if accompanied by a
Density Bonus application, are exempt from CEQA. To date, four developmen
t projects have benefited from these
streamlined
provisions
in
the City of Hayward
.
Continued Appropriateness:
Based on the progress of this program,
Program 19
will be carried
into the
6 th
Cycle Housing Element
.
Due to legislative updates, for example AB 1147
–
Regional Transportation
Plan: Active Transportation Program, this program will be evaluated for
compliance
with
s
tate law.
Hayward Housing Element
City of Hayward
2023-2031 Housing Element Update
16 Program Program Objectives Progress and Continued Appropriateness Program 20 —
Housing Choice
Vouchers
The objective of this program is to assist in the provision of housing that meet the needs of all socioeconomic segments of the community.
The City shall continue to participate in the Housing Choice Voucher Program, administered by Alameda County, with a goal of providing rental assistance to lower-income residents. The City shall work with Alameda County to maintain, or if possible increase, the current number of vouchers for Hayward residents.
The City continues to participate in the Housing Choice Voucher Program, which is administered by the Alameda County Housing Authority. To date, nearly 2,000 households in Hayward have benefited from these vouchers annually.
Continued Appropriateness: Based on the progress of this program, Program 20 will be carried into the 6
th Cycle Housing Element.
Program 21 —
Outreach to
Developmentally
Disabled
The objective of this program is to provide housing choices that serve the needs of special needs populations persons with disabilities, including developmental disabilities.
The City shall work with the East Bay Regional Center to implement an outreach program informing residents of the housing and services available for persons with developmental disabilities. The City shall make information available on the City website.
The City awarded Measure B/BB transportation funds to local non-profits serving seniors and individuals with disabilities. Service partners included:
(1) Eden I&R: Same-day transportation through LYFT and UBER; volunteer driver program for those with door-through-door needs; (2) Community Resources for Independent Living: Travel Training; (3) Services Opportunities for Seniors: in home meal delivery for homebound seniors; (4) Alzheimer’s Services of the East Bay (ASEB): Specially trained drivers operate lift-equipped vehicles to provide transportation to its adult day program.
Continued Appropriateness: Based on the progress of this program, Program 21 will be carried into the 6
th Cycle Housing Element. This program
will be incorporated into Program H-20: Community Outreach and education.