May 9, 2023 Dot Voting Results
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Enhance Community Safety & Quality of Life
SUPPORT SAFE AND CLEAN NEIGHBORHOODS
Staff Proposed Projects
Invest in Community‐Centered Crime Response and Enforcement Models Q1 ‐ Continue to implement and measure the HEART Pilot Program 6 0 12 Q2 ‐ Implement the recommendations from the Dispatch Assessment 4 0 8 Q3+QC3+QC5 ‐ Conduct an assessment of the Jail and other Community Services Officer functions. QC3‐Convene quarterly meetings with residents and the Police Department to bridge gaps. Increasing conversations and establishing contacts will help foster better commun ications. QC5‐Provide an informational report to Council in FY2024 to determine which sworn officer responsibilities can be delegated to Community Service Officers to improve responsiveness and drive down staffing costs. 421 0
Q4 ‐ Seek and implement CALEA accreditation for the Police Department 5 1 11 Strengthen Emergency Preparedness, Planning, and Response Q5 ‐ Update comprehensive Emergency Management Plan 3 2 8 Q6 ‐ Reestablish the Hazardous Materials Response Team and research funding options for equipment 3 1 7 Invest in Cleanliness and Blight Reduction
Q7 ‐ Roll out a permanent illegal dumping prevention program 2 2 6 Q8+QC22 ‐ Engage owners of vacant building properties to encourage activation, starting in the downtown.QC22‐Add additional enforcement against owners of empty storefronts 501 0 Q9 ‐ Finalize community preservation ordinance to combat blight and enhance neighborhood livability 3 2 8 Q10 ‐ Create an analysis of the staffing and funding needs to cre ate a public art program 2 2 6 SUPPORT VIBRANT COMMUNITIES
Implement Community Enrichment and Social Support Programming Q11 ‐ Continue to provide educational, cultural, and social support programs at the Hayward Library 2 2 6 Q12 ‐ Continue to provide family support programs through the Youth and Family Services Bureau 511 1 Q13 ‐ Continue to implement Hayward People’s Budget projects 1 2 4 Q14 ‐ Continue to work with HARD on understanding recreational programs through the Master Lease 2 2 6 Activate Public Spaces
Q15 ‐ Design and Install Heritage Plaza Art Pieces to Honor Indigenous and Russell City Heritage 1 4 6 Q16 ‐ Work with partners to design programming for the future Stack Center Community Event Plaza 3 3 9 Invest in Community‐Wide Internet Infrastructure and Access Q17 ‐ Continue to provide internet connected devices and hotspots through the Library 4 2 10 Q18 ‐ Work with partners to identify funding for a strategic plan for Broadband 4 1 9 Strengthen Justice and Belonging
Q19 ‐ Continue to implement an internal racial equity training program 4 2 10 Q20+Q21 ‐ Use the Racial Equity Toolkit to implement pilots in several departments. Assess and pilot inclusive recruitment, retention and promotion standards and practices 601 2 Q21 ‐ Assess and pilot inclusive recruitment, retention and promotion standards and practices Q22 ‐ Work with the survivors and descendants of Russell City to determine appropriate restitution 21 5 Council Proposed Added Projects
QC9 ‐ Enhance background checks for gun ownership and gun storage rules 41 9 QC18+QC19 ‐ Increase the number of Community Meeting Rooms in Hayward, at Southland Mall or anywhere possible; Provide a report to Council on the process for reserving facilities through the Library, City building, and HARD. Have staff work with HUSD and HARD to a ctivate community centers and pilot opening specific school campuses after instructional hours to provide residents access to their facilities. Success looks like 2‐3 campuses open for public use with a funding and staffing structure agreed upon by the partner agencies. 551 5 QC21 ‐ Expand litter collection services (like the Downtown Streets Team ) to pick up litter through the City 5 5 15 Attachment V
May 9, 2023 Dot Voting Results
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Blue
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Preserve, Produce, and Protect Housing for All
Staff Proposed Projects
Invest in Programs to House and Support People Experiencing Homelessness H1 ‐ Support development of St. Regis Behavioral Health Campus to provide health and housing services to people experiencing homelessness and mental health crises 6 0 12 H2 ‐ Continue to oversee operations of the Navigation Center 5 0 10 H3 ‐ Piloting a flexible funding pool for preventing homelessness, including a shallow subsidy program 4 3 11 H4 ‐ Continue to explore safe parking options al ong with encampment management 4 1 9 H5 ‐ Leverage partnerships to support acquisition and rehabilitation projects through State Homekey funding (including hotel/motel conversion, tiny home, and single‐family home conversion) 4 3 11 Incentivize Housing Production for All
H6 ‐ Create objective residential development standards & update zoning regulations to align with the General Plan 0 5 5 H7 ‐ Explore program to convert tax‐defaulted properties to affordable housing 6 1 13 H8 ‐ Continue to create marketing materials to incentive housing production 1 1 3 H9 ‐ Continue work on updating the Affordable Housing Ordinance 0 2 2 H10 ‐ Amend the Municipal Code to address Housing Element Ac tions related to housing for a variety of income levels and housing types 02 2
Protect the Affordability of Existing Housing
H11 ‐ Continue to pilot a Tenant Relocation Emergency Fund 5 2 12 H12 ‐ Continue to implement the Foreclosure Prevention Program 5 2 12 H13 ‐ Evaluate available funding to issue a Notice of Funding Availability (NOFA) 0 H14 ‐ Amend the Municipal Code to establish residential replacement requirements pursuant to State Law (AB 1397) 11 3 Council Proposed Added Projects
HC3 ‐ Provide creative financing like down payment assistance or loan restructuring. Down payment assistance can help more buyers get unrestricted‐deed properties. Loan restructuring, such as by offering a payment assistance loan or a balloon loan (due on sale), keeps people in their homes if they are otherwise subject to foreclosure. 46 1 4 HC10 ‐ Work with BART to encourage Transit Oriented Development at the two Hayward stations 4 3 11 Confront Climate Crisis and Champion Environmental Justice Staff Proposed Projects
Reduce Greenhouse Gases and Dependency on Fossil Fuels
C1 ‐ Implement Year 1 Programs from the adopted GHG Roadmap (Climate Action Plan) 5 1 11 C2 ‐ Continue to collaborate with EBCE to provide public EV charging facilities 5 2 12 C3 ‐ Present a plan on EV charging for city facilities to CIC (for fleet and employee commuters) 0 6 6 C4 ‐ Continue to transition City facilities from natural gas to electric, with a fo cus on HVAC systems 0 6 6 Reduce Waste by Promoting a Circular Economy
C5 ‐ Continue to identify opportunities for compost hubs and other distribution mechanisms for compost in Hayward 1 5 7 C6 ‐ Continue to partner with Alameda County All In Eats to encourage food recovery 1 6 8 Mitigate Environmental Impacts through Resilient Design and Environmental Health Programs C7 ‐ Prepare an ordinance to create smoke‐free multifamily housing 3 1 7 C8 ‐ Plant 1,000 1,500 trees annually, directly and through work with community groups with neighboard approach 701 4 C9 ‐ Update Tree Preservation Ordinance 511 1
C10 ‐ Implement Year 1 Programs from the adopted General Plan Environmental Justice Element, with a focus on mitigating the impact on frontline communities 501 0
May 9, 2023 Dot Voting Results
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C11 ‐ Work with HASPA partners to seek grant funding to implement the Shoreline Master Plan, including providing an update to Council 511 1
C12 – Continue to pursue water conservation measures like increasing recycled water supplies 0 6 6 Council Proposed Added Projects
CC1 ‐ Explore a partnership with EBCE to offer vouchers/discounts on purchasing electric appliances to help community members make the transition from gas to electric 41 9
CC6 ‐ Sustainability Staff will work to improve e‐bike adoption through the creation of an e‐bike rebate program and ensuring that electric transit infrastructure such as EV ch argers also serve e‐bike and not just electric cars 4 1 9 Invest in Infrastructure
Staff Proposed Projects
Invest in Multi‐Modal Transportation
N1 ‐ Continue to implement major corridor traffic calming initiatives 4 0 8 N2 ‐ Develop a micro‐mobility policy (eBikes, eScooters) 4 0 8 N3 ‐ Complete construction of Mission Boulevard phase 34 0 8 N4 ‐ Implement Safe Routes for School, with a focus on Cesar Chavez and Palma Cei 4 1 9 N5 ‐ Implement six intersections for Safe Route for Seniors in the downtown area 4 0 8 N6 ‐ C ontinue to add approximate 10 miles of bike lanes annually, with a focus on protected bike lanes and intersections that have high traffic/incidents 33 9
Invest in City Facilities & Property
N7 ‐ Break ground on the Stack Center and continue fundraising for project needs 4 2 10 N8 ‐ Continue to work towards construction of La Vista Park 5 2 12 N9 + NC8‐ Complete Jackson Corridor landscape beautification. Replace and relocate the existing monument gateway sign located on Jackson Street and Silva Avenue 521 2
N10 ‐ Continue City parking lot upgrades, with a fo cus on parking lots 7, 8, and 11 0 4 4 N11 ‐ Continue Corporation Yard safety upgrades (ARPA project) 4 1 9 N12 ‐ Continue upgrades to Fleet facilities (ARPA project) 0 1 1 N13 ‐ Continue upgrades to Animal Control facilities (ARPA project) 4 1 9 N14 ‐ Provide CIC a needs assessment/preliminary feasibility report on a new Corporation Yard 0 2 2 N15 ‐ Provide CIC a needs a ssessment/preliminary feasibility report on a new Police Building 2 4 8 N16 ‐ Create a preliminary concept plan for the Weekes Library to be eligible for potential grants 1 5 7 Invest in Water Supplies, Sanitation Infrastructure & Storm N17 ‐ Replace an average of 2.5 miles of water pipelines annually 2 4 8 N18 ‐ Replace an average of 2.5 miles of sewer lines annually 3 4 10 N19 ‐ Design Water Pollution Control Facility Phase II upgrade 3 2 8 N20 ‐ Develop a Recycled Water Master Plan 23 7
N21 ‐ Implement Sustainable Groundwater Plan 04 4
Council Proposed Added Projects
NC1 ‐ Evaluate the alternatives to the downtown loop 6 0 12 NC10 ‐ Work with AC Transit to beautify bus shelters and improve ridership experience 441 2 Grow the Economy
Staff Proposed Projects
Invest in Programs that Support Hayward Business and Workers E1 ‐ Work with the CEDC to identify priority sites throughout Hayward and review concept plans, including key downtown sites and Southland Mall 501 0
E2 ‐ Complete remaining “Restaurant Relaunch” and façade program projects 4 2 10
May 9, 2023 Dot Voting Results
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E3 ‐ Continue to partner with DSAL to build and launch the commercial kitchen incubator program at the Stack Center, which could potentially be expanded to incubate other types of businesses 1 4 6 Invest in Plans and Programs that Create Thriving Commercial Corridors E4 ‐ Continue to roll out Downtown District Activation pilot program that includes performance art 5 0 10 E5 ‐ Finalize Sidewalk Vendor Ordinance and provide a training on how to apply for a business license 4 1 9 Grow Educational Pathways and Workforce Development Pipelines E6 ‐ Provide cradle to career educational programs for all ages with an emphasis on creating cross‐agency pathways, in partnership with the Hayward Promise Neighborhoods 4 3 11 E7 ‐ Design and implement the ARPA Tuition Assistance program with Cal State East Bay, Chabot College, and Eden Area Regional Occupational Program 24 8
E8 ‐ Continue Fire career pathway progra m with ROP and Chabot – have 17 student fire fighters – execute instructional services agreement with Chabot 41 9
E9 ‐ Continue the IT Department’s internship program 1 4 6 E10 ‐ Work cooperatively with Hayward’s educational institutions to streamline and amplify partner communications and achievements 22 6
Strategically Dispose of City Property
E11 ‐ Continue to work on Route 238 Corridor lands dispositions and development 4 2 10 E12 ‐ Release solicitation for City Center disposition and development 4 3 11 E13 ‐ Study the options for disposing of Successor Agency parcels on Mission Blvd 0 1 1 Council Proposed Added Projects
EC2 ‐ Economic Development Staff will provide an informational report to Council on older ordinances that may have an adverse impact on our local economy (such as the Cabaret Ordinance, the Alcohol ration, and Happy Hour), and offer recommendations to update them. 421 0
EC3 ‐ Put forward incentives to create worker‐cooperatives in Hayward. Ac tion Steps: Have Economic Development Staff present a strategy to encourage the development of worker‐cooperatives in Hayward, including but not limited to: potential tax incentives, building networks for educational and legal support, creating materials that promote worker‐ownership, and potential policy recommendations (such as offering employees the right of first refusa l to purchase small businesses in the case of owner retirement). 41 9
Strengthen Organizational Health
Staff Proposed Projects
Strengthen Fiscal Stability and Transparency
R1 ‐ Hold a work session with the Council to provide an overview of the updated General Fund Long Range Financial model 5 1 11 R2‐ Expand financial transparency and data sharing through platforms like OpenGov 3 3 9 Strengthen and Streamline Customer Service and Access
R3 ‐ Conduct a language access assessment 24 8
R4 ‐ Conduct a post‐COVID assessment of on‐line and in‐person customer service needs, including Access Hayward 1 3 5 R5 ‐ Continue to implement and assess hybrid meetings options for Board and Commissions 2 1 5 Strengthen Employee Engagement, Professional Development, and Retention R6 ‐ Develop talent acquisition plan for citywide and critical positions 5 1 11 R7 ‐ Audit existing policies and HR processes for compliance including areas for revision and general enhancement 1 4 6 R8 ‐ Develop citywide compensation philosophy to create and define consistent internal benchmarks and alignment in comparator marketplace 431 1
Invest in a Safe Work Environment
R9 ‐ Conduct a workplace safety assessment for all workplace locations and implement phased improvements 0 4 4 R10 ‐ Develop the Police Department’s Wellness program 3 2 8
May 9, 2023 Dot Voting Results
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Optimize Access to Workforce Technology
R11+RC2 ‐ Optimize ERP solution by supporting use of different modules, including the City's procurement system and ensure we have up to dae technology in place. RC2‐Revisit our procurement system to identify potential cost savings and ensure we have up to date technology and processes in place 33 9 R12 ‐ Implement an IT Gov ernance workgroup to ensure business alignment with technology solutions 0 3 3 Council Proposed Added Projects
RC5 ‐ Prioritize Hayward's involvement in the creation of a Public Bank, creating the potential for our city to divest in fossil fuels, unlock capital for development and small business investments, and securing decision‐making power through the Bank's governance structure 531 3
RC6 ‐ Develop systems for tracking and responding to constituent requests for C ouncil, other than the email account, such as using a ticketing system, having more informational updates online, or having more administrative support for this area 5 2 12 RC7 ‐ As part of "Invest in a Safe Work Environment": Implement 360 evaluations for all department heads that includes feedback from subordinates, enabling the City Manager to prov ide better support to personnel and make more informed decisions regarding staffing. Management evaluations should be summarized and presented to Council on a regular basis. 431 1
FY 2024
Projects w/
~ FTE Impact
Future/
Continued
Project
Comments and Clarifications
(*Recommendations and FTE Capacity assume that any current vacancies can be filled or work can be done by temporary staff. Staff will provide status updates throughout the year if we are unable to fill these vacancies.) City Manager's Administration | FTE Capacity to Work on Roadmap Projects in FY24* = 5 5 $ 10,000 Q20 ‐ Use the Racial Equity Toolkit to implement pilots in several departments 6 0 12 0.5 Implement in FY24 ‐ CMO Lead Equity Officer Q1 ‐ Continue to implement and measure the HEART Pilot Program 6 0 12 X 0.2 Continue Continue implementation in FY24 with Police and Fire RC6 ‐ Develop systems for tracking and responding to constituent requests for Council, other than the ema
il account, such as using a ticketing system, having more informational updates online, or having more administrative support for this area
5 2 12 0.6 Implement in FY24 $10,000 for Zendesk
subscription
E12 ‐ Release solicitation for City Center disposition and development 4 3 11 0.1 Implement in FY24 using salary savings to hire a consultant to work on disposition projects
RC7 ‐ As part of "Inve st in a Safe Work Environment": Implement 360 evaluations for all department heads that includes feedback from subordinates, enabling the City Manager to provide better support to personnel and make more informed decisions regarding staffing. Simultaneously, implement executive coaching.
4 3 11 X 0.2 Continue Begin implementation in FY24, including starting executive coaching, with addi
tional rollout in FY25 (in partnership with HR) Funding shown in HR HC10 ‐ Work with BART to encourage Transit Oriented Development at the two Hayward stations 4 3 11 0.1 BART staff will provide a report to Council in fall 2023 about potential opportunities. This is part of the Housing Element, as required by HCD and BART is aw
are.
Adding Project: Conduct an analysis of the Community Advisory Panel for the Police Department NA X 0.2 Adding this project to FY24 because it was raised in another meeting as a Council priority (in partnership with Police)
E11 ‐ Continue to work on Route 238 Corridor lands dispositions and development 4 2 10 X 0.1 Implement in FY 24 using salary savings to hire a consultant to work on disposition projects
Q19 ‐ Continue to implement an internal racial equity training program 4 2 10 0.2 Continue Continue implementation in FY24 Equity Officer N7 ‐ Break ground on the Stack Center and continue fundraising for project needs 4 2 10 X 0.5 Continue Include in FY24 ‐ Project already started & grant deadlines (in part nership with Public Works‐Engineering and Library)
Q18 ‐ Work with partners to identify funding for a strategic plan for Broadband 4 1 9 X Start Delay to FY25 due to lack of staff capacity and funding (in partnership with Public Works‐Engineering and IT)
Funding shown in Public
Works
Q16 ‐ Work with partners to design programming for th e future Stack Center Community Event Plaza 3 3 9 X 0.3 Continue Include in FY24 ‐ Plaza opens July 2024, so work needs to begin now (in partnership with Library)
R2‐ Expand financial transparency and data sharing through platforms like OpenGov 3 3 9 X 0.2 Continue Launch internal data team in FY24 to measure baselines for all performance metrics in the budget ‐ combine with Lean Innovat ion trainings Q2 ‐ Implement the recommendations from the Dispatch Assessment 4 0 8 X 0.2 Continue Include in FY24 ‐ High priority for staff (in partnership with PD and Fire) R3 ‐ Conduct a language access assessment 2 4 8 X 0.2 Include in FY24 ‐ Project already started & it's a requirement for CDBG/HOME funds Equity Officer
N15 ‐ Provide CIC a needs assessment/preliminary feasibility re port on a new Police Building, including funding mechanism 24 8 X 0 . 3 Include in FY24 ‐ Project already started & commitments made (in partnership with Police and Public Works‐Engineering)
C6 ‐ Continue to partner with Alameda County All In Eats to encourage food recovery 1 6 8 0.2 Continue Complete the existing grant‐funding Food Action Plan and delay any fu ture work until FY25 or FY26
Q14 ‐ Continue to work with HARD on understanding recreational programs through the Master Lease 2 2 6 0.1 Continue Further exploration of this topic to occur at the July HLAC meeting ‐ Staff will spend some effort in FY24, and possibly expand the effort in FY25 based on input from Council
E3 ‐ C ontinue to partner with DSAL to build and launch the commercial kitchen incubator program at the Stack Center, which could potentially be expanded to incubate other types of businesses 1 4 6 0.1 Continue Include in FY24 ‐ Project already started & commitments made Q10 ‐ Create an analysis of the staffing and funding needs to create a publ ic art program 2 2 6 Start Delay to FY25 or FY26 due to lower Council priority and a lack of capacity Q15 ‐ Design and Install Heritage Plaza Art Pieces to Honor Indigenous and Russell City Heritage 1 4 6 0.1 Include in FY24 ‐ Project already started & commitments made Q22 ‐ Work with the survivors and descendants of Russell City to determine appropri ate restitution 2 1 5 0.2 Include in FY24 ‐ Project already started & commitments made Equity Officer R4 ‐ Conduct a post‐COVID assessment of on‐line and in‐person customer service needs, including Access Hayward 1 3 5 X Start Delay to FY25 due to lower Council priority and lack of capacity Q13 ‐ Continue to implement Hayward People’s Budget projects 1 2 4 X 0.4 Include in FY 24 ‐ Project already started & commitments made (in partnership with Community & Media Relations)
E13 ‐ Study the options for disposing of Successor Agency parcels on Mission Blvd 0 1 1 Continue Delay to FY25 or FY26 due to lower Council priority and a lack of capacity Red
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FY2024 Proposed Strategic Roadmap Projects by Division
FTE Capacity to Work on Roadmap Projects in FY24 = the number of FTEs in your work group (for example 0.2 of one person + 0.6 of another = 0.8 FTE) that have capacity in FY24 to work on these projects. The "~ FTE Impact" for FY24 should be roughly equal th e "FTE Capacity." STAFF RECOMMENDATION
Current Key Vacancies
Assigned to this Project
New Costs for FY24
(for Council added
projects being
implemented in FY24)
Project in
more than
one Work
Group
"Score"
Green = top
third, yellow =
second third,
orange = last
third
Blue
Dot
ATTACHMENT VI
FY 2024
Projects w/
~ FTE Impact
Future/
Continued
Project
Comments and Clarifications
(*Recommendations and FTE Capacity assume that any current vacancies can be filled or work can be done by temporary staff. Staff will provide status updates throughout the year if we are unable to fill these vacancies.) Red
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FY2024 Proposed Strategic Roadmap Projects by Division
FTE Capacity to Work on Roadmap Projects in FY24 = the number of FTEs in your work group (for example 0.2 of one person + 0.6 of another = 0.8 FTE) that have capacity in FY24 to work on these projects. The "~ FTE Impact" for FY24 should be roughly equal th e "FTE Capacity." STAFF RECOMMENDATION
Current Key Vacancies
Assigned to this Project
New Costs for FY24
(for Council added
projects being
implemented in FY24)
Project in
more than
one Work
Group
"Score"
Green = top
third, yellow =
second third,
orange = last
third
Blue
Dot
Community & Media Relations | FTE Capacity to Work on Roadmap Projects in FY24* = 0.9 0.9 $ ‐ RC6 ‐ De
velop systems for tracking and responding to constituent requests for Council, other than the email account, such as using a ticketing system, having more informational updates online, or having more administrative support for this area
5 2 12 0.3 Implement in FY24 ‐ CMO Admin Lead Budget shown in CMO Admin
R3 ‐ Conduct a language a ccess assessment 2 4 8 X 0.1 Include in FY24 ‐ Project already started & it's a requirement for CDBG/HOME funds
N15 ‐ Provide CIC a needs assessment/preliminary feasibility report on a new Police Building, including funding mechanism 24 8 X 0 . 2 Community & Media Relations will support this project specifically on assessing possible funding mechanisms
E10 ‐ Work cooperatively with Hayward’s educational in stitutions to streamline and amplify partner communications and achievements 22 6 S t a r t D e l a y to FY25 or FY26 due to lower Council priority and a lack of capacity R5 ‐ Assess how the hybrid meetings for Board and Commissions are functioning and explore options for adding additional meeting locations in Hayward with hybrid capacity 2 1 5 X 0.1 Continue Partial implementation in FY 24, with continued implementation in FY25 or FY26 R4 ‐ Conduct a post‐COVID assessment of on‐line and in‐person customer service needs, including Access Hayward 1 3 5 X Start Delay to FY25 due to lower Council priority and lack of capacity Q13 ‐ Continue to implement Hayward People’s Budget projects 1 2 4 X 0.2 Include in FY24 ‐ Project already started & co mmitments made Community Services | FTE Capacity to Work on Roadmap Projects in FY24* = 1.9 1.9 $ ‐ H1 ‐ S
upport development of St. Regis Behavioral Health Campus to provide health and housing services to people experiencing homelessness and mental health crises 6 0 12 0.4 Continue Implement in FY24 Q1 ‐ Continue to implement and measure the HEART Pilot Program 6 0 12 X 0.3 Continue Implementation is ongoing and will continue in FY24 Management Analyst H3 ‐ Pilot a shallow subsidy program for h omelessness prevention 4 3 11 0.2 Implementation is ongoing and will continue in FY24 Management Analyst H5 ‐ Leverage partnerships to support acquisition and rehabilitation projects through State Homekey funding (including hotel/motel conversion, tiny home, and single‐family home conversion) 4 3 11 X 0.3 Implementation is ongoing and will continue in FY24 Management Analyst H2 ‐ Continue to oversee operations of the Navigation Center 5 0 10 0.3 Continue Implementation is ong oing and will continue in FY24 H4 ‐ Continue to explore safe parking options along with encampment management 4 1 9 X 0.4 Continue Continue the work that has already begun on this, but delay any further exploration to FY25 due to lack of staff capacity and funding Economic Development | FTE Capacity to Work on Roadmap Projects in FY24* = 1.1 1.1 $ ‐ E1 ‐ Wo
rk with the CEDC to identify priority sites throughout Hayward and review concept plans, including key downtown sites and Southland Mall 5 0 10 0.2 Continue Implementation is ongoing and will continue in FY24 E4 ‐ Continue to roll out Downtown District Activation pilot program that includes performance art 5 0 10 0.3 Implementation is ongoing and will continue in FY 24 Q8+QC22 ‐ Engage owners of vacant building properties to encourage activation, starting in the downtown.QC22‐Add additional enforcement against owners of empty storefronts 5 0 10 X 0.2 Continue For FY24, ED and DSD will provide an informational report about current activities ‐ additional enforcement cannot happen without an ordinance update (see Code Enforcement)
Economic Development
Specialist/ Community
Program Sp ecialist
E2 ‐ Complete remaining “Restaurant Relaunch” and façade program projects 4 2 10 0.2 Implementation is ongoing and will continue in FY24 EC2 ‐ Economic Development Staff will provide an informational report to Council on older ordinances that may have an adverse impact on our local economy (such as the Cabaret Ordinance, the Alcohol ratio, and Happy Hour, Conditional Use Permits Requirements for Targeted Industries), and offer recommendations to update them.
42 1 0 X S t a r t Delay to FY25 due to lack of staff capacity and funding for a consultant (estimated $15,000 needed)
Economic Development
Specialist/ Community
Program Specialist
EC3 ‐Development recommendations for encouraging development of worker‐cooperatives in Hayward. Put forward incentives to cr eate worker‐cooperatives in Hayward. Action Steps: Have Economic Development Staff present develop a strategy to encourage the development of worker‐ cooperatives in Hayward, including but not limited to: potential tax incentives, building networks for educational and legal support, creating materials that promote worker‐ownership, and potential policy recommendations (such as offering employees the right of first refusal to purchase small businesses in th
e case of owner retirement).
4 1 9 X Start Delay to FY25 due to lack of staff capacity and funding for a consultant Economic Development
Specialist/ Community
Program Specialist
E7 ‐ Design and implement the ARPA Tuition Assistance program and job fair series with Cal State East Bay, Chabot College, Eden Area Regional Occupational Program and Hay ward employers 2 4 8 0.2 Include in FY24 ‐ Project already started & commitments made Housing | FTE Capacity to Work on Roadmap Projects in FY24* = 0.9 0.9 $ ‐ H7 ‐ Ex
plore program to convert tax‐defaulted properties to affordable housing Updated: Explore Social Impact Bond Program to convert tax‐defaulted or vacant and blighted properties into wealth building ownership opportunities 6 1 13 0.2 Continue Updated based on Council direction from April 25th work session
FY 2024
Projects w/
~ FTE Impact
Future/
Continued
Project
Comments and Clarifications
(*Recommendations and FTE Capacity assume that any current vacancies can be filled or work can be done by temporary staff. Staff will provide status updates throughout the year if we are unable to fill these vacancies.) Red
Dot
FY2024 Proposed Strategic Roadmap Projects by Division
FTE Capacity to Work on Roadmap Projects in FY24 = the number of FTEs in your work group (for example 0.2 of one person + 0.6 of another = 0.8 FTE) that have capacity in FY24 to work on these projects. The "~ FTE Impact" for FY24 should be roughly equal th e "FTE Capacity." STAFF RECOMMENDATION
Current Key Vacancies
Assigned to this Project
New Costs for FY24
(for Council added
projects being
implemented in FY24)
Project in
more than
one Work
Group
"Score"
Green = top
third, yellow =
second third,
orange = last
third
Blue
Dot
H11 ‐ Continue to pilot a Tenant Relocation Emergency Fund 5 2 12 0.1 Implementation is ongoing and will continue in FY24 H12 ‐ Continue to implement the Foreclosure Prevention Program inclusive of loan restructuring, modification, and financial assistance 5 2 12 0.1 Updated to include elements of HC3 that are being provided by existing Program
HC3 ‐ Provide creative financing like down payment assist ance or loan restructuring. Down payment assistance can help more buyers get unrestricted‐deed properties. Loan restructuring, such as by offering a payment assistance loan or a balloon loan (due on sale), keeps people in their homes if they are otherwise subject to foreclosure.
4 3 11 0.25 Continue Moved deleted language to H12 as it is included in an existing program H8 ‐ Continue to create marketing materials to incentive housing production 1 1 3 Start Revisit in FY26 H9 ‐ Continue work on updating the Affordable Housing Ordinance 0 2 2 Start Revisit in FY26 H13 ‐ Evaluate available funding to issue a Notice of Funding Availability (NOFA) 00 0 0 . 2 5 Include in FY 24 ‐ The re is an affordable housing project with a funding gap and construction start deadline
Code Enforcement | FTE Capacity to Work on Roadmap Projects in FY24* = 0.65 0.65 $ ‐ Q8+QC22 ‐ E
ngage owners of vacant building properties to encourage activation, starting in the downtown.QC22‐Add additional enforcement against owners of empty storefronts 5 0 10 X 0.25 Continue For FY24, ED and DSD will provide an informational report about current activities and conduct additional education ‐ any updates to the ordinance would be done in FY25 or FY 26 due to lack of staff capacity in FY24 Q9 ‐ Finalize community preservation ordinance to combat blight and enhance neighborhood livability 3 2 8 0.1 This item will come to Council in June and implementation will begin in FY24 C7 ‐ Prepare an ordinance to create smoke‐free multifamily housing 3 1 7 0.3 This project is moving and commitments have been mad e Planning | FTE Capacity to Work on Roadmap Projects in FY24* = 1.6 1.6 $ ‐ C9 ‐ Updat
e Tree Preservation Ordinance 5 1 11 X 0.2 Implement in FY24 C11 ‐ Work with HASPA partners to seek grant funding to implement the Shoreline Master Plan, including providing an update to Council 5 1 11 X 0.1 Continue Projects are CIP based when grant funding becomes available ‐ Public Works Environmental Services is the primary lead
EC2 ‐ Economic Development Staff will provi de an informational report to Council on older ordinances that may have an adverse impact on our local economy (such as the Cabaret Ordinance, the Alcohol ratio, and Happy Hour, Conditional Use Permits Requirements for Targeted Industries), and offer recommendations to update them.
42 1 0 X S t a r t Delay to FY25 due to lack of staff capacity and funding for a consultant (Economic Development is the lead on this project)
E5 ‐ Finalize Sidewalk Vendor Ordinance and provide a training on how to apply for a busi ness license 4 1 9 X 0.3 Adoption and implementation will happen in FY24 ‐ Project has started H6 ‐ Create objective residential development standards & update zoning regulations to ensure conformance with the General Plan 05 5 0 . 1 This item is in motion and will come to Council in September for final adoption and implementation will begin in FY24
H14 ‐ Amend th e Municipal Code to establish residential replacement requirements pursuant to State Law (AB 1397) 1 1 3 X 0.4 Continue The City is obligated to begin work on this, per State legislation H10 ‐ Amend the Municipal Code to address Housing Element Actions related to housing for a variety of income levels and housing types 0 2 2 X 0.5 Continue The City is o bligated to begin work on this, per the Housing Element ‐ work will begin in FY24 and continue in FY25 and FY26
Finance | FTE Capacity to Work on Roadmap Projects in FY24* = 0.8 0.8 $ ‐ RC5 ‐ Priorit
ize Hayward's involvement in the creation of a Public Bank, creating the potential for our city to divest in fossil fuels, unlock capital for development and small business investments, and securing decision‐making power through the Bank's governance structure 5 2 12 0.2 Continue In FY 2024, staff will being taking part in th e upcoming creation of the Public Bank stakeholders board
R1 ‐ Hold a work session with the Council to provide an overview of the updated General Fund Long Range Financial model 5 1 11 0.3 In Fall 2024, staff will hold and facilitate a work session with Council to provide an overview of the updated General F und model
E11 ‐ Continue to work on Route 238 Corridor lands dispositions and development 4 2 10 X 0.1 Continue In FY 2024, staff will work with a subject matter expert consultant to continue work on the disposition and development of Route 238 corridor land/property.
EC3 ‐Development recommendations for encouraging development of worker‐cooperatives in Hayward. Put fo rward incentives to create worker‐cooperatives in Hayward. Action Steps: Have Economic Development Staff present develop a strategy to encourage the development of worker‐ cooperatives in Hayward, including but not limited to: potential tax incentives, building networks for educational and legal support, creating materials that promote worker‐ownership, and potential policy recommendations (such as offering employees the right of first refusal to purchase small businesses in th
e case of owner retirement).
41 9 X S t a r t Project lead = Economic Development. Delay to FY25 due to lack of staff capacity and funding for a consultant (estimated $15,000 needed)
FY 2024
Projects w/
~ FTE Impact
Future/
Continued
Project
Comments and Clarifications
(*Recommendations and FTE Capacity assume that any current vacancies can be filled or work can be done by temporary staff. Staff will provide status updates throughout the year if we are unable to fill these vacancies.) Red
Dot
FY2024 Proposed Strategic Roadmap Projects by Division
FTE Capacity to Work on Roadmap Projects in FY24 = the number of FTEs in your work group (for example 0.2 of one person + 0.6 of another = 0.8 FTE) that have capacity in FY24 to work on these projects. The "~ FTE Impact" for FY24 should be roughly equal th e "FTE Capacity." STAFF RECOMMENDATION
Current Key Vacancies
Assigned to this Project
New Costs for FY24
(for Council added
projects being
implemented in FY24)
Project in
more than
one Work
Group
"Score"
Green = top
third, yellow =
second third,
orange = last
third
Blue
Dot
R2‐ Expand financial transparency and data sharing through platforms like OpenGov 3 3 9 X 0.1 Continue In FY 2024, staff will leverage and implement additional modules in the OpenGov platform to enhance financial transparency.
R11+RC2 ‐ Optimize ERP solution by supporting use of different modules, including the City's procurement system and ensure we have up to date technology in pl ace. RC2‐Revisit our procurement system to identify potential cost savings and ensure we have up to date technology and processes in place
33 9 X 0 . 1 I n FY 2024, full implementation of a procurement solutions (OpenGov) Fire | FTE Capacity to Work on Roadmap Projects in FY24* = 9.1 9.1 $ ‐ Q1 ‐ C
ontinue to implement and measure the HEART Pilot Program 6 0 12 X 5 Continue Implementation is ongoing and will continue in FY24 Adding Project: Explore solutions for ambulance transfer NA 0.5 Continue Adding this project per conversations with Council E8 ‐ Continue Fire career pathway program with ROP and Chabot – have 17 student fire fighters – execute instructional services a greement with Chabot 4 1 9 1 Continue Working through the details of the Chabot partnership at the new Fire Training Center is a key goal for FY 2024
Q2 ‐ Implement the recommendations from the Dispatch Assessment 4 0 8 X 1 Include in FY24 ‐ High priority for staff (in partnership with PD and Fire) Q5 ‐ Update comprehensive Emergency Management Plan 3 2 8 0.5 Continue After rolling out a sign ificant effort in spring 2023, the work will continue in FY 2024, but slow down due to competing priorities
Q6 ‐ Reestablish the Hazardous Materials Response Team and research funding options for equipment 3 1 7 1 In the process of ordering equipment using one time funding ‐ About 30 people will train a few hour a week in Fy 2024
R9 ‐ C
onduct a workplace safety assessment for all workplace locations and implement phased improvements 0 4 4 X 0.1 Continue Continue phased implementation in FY 2024, including the City Hall parking garage ‐ this is a high priority for staff
Human Resources | FTE Capacity to Work on Roadmap Projects in FY24* = 3.5 3.5 $ 92,000 R8 ‐ Develop citywide compensation philosophy to create and define consistent internal benchmarks and alignment in comparator marketplace 4 3 11 0.5 Implement in FY 2024 HR Manager ‐ Employee and Labor Relations
R6 ‐ Develop talent acquisition plan for citywide and critical positions 5 1 11 0.25 Implement in FY 2024 RC7 ‐ As part of "Invest in a Safe Work Environment": I mplement 360 evaluations for all department heads that includes feedback from subordinates, enabling the City Manager to provide better support to personnel and make more informed decisions regarding staffing. Simultaneously, implement executive coaching.
43 1 1 X 0 . 2 5 Begin implementation in FY24, including starting executive coaching, with additional rollout in FY25 (in partnership with CMO)
HR Manag
er ‐
Organizational
Development
92,000 (includes 360s
and 6‐months of
coaching)
R7 ‐ Audit existing policies and HR processes for compliance including areas for revision and general enhancement 1 4 6 1.5 Continue In FY24, Staff will work on policies in real‐time, as needed. Staff will not dedicate FTEs to a focused workload/assignment specific to audi ting policies.
HR Manager ‐ Employee
and Labor Relations
R9 ‐ Conduct a workplace safety assessment for all workplace locations and implement phased improvements 0 4 4 X 1 Continue Continue COVID‐related activities and other workplace safety efforts like testing safety buttons ‐ this is a high priority for staff
Information Technology | FTE Capacity to Work on Roadmap Projects in FY24* = 1.85 1.85 $ ‐ Q18 ‐ Wo
rk with partners to identify funding for a strategic plan for Broadband 4 1 9 X 0.25 Provide an initial informational report to CIC on the current state of Broadband and release a an RFP to select a consultant to complete a strategic analysis Budget reflected in
Public Works
Engineering
R5 ‐ Assess how the hybrid meetin gs for Board and Commissions are functioning and explore options for adding additional meeting locations in Hayward with hybrid capacity 2 1 5 X 0.25 Continue Staff will begin review in FY24 to determine cost and viability R4 ‐ Conduct a post‐COVID assessment of on‐line and in‐person customer service needs, including Access Hayward 1 3 5 X 0.1 Continue Partial implementation in FY 24, with continued implementation in FY25 or FY26 R12 ‐ Implement an IT Governance workgroup to ensure business alignment with technology solutions 0 3 3 0.25 Currently an IT Strategic goal for FY24 E9 ‐ Continue the IT Department’s internship program 1 4 6 1 Expanding the internship program from 2 to 3 positions in FY24 Library | FTE Capacity to Work on Roadmap Projects in FY24* = 20.4 20.4 $ ‐ QC18+QC19 ‐ Inc
rease the number of Community Meeting Rooms in Hayward, at Southland Mall or anywhere possible; Provide a report to Council on the process for reserving facilities through the Library, City building, and HARD. Have staff work with HUSD and HARD to activate community centers and pilot opening specific sc hool campuses after instructional hours to provide residents access to their facilities. Success looks like 2‐3 campuses open for public use with a funding and staffing structure agreed upon by the partner agencies.
5 2 12 X 0.1 Continue
Library staff will partner with Maintenance‐Facilities to provide an informational report on reservations for Library and ot her City facilities. Staff will conduct an initial review of opportunities with HLAC agencies in FY 2024. Any addition effort from City staff will likely be delayed to FY2025 due to lack of staff capacity E6 ‐ Provide cradle to career educational programs for all ages with an emphasis on creating cross‐ age
ncy pathways, in partnership with the Hayward Promise Neighborhoods 4 3 11 8 Continue This is a core function of the Library Department and will be expanded by 2.5 staff in partnership with Hayward Promise Neighborhoods Q17 ‐ Continue to provide internet connected devices and hotspots through the Library 4 2 10 4 Continue Implement in FY24 N7 ‐ Break ground on the Stack Cen ter and continue fundraising for project needs 4 2 10 X 0.1 Continue Partner with CMO Administration on this effort Page 4 of 7 FY 2024
Projects w/
~ FTE Impact
Future/
Continued
Project
Comments and Clarifications
(*Recommendations and FTE Capacity assume that any current vacancies can be filled or work can be done by temporary staff. Staff will provide status updates throughout the year if we are unable to fill these vacancies.) Red
Dot
FY2024 Proposed Strategic Roadmap Projects by Division
FTE Capacity to Work on Roadmap Projects in FY24 = the number of FTEs in your work group (for example 0.2 of one person + 0.6 of another = 0.8 FTE) that have capacity in FY24 to work on these projects. The "~ FTE Impact" for FY24 should be roughly equal th e "FTE Capacity." STAFF RECOMMENDATION
Current Key Vacancies
Assigned to this Project
New Costs for FY24
(for Council added
projects being
implemented in FY24)
Project in
more than
one Work
Group
"Score"
Green = top
third, yellow =
second third,
orange = last
third
Blue
Dot
Q16 ‐ Work with partners to design programming for the future Stack Center Community Event Plaza 3 3 9 X 0.1 Continue Partner with CMO Administration on this effort N16 ‐ Create a preliminary concept plan for the Weekes Library to be eligible for potential grants 1 5 7 X 0.1 Include in FY24 ‐ Project already started & commitments made Q11 ‐ Continue to provide educational, cultural, and soc ial support programs at the Hayward Library 2 2 6 8 This is a core function of the Library Department Maintenance Services | FTE Capacity to Work on Roadmap Projects in FY24* = 5 5 $ 200,000 C8 ‐ Plant 1,500 trees annually, directly and through work with neighborhood approach 7 0 14 0.5 Based on current staffing shortfall coupled with new tree planting goal, we will need to add 2.0 FTE every 3 years to have a sustainable tree maintenance program to maintain these trees in perpetuity
N9 + NC8‐ Co mplete Jackson Corridor landscape beautification. Replace and relocate the existing monument gateway sign located on Jackson Street and Silva Avenue 5 2 12 X 2.5 Implement in FY24, assuming budget is approved for new monument $ 200,000.00 C9 ‐ Update Tree Preservation Ordinance 5 1 11 X 0.1 Implement in FY24 (DSD is the lead) N11 ‐ Continue Corporation Yard safety upgrades (ARPA project) 4 1 9 X 0.25 Continue Partial imp lementation in FY24 ‐ This project is spread over three years N13 ‐ Continue upgrades to Animal Control facilities (ARPA project) 4 1 9 X 0.25 Continue This will happen in late FY24, per the funding requirement C3 ‐ Present a plan on EV charging for city facilities to CIC (for fleet and employee commuters) 0 6 6 0.25 Analysis is midway ‐ this will go to the CIC in FY 24 with a price tag C4 ‐ Continue to transition City facilities from natural gas to electric, with a focus on HVAC systems 0 6 6 0.1 Continue Project underway utilizing current CIP funding N15 ‐ Provide CIC a needs assessment/preliminary feasibility report on a new Police Building 2 4 8 X 0.1 Continue Project is underway N14 ‐ Provide CIC a needs assessment/preliminary feasibility report on a ne w Corporation Yard 0 2 2 X 0.1 Continue This is being led by Public Works N12 ‐ Continue upgrades to Fleet facilities (ARPA project) 0 1 1 0.25 This will be completed in FY 2024 ‐ commitments have been made Q7 ‐ Roll out a permanent illegal dumping prevention program 2 2 6 0.5 Continue Implementation is ongoing and will continue in FY24 R9 ‐ Conduct a workplace safety assessment for all wo rkplace locations and implement phased improvements 0 4 4 X 0.1 Facilities will assist as needed; HR/Risk Management should lead Police | FTE Capacity to Work on Roadmap Projects in FY24* = 33.9 33.9 $ ‐ Q1 ‐ C
ontinue to implement and measure the HEART Pilot Program 6 0 12 X 3.5 Continue Implementation is ongoing and will continue in FY24 Q4 ‐ Seek and implement CALEA accreditation for the Police Department 5 1 11 1.5 Continue One person oversees the accreditation process ‐ all the managers provide data and information for 490 standards
Q12 ‐ Continue to provide family support programs through th e Youth and Family Services Bureau 5 1 11 12 Continue Implementation is ongoing and will continue in FY24 QC6 ‐ Increase coordination around human trafficking, truancy, and child abuse 4 3 11 7 In FY24, staff will provide an informational report on current conditions and barriers to/opportunities for coordination
Adding Project: Q? ‐ Conduct an analysis of the Community Advisory Panel fo r the Police Department NA X 0.2 Adding this project to FY24 because it was raised in another meeting as a Council priority (in partnership with the City Manager's Office) Q3+QC3+QC5 ‐ Conduct an assessment of the Jail and other Community Services Officer functions. QC3‐ Convene quarterly meetings with residents and the Police Department to bri dge gaps. Increasing conversations and establishing contacts will help foster better communications. QC5‐Provide an informational report to Council in FY2024 to determine which sworn officer responsibilities can be delegated to Community Service Officers to improve responsiveness and drive down staffing costs. 42 1 0 2 Work in underway and ongoing. Staff will provide a re port on the assessment in FY24
EC2 ‐ Provide an informational report to Council on older ordinances that may have an adverse impact on our local economy (such as the Cabaret Ordinance, the Alcohol ratio, and Happy Hour, Conditional Use Permits Requirements for Targeted Industries), and offer recommendations to update them. 42 1 0 X S t a r t Delay to FY25 due to lack of staff capacity and funding for a consultant (Economic Development is the lead on this project)
N13 ‐ Continue upgrades to Animal Control facilities (ARPA project) 4 1 9 X 1 Existing ARPA funding, this also includes future facilities asse ssment QC9 ‐ Enhance background checks for gun ownership and gun storage rules 41 9 0 . 1 Background checks are not within the purview of the Hayward Police Department. Staff will resend a recent staff report with some additional context in FY24.
Q2 ‐ Implement the recommendations from the Dispatch Assessment 4 0 8 X 3 Continue Implementation is ongoing and will c ontinue in FY24. This is a high priority for staff
FY 2024
Projects w/
~ FTE Impact
Future/
Continued
Project
Comments and Clarifications
(*Recommendations and FTE Capacity assume that any current vacancies can be filled or work can be done by temporary staff. Staff will provide status updates throughout the year if we are unable to fill these vacancies.) Red
Dot
FY2024 Proposed Strategic Roadmap Projects by Division
FTE Capacity to Work on Roadmap Projects in FY24 = the number of FTEs in your work group (for example 0.2 of one person + 0.6 of another = 0.8 FTE) that have capacity in FY24 to work on these projects. The "~ FTE Impact" for FY24 should be roughly equal th e "FTE Capacity." STAFF RECOMMENDATION
Current Key Vacancies
Assigned to this Project
New Costs for FY24
(for Council added
projects being
implemented in FY24)
Project in
more than
one Work
Group
"Score"
Green = top
third, yellow =
second third,
orange = last
third
Blue
Dot
R10 ‐ Develop the Police Department’s Wellness program 3 2 8 2 Getting this project off the ground will require hiring a new position + project work from the division manager Police Wellness Specialist N15 ‐ Provide CIC a needs assessment/preliminary feasibility report on a new Police Building, including funding mechanism 24 8 X 1 . 5 P r o j e c t is underway Budget Analyst R9 ‐ Conduct a workplace safe ty assessment for all workplace locations and implement phased improvements 04 4 X 0 . 1 Continue phased implementation in FY 2024, including the City Hall parking garage ‐ this is a high priority for staff
Engineering Design | FTE Capacity to Work on Roadmap Projects in FY24* = 4.65 4.65 $ 300,000 N8 ‐ Continue to work towards construction of La Vista Park 5 2 12 1.25 Continue Implement in FY24 N9 + NC8‐ Complete Jackson Corridor landscape beautification. Replace and relocate the existing monument gateway sign located on Jackson Street and Silva Avenue 5 2 12 X 0.2 Support Maintenance Services with the gateway sign Engineering Technician Budget in Maintenance Services
N7 ‐ Break ground on th e Stack Center and continue fundraising for project needs 4 2 10 X 0.75 Continue Project underway with grant funding. Engineering will play a lead role in the construction oversight
Q18 ‐ Work with partners to identify funding for a strategic plan for Broadband 4 1 9 X 0.25 Provide an initial informational report to CIC on the current state of Broadband and re
lease a an RFP to select a consultant to complete a strategic analysis $300,000 N3 ‐ Complete construction of Mission Boulevard phase 3 4 0 8 1.25 Project is underway N15 ‐ Provide CIC a needs assessment/preliminary feasibility report on a new Police Building 2 4 8 X 0.25 Continue Project is underway N16 ‐ Create a preliminary concept plan for the Weekes Library to be eligib le for potential grants 1 5 7 X 0.25 Project is underway N10 ‐ Continue City parking lot upgrades, with a focus on parking lots 7, 8, and 11 0 4 4 0.2 Project is underway and commitments made N14 ‐ Provide CIC a needs assessment/preliminary feasibility report on a new Corporation Yard 0 2 2 X 0.25 Continue Project is underway Environmental Services (FTE Capacity to Work on Roadmap Projects in FY24* = 3.9 3.9 $ 100,000 C2 ‐ Continue to collaborate with EBCE to provide public EV charging facilities 5 2 12 0.2 Implementation is ongoing and will continue in FY24.
QC21 ‐ Expand litter collection services (like the Downtown Streets Team) to pick up litter through the City 52 1 2 X 0 . 1 5 Could include MSD. ESD can handle this if it is administration of a co ntract.
Estimate will also need approximately $100K for contract. 100,000.00 C1 ‐ Implement Year 1 Programs from the adopted GHG Roadmap (Climate Action Plan) 5 1 11 2.85 Continue Without additional staff, many actions in draft CAP will be postponed.
Specifically most of the actions related to decarbonizing ex. buildings (BE‐2 & BE‐ 3)are near term and require additional staff. Will also have $100K in EECBG funds to hire consultant.
C10 ‐ Implement Year 1 Programs from the adopted General Plan Environmental Justice Element, with a focus on mitigating the impact on frontline communities 5 0 10 0.4 Continue The Environmental Justice Element will be presented to Council sometime in FY 2024
C11 ‐ Wo
rk with HASPA partners to seek grant funding to implement the Shoreline Master Plan, including providing an update to Council 5 1 11 X 0.1 Continue This work depends on the availability of grant funding and is continuous CC1 ‐ Explore a partnership with EBCE to offer vouchers/discounts on purchasing electric appliances to help community members make th e transition from gas to electric 4 1 9 0.05 rebates already exist CC6 ‐ Sustainability Staff will work to improve e‐bike adoption through the creation of an e‐bike rebate program and ensuring that electric transit infrastructure such as EV chargers also serve e‐bike and not just electric cars
41 9 0 . 0 5 e‐bike rebates will be o ffered by EBCE soon. Charging for e‐bikes may require more work.
C5 ‐ Continue to identify opportunities for compost hubs and other distribution mechanisms for compost in Hayward 15 7 0 . 1 to be operated by HARD with support from CalRecycle grant funds and/or Measure D funds
Transportation | FTE Capacity to Work on Roadmap Projects in FY24* = 3.5 3.5 $ ‐ NC1 ‐ Eval
uate the alternatives to the downtown loop 6 0 12 1 Continue Begin evaluation in FY 2024 ‐ this work depends on the ability to hire the vacant Senior Transpiration Engineer
Senior Transportation
Engineer
NC10 ‐ Work with AC Transit to beautify bus shelters and improve ridership experience 4 3 11 0.25 Staff will conduct outreach to AC Transit in FY 2024 and re port to the CIC Associate Transportation Planner
N4 ‐ Implement Safe Routes for School, with a focus on Cesar Chavez and Palma Ceia 4 1 9 0.25 Project is underway Associate Transportation Engineer
N6 ‐ Continue to add approximate 10 miles of bike lanes annually, with a focus on protected bike lanes and intersections that have high traffic/incidents 3 3 9 Continue Pause on th is effort due to lack of staff capacity and other priority projects N1 ‐ Continue to implement major corridor traffic calming initiatives 4 0 8 1 Continue Project is underway Page 6 of 7 FY 2024
Projects w/
~ FTE Impact
Future/
Continued
Project
Comments and Clarifications
(*Recommendations and FTE Capacity assume that any current vacancies can be filled or work can be done by temporary staff. Staff will provide status updates throughout the year if we are unable to fill these vacancies.) Red
Dot
FY2024 Proposed Strategic Roadmap Projects by Division
FTE Capacity to Work on Roadmap Projects in FY24 = the number of FTEs in your work group (for example 0.2 of one person + 0.6 of another = 0.8 FTE) that have capacity in FY24 to work on these projects. The "~ FTE Impact" for FY24 should be roughly equal the "FTE C apacity." STAFF RECOMMENDATION
Current Key Vacancies
Assigned to this Project
New Costs for FY24
(for Council added
projects being
implemented in FY24)
Project in
more than
one Work
Group
"Score"
Green = top
third, yellow =
second third,
orange = last
third
Blue
Dot
N2 ‐ Develop a micro‐mobility policy (eBikes, eScooters) 4 0 8 0.5 Project is underway N5 ‐ Implement six intersections for Safe Route for Seniors in the downtown area 4 0 8 0.5 Continue Project is underway Utilities Planning & Engineering | FTE Capacity to Work on Roadmap Projects in FY24* = 3 3 $ ‐ N18 ‐ Replace an average of 2.5 miles of sewer lines annually 3 4 10 0.5 Continue Implement in FY 2024 N19 ‐ Design Water Pollution Control Facility Phase II upgrade 3 2 8 2 Continue Project is underway N17 ‐ Replace an average of 2.5 miles of water pipelines annually 2 4 8 0.5 Continue Project pending filling vacant position in Utilities. Senior or Associate Engineer
N20 ‐ Develop a Recycled Water Master Plan 2 3 7 Continue C12 – Continue to pursue water conservation measures like increasing recycled water supplies 0 6 6 Continue N21 ‐ Implement Sustainable Groundwater Plan 0 4 4 Continue
Special Projects/Efforts Proposed FTE Staff Impact for FY2024 CM DS FR FN HR IT LB MS PD PW Total Q1‐ HEART Pilot Program 0.5 5.0 3.5 9.0 Q2‐ Dispatch Assessment recommendations 0.2 1.0 3.0 4.2 C1‐ Implement Year 1 programs from adopted GHG Roadmap 2.9 2.9 N9+NC8‐ Jackson Corridor landscape beautification & relocation of gateway sign 2.5 0.2 2.7
E6‐ Cradle to career educational pr ograms for all ages* 2.5 2.5 N15‐ Needs assessment & preliminary feasibility report on new Police Building 0.5 0.1 1.5 0.3 2.4 Q3+QC3+QC5‐ Assessment of Jail and CSO functions. Convene quarterly meetings with residents and PD. 2.0 2.0 R10‐ Police Department's Wellness program 2.0 2.0 N19‐ Water Pollution Control Facility Phase II upgrade 2.0 2.0 R7‐ Audit ex
isting HR policies and processes for compliance 1.5 1.5 Q4‐ CALEA accreditation for Police Department 1.5 1.5 N7‐ Stack Center construction and fundraising efforts 0.5 0.1 0.8 1.4 R9‐ Workplace safety assessment for all workplace locations 0.1 1.0 0.1 0.1 1.3 N13‐ Animal Control Facilities upgrades (ARPA project) 0.3 1.0 1.3 N8‐ C
onstruction of La Vista Park 1.3 1.3
N3‐ Completion of Mission Blvd Phase 3 construction 1.3 1.3 E8‐ Continue Fire career pathway with ROP & Chabot 1.0 1.0 Q6‐ Reestablish Hazardous Materials Response Team 1.0 1.0 NC1‐ Downtown loop alternatives 1.0 1.0
N1‐ Implement major corridor traffic calming initiatives 1.0 1.0 RC6‐ Ti
cketing system for requests from Council 0.9 0.9 Q13‐ Hayward People's Budget projects implementation 0.6 0.6 Q20‐Racial Equity Toolkit pilots in several departments 0.5 0.5 Q18‐ Funding strategies for Broadband ‐ 0.3 0.3 0.5 H10‐ Amend Municipal Code to address Housing Element Actions 0.5 0.5 Q? ‐ Explore solutions for ambulance transfer 0.5 0.5 Q5‐ U
pdate Emergency Management Plan 0.5 0.5
R8‐ Develop citywide compensation philosophy 0.5 0.5 N2‐ Develop micro‐mobility policy 0.5 0.5
‐ 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
Staffing Summary for Proposed FY 2024 Projects Attachment VII
Special Projects/Efforts Proposed FTE Staff Impact for FY2024 CM DS FR FN HR IT LB MS PD PW Total ‐ 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
N5‐ Implement six intersections for Safe Route for Seniors in downtown 0.5 0.5
RC7‐360 evaluations for department heads 0.2 0.3 0.5 Q8+QC22‐ Vacant building property activation and enforcement against empty storefronts 0.2 0.3 0.5 Q16‐ Future Stack center Community Event Plaza 0.3 0.1 0.4 H1‐ St. Regis Behavioral Health Campus development 0.4 0.4 H4‐ Sa
fe parking options and encampment management 0.4 0.4 H14‐ Amend Municipal Code to reflect State Law (AB 1397) 0.4 0.4 Q? ‐ Analysis of Community Advisory Panel for Police Department 0.2 0.2 0.4 C10‐ Implement Year 1 programs from adopted General Plan Environmental Justice Element 0.4 0.4
R5‐ Assess hybrid meetings and ident ify additional meeting locations 0.1 0.3 0.4 N16‐ Preliminary concept plan for Weekes Library for grant eligibility 0.1 0.3 0.4 N14‐ Needs assessment & preliminary feasibility report on new Corporation Yard 0.1 0.3 0.4
R3‐ Language Access Assessment 0.3 0.3
C9‐ Tree Preservation Ordinance update 0.2 0.1 0.3 H5‐ Support acquisition and rehab pr ojects through State Homekey Funding 0.3 0.3
C7‐ Multifamily housing smoke‐free ordinance 0.3 0.3 E5‐ Finalize Sidewalk Vendor Ordinance 0.3 0.3 R1‐ Hold work session for updated General Fund Long Range Financial model 0.3 0.3
HC3‐ Offer creating financing such as down payment assistance 0.3 0.3 H13‐ Evaluate funding and issue a No tice of Funding Availability (NOFA) 0.3 0.3
R6‐ Develop talent acquisition plan 0.3 0.3
N11‐ Corporation Yard safety upgrades (ARPA project) 0.3 0.3 C3‐ EV charging for city facilities plan 0.3 0.3 N12‐ Upgrades to Fleet facilities (ARPA project) 0.3 0.3 NC10‐ Beautify bus shelters and improve ridership experience 0.3 0.3 N4‐ Safe Routes fo r School implementation 0.3 0.3 E11‐ Route 238 Corridor lands disposition and development 0.1 0.1 0.2 C6‐ All In Eats collaboration for food recovery 0.2 0.2 Q22‐ Restitution for Russell City survivors and descendants 0.2 0.2
Special Projects/Efforts Proposed FTE Staff Impact for FY2024 CM DS FR FN HR IT LB MS PD PW Total ‐ 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 10.0
H3‐ Flexible funding tool and shallow subsidy program 0.2 0.2 E4‐ Downtown District Activation pilot program 0.2 0.2 E2‐ Complete "Restaurant Relaunch" 0.2 0.2
E7‐ ARPA Tuition Assistance program and job fair series 0.2 0.2 H7‐ Explore Social Impact Bond Program for building ownership opportunities 0.2 0.2
C11‐ Work with HASPA to seek grant f unding for Shoreline Master Plan 0.1 0.1 0.2
RC5‐ Prioritize involvement in Public Bank 0.2 0.2 N10‐ City parking lot upgrades (Lots 7,8, 11) 0.2 0.2 C2‐ EBCE collaboration for public EV charging facilities 0.2 0.2 QC21‐ Expand litter collection services 0.2 0.2 E12‐ City Center solicitation 0.1 0.1
HC10‐Transit Oriented Development wi th BART 0.1 0.1 E3‐ Stack Center commercial kitchen incubator program 0.1 0.1 H11‐ Pilot Tenant Relocation Emergency Fund 0.1 0.1 H12‐ Implement Foreclosure Prevention Program 0.1 0.1 Q9‐ Finalize community preservation ordinance 0.1 0.1 H6‐ Create objective residential development plan & update zoning regulations 0.1 0.1
R11+RC2‐ Optimize ERP solution and ensure up‐to‐dat e technology and processes 0.1 0.1
QC18+QC19‐ Increase number of community meeting rooms in Hayward 0.1 0.1
C4‐ City facilities transition from natural gas to electric 0.1 0.1 QC9‐ Enhance background checks for gun ownership and storage rules 0.1 0.1 C5‐ Identify opportunities for compost hubs 0.1 0.1 Q14‐ Work with HARD on under standing recreational programs through Master Lease 0.1 0.1
CC1‐ Explore partnership with EBCE for incentives on electric appliances for community members 0.1 0.1
CC6‐ Improve e‐bike adoption through e‐bike rebate program 0.1 0.1 TOTAL 8.7 2.3 9.1 0.7 3.5 0.5 3.2 3.8 14.9 14.1 60.6 * For E6, 2.5 FTEs re flects the number of staff funded through the Hayward Promise Neighborhood Grant. Operationally, it is estimated that 8 FTEs support this program.
Note: This list does not include Strategic Roadmap projects that staff categorized as more operational in nature which are projects: Q4 ‐ CALEA accreditation, QC6 ‐ Coordination on human trafficking and child abus e, Q7 ‐ Illegal dumping program, Q11 ‐ Library programs, Q12 ‐ YFSB programs, Q17 ‐ Tech lending library, Q19 ‐ Racial equity training, Q20 ‐ Racial equity tool, H2 ‐ Navigation Center, H8 ‐ Housing marketing materials, H9 ‐ Affordable Housing Ordinance, C8 ‐ Tree planting, E1 ‐ CEDC priority sites, N6 ‐ Annual addition of bike lanes, N17 ‐ Annual r eplacement of water pipelines, N18 ‐ Annual replacement of sewer lines, E9 ‐ IT internship program, R2 ‐ Financial transparency and data sharing, R12 ‐ IT Governance workgroup,
CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: RPT 23-056
DATE: May 23, 2023
TO: Mayor and City Council
FROM: Council Members Andrews and Roche
SUBJECT
City Council Referral: Use of Council Member Funds for Reimbursement Related to Juneteenth Hayward Coordination
RECOMMENDATION
That Council reviews the attached Council referral memo and provides direction to staff.
SUMMARY
A formal Council referral was received from Council Members Andrews and Roche on May 12, 2023. The referral requests that the Council consider allocating $1,000 from Council Member Andrews’ office budget for reimbursement of expenses related to the Juneteenth Hayward event including but not limited to operations, entertainment, and marketing.
ATTACHMENTS
Attachment I Council Referral Memo
CITY OF HAYWARD Printed on 5/18/2023Page 1 of 1
powered by Legistar™
COUNCIL REFERRAL MEMORANDUM
To: Hayward Mayor and City Council
From: Council Members Angela Andrews and Julie Roche
Subject: Use of Council Member Funds for Reimbursements related to Juneteenth Hayward Coordination
Date: 5/12/23
Background:
As we continue our efforts to acknowledge the need for diversity, inclusion, and equity we are in the midst of coordinating Juneteenth Hayward 2023. The event will also support goals related to community engagement and economic development. CM Andrews is requesting $1,000 to go towards reimbursement for expenses related to event coordination including but not limited to operations, entertainment, and marketing. Examples include:
● Order banners explaining the history of Juneteenth for display at the event ● Sponsor booths of nonprofits.
This request is within the guidelines outlined in the Council Member Handbook on page 12 and 13 under section: Council Office Budget and Expenditure Guidelines 2.f.:
Other expenses approved by the City Council in advance of their incurrence.
Timeline : June 1, 2023
______________________ ______________________
Angela Andrews Julie Roche
Hayward City Council Member Hayward City Council Member