Council Packet — Hayward City Council, June 6, 2023 (part 2 of 3)

The formation methodology used to calculate the MBA that could be levied in any given year allows the MBA from the prior year to be increased by the prior year’s change in the Consumer Price Index. Therefore, based upon the review of the City Attorney, imposing the assessment adjustment each year based upon the prior year’s increase in the Consumer Price Index does not require Proposition 218 proceedings.

Noticing, Public Comment, and Public Hearing
Noticing and information regarding this report were provided via the following methods: 1) a notice was mailed to all affected property owners to provide detail of their recommended FY 2024 assessment rate and to alert them to three community meetings where they could provide input (May 31, June 6, June 27); and 2) published a legal notice in the East Bay Times on or before June 17, 2023.

On June 27, 2023, the City is proposing to hold a public hearing to provide an opportunity for any interested person to be heard. After the public hearing, the Council may adopt a resolution setting the annual assessment amounts as originally proposed or as modified. Following the adoption of this resolution, the final assessor’s roll will be prepared and filed with the Alameda County Auditor’s Office to be included on the FY 2024 tax roll. Payment of the assessment for each parcel will be made in the same manner and at the same time as payments are made for property taxes.

All funds collected through the assessment must be placed in a special fund and can only be used for the purposes stated within this report.

City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 4 ends

Plans and Specifications
Introduction
The annual Engineer’s Report includes: (1) a description of the improvements to be operated, maintained, and serviced; (2) an estimated budget, (3) the maximum base assessment rate, and (4) a listing of the proposed collection rate to be levied upon each assessable lot or parcel.

Description of Improvements
The facilities, which have been constructed within the City of Hayward's Maintenance District No. 1 boundaries, and those which may be subsequently constructed, will be operated, maintained, and serviced and are generally described as follows:

The Stratford Village Storm Water Lift Station (SWLS):
 2 - 15 H.P. Pumps
 1 - 5 H.P. Pump
 1 - 3 H.P. Dewatering Pump
 1 - Generator
 1 - Supervisory Control and Data Acquisition (SCADA) System  1 - Masonry Building to House the SCADA System and Generator The operation and servicing of these facilities include but are not limited to personnel; electrical energy; materials, including diesel fuel and oil; hazardous materials clean up; and appurtenant facilities as required to provide sufficient run-off capacity.

Maintenance means the furnishing of services and materials for the ordinary and usual operations, maintenance, and servicing of the SWLS, including repair, removal or replacement of all or part of any of the SWLS.

City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 5 ends

Fiscal Year 2024 Estimate of Cost and Budget
Estimate of Costs
Chapter 10, Article 10, Section 10-10.25 of the Hayward Municipal Code and as supplemented by the provisions of Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California provides that the total cost of operation, maintenance and servicing of the storm drainage improvements and storm water pumping station can be recovered by the District.

Incidental expenses including administration of the District, engineering fees, legal fees and all other costs associated with these improvements can also be included.

Tract No. 6472, 6560, 6682, 6683 & 6682
Formed: June 6, 1995
Resolution Number: 95-103
FY 2024
Maximum Base Assessment Rate: $243.92
Assessment Amount per Parcel: $243.92
Number of Parcels: 174
Assessment Income: $42,442.08
The following is an overview of the FY 2024 assessment district:
 Maximum Base Assessment (MBA) Rate: is unchanged from the original amount of $243.92 per parcel, set when the District was created.
 Annual CPI increase: the maximum base assessment amount cannot be increased annually based upon the prior year’s change in the CPI.  Assessment revenue: the FY 2024 amount needed to operate and maintain the facilities and contribute to the capital reserve is: $42,442.08.
 Annual assessment charge: each of the 174 parcels shall be apportioned an equal share of the total assessment for this zone as the special benefit derived by the individual parcels is indistinguishable from each other. The FY 2024 per parcel charge will remain the same as the FY 2023 amount of $243.92 per parcel. This amount is at the maximum base assessment and is sufficient for maintaining levels of service and for keeping a reserve balance.
 Proposition 218: Future increases in the assessment amount above the MBA amount would require the noticing and balloting of property owners per the requirements of Proposition 218.

City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 6 ends

Alameda County Maintenance Contract, Facility Evaluation, & SCADA Upgrade In 2018, the County informed the City of the study, the estimated costs, and the need to repair and replace the infrastructure. The total proposed cost estimate from Alameda County was presented to the City in 2020, totaled $461,699. To date, $87,597 of that amount has been paid to the County, depleting the District’s capital reserve account. An additional payment of $36,613 was made in FY 2021 to cover the second consultant fee. In February 2021, the County presented a third consultant invoice to the City for $42,281, increasing the total project cost to $503,980.

To complete the recommended project scope, an outstanding amount of $379,770 is required. To fund this outstanding amount, a Proposition 218 assessment balloting was conducted to propose an increase to the annual assessment and adding an annual cost-of-living adjustment mechanism to upgrade and restore this neighborhood’s flood control infrastructure to the condition, efficiency, reliability, and effectiveness that was originally intended.

On June 22, 2021, the City Council conducted a public hearing to tabulate property owner ballots regarding formation and levying of assessments for the Stratford Village Flood Control Facilities Improvement Assessment District (MD1-2021). The tabulation resulted in a majority protest in opposition to the proposed assessment; therefore, the assessment was not imposed. As a result, the District remains underfunded and the needed capital improvements will not be made at this time. City staff will continue to work with Alameda County Flood Control District on solutions for the long-term solvency of the District. In addition to working with the County, staff is considering all remedies available to ensure that district assessments can adequately fund current and future maintenance, operation and capital repairs as was designed when the District was created. As part of this work, staff will lead a series of additional community meetings with a focus on community education that culminates with another Prop 218 election. To ensure the long-term fiscal and operational stability of the District, the City will consider other options, up to and including dissolution, if the election is unsuccessful.

City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 7 ends

Figure 1 – 2024 Estimate of Cost
City of Hayward
Maintenance District No. 1 - Pacheco Wy., Stratford Rd., Russ Ln., & Ward Crk.

Fund 270, Project 3745
Established 1993, 174 Parcels
FY 2021 FY 2022 FY 2023 FY 2024
Budget Detail Actual Actual Estimated Proposed
Assessment
a. Maximum Base Assessment Amount 243.92 243.92 243.92 243.92 b. Annual Per Parcel Assessment 243.92 243.92 243.92 243.92 c. # of Parcels 174 174 174 174
d. Total Amount Assessed for the District: 42,442 42,442 42,442 42,442 Income
a. Annual Assessment Revenue 42,647 42,910 42,442 42,442 b. Minus County Tax Collection Fee (1.7%) (722) (722) (722) (722) c. Other 92 - - -
d. Total Revenue: 42,017 42,188 41,721 41,721
Services
a. Utilities: PGE 1,680 2,390 2,461 2,535
b. Pump Station O&M - ACFCD 54,613 42,281 43,549 44,856 c. Proposition 218 - 27,500 - -
d. Property Owner Noticing - - 103 106
e. Annual Reporting 553 1,012 1,032 1,063
f. City Administration 3,605 - - -
g. Total Expenditures: 60,451 73,183 47,146 48,560
Account Balance
a. Beginning Account Balance 28,780 10,345 (20,649) (26,075) b. Net Change (Revenue - Expenditures) (18,434) (30,995) (5,425) (6,840) c. Ending Account Balance: 10,345 (20,649) (26,075) (32,915) City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 8 ends

Method of Apportionment
Chapter 10, Article 10, Section 10-10.25 of the Hayward Municipal Code and as supplemented by the provisions of Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California permits the establishment of assessment districts by agencies to finance the maintenance and operation of drainage and flood control services, which include the operation, maintenance, and servicing of pump stations.

Proposition 218 requires that maintenance assessments must be levied according to benefit rather than according to assessed value. In addition, Article XIIID, Section 4(a) of the California Constitution limits the amount of any assessment to the proportional special benefit conferred on the property.

Because assessments are levied on the basis of benefit, they are not considered a tax, and, therefore, are not governed by Article XIIIA of the California Constitution.

Article XIIID of the California Constitution provides that publicly owned properties must be assessed unless there is clear and convincing evidence that those properties receive no special benefit from the assessment. Exempted from the assessment would be the areas of public streets, public avenues, public lanes, public roads, public drives, public courts, public alleys, public easements, and rights-of-ways.

The land uses within Maintenance District No. 1 consist of 174 residential parcels and one park parcel. These parcels receive a special benefit in that the pumping station and the storm drains protect the residential parcels and park parcel from storm water flooding. Even though there are only minor structures located on the park parcel it does receive special benefit from flood control improvements and services.

It is estimated that all residential and park parcels derive similar benefits from the flood control improvements and services, therefore the method for spreading the annual costs is on a per parcel basis.

The projected Fiscal Year 2024 maintenance and operation are estimated to be $48,560. The expense does not include the deposit of funds into a capital replacement fund. The collection rate for Fiscal Year 2024 will be at the maximum assessment rate of $243.92 per parcel.

City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 9 ends

Assessment
WHEREAS, the City Council of the City of Hayward, County of Alameda, California, Pursuant to Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California, and Chapter 10, Article 10, Section 10-10.25 of the Hayward Municipal Code, and in accordance with Resolution No. XX-XX, preliminarily approving the Engineer’s Report, as adopted by the City Council of the City of Hayward, on June 6, 2023, and in connection with the proceedings for; WHEREAS,said Resolution directed the undersigned Engineer of Work to prepare and file a report presenting an estimate of costs, a diagram for the Assessment District and an assessment of the estimated costs of the improvements upon all assessable parcels within the Assessment District, to which Resolution and the description of said proposed improvements therein contained, reference is hereby made for further particulars;
NOW, THEREFORE, the undersigned, by virtue of the power vested in me and the order of the City Council of the City of Hayward, hereby make the following assessments to cover the portion of the estimated cost of Improvements, and the costs and expenses incidental thereto to be paid by the Assessment District.

As required, an Assessment Diagram is hereto attached and made a part hereof showing the exterior boundaries of the Assessment District. The distinctive number of each parcel or lot of land in the Assessment District is its Assessor Parcel Number appearing on the Assessment Roll.

I do hereby assess and apportion said net amount of the cost and expenses of the Improvements, including the costs and expenses incident thereto, upon the parcels and lots of land within said Assessment District, in accordance with the special benefits to be received by each parcel or lot from the improvements, and more particularly set forth in the Estimate of Costs and Method of Assessment hereto attached and by reference made a part hereof.

The assessments are made upon the parcels or lots of land within Assessment District, in proportion to the special benefits to be received by the parcels or lots of land, from the Improvements.

Each parcel or lot of land is described in the Assessment Roll by reference to its parcel number as shown on the Assessor's Maps of the County of Alameda for the fiscal year 2024. For a more particular description of said property, reference is hereby made to the deeds and maps on file and of record in the office of the County Recorder of the County.

City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 10 ends

I hereby place opposite the Assessor Parcel Number for each parcel or lot within the Assessment Roll, the amount of the assessment for the fiscal year 2024 for each parcel or lot of land within said Maintenance District No. 1.

Dated: May 22, 2023
Engineer of Work
By ____________________________
John W. Bliss, License No. C052091
City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 11 ends

Vicinity Map
City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 12 ends

Assessment Diagram
The boundary of the City of Hayward's Maintenance District No. 1 is on file in the Office of the Hayward City Clerk and is incorporated in this report on page 12.

A detailed description of the lines and dimensions of each lot or parcel within the Assessment District are those lines and dimensions shown on the maps of the Assessor of the County of Alameda for Fiscal Year 2024.

For additional information as to the bearings, distances, monuments, easements, etc. of subject subdivisions, reference is hereby made to Final Tract Maps No. 6472, 6560, 6682 and 6683 filed in the Office of the Recorder of Alameda County.

City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 13 ends

City of Hayward
Maintenance District No. 1
Engineer’s Report FY 2024

Page 14 ends

Appendix A - Assessment Roll
A list of names and addresses of the owners of all parcels within the City of Hayward's Maintenance District No. 1 are shown on the last equalized Property Tax Roll of the Assessor of the County of Alameda. This list is keyed to the Assessor's Parcel Numbers as shown on the Assessment Roll on file in the Office of the Hayward City Clerk.

CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-324
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Maintenance Services

SUBJECT
Adopt a Resolution of Intention to Preliminarily Approve the Engineer's Report and Levy Assessments for Fiscal Year 2024 for Maintenance District No. 2 - Eden Shores Storm Water Facilities and Water Buffer, and Set June 27, 2023, as the Public Hearing Date

RECOMMENDATION
That Council adopts a resolution (Attachment II) of intention to preliminarily approve the Engineer's Report (Attachment III), levy assessments for FY 2024, and set June 27, 2023 as the public hearing date.

SUMMARY
Maintenance District No. 2 (MD 2) was formed in 2003 to fund the ongoing operation, maintenance, administration, and capital replacement of the water buffer and storm water facilities that border the Eden Shores residential community. This annual report is being provided, as required by the Hayward Municipal Code, to approve the annual assessment rate and expenditure budget.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Preliminary Engineer’s Report
CITY OF HAYWARD Page 1 of 1 Printed on 6/2/2023
powered by Legistar™

Page 1 of 3 ends

DATE: June 6, 2023
TO: Mayor and City Council
FROM: Maintenance Services Director
SUBJECT: Adopt a Resolution of Intention to Preliminarily Approve the Engineer's Report and Levy Assessments for Fiscal Year 2024 for Maintenance District No. 2 – Eden Shores Storm Water Facilities and Water Buffer, and Set June 27, 2023, as the Public Hearing Date

BACKGROUND AND DISCUSSION
On June 24, 2003, the Council ordered the formation of MD 2 to provide for the maintenance, operation, administration, and capital replacement of a water buffer and storm water pre-treatment facility. The water buffer consists of landscaping, recirculating pumps and filters, maintenance roads, pedestrian bridge, and anti-predator and perimeter fencing. The Eden Shores Maintenance District includes three residential tracts (7317, 7360, 7361) totaling 534 homes. The funds collected from the property owners within MD 2 pay for the ongoing annual operation, maintenance, administration, and capital contribution to operate and maintain this important infrastructure.

Capital funds are collected and maintained so that the district has the financial resources available to utilize to repair or replace sections of fencing, pumps, or bridge components in the future.

In compliance with Section 10-10.25 of the Hayward Municipal Code, an annual Engineer’s Report is required to be submitted to the Council. The report is attached (Attachment III), and includes:
(1) Description of the improvements to be operated, maintained, serviced, and replaced;

Page 2 of 3 ends

(2) FY 2024 recommended budget;
(3) FY 2024 recommended assessment rate; and
(4) Map of the benefit zone (assessment diagram).

Based upon revenues required to fund operations and maintenance, and maintain a capital replacement fund, staff is recommending a FY 2024 per parcel charge of $264.24, which is an increase the assessment rate from FY 2023 ($240.22).

FISCAL AND ECONOMIC IMPACT
Staff has evaluated the District’s fund balance and concurs that funds are adequate for FY 2024.

There is no anticipated fiscal impact to the City’s General Fund associated with this action, as all expenses will be paid using funds held in reserve by MD2.

STRATEGIC ROADMAP
This agenda item is a routine operational item and does not relate to any of the projects outlined in the Council’s Strategic Roadmap.

PUBLIC CONTACT
City staff: 1) mailed a postcard notice to property owners to let them know of their recommended FY 2024 assessment rate, and to alert them to three Public meetings where they could provide input (May 31, June 6, and June 27); 2) held a virtual community meeting via Zoom on May 31; and 3) will publish a legal notice in the East Bay Times on or before June 17, 2023.

NEXT STEPS
Following this Council meeting, the City is proposing to hold a public hearing on June 27, 2023, to provide an opportunity for any interested person to be heard. After the public hearing, the Council may adopt a resolution setting the annual assessment amount as originally proposed or as modified. Following the adoption of this resolution, the final assessor’s roll will be prepared and filed with the County Auditor’s office to be included on the FY 2024 tax roll. Payment of the assessment for each parcel will be made in the same manner and at the same time as payments are made for property taxes. All funds collected through the assessment must be placed in a special fund and can only be used for the purposes stated within this report. If the Council adopts the attached resolution of intention, it will hold a noticed public hearing on June 27, 2023, to consider approving the Engineer’s Report and ordering the levy of assessments for FY 2024.

Prepared by: Manny Grewal, Management Analyst
Recommended by: Todd Rullman, Maintenance Services Director

Page 3 of 3 ends

Approved by:
__________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

Page 1 of 2 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-_____
Introduced by Council Member ____________

RESOLUTION OF INTENTION PRELIMINARILY APPROVING ENGINEER'S

REPORT, DECLARING INTENTION TO LEVY ASSESSMENTS FOR FISCAL YEAR 2024, AND SETTING JUNE 27, 2023, AS THE PUBLIC HEARING DATE CONCERNING MAINTENANCE DISTRICT NO. 2 - EDEN SHORES STORM

WATER FACILITIES AND WATER BUFFER
WHEREAS, Maintenance District No. 2 - Eden Shores Storm Water Facilities and Water Buffer (the “District”) was established by the adoption of Resolution No. 03-102 to provide funds to operate, maintain, and service a storm water facility and the water buffer bordering the residential portion of Eden Shores, which encompasses the three residential tracts 7316, 7360, and 7361 in the Eden Shores development, totaling 534 homes.

WHEREAS, the District consists of properties as shown on the Assessment Roll which will be available on file in the Office of the Hayward City Clerk on June 27, 2023.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward, as follows:

1. SCI Consulting Group is hereby designated as Engineer of Work for purposes of these proceedings and is hereby ordered to prepare an Final Engineer’s Report in accordance with Article XIIID of the California Constitution.

2. The Engineer of Work has prepared a Preliminary Engineer’s Report in accordance with Section 10-10.25 of the Hayward Municipal Code. Said report has been made, filed, and duly considered by this City Council and is hereby deemed sufficient and intended to be preliminarily approved. Said report shall stand as the report for all subsequent proceedings related to the proposed levy of District assessments for Fiscal Year 2024.

3. It is the intention of the City Council to order the levy and collection of assessments for the maintenance of the storm water facility and water buffer pursuant to Part 3, Chapter 26 of Division 7 of the California Streets and Highways Code (commencing with Section 5820 thereof).

4. The proposed assessment for the District for Fiscal Year 2024 is $264.24, which is an increase from the previous fiscal year’s assessment of $240.22. The maximum base assessment amount for the District is subject to an annual adjustment equal to the

ATTACHMENT II

Page 2 of 2 ends

change in the San Francisco-Oakland-Hayward the Consumer Price Index for All Urban Consumers (CPI-U) from the previous year. The maximum base assessment amount for the District for Fiscal Year 2024 has been increased from the previous year’s maximum base assessment amount of $1,069.14 by 5.30%, which is equal to the percentage increase in CPI-U from February 2022 to February 2023. The maximum base assessment amount for the District for Fiscal Year 2024 is $1,125.80.

5. Reference is hereby made to the aforementioned report on file with the City Clerk for a full and detailed description of the improvements, the boundaries of the proposed District, and the proposed assessments upon assessable lots within said District.

6. On June 27, 2023, at the hour of 7:00 p.m., a public hearing will be held on the levy of the proposed assessment.

7. Prior to the conclusion of said public hearing, any interested person may file a written protest with the City Clerk, or having previously filed a protest, may file a written withdrawal of that protest. A written protest by a property owner shall contain a description sufficient to identify the property owned by such owner. The City Clerk is hereby directed to cause a notice of said meeting and hearing to be made in the form and manner provided by applicable laws.

IN COUNCIL, HAYWARD, CALIFORNIA, June 6, 2023
ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: _____________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
__________________________________________
City Attorney of the City of Hayward
Fiscal Year 2024 ENGINEER’S REPORT
City of Hayward
Maintenance District No. 2
May 2023
Preliminary Report

ATTACHMENT III
City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024
Page i
City of Hayward
City Council
Mark Salinas, Mayor
Angela Andrews, Mayor Pro Tempore
Ray Bonilla Jr., Council Member
Dan Goldstein, Council Member
Julia Roche, Council Member
George Syrop, Council Member
Francisco Zermeño, Council Member
Clerk of the Council
Miriam Lens
City Manager
Kelly McAdoo
Maintenance Service Director
Todd Rullman
City Attorney
Michael Lawson
Engineer of Work
SCI Consulting Group
City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024
Page ii
Table of Contents
Introduction............................................................................................................... 1 Overview....................................................................................................................................1 Legislative Analysis....................................................................................................................1 Plans and Specifications ............................................................................................. 3 Introduction...............................................................................................................................3 Description of Improvements ...................................................................................................3 Fiscal Year 2024 Estimate of Cost and Budget ............................................................. 4 Estimate of Costs.......................................................................................................................4 Method of Apportionment......................................................................................... 6 Assessment................................................................................................................ 7 Vicinity Map............................................................................................................... 9 Assessment Diagram ................................................................................................ 10 Appendix A - Assessment Roll................................................................................... 12 City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024
Page iii
List of Figures
Figure 1 – 2024 Estimate of Cost..................................................................................................... 5 City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 1 ends

Introduction
Overview
On April 16, 2002, by Resolution No. 02‐043, the City Council approved the Final Map of Tract 7317 for a 114-lot residential subdivision, with 109 single‐family homes, located on the northerly side of Eden Shores Boulevard and westerly of the Union Pacific Railroad.

On November 26, 2002, by Resolution No. 02‐171, the City Council approved the Final Map of Tract 7361 for a 120 lot residential subdivision, with 116 single‐family homes, located on the southerly side of Eden Shores Boulevard and westerly of the Union Pacific Railroad.

On June 3, 2003, by Resolution No. 03‐083, the City Council approved the Final Map for Tract 7360, for a 318-lot residential subdivision, with 309 single‐family homes located on the southwesterly side of Eden Shores Drive and westerly of the Union Pacific Railroad. The additional lots in each subdivision, 27 in total, will be landscaped areas, parks, wetlands or buffer areas.

Conditions of approval for Tracts No. 7317, 7360 and 7361, included provisions for construction of a water buffer channel and storm‐water pretreatment pond, masonry walls, anti‐predator fences, and landscaping within the proposed development area. Maintenance District No. 2 provides a funding source to operate and maintain these improvements, including the furnishing of water and electrical energy along with debris removal, weeding, trimming, and pest control spraying.

On June 24, 2003, by Resolution No. 03‐102, the City Council ordered the formation of Maintenance District No. 2 to provide the funding for the operation and maintenance of these facilities. The FY 2004 Final Engineer’s Report (formation report) included a FY 2004 budget which proposed $343,875.00 in expenditures at buildout for an anticipated 525 assessable parcels which equated to Maximum Base Assessment (MBA) Rate of $655.00 per parcel. This MBA rate which may be levied is increased each fiscal year by the prior year’s change in the Consumer Price Index.

Legislative Analysis
Proposition 218 Compliance
On November 5, 1996, California voters approved Proposition 218 entitled "Right to Vote on Taxes Act," which added Articles XIIIC and XIIID to the California Constitution. While its title City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 2 ends

refers only to taxes, Proposition 218 established new procedural requirements for the formation and administration of assessment districts.

Proposition 218 stated that any existing assessment imposed exclusively to finance the capital costs or maintenance and operation expenses for sidewalks, streets, sewers, water, flood control, drainage systems, or vector control on or before November 6, 1996, shall be exempt from the procedures and approval process of Proposition 218, unless the assessments are increased.

Proposition 218 defines increased, when applied to an assessment, as a decision by an agency that does either of the following:
 Increases any applicable rate used to calculate the assessment.  Revises the methodology by which the assessment is calculated, if that revision results in an increased amount being levied on any person or parcel.

Noticing, Public Comment, and Public Hearing
Noticing and information regarding this report were provided via the following methods: 1) a notice was mailed to all affected property owners to provide detail of their recommended FY 2024 assessment rate and to alert them to three community meetings where they could provide input (May 31, June 06, June 27); and 2) published a legal notice in the East Bay Times on or before June 17, 2023.

All funds collected through the assessment must be placed in a special fund and can only be used for the purposes stated within this report.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 3 ends

Plans and Specifications
Introduction
The annual Engineer’s Report includes: (1) a description of the improvements to be operated, maintained, and serviced; (2) a listing of the proposed collection rate to be levied upon each assessable lot or parcel; and (3) an estimated budget.

Description of Improvements
The facilities, which have been constructed within the City of Hayward's Maintenance District No. 2 boundaries, and those which may be subsequently constructed, will be operated, maintained, and serviced and are generally described as follows:
• Water Buffer Channel;
• Storm‐water Pre‐Treatment Pond;
• Masonry Walls;
• Anti‐predator Fences; and
• Miscellaneous Landscaping
The operation, maintenance and servicing of these improvements include, but are not limited to personnel, water (for irrigation and buffer replenishment), electrical energy, materials (including diesel fuel and oil), debris removal, weeding, trimming, pest control spraying, etc.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 4 ends

Fiscal Year 2024 Estimate of Cost and Budget
Estimate of Costs
Chapter 10, Article 10, Section 10‐10.25 of the Hayward Municipal Code and as supplemented by the provisions of Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California provides that the total cost of operation, maintenance and servicing of the water buffer channel, water treatment pond, masonry walls, anti‐predator fences and landscaping can be recovered by the District. Incidental expenses including administration of the District, engineering fees, legal fees and all other costs associated with these improvements can also be included.

Tract No. 7317, 7360 & 7361
Formed: June 24, 2003
Resolution Number: 03‐102
FY 2024
Maximum Base Assessment Rate: $1,125.80
Assessment Amount per Parcel: $264.24
Number of Parcels: 534
Assessment Income: $141,104.16
The following is an overview of the FY 2024 assessment district:
• Maximum Base Assessment (MBA) Rate: was increased from the prior year’s MBA rate of $1,069.14 to $1,125.80 by applying CPI-U for the San Francisco-Oakland-Hayward MSA (5.30% for the period February 2022 to February 2023). • Annual CPI increase: the MBA amount can increase annually based upon the prior year’s change in the CPI.
• Assessment revenue: the FY 2024 amount needed to operate and maintain the facilities and contribute to the capital reserve is: $141,104.16.
• Annual assessment charge: each of the 534 parcels shall be apportioned an equal share of the total assessment for this zone as the special benefit derived by the individual parcels is indistinguishable from each other. The FY 2024 per parcel charge will increase from the previous year from $240.22 to $264.24. This amount is below the MBA and is sufficient for maintaining levels of service and for keeping a reserve balance. In future years, if there is a need for additional funds, the assessment amount may be increased up to the MBA amount.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 5 ends

• Proposition 218: Future increases in the assessment amount above the MBA amount would require the noticing and balloting of property owners per the requirements of Proposition 218.

Figure 1 – 2024 Estimate of Cost
City of Hayward
Maintenance District No. 2 - Eden Shores - Water Buffer Fund 271, Project 3718
Established 2003, 534 Parcels
FY 2021 FY 2022 FY 2023 FY 2024
Actual Actual Estimated Proposed
Assessment
a. Maximum Base Assessment Amount 1,000.68 1,016.39 1,069.14 1,125.80 b. Annual Per Parcel Assessment 198.95 228.79 240.22 264.24 c. # of Parcels 534 534 534 534
d. Total Amount Assessed for the District: 106,239 122,175 128,277 141,104 Income
a. Annual Assessment Revenue 106,925 122,605 128,277 141,104 b. Minus County Tax Collection Fee (1.7%) (1,806) (2,077) (2,181) (2,399) c. Other 1,550 (7,045) 3,400 3,600
d. Total Revenue: 106,669 113,483 129,497 142,305
Services
a. Utilities: Water 48,063 50,682 60,000 70,000
b. Utilities: PGE 9,204 16,138 17,000 18,000
c. Maintenance - Landscaping - New Image - 32,688 33,669 34,679 d. Maintenance - Pond - Solitude 2,184 - - e. Maintenance - One-Time Project/Maintenance 39,288 42,973 10,000 45,000 f. Fence Repair - 75,000
h. Pump Repair - 30,000
i. Fire Hazard Mitigation (Goats) - - - 7,500
j. Property Owner Noticing 172 218 260 268
k. Annual Reporting 552 1,012 1,032 1,063
l. City Administration 4,080 4,202 4,328 4,458
m. Total Expenditures: 103,543 147,912 156,289 255,968
Account Balance
a. Beginning Account Balance 371,526 374,652 340,223 313,431 b. Net Change (Revenue - Expenditures) 3,126 (34,429) (26,792) (113,663) c. Ending Account Balance: 374,652 340,223 313,431 199,768 City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 6 ends

Method of Apportionment
Chapter 10, Article 10, Section 10‐10.25 of the Hayward Municipal Code and as supplemented by the provisions of Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California permits the establishment of assessment districts by agencies for the purpose of providing certain public improvements which include the operation, maintenance and servicing of water buffer channels, water treatment ponds, masonry walls, predator fences and landscaping.

Because assessments are levied on the basis of benefit, they are not considered a tax, and, therefore, are not governed by Article XIIIA of the California Constitution.

The properties benefiting from the operation, maintenance and servicing of water buffer channels, water treatment ponds, masonry walls, predator fences and landscaping consist of the 534 single‐ family residential lots located within Tracts No. 7317, 7360 and 7361.

Each of the 534 single‐family residential lots receive a special benefit in that they are able to be developed because protection to the adjacent open space has been provided through the construction of these improvements. The special benefit derived by the individual parcels is indistinguishable between parcels. Therefore, all residential parcels derive the same benefit and the corresponding method of assessment for residential land uses is based on a per parcel basis.

The estimated Fiscal Year 2024 proposed assessment revenue is $141,104.16. The proposed assessment for the District for Fiscal Year 2024 is $264.24 per parcel, which is the same amount as the previous fiscal year’s assessment. The MBA amount for the District is subject to an annual adjustment equal to the change in the applying CPI‐U for the San Francisco‐Oakland‐Hayward MSA from the previous year. The MBA amount for the District for Fiscal Year 2024 has been increased from the previous year’s MBA amount of $1,069.14 by 5.30%, which is equal to the percentage increase in CPI‐U from February 2022 to February 2023. The MBA amount for the District for Fiscal Year 2024 is $1,124.80.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 7 ends

Assessment
WHEREAS, the City Council of the City of Hayward, County of Alameda, California, Pursuant to Chapter 26 of Part 3 of Division 7 of the Streets and Highways Code of the State of California, and Chapter 10, Article 10, Section 10-10.25 of the Hayward Municipal Code, and in accordance with the Resolution of Intention, being Resolution No. XX-XX, preliminarily approving the Engineer’s Report, as adopted by the City Council of the City of Hayward, on June 6, 2023, and in connection with the proceedings for;
WHEREAS,said Resolution directed the undersigned Engineer of Work to prepare and file a report presenting an estimate of costs, a diagram for the Assessment District and an assessment of the estimated costs of the improvements upon all assessable parcels within the Assessment District, to which Resolution and the description of said proposed improvements therein contained, reference is hereby made for further particulars;
NOW, THEREFORE, the undersigned, by virtue of the power vested in me and the order of the City Council of the City of Hayward, hereby make the following assessments to cover the portion of the estimated cost of Improvements, and the costs and expenses incidental thereto to be paid by the Assessment District.

The assessments are made upon the parcels or lots of land within Assessment District, in proportion to the special benefits to be received by the parcels or lots of land, from the Improvements.

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 8 ends

Dated: May 10, 2023
Engineer of Work
By ____________________________
John W. Bliss, License No. C052091
City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 9 ends

Vicinity Map
City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 10 ends

Assessment Diagram
The Assessment District Diagram for the City of Hayward's Maintenance District No. 2 (Eden Shores) is on file in the Office of the Hayward City Clerk and is incorporated in this report in Appendix “A”.

For additional information as to the bearings, distances, monuments, easements, etc. of subject subdivisions, reference is hereby made to Final Tracts Maps No. 7317, 7360 and 7361 filed in the Office of the Recorder of Alameda County
City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 11 ends

City of Hayward
Maintenance District No. 2
Engineer’s Report FY 2024

Page 12 ends

Appendix A - Assessment Roll
A list of names and addresses of the owners of all parcels within the City of Hayward's Maintenance District No. 2 are shown on the last equalized Property Tax Roll of the Assessor of the County of Alameda. This list is keyed to the Assessor's Parcel Numbers as shown on the Assessment Roll on file in the Office of the Hayward City Clerk.

CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-326
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Maintenance Services

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute Amendment No. 1 Increasing the Contract Amount for Newton Construction & Management for the Tenant Improvements and Workspace Reconfiguration for Fire Administration by $36,850, for a Total Not-to Exceed Contract Amount of $348,612

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to execute Amendment No. 1 increasing the contract amount for Newton Construction & Management for the tenant improvements and workspace reconfiguration for Fire Administration by $36,850 for a total not-toexceed contract amount of $348,612.

SUMMARY
As part of the Facilities Capital Improvement Program (CIP), a workspace remodel and reconfiguration project within a City department’s workspace is completed each fiscal year aimed at updating aging infrastructure to better support collaborative work spaces that meet the individual operational needs of each department. Over the past twenty years, staff have worked diligently within the Fire Administration office, as well as Fire Station 1, to create appropriate workspaces that allow for and support both collaboration and confidentiality when necessary. Unfortunately, when built in 1997, the Fire Administration offices in City Hall were not designed in a manner to support the operational needs of the Hayward Fire Department. Using a combination of both architectural and aesthetic improvements, the reconfiguration of space within the Fire Administration office will improve the overall functionality and efficiency within the workplace. The proposed office space, partitioned by glass walls, can ensure conversations are kept private, which is a necessity when dealing with confidential personnel concerns and/or HIPAA related items. The new design will include areas that encourage a collaborative work environment coupled with dedicated office space for confidentiality and privacy when needed.

ATTACHMENTS
Attachment I Staff Report
CITY OF HAYWARD Page 1 of 2 Printed on 6/2/2023
powered by Legistar™
File #: CONS 23-326
Attachment II Resolution
CITY OF HAYWARD Page 2 of 2 Printed on 6/2/2023
powered by Legistar™

Page 1 of 2 ends

DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Maintenance Services
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute Amendment No. 1 Increasing the Contract Amount for Newton Construction & Management for the Tenant Improvements and Workspace Reconfiguration for Fire Administration by $36,850, for a Total Not-to Exceed Contract Amount of $348,612

Page 2 of 2 ends

BACKGROUND AND DISCUSSION
On February 22, 20221 the City entered a contract with Newton Construction & Management for the entire project. Staff requests an amendment to the contract to increase the total contract amount by $36,850 to account for unforeseen construction conditions for a total notto-exceed contract amount of $348,612. The unanticipated changes included the following:
installation of an ADA counter with a swing gate, relocation and addition of fire sprinkler heads to maintain compliance with the California Fire Code, and additional lighting controls and fixtures to be compliant with Title 24 Energy Code.

FISCAL IMPACT
There is sufficient budget to cover the cost of increasing the contract amount by $36,850 with Newton Construction & Management for a total project budget of $348,612.

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.

NEXT STEPS
If the Council adopts the resolution, staff will prepare a contract amendment for execution.

Prepared by: Liz Sanchez, Management Analyst II
Recommended by: Todd Rullman, Director of Maintenance Services Approved by:

Kelly McAdoo, City Manager

1 http://hayward.legistar.com/gateway.aspx?m=l&id=/matter.aspx?key=7867

ATTACHMENT II

Page 1 of 2 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-____
Introduced by Council Member ____________

RESOLUTION AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND EXECUTE AMENDMENT NO.1 TO THE CONTRACT WITH NEWTON

CONSTRUCTION & MANAGEMENT FOR THE WORKSPACE

RECONFIGURATION FOR FIRE ADMINISTRATION BY INCREASING THE CONTRACT AMOUNT BY $36,850, FOR A TOTAL AMOUNT NOT TO EXCEED $348,612.

WHEREAS, the City of Hayward and Newton Construction & Management entered into a contract dated the 24th day of February 2022, for the workspace reconfiguration for Fire Administration; and
WHEREAS, unforeseen construction conditions requires an increase to the existing contract to complete the project; and
WHEREAS, City Council approved the increase in project budget through the FY2023 Midyear process.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward authorizes the City Manager to execute Amendment No. 1 with Newton Construction Management, for additional services related to the workspace reconfiguration for Fire Administration, in the amount of $36,850 thereby increasing the total contract not-to-exceed amount to $348,612 for, in a form approved by the City Attorney.

ATTACHMENT II

Page 2 of 2 ends

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2023 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-327
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Maintenance Services

SUBJECT
Adopt A Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Samsara Inc. in an Amount Not-to-Exceed $105,465 and an Effective Term Length Through FY2026

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to execute a professional services agreement (PSA) with Samsara Inc. (Samsara) in an amount not-to-exceed $105,465 and an effective term length through FY2026.

SUMMARY
Maintenance Services' Fleet Division is responsible for the management of over 450 City fleet vehicles and pieces of equipment. To effectively support and best manage this effort, staff utilizes fleet management software and telematics to maintain an accurate and up-to-date overview of vehicle diagnostics and geolocation, this solution serves as a diagnostic tool to alert and schedule the appropriate preventative maintenance schedule in accordance with manufacturer specifications.

Staff recommends entering into a PSA with Samsara in an amount not-to-exceed $105,465 and an effective term length through FY2026.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Page 1 of 1 Printed on 6/2/2023
powered by Legistar™

Page 1 of 2 ends

DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Maintenance Services
SUBJECT: Adopt A Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Samsara Inc. in an Amount Not-to-Exceed $105,465 and an Effective Term Length Through FY2026

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to execute a professional services agreement (PSA) with Samsara Inc. (Samsara) in an amount not-toexceed $105,465 and an effective term length through FY2026.

SUMMARY
Maintenance Services' Fleet Division is responsible for the management of over 450 City fleet vehicles and pieces of equipment. To effectively support and best manage this effort, staff utilizes fleet management software and telematics to maintain an accurate and up-todate overview of vehicle diagnostics and geolocation, this solution serves as a diagnostic tool to alert and schedule the appropriate preventative maintenance schedule in accordance with manufacturer specifications. Staff recommends entering into a PSA with Samsara in an amount not-to-exceed $105,465 and an effective term length through FY2026.

BACKGROUND AND DISCUSSION
The Fleet Division is responsible for the management of over 450 City fleet vehicles and pieces of equipment. To effectively support best manage this effort, staff utilize fleet management software and telematics to maintain an accurate and up-to-date overview of vehicle diagnostics, geolocation, and a means to trigger appropriate preventative maintenance schedules in accordance with manufacturer specifications. This software can also decrease operational expenses through predictive analytics and comply with state and federal emission mandates through detailed reporting. The existing telematic devices are at the end of their useful life and require upgrades.

Samsara is a local technology company that provides telematic devices to improve the safety, efficiency, and sustainability of fleet operations. Samsara will replace the existing devices with improved devices, such as vehicle integrated cameras and forward-facing dash cameras,, where appropriate. The new system will improve LTE connectivity,

Page 2 of 2 ends

maintenance diagnostic data, and provide the City with the opportunity to digitize current paper processes, such as Driver-Vehicle Inspection Reports (DVIR), pre-trip, and post-trip logging. In addition, the forward-facing dash cameras on Streets Operation Vehicles will provide better visibility to support incident reports and improve City safety efforts. Overall, these upgrades will allow for better operational and incident reporting, an expanded set of maintenance data points used to determine preventative maintenance opportunities in real-time, an asset operations platform, and reduced administrative burden. Furthermore, Samsara’s solution provides reporting that will support the City’s EV strategy, transition, and integration efforts.

Staff recommends entering into a PSA with Samsara for fleet software and a telematics solution. This agreement will be completed through the cooperative agreement with Sourcewell, a third-party administrator that completed the competitive bidding process.

ECONOMIC AND FISCAL IMPACT
This item will be funded through the Fleet Division’s annual operating budget (Fund 735).

The annual cost of service is $35,335 in FY 2024, and $35,065 each fiscal year in FY 2025 and FY 2026. This item will have no impact to the General Fund.

STRATEGIC ROADMAP AND SUSTAINABILITY FEATURES
This agenda item is a routine operational item. It does not directly relate to any of Council’s six priorities or have significant sustainability features.

PUBLIC CONTACT
This item requires no public contact.

NEXT STEPS
If Council approves staff’s recommendation, the City Manager will execute a PSA with Samsara in an amount not-to-exceed $105,465 and an effective term length through FY 2026.

Prepared by: Manny Grewal, Management Analyst
Justin Temores, Fleet Manager
Recommended by: Todd Rullman, Director of Maintenance Services Approved by:
________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

Page 1 of 2 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-
Introduced by Council Member

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A

PROFESSIONAL SERVICES AGREEMENT WITH SAMSARA INC IN AN
AMOUNT NOT-TO-EXCEED $105,465 AND AN EFFECTIVE TERM
LENGTH THROUGH FY2026
WHEREAS, the Fleet Division is responsible for the management of over 450 vehicles and pieces of equipment; and
WHEREAS, staff routinely uses fleet management software and telematics to support vehicle diagnostics and reporting; and,
WHEREAS, staff recommends entering into a professional services agreement with Samsara Inc, which won the competitive bidding process through Sourcewell, to provide these services; and,
WHEREAS, Fleet Division’s annual adopted operating budget will fund this item without an impact to the General Fund.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized to execute a professional services agreement with Samsara Inc in an amount not-to-exceed $105,465 and an effective term length through FY2026.

IN COUNCIL, HAYWARD, CALIFORNIA , 2023
ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTACHMENT II

Page 2 of 2 ends

ATTEST:

City Clerk of the City of Hayward
APPROVED AS TO FORM:

City Attorney of the City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-329
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Approving Plans and Specifications, and Calling for Bids for the FY23 Median Landscape Improvement - Phase 2, Project No. 05281 and Appropriate an Additional $497,700 from the Street System Improvements (Fund 450) to Project 05281

RECOMMENDATION
That Council adopts the resolutions (Attachments II and III):

1. Approving the plans and specifications for the FY23 Median Landscape Improvement - Phase 2 Project No. 05281 and calling for bids to be received on June 13, 2023; and

2. Authorizing the appropriation of $479,700 from the Street System Improvements (Fund 450) to Project No. 05281.

SUMMARY
This project is a continuation of the City’s median landscape and irrigation improvements project for the key corridors throughout the City. This is the eighth of multiple landscape improvement projects within the City. The original project’s scope included the improvements to five separate median islands on Hesperian Boulevard from West Winton Avenue to West A Street. Due to increased construction cost and availability of funding, median landscape improvements for Phase 1 of the project were limited to the improvement of the median island along Hesperian Boulevard from Phillips Way to Sueirro Street. The FY23 Median Landscape Improvement - Phase 2 Project will complete the remaining median islands on Hesperian Boulevard from West “A” Street to Sueirro Street, and Phillips Way to West Winton Avenue.

This project is categorically exempt from environmental review under Section 15301 (c) of the California Environmental Quality Act Guidelines for the operation, repair, maintenance, or minor alteration of existing facilities.

On November 15, 2016, Council passed a resolution authorizing a Community Workforce Agreement (CWA) with the Alameda County Building Trades Council (BTC), which applies to City projects with CITY OF HAYWARD Page 1 of 2 Printed on 6/2/2023
powered by Legistar™
File #: CONS 23-329
construction costs of $1,000,000 or more. Because the construction cost estimate for this Project is less than $1,000,000, the CWA agreement does not apply.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Resolution - Appropriation
Attachment IV Project Location Map
CITY OF HAYWARD Page 2 of 2 Printed on 6/2/2023
powered by Legistar™

Page 1 of 4 ends

DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Public Works
SUBJECT: Adopt a Resolution Approving Plans and Specifications, and Calling for Bids for the FY23 Median Landscape Improvement - Phase 2, Project No. 05281 and Appropriate an Additional $497,700 from the Street System Improvements (Fund 450) to Project 05281

RECOMMENDATION
That Council adopts the resolutions (Attachments II and III):

1. Approving the plans and specifications for the FY23 Median Landscape Improvement - Phase 2 Project No. 05281 and calling for bids to be received on June 13, 2023; and

2. Authorizing the appropriation of $479,700 from the Street System Improvements (Fund 450) to Project No. 05281.

On November 15, 2016, Council passed a resolution authorizing a Community Workforce Agreement (CWA) with the Alameda County Building Trades Council (BTC), which applies

Page 2 of 4 ends

to City projects with construction costs of $1,000,000 or more. Because the construction cost estimate for this Project is less than $1,000,000, the CWA agreement does not apply.

BACKGROUND
In 2010, a Master Plan for landscape and irrigation improvements was developed for key corridors throughout the City. The Master Plan was used to prioritize and divide the designated corridors into separate annual construction projects that could be implemented in stages based on available annual funding. This project is part of the eighth landscape improvement project from the Master Plan to be implemented in an effort to improve the appearance of key corridors throughout the City. The first project improved the roundabout in the Fairway Park neighborhood. The second improved the landscape medians along Industrial Parkway West from Ruus Road to Mission Boulevard. The third improved the landscape medians on West Winton Avenue from Southland Drive to Southland Place. The fourth improved the landscape medians at Industrial Boulevard from Clawiter Road to 650 feet South of Depot Road. The fifth improved the landscape medians at Industrial Parkway West from Hesperian Boulevard to I-880, and the sixth improved the landscape medians along Hesperian Boulevard from Chabot Court to W Winton Avenue.

The seventh project was on Hesperian from La Playa Drive to West Winton Avenue.

DISCUSSION
As outlined in the approved Master Plan, this portion of Hesperian Boulevard from West “A” Street to Sueirro Street and Phillips Way to W Winton Avenue was selected as part of the eight annual construction project. This segment is a section of the major connector from I-880 to CA 92 servicing multiple retail businesses, and residential and industrial districts. Attachment IV depicts the project limits for this work.

The project primarily consists of:
 Removing the existing concrete and cobble paving area within the center median and replacing it with trees, shrubs, and groundcover.
 Installing a median nose cap and permeable pavers within 25 feet of the median nose.
 Planting additional trees and new shrubs in the median area and placing mulch.  Installing a new irrigation system and controller.

Most of the existing trees will remain except for those that have been identified to be in poor health. Trees in poor health will be replaced in kind or with drought tolerant species suitable for the surrounding environment.

The project conforms to Bay-Friendly landscape practices and complies with the City’s BayFriendly Landscape and Water Efficient Landscape Ordinance. This project is categorically exempt under Section 15301 (c) of the California Environmental Quality Act Guidelines for the operation, repair, maintenance, or minor alteration of existing facilities.

On November 15, 2016, Council passed a resolution authorizing a Community Workforce Agreement (CWA) with the Alameda County Building Trades Council (BTC), which applies to City projects with construction costs of $1,000,000 or more. The agreement requires contractors to use local union hiring halls, encourages contractors to employ Hayward

Page 3 of 4 ends

residents or Hayward Unified School District graduates, and requires hired workers to pay union dues and other benefit trust fund contributions, etc. Because the construction cost estimate for this Project is less than $1,000,000, the CWA agreement does not apply.

ECONOMIC IMPACT
Replacing and improving median landscaping increases safety, enhances the visual appearance of the medians, increases weed control, and reduces the amount of irrigation required. The additional curb improvements increase the longevity of these enhancements resulting in cost savings over time.

FISCAL IMPACT
The estimated project costs are as follows:

Construction Contract $922,700
Construction Contingency 155,000
Planting and Landscaping – City Staff 50,000
Design and Administration 50,000
Construction Survey, Inspection and Testing 50,000
TOTAL $1,227,700
The Adopted FY23 Capital Improvement Program (CIP) includes $1,696,000 for Median Improvement Project in the Street System Improvements from Fund 450. The Recommended FY24 CIP includes an additional appropriation of $875,000 in FY24, which will bring project total to $2,571,000 if the FY24 CIP is adopted.

The total cost of Phase I and Phase II for the Median Landscaping Improvements Project No. 05281 is anticipated to be $3,068,700, including $1,841,000 for Phase 1 and $1,227,700 for Phase 2. Staff recommends the appropriation of an additional $497,700 to Median Landscaping Improvements Project No. 05281 from the Street System Improvements (Fund 450) to close the funding gap.

STRATEGIC ROADMAP
This agenda item supports the Strategic Priorities to Confront Climate Crisis & Champion Environmental Justice. Specifically, this item relates to the implementation of the following project:

Reduce greenhouse gases and dependency on fossil fuels.

Project C6: Plant 1,000 trees annually (500 trees per year by City staff; 500 additional trees, by other partners (HARD, CSU, Chabot, and private developers)

SUSTAINABILITY FEATURES
This project includes the installation of drought tolerant plants to reduce the amount of water usage including installation of a new irrigation system and controller. The project will implement Bay-Friendly Landscaping techniques to use native and climate appropriate

Page 4 of 4 ends

plants for median islands. All material generated during construction and demolition be sent to designated facilities for recycling.

PUBLIC CONTACT
Because of the temporary inconvenience that is expected to be caused by the work in the center median, immediately after the construction contract is awarded, a preliminary notice explaining the project will be distributed to the businesses adjacent to the limit of work. After the construction work has been scheduled, businesses will be notified at lease seventy-two hours prior to commencement of work.

SCHEDULE
The estimated schedule for this project is as follows:

Call for Bids May 23, 2023
Open Bids June 13, 2023
Award Construction Contract June 27, 2023
Begin Construction July 31, 2023
Complete Construction October 3, 2023

NEXT STEPS
After staff evaluates the bid results, staff will return to Council with the recommendation for award of construction contract.

Prepared by: Hector Leuterio, Assistant Civil Engineer
Kathy Garcia, Deputy Director of Public Works
Recommended by: Alex Ameri, Director of Public Works
Approved by:
________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

Page 1 of 2 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-_____
Introduced by Council Member ________________
RESOLUTION APPROVING PLANS AND SPECIFICATIONS FOR FY23 MEDIAN LANDSCAPE IMPROVEMENT – PHASE 2 PROJECT - HESPERIAN BOULEVARD (WEST “A” STREET TO SUEIRRO STREET, PHILLIPS WAY TO W WINTON AVENUE) PROJECT NO. 05281, AND CALL FOR BIDS
WHEREAS, those certain plans and specifications for FY23 The Median Landscape Improvement – Phase 2 Project, Project No. 05281, on file in the office of the City Clerk, are hereby adopted as the plans and specifications for the project; and WHEREAS, the City Clerk is hereby directed to cause a notice calling for bids for the required work and material to be made in the form and manner provided by law; and WHEREAS, sealed bids therefor will be received by the City Clerk’s office at City Hall, 777 B Street, First Floor, Hayward, California 94541, up to the hour of 2:00 p.m. on Tuesday June 13, 2023, and immediately thereafter publicly opened and declared by the City Clerk in the Rotunda, First Floor, at City Hall.

NOW, BE IT FURTHER RESOLVED that the project is categorically exempt under Section 15301(c) of the California Environmental Quality Act Guidelines for the operation, repair, maintenance, or minor alteration of existing facilities.

NOW, THEREFORE, BE IT RESOLVED by the City Council of Hayward will consider a report on the bids at a regular meeting following the aforesaid opening and declaration of same.

DRAFT

ATTACHMENT II

Page 2 of 2 ends

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2023 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: _______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
__________________________________________
City Attorney of the City of Hayward

ATTACHMENT III

Page 1 of 2 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-_____
Introduced by Council Member ________________
RESOLUTION AUTHORIZING THE APPROPRIATION OF $497,700 FROM THE STREET SYSTEM IMPROVEMENTS (FUND 450) TO THE MEDIAN
LANDSCAPE IMPROVEMENT PROJECT NO. 05281 PHASE 1 AND 2
WHEREAS, by Resolution No. 23-005 on January 17, 2023, the City Council approved the plans and specifications for the FY23 Median Landscape Improvement – Phase 1, Project No. 05281, and called for bids to be received on February 14, 2023; WHEREAS, the anticipated calling for bids for FY23 Median Landscape Improvement Phase 2 to be received on June 13, 2023;
WHEREAS, the Recommended FY24 Capital Improvement Program includes a recommended budget total of $2,571,000 in the Street System Improvements Fund (Fund 450);
WHEREAS, the project total for Phase 1 and 2 is estimated to be $3,068,700; WHEREAS, additional funds appropriated to the Project are needed to support the professional services agreement, the project management assistance, construction inspection and processional services for the project’s Planning and Scoping Phase for Phase 2;
NOW, THEREFORE, BE IT RESOLVED by the City Council of Hayward hereby approves the amendment of the FY 2023 Capital Improvement Program Budget to include an increase in appropriation in the amount of $497,700 in the Street System Improvements Fund (Fund 450) to the Median Landscape Improvement Project No. 05281.

NOW, THEREFORE, BE IT FURTHER RESOLVED that the project is categorically exempt under Section 15301(c) of the California Environmental Quality Act Guidelines for the operation, repair, maintenance, or minor alteration of existing facilities.

ATTACHMENT III

Page 2 of 2 ends

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2023 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_______________________________________
City Attorney of the City of Hayward
FY 23 MEDIAN LANDSCAPE IMPROVEMENT - PHASE 2 PROJECT

HESPERIAN BOULEVARD
(WEST "A" STREET TO SUEIRRO STREET / PHILLIPS WAY TO W WINTON AVENUE) PROJECT NO. 05281

ATTACHMENT IV
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-333
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Finance

SUBJECT
Adopt a Resolution Authorizing the City Manager to Award a Contract to HdL Coren & Cone for Property Tax, Information and Audit Services

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to execute a contract with HdL Coren & Cone for property tax, information and audit services for three years with the option to extend for two additional one-year periods.

SUMMARY
In July 2022, the City conducted a competitive Request for Proposals (RFP) process for municipal sales use tax and auditing services. The RFP includes professional services for property tax, sales and use tax, business tax, utility users’ tax and transient occupancy tax. One of the responsive vendors was HdL Coren & Cone (HdLCC), who submitted a proposal for property tax information and audit services. The City has contracted with HdLCC for property tax services since 2003, and HdLCC continues to be the most qualified for providing property tax financial services to the City. Staff recommends that Council authorize execution of a contract for property tax services with HdLCC.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Page 1 of 1 Printed on 6/2/2023
powered by Legistar™

Page 1 of 2 ends

DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Finance
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute a Contract with HdL Coren & Cone for Property Tax, Information and Audit Services

One of the responsive vendors was HdL Coren & Cone (HdLCC), who submitted a proposal for property tax information and audit services. The City has contracted with HdLCC for property tax services since 2003, and HdLCC continues to be the most qualified for providing property tax financial services to the City. Staff recommends that Council authorize execution of a contract for property tax services with HdLCC.

BACKGROUND
In July 2022, the City conducted a competitive RFP process for municipal sales use tax and auditing services, which included property tax information and audit services. Following a thorough review of the four responsive proposers, the City determined HdLCC to be the most qualified to provide property tax service needs of the City. The City has contracted with HdLCC to provide property tax services since April 2015, and the existing contract expires June 30, 2023. These services include but are not limited to a detailed report of the City’s property tax revenue review and related services.

DISCUSSION
HdLCC’s software tracks county, city and special district property tax revenues. They develop specialized reports and models to assist government agencies by using the data for

Page 2 of 2 ends

parcel administration, focused economic development strategies and revenue projections.

The City has contracted with HdLCC for several years to provide property tax revenue review and related services. The services provided under the contract include all-inclusive property tax management services, review of property tax revenues due to the City, and assistance with future revenue projections.

The services provided by HdLCC have been a valuable resource for the City. HdLCC is able to provide regular updates to City leadership, which allows for anticipating property tax revenue as well as planning for the upcoming fiscal year budgets. HDLCC provides trend analyses, forecasting and assessment of properties within the City. In addition, they are able to recoup revenues that may have been misallocated to other jurisdictions. This service is imperative to assist in navigating the complexities of property tax analysis.

FISCAL IMPACT
The base fixed fee for property tax services is $24,200 per year. This based fixed fee shall be adjusted annually by the California Consumer Price Index (CCPI) for all items determined by the California Department of Industrial Relations as measured from February to February.

There is also a contingency fee of 25% of net tax revenues recovered for the City through audits performed over the period allowable by the State statute. Currently, that statute is the current year and three prior lien date years. The annual fiscal operating budget allocates funding for property tax information and audit services. An allocation is included in the Finance Department General Fund budget for FY 2024 to cover the annual cost.

STRATEGIC ROADMAP
This is a routine operational item and does not relate to a specific strategic roadmap project.

PUBLIC CONTACT
The agenda for this item was posted in compliance with the California Brown Act.

NEXT STEPS
Upon approval from Council, staff will prepare for execution the agreement between the City of Hayward and Hdl Coren & Cone for a three-year period with the option to extend for two additional one-year periods. Services will commence in accordance with the outlined scope of work provided in the proposal effective July 1, 2023.

Prepared and Recommended by: Nicole Gonzales, Director of Finance Approved by:

Kelly McAdoo, City Manager

ATTACHMENT II

Page 1 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-
Introduced by Council Member ________________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A CONTRACT

WITH HDL COREN & CONE FOR PROPERTY TAX, INFORMATION AND AUDIT

SERVICES FOR THREE YEARS WITH THE OPTION TO EXTEND FOR TWO

ADDITIONAL ONE-YEAR PERIODS
WHEREAS, the City Council of the City of Hayward deems is desirable and necessary for authorized officers, employees and representatives of the City to utilize professional property tax, information and auditing services to continue compliance of the City’s use tax reporting; and
WHEREAS, in July 2022, the City conducted a competitive RFP process for municipal sales use tax and auditing services, which included property tax information and audit services; and; and
WHEREAS, following a thorough review of the four responsive proposers, the City determined HdLCC to be the most qualified to provide property tax service needs of the City; and
WHEREAS, the annual fiscal operating budget allocates funding to cover this annual expense.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to execute an agreement with HdL Coren & Cone for property tax, information and audit services, for a period of three years, with the option to extend for two additional one-year periods, in the amount of $24,200 per year, subject to annual adjustment by the California Consumer Price Index (CCPI), and a contingency fee of 25% of net tax revenues recovered for the City through audits performed over the period allowable by the State, in a form to be approved by the City Attorney.

ATTACHMENT II

Page 2 ends

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2023 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-334
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Finance

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute a Contract with MuniServices for Municipal Sales Use Tax Management and Auditing Services

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to execute a contract with MuniServices, LLC for sales use tax management and auditing services, for three years with the option to extend for two additional one-year periods.

SUMMARY
In July 2022, the City conducted a competitive Request for Proposals (RFP) process for municipal sales use tax and auditing services. These services include Sales and Use Tax Allocation Audits and Information Services (STARS), Utility Users’ Tax/Franchise Compliance and Revenue Protection (also known as UUT), Transient Occupancy Tax (TOT) Audits and Compliance, and Local Tax Compliance (LTC). One of the responsive vendors was MuniServices, LLC (MuniServices). The City has had contracts with MuniServices for the above-referenced services. Staff recommends that the Council authorizes execution of a contract for said services with MuniServices.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Page 1 of 1 Printed on 6/2/2023
powered by Legistar™

Page 1 of 3 ends

DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Finance
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute a Contract with MuniServices for Municipal Sales Use Tax Management and Auditing Services

BACKGROUND
In July 2022, the City conducted a competitive RFP process, which included municipal sales use tax and auditing services. Following a thorough review of the four responsive proposers, the City determined MuniServices was the preeminent tax management firm that submitted a proposal. The City has contracted with MuniServices to provide sales use tax management and auditing services since April 1995, and the existing contract expires June 30, 2023. These services include, but are not limited to, a detailed quarterly report of the City’s sales use tax, research and analysis on issues, assistance with developing sales tax projections for the upcoming fiscal year budget, and identification of sales tax misallocations and collections.

DISCUSSION

Page 2 of 3 ends

The sales use tax management and auditing services provided by MuniServices are valuable resources for the City to maintain federal compliance. MuniServices assists the City in enhancing its sales use tax analysis and information services by detecting, documenting and correcting sales and use tax errors, thereby producing previously unrealized revenue for the City. This helps guide economic development efforts and provides insight into anticipated revenues for budgeting purposes. In addition, MuniServices is able to recoup additional sales tax revenue for the City by identifying misallocations of sales and use tax to other jurisdictions or by identifying businesses that are not reporting correctly. This has resulted in the recovery of over $65 million for the City since first starting services in 1995. Professional services covered under the agreement with MuniServices will include:

Sales, Transaction and Use Tax Allocation Audits and Information Services (STARS) MuniServices will assist the City in realizing Sales, Transactions and Use Tax revenue that the City is entitled to. Their allocation audit service is to detect and correct taxpayer reporting errors and thereby generate new sales, transactions and use tax revenue, which would not otherwise have been realized by the City. They identify new revenue without causing any additional tax liability for businesses. Compensation for these services is 15% of the new sales, transactions and use tax revenue received by the City as a result of MuniServices detecting and correcting the related point-of-sale/use distribution error. STARS reports are billed at $1,750 quarterly.

Utility Users’ Tax/Franchise Compliance and Revenue Protection (UUT) MuniServices will provide the City with certain professional services in furtherance of a comprehensive Utility Users’ Tax/Franchise Compliance and Revenue Protection program, with broad participation by California public agencies that are designed to preserve, protect, and enhance its UUT and Utility Franchise Revenues. The City’s annual contingency fee for participating in the program is 0.5% of the total UUT revenues received, with a minimum of $15,000. Franchise Fee compliance and audit services will have a 25% contingency fee.

Transient Occupancy Tax and Compliance Program (TOT)
MuniServices assists the City to realize TOT revenue to which it is entitled and educate collectors and remitters of TOT to assist in future compliance with the City's ordinances. The contingency fee for these services is 28% or $1,600 per hotel. Should the cost of these services exceed the contingency fee, MuniServices is required to obtain approval from the City prior to the lodging property review.

Local Tax Compliance Program (LTC)
MuniServices' LTC will locate tax revenue that the City may not be receiving from its local tax registry by detecting, documenting, and assisting with the correction of errors and omissions made by taxpayers who are subject to the local business tax. The LTC service also aims to reduce future errors by informing the businesses that are identified as having errors and omissions about the proper methods for compliance. Informing business owners of the requirements of the ordinance helps to prevent future mistakes by businesses, making future enforcement efforts by the City less burdensome for the City. Compensation for these services is at 33% of additional revenue received and $125 per hour for cannabis tax auditing.

Page 3 of 3 ends

FISCAL IMPACT
The annual fiscal operating budget allocates funding for sales tax analysis and information services. An allocation is included in the Finance Department General Fund budget for FY 2024 to cover the annual cost, which is outlined in the Discussion above.

STRATEGIC ROADMAP
This is a routine operational item and does not relate to a specific strategic roadmap project.

PUBLIC CONTACT
The agenda for this item was posted in compliance with the California Brown Act.

NEXT STEPS
Upon approval from Council, staff will prepare for the execution of the agreement between the City of Hayward and MuniServices, LLC for a three-year period with the option to extend the agreement for two (2) additional one-year periods. Services will commence in accordance with the outlined scope of work provided in the proposal effective July 1, 2023.

Prepared and Recommended by: Nicole Gonzales, Director of Finance Approved by:

Kelly McAdoo, City Manager

ATTACHMENT II

Page 1 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-
Introduced by Council Member ________________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A CONTRACT

WITH MUNISERVICES, LLC FOR SALES USE TAX MANAGEMENT AND

AUDITING SERVICES FOR THREE YEARS WITH THE OPTION TO EXTEND FOR

TWO ADDITIONAL ONE-YEAR PERIODS
WHEREAS, the City Council of the City of Hayward deems is desirable and necessary for authorized officers, employees and representatives of the City to utilize professional sales use tax management and auditing services to continue compliance of the City’s sales use tax reporting; and
WHEREAS, in July 2022, the City conducted a competitive RFP process, which included municipal sales use tax and auditing services; and WHEREAS, following a thorough review of the four responsive proposers, the City determined MuniServices was the most qualified tax management firm to submit a proposal; and
WHEREAS, MuniServices, LLC submitted a proposal with the following compensation terms:
 Sales, Transaction and Use Tax Allocation Audits and Information Services (STARS) - 15% of the new sales, transactions and use tax revenue received by the City as a result of MuniServices detecting and correcting the related point-of-sale/use distribution error.
 Utility Users’ Tax/Franchise Compliance and Revenue Protection (UUT) -

0.5% of the total UUT revenues received, with a minimum of $15,000.

Franchise Fee compliance and audit services will have a 25% contingency fee.
 Transient Occupancy Tax and Compliance Program (TOT) - The contingency fee for these services is 28% or $1600 per hotel.
 Local Tax Compliance Program (LTC) - Compensation for these services is at 33% of additional revenue received and $125 per hour for cannabis tax auditing.
 This results in compensation of approximately $240,000 per year for three years.

WHEREAS, the annual fiscal operating budget allocates funding to cover this annual expense.

ATTACHMENT II

Page 2 ends

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to execute an agreement with MuniServices, LLC for a period of three years, with the option to extend for two additional one-year periods, in a form to be approved by the City Attorney.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2023 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-335
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Human Resources

SUBJECT
Adopt a Resolution Approving an Amendment to the City of Hayward Salary Plan for Fiscal Year 2023

RECOMMENDATION
That Council adopts a resolution (Attachment II) approving an amendment to the City of Hayward Salary Plan for Fiscal Year 2023 (FY 2023), which designates all classifications and the corresponding salary range for employment in the City of Hayward as of June 6, 2023.

SUMMARY
As required by the Municipal Code, the FY 2023 Salary Plan has been updated to reflect a salary adjustment to one (1) classification in the City’s classified service. The Salary Plan has also been revised to reflect the addition of three (3) classifications. On May 18, 2023, the Personnel Commission held a public hearing in which it reviewed and recommended to Council the Salary Plan for each position in the City’s classified service for FY 2023, effective June 6, 2023.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III FY 2023 Salary Plan
CITY OF HAYWARD Page 1 of 1 Printed on 6/2/2023
powered by Legistar™

Page 1 of 3 ends

DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Human Resources
SUBJECT: Adopt a Resolution Approving an Amendment to the City of Hayward Salary Plan for Fiscal Year 2023

BACKGROUND/DISCUSSION
New Classification:

DEPUTY DIRECTOR OF MAINTENANCE SERVICES (U540): With the increasing complexity and high degree of responsibility associated with coordinating and administering evolving maintenance services for the City, the Maintenance Services Department has developed a need to create the new classification: Deputy Director of Maintenance Services. The Deputy Director of Maintenance Services will assist the Director with operational oversight, allowing the Director to focus on overall service strategy. The salary for the Deputy Director of Maintenance Services has been internally set to be equivalent to Deputy Director of Public Works (U510). The salary range for Deputy Director of Maintenance Services is $78.13 per hour at Step A and $94.98 per hour at Step E.

DEPUTY DIRECTOR OF LIBRARY SERVICES (U535): The Library Services Department has requested to add the Deputy Director of Library Services classification in the FY 2024 budget request process. This is a new, single position management classification reporting to the

Page 2 of 3 ends

Director of Library Services and will provide additional day-to-day oversight of operations.

The Deputy Director of Library Services will assist the Director with operational oversight, allowing the Director to focus on overall service strategy. In addition, the Deputy Director of Library Services provides an enhanced career ladder within the organization for library professionals. The salary for the Deputy Director of Library Services has been internally set to be equivalent to Deputy Director of Information Technology (U530). The salary range for Deputy Director of Library Services is $74.08 per hour at Step A and $90.03 per hour at Step E.

SENIOR FIRE PROTECTION ENGINEER (T515): At the request of the Fire Department, a job audit of Fire Protection Engineer (T510) was completed in February 2023. Based on the findings, it was determined that the current incumbent’s advanced level expertise is performing duties at the professional journey level to include duties that go beyond what is listed in the existing job description. As a result, the new Senior Fire Protection Engineer classification has been created to accurately reflect the advanced-level duties. The salary for the Senior Fire Protection Engineer has been internally set to be equivalent to Senior Civil Engineer (H240). The salary range for Senior Fire Protection Engineer is $66.40 per hour at Step A and $80.70 per hour at Step E.

Salary Adjustments:

PLANNING MANAGER (H320): Pursuant to Section 7.16 of the HAME MOU (Supervisory Differential) the Planning Manager shall maintain a minimum pay differential of ten percent (10%) between this classification and Senior Civil Engineer (H240). As a result of a salary adjustment Senior Civil Engineer received in November 2021, the Planning Manager shall receive a 1.58% salary adjustment effective November 22, 2021. The salary range for Planning Manager is $73.03 per hour at Step A and $88.77 per hour at Step E.

FISCAL IMPACT
DEPUTY DIRECTOR OF MAINTENANCE SERVICES: The Maintenance Services Department has requested to add the Deputy Director of Maintenance Services in the FY 2024 budget request process. The additional fiscal impact for Deputy Director of Maintenance Services is an increase of approximately $278,336 to the General Fund. The cost of the Deputy Director of Maintenance Services is included in the proposed FY 2024 Operating Budget.

DEPUTY DIRECTOR OF LIBRARY SERVICES: The Library Services Department has requested to add the Deputy Director of Library Services in the FY 2024 budget request process. The additional fiscal impact for Deputy Director of Library Services is an increase of approximately $265,350 to the General Fund. The cost of the Deputy Director of Library Services is included in the proposed FY 2024 Operating Budget.

SENIOR FIRE PROTECTION ENGINEER: The additional fiscal impact for Senior Fire Protection Engineer is an increase of $21,104 to the General Fund. Budget adjustments will be included in the FY 2024 mid-year budget process.

Page 3 of 3 ends

PLANNING MANAGER: The additional fiscal impact for Planning Manager is an increase of $9,387 to the General Fund. Budget adjustments will be included in the mid-year FY 2024 budget process.

STRATEGIC ROADMAP
This agenda item is a routine operational item and does not relate to one of the City Council’s Strategic Roadmap initiatives.

NEXT STEPS
If approved, salary adjustments will be implemented by the Human Resources Department and Finance Department and will be reflected in the employees’ paychecks dated June 23, 2023. Retroactive payments will follow based on the dates in the report.

Prepared by: Valeria Cazares, Human Resources Technician Recommended by: Brittney Frye, Director of Human Resources Approved by:
__________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

Page 1 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-_____
Introduced by Council Member ____________
RESOLUTION APPROVING THE AMENDED FISCAL YEAR 2023 SALARY PLAN

DESIGNATING POSITIONS OF EMPLOYMENT IN THE CITY OF HAYWARD AND SALARY RANGE; AND SUPERSEDING RESOLUTION NO. 23-057 AND ALL

AMENDMENTS THERETO
WHEREAS, the Salary Plan has been revised to adjust the salary of one classification; and
WHEREAS, the Salary Plan has been revised to reflect the addition of three new classifications; and
WHEREAS, the Salary Plan must be amended to ensure it is reflective of these changes.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward, as follows:

Section 1. That a revised Positions and Salaries Schedule relating to the positions of employment in the City of Hayward, and the hourly rates of pay for those positions, is hereby set forth in Attachment "III," attached hereto and made a part hereof. The positions enumerated under the columns headed "Classification Title" are hereby designated as the positions of employment in the City of Hayward, and the hourly, bi-weekly, monthly, and annual rates of pay shown in the adjacent rows under the headings "Step A” through “Step E” are the salary rates or the minimum and maximum rates of pay for such positions.

Section 2. Salaries paid to occupants of said positions shall be administered in accordance with the Personnel Rules and Memoranda of Understanding and Side Letter Agreements approved by the City Council and currently in effect.

Section 3. All class titles used herein refer to the specifications of the position classification plan as reviewed by the Personnel Commission of the City of Hayward, or as set forth in the City Charter.

Section 4. The City Manager may approve in advance of an established effective date, payment to certain classifications in the Management Unit of all or a portion of a general salary increase previously approved by the City Council. Such advance payments shall be made only for those management classifications where the salary range is less than ten percent above an immediately subordinate classification. The amount of advance payment approved by the City Manager shall not exceed the amount required to establish a ten percent salary differential between the affected classifications. The City Manager shall advise

ATTACHMENT II

Page 2 ends

the City Council and each bargaining unit in advance of any payments made pursuant to the provisions of this section.

Section 5. The salary ranges set forth in Attachment "III" shall be revised to reflect salary changes provided in any Memorandum of Understanding, Side Letters of Agreement, or resolution setting forth the wages, hours, and other terms and conditions of employment for a bargaining unit or group of unrepresented employees of the City. Any revisions made pursuant to the provisions of this section shall be incorporated into a document prepared by the Human Resources Director and distributed to affected employees or their representatives that reflects the date of the revision and cites both the authority provided by this section and the provision of the memorandum or resolution being effectuated by the revision.

Section 6. This resolution supersedes Resolution No. 23-057 and all amendments thereto.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2023 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
__________________________________________
City Attorney of the City of Hayward

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

CITY ELECTED OFFICIALS/APPOINTED OFFICERS/EXECUTIVES
Hourly
Bi-Weekly
Monthly
Annual 39,960.00
Hourly
Bi-Weekly
Monthly
Annual 24,975.00
Hourly 152.76
Bi-Weekly 12,220.80
Monthly 26,478.40
Annual 317,740.80
Hourly 132.36
Bi-Weekly 10,588.80
Monthly 22,942.40
Annual 275,308.80
Hourly 80.11
Bi-Weekly 6,408.80
Monthly 13,885.73
Annual 166,628.80
Hourly 104.68 109.92 115.41 121.18 127.24
Bi-Weekly 8,374.40 8,793.60 9,232.80 9,694.40 10,179.20 Monthly 18,144.53 19,052.80 20,004.40 21,004.53 22,054.93 Annual 217,734.40 228,633.60 240,052.80 252,054.40 264,659.20 Hourly 105.93 111.21 116.78 122.62 128.74
Bi-Weekly 8,474.40 8,896.80 9,342.40 9,809.60 10,299.20 Monthly 18,361.20 19,276.40 20,241.87 21,254.13 22,314.93 Annual 220,334.40 231,316.80 242,902.40 255,049.60 267,779.20 Hourly 73.99 77.70 81.56 85.66 89.95
Bi-Weekly 5,919.20 6,216.00 6,524.80 6,852.80 7,196.00
Monthly 12,824.93 13,468.00 14,137.07 14,847.73 15,591.33 Annual 153,899.20 161,616.00 169,644.80 178,172.80 187,096.00 Hourly 95.51 100.28 105.30 110.58 116.09
Bi-Weekly 7,640.80 8,022.40 8,424.00 8,846.40 9,287.20
Monthly 16,555.07 17,381.87 18,252.00 19,167.20 20,122.27 Annual 198,660.80 208,582.40 219,024.00 230,006.40 241,467.20 Hourly 93.41 98.07 102.99 108.14 113.54
Bi-Weekly 7,472.80 7,845.60 8,239.20 8,651.20 9,083.20
Monthly 16,191.07 16,998.80 17,851.60 18,744.27 19,680.27 Annual 194,292.80 203,985.60 214,219.20 224,931.20 236,163.20 Hourly 91.63 96.20 101.03 106.08 111.37
Bi-Weekly 7,330.40 7,696.00 8,082.40 8,486.40 8,909.60
Monthly 15,882.53 16,674.67 17,511.87 18,387.20 19,304.13 Annual 190,590.40 200,096.00 210,142.40 220,646.40 231,649.60 Hourly 95.51 100.27 105.29 110.55 116.07
Bi-Weekly 7,640.80 8,021.60 8,423.20 8,844.00 9,285.60
Monthly 16,555.07 17,380.13 18,250.27 19,162.00 20,118.80 Annual 198,660.80 208,561.60 219,003.20 229,944.00 241,425.60 Hourly 94.31 98.99 103.96 109.17 114.62
Bi-Weekly 7,544.80 7,919.20 8,316.80 8,733.60 9,169.60
Monthly 16,347.07 17,158.27 18,019.73 18,922.80 19,867.47 Annual 196,164.80 205,899.20 216,236.80 227,073.60 238,409.60 Hourly 93.41 98.07 102.99 108.14 113.54
Bi-Weekly 7,472.80 7,845.60 8,239.20 8,651.20 9,083.20
Monthly 16,191.07 16,998.80 17,851.60 18,744.27 19,680.27 Annual 194,292.80 203,985.60 214,219.20 224,931.20 236,163.20 Hourly 93.41 98.07 102.99 108.14 113.54
Bi-Weekly 7,472.80 7,845.60 8,239.20 8,651.20 9,083.20
Monthly 16,191.07 16,998.80 17,851.60 18,744.27 19,680.27 Annual 194,292.80 203,985.60 214,219.20 224,931.20 236,163.20 Hourly 95.16 99.94 104.93 110.20 115.68
Bi-Weekly 7,612.80 7,995.20 8,394.40 8,816.00 9,254.40
Monthly 16,494.40 17,322.93 18,187.87 19,101.33 20,051.20 Annual 197,932.80 207,875.20 218,254.40 229,216.00 240,614.40 Hourly 115.80 121.57 127.66 134.05 140.75
Bi-Weekly 9,264.00 9,725.60 10,212.80 10,724.00 11,260.00 Monthly 20,072.00 21,072.13 22,127.73 23,235.33 24,396.67 Annual 240,864.00 252,865.60 265,532.80 278,824.00 292,760.00

OMMUNICATIONS AND MARKETING OFFICER / PUBLIC INFORMATION OFFICER (PI

DEPUTY CITY MANAGER

DIRECTOR OF DEVELOPMENT SERVICES

DIRECTOR OF FINANCE

DIRECTOR OF HUMAN RESOURCES

DIRECTOR OF INFORMATION TECHNOLOGY / CHIEF INFORMATION OFFICER (CIO) MAYOR

CITY COUNCIL

CITY MANAGER

CITY ATTORNEY

CITY CLERK

ASSISTANT CITY MANAGER

CHIEF OF POLICE

DIRECTOR OF LIBRARY SERVICES

DIRECTOR OF MAINTENANCE SERVICES

DIRECTOR OF PUBLIC WORKS

FIRE CHIEF
U710 Unclassified
U720 Unclassified
U705 Unclassified
F800 Unclassified
U730 Unclassified
U715 Unclassified
E110 Unclassified
E100 Unclassified
A110 Unclassified
A100 Unclassified
A120 Unclassified
U311 Unclassified
P500 Unclassified
U735 Unclassified
U725 Unclassified
U700 Unclassified
U505 Unclassified
Salaries Effective June 5,2023 1

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

CITY WIDE ADMINISTRATIVE/ANALYTICAL SUPPORT
Hourly 55.59 58.34 61.26 64.32 67.53
Bi-Weekly 4,447.20 4,667.20 4,900.80 5,145.60 5,402.40
Monthly 9,635.60 10,112.27 10,618.40 11,148.80 11,705.20 Annual 115,627.20 121,347.20 127,420.80 133,785.60 140,462.40 Hourly 50.54 53.07 55.72 58.50 61.41
Bi-Weekly 4,043.20 4,245.60 4,457.60 4,680.00 4,912.80
Monthly 8,760.27 9,198.80 9,658.13 10,140.00 10,644.40
Annual 105,123.20 110,385.60 115,897.60 121,680.00 127,732.80 Hourly 45.95 48.26 50.66 53.18 55.84
Bi-Weekly 3,676.00 3,860.80 4,052.80 4,254.40 4,467.20
Monthly 7,964.67 8,365.07 8,781.07 9,217.87 9,678.93
Annual 95,576.00 100,380.80 105,372.80 110,614.40 116,147.20 Hourly 44.85 46.91 49.03 51.13 53.38
Bi-Weekly 3,588.00 3,752.80 3,922.40 4,090.40 4,270.40
Monthly 7,774.00 8,131.07 8,498.53 8,862.53 9,252.53
Annual 93,288.00 97,572.80 101,982.40 106,350.40 111,030.40 Hourly 44.42 46.62 48.96 51.38 53.96
Bi-Weekly 3,553.60 3,729.60 3,916.80 4,110.40 4,316.80
Monthly 7,699.47 8,080.80 8,486.40 8,905.87 9,353.07
Annual 92,393.60 96,969.60 101,836.80 106,870.40 112,236.80 Hourly 41.57 43.28 44.98 46.68 48.53
Bi-Weekly 3,325.60 3,462.40 3,598.40 3,734.40 3,882.40
Monthly 7,205.47 7,501.87 7,796.53 8,091.20 8,411.87
Annual 86,465.60 90,022.40 93,558.40 97,094.40 100,942.40 Hourly 38.00 39.48 41.09 42.60 44.24
Bi-Weekly 3,040.00 3,158.40 3,287.20 3,408.00 3,539.20
Monthly 6,586.67 6,843.20 7,122.27 7,384.00 7,668.27
Annual 79,040.00 82,118.40 85,467.20 88,608.00 92,019.20 Hourly 33.44 34.97 36.74 38.44 40.26
Bi-Weekly 2,675.20 2,797.60 2,939.20 3,075.20 3,220.80
Monthly 5,796.27 6,061.47 6,368.27 6,662.93 6,978.40
Annual 69,555.20 72,737.60 76,419.20 79,955.20 83,740.80 Hourly 29.32 30.53 31.77 33.19 34.82
Bi-Weekly 2,345.60 2,442.40 2,541.60 2,655.20 2,785.60
Monthly 5,082.13 5,291.87 5,506.80 5,752.93 6,035.47
Annual 60,985.60 63,502.40 66,081.60 69,035.20 72,425.60 Hourly 25.81 27.19 28.56 30.09 31.66
Bi-Weekly 2,064.80 2,175.20 2,284.80 2,407.20 2,532.80
Monthly 4,473.73 4,712.93 4,950.40 5,215.60 5,487.73
Annual 53,684.80 56,555.20 59,404.80 62,587.20 65,852.80 Hourly 15.82 20.00
Bi-Weekly 1,265.60 1,600.00
Monthly 2,742.13 3,466.67
Annual 32,905.60 41,600.00
Hourly 17.73 18.59 19.53
Bi-Weekly 1,418.40 1,487.20 1,562.40
Monthly 3,073.20 3,222.27 3,385.20
Annual 36,878.40 38,667.20 40,622.40

ADMINISTRATIVE SUPERVISOR

ADMINISTRATIVE SECRETARY

SENIOR SECRETARY

SECRETARY

MANAGEMENT ANALYST I

EXECUTIVE ASSISTANT

SENIOR MANAGEMENT ANALYST

MANAGEMENT ANALYST II

ADMINISTRATIVE CLERK II

ADMINISTRATIVE CLERK I

ADMINISTRATIVE INTERN

MAIL CLERK
C105 Classified
C110 Classified
C115 Classified
C410 Classified
Z120 Classified
C100 Classified
H105 Classified
H110 Classified
H115 Classified
C120 Classified
H120 Classified
U315 Unclassified
Salaries Effective June 5,2023 2

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

CITY WIDE MAINTENANCE
Hourly 48.62 50.55 52.54 54.78 57.04
Bi-Weekly 3,889.60 4,044.00 4,203.20 4,382.40 4,563.20
Monthly 8,427.47 8,762.00 9,106.93 9,495.20 9,886.93
Annual 101,129.60 105,144.00 109,283.20 113,942.40 118,643.20 Hourly 44.21 46.03 47.85 49.85 51.89
Bi-Weekly 3,536.80 3,682.40 3,828.00 3,988.00 4,151.20
Monthly 7,663.07 7,978.53 8,294.00 8,640.67 8,994.27
Annual 91,956.80 95,742.40 99,528.00 103,688.00 107,931.20 Hourly 37.78 39.28 40.88 42.32 43.96
Bi-Weekly 3,022.40 3,142.40 3,270.40 3,385.60 3,516.80
Monthly 6,548.53 6,808.53 7,085.87 7,335.47 7,619.73
Annual 78,582.40 81,702.40 85,030.40 88,025.60 91,436.80 Hourly 28.73 29.79 30.97 32.24 33.39
Bi-Weekly 2,298.40 2,383.20 2,477.60 2,579.20 2,671.20
Monthly 4,979.87 5,163.60 5,368.13 5,588.27 5,787.60
Annual 59,758.40 61,963.20 64,417.60 67,059.20 69,451.20

CITY ATTORNEY DEPARTMENT
Hourly 84.27 88.52 92.94 97.59 102.47
Bi-Weekly 6,741.60 7,081.60 7,435.20 7,807.20 8,197.60
Monthly 14,606.80 15,343.47 16,109.60 16,915.60 17,761.47 Annual 175,281.60 184,121.60 193,315.20 202,987.20 213,137.60 Hourly 76.62 80.45 84.50 88.71 93.14
Bi-Weekly 6,129.60 6,436.00 6,760.00 7,096.80 7,451.20
Monthly 13,280.80 13,944.67 14,646.67 15,376.40 16,144.27 Annual 159,369.60 167,336.00 175,760.00 184,516.80 193,731.20 Hourly 63.35 66.49 69.81 73.29 76.99
Bi-Weekly 5,068.00 5,319.20 5,584.80 5,863.20 6,159.20
Monthly 10,980.67 11,524.93 12,100.40 12,703.60 13,344.93 Annual 131,768.00 138,299.20 145,204.80 152,443.20 160,139.20 Hourly 57.57 60.45 63.47 66.65 69.98
Bi-Weekly 4,605.60 4,836.00 5,077.60 5,332.00 5,598.40
Monthly 9,978.80 10,478.00 11,001.47 11,552.67 12,129.87 Annual 119,745.60 125,736.00 132,017.60 138,632.00 145,558.40 Hourly 43.88 46.09 48.38 50.79 53.33
Bi-Weekly 3,510.40 3,687.20 3,870.40 4,063.20 4,266.40
Monthly 7,605.87 7,988.93 8,385.87 8,803.60 9,243.87
Annual 91,270.40 95,867.20 100,630.40 105,643.20 110,926.40 Hourly 39.88 41.88 43.98 46.16 48.48
Bi-Weekly 3,190.40 3,350.40 3,518.40 3,692.80 3,878.40
Monthly 6,912.53 7,259.20 7,623.20 8,001.07 8,403.20
Annual 82,950.40 87,110.40 91,478.40 96,012.80 100,838.40 Hourly 36.09 38.19 41.06 41.92 44.07
Bi-Weekly 2,887.20 3,055.20 3,284.80 3,353.60 3,525.60
Monthly 6,255.60 6,619.60 7,117.07 7,266.13 7,638.80
Annual 75,067.20 79,435.20 85,404.80 87,193.60 91,665.60 Hourly 32.50 34.21 36.02 37.96 39.96
Bi-Weekly 2,600.00 2,736.80 2,881.60 3,036.80 3,196.80
Monthly 5,633.33 5,929.73 6,243.47 6,579.73 6,926.40
Annual 67,600.00 71,156.80 74,921.60 78,956.80 83,116.80

CITY CLERK DEPARTMENT
Hourly 50.54 53.08 55.71 58.50 61.42
Bi-Weekly 4,043.20 4,246.40 4,456.80 4,680.00 4,913.60
Monthly 8,760.27 9,200.53 9,656.40 10,140.00 10,646.13
Annual 105,123.20 110,406.40 115,876.80 121,680.00 127,753.60

MAINTENANCE WORKER

LABORER

SENIOR ASSISTANT CITY ATTORNEY

ASSISTANT CITY ATTORNEY

DEPUTY CITY ATTORNEY II

DEPUTY CITY ATTORNEY I

ELECTRICIAN II

ELECTRICIAN I

SENIOR PARALEGAL

PARALEGAL

LEGAL SECRETARY II

LEGAL SECRETARY I

DEPUTY CITY CLERK
U196
U195
Classified
Classified
U205 Classified
U200 Classified
H500 Classified
C930 Classified
C935 Classified
M305 Classified
M405 Classified
M410 Classified
U215 Classified
U210 Classified
M200
M300
M830
M905
Classified
Salaries Effective June 5,2023 3

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

CITY MANAGER DEPARTMENT

OFFICE OF THE CITY MANAGER
Hourly 61.79 64.88 68.11 71.52 75.09
Bi-Weekly 4,943.20 5,190.40 5,448.80 5,721.60 6,007.20
Monthly 10,710.27 11,245.87 11,805.73 12,396.80 13,015.60 Annual 128,523.20 134,950.40 141,668.80 148,761.60 156,187.20 Hourly 61.79 64.88 68.11 71.52 75.09
Bi-Weekly 4,943.20 5,190.40 5,448.80 5,721.60 6,007.20
Monthly 10,710.27 11,245.87 11,805.73 12,396.80 13,015.60 Annual 128,523.20 134,950.40 141,668.80 148,761.60 156,187.20 Hourly 36.49 38.27 40.31 42.31 44.36
Bi-Weekly 2,919.20 3,061.60 3,224.80 3,384.80 3,548.80
Monthly 6,324.93 6,633.47 6,987.07 7,333.73 7,689.07
Annual 75,899.20 79,601.60 83,844.80 88,004.80 92,268.80 Hourly 51.80 54.37 57.09 59.94 62.95
Bi-Weekly 4,144.00 4,349.60 4,567.20 4,795.20 5,036.00
Monthly 8,978.67 9,424.13 9,895.60 10,389.60 10,911.33
Annual 107,744.00 113,089.60 118,747.20 124,675.20 130,936.00 Hourly 39.76
Bi-Weekly 3,180.80
Monthly 6,891.73
Annual 82,700.80

COMMUNITY SERVICES
Hourly 69.72 73.21 76.88 80.74 84.75
Bi-Weekly 5,577.60 5,856.80 6,150.40 6,459.20 6,780.00
Monthly 12,084.80 12,689.73 13,325.87 13,994.93 14,690.00 Annual 145,017.60 152,276.80 159,910.40 167,939.20 176,280.00 Hourly 45.50 47.87 50.30 52.77 55.35
Bi-Weekly 3,640.00 3,829.60 4,024.00 4,221.60 4,428.00
Monthly 7,886.67 8,297.47 8,718.67 9,146.80 9,594.00
Annual 94,640.00 99,569.60 104,624.00 109,761.60 115,128.00 Hourly 50.03 52.63 55.30 58.04 60.87
Bi-Weekly 4,002.40 4,210.40 4,424.00 4,643.20 4,869.60
Monthly 8,671.87 9,122.53 9,585.33 10,060.27 10,550.80
Annual 104,062.40 109,470.40 115,024.00 120,723.20 126,609.60 Hourly 45.50 47.87 50.30 52.77 55.35
Bi-Weekly 3,640.00 3,829.60 4,024.00 4,221.60 4,428.00
Monthly 7,886.67 8,297.47 8,718.67 9,146.80 9,594.00
Annual 94,640.00 99,569.60 104,624.00 109,761.60 115,128.00 Hourly 43.38 45.54 47.74 50.17 52.62
Bi-Weekly 3,470.40 3,643.20 3,819.20 4,013.60 4,209.60
Monthly 7,519.20 7,893.60 8,274.93 8,696.13 9,120.80
Annual 90,230.40 94,723.20 99,299.20 104,353.60 109,449.60

ECONOMIC DEVELOPMENT
Hourly 76.69 80.53 84.57 88.81 93.23
Bi-Weekly 6,135.20 6,442.40 6,765.60 7,104.80 7,458.40
Monthly 13,292.93 13,958.53 14,658.80 15,393.73 16,159.87 Annual 159,515.20 167,502.40 175,905.60 184,724.80 193,918.40 Hourly 69.72 73.21 76.88 80.74 84.75
Bi-Weekly 5,577.60 5,856.80 6,150.40 6,459.20 6,780.00
Monthly 12,084.80 12,689.73 13,325.87 13,994.93 14,690.00 Annual 145,017.60 152,276.80 159,910.40 167,939.20 176,280.00 Hourly 49.38 51.86 54.39 57.16 59.95
Bi-Weekly 3,950.40 4,148.80 4,351.20 4,572.80 4,796.00
Monthly 8,559.20 8,989.07 9,427.60 9,907.73 10,391.33
Annual 102,710.40 107,868.80 113,131.20 118,892.80 124,696.00

NEIGHBORHOOD PARTNERSHIP SERVICES
Hourly 68.85 72.26 75.87 79.66 83.65
Bi-Weekly 5,508.00 5,780.80 6,069.60 6,372.80 6,692.00
Monthly 11,934.00 12,525.07 13,150.80 13,807.73 14,499.33 Annual 143,208.00 150,300.80 157,809.60 165,692.80 173,992.00 Hourly 61.90 65.00 68.23 71.66 75.24
Bi-Weekly 4,952.00 5,200.00 5,458.40 5,732.80 6,019.20
Monthly 10,729.33 11,266.67 11,826.53 12,421.07 13,041.60 Annual 128,752.00 135,200.00 141,918.40 149,052.80 156,499.20

GRAPHICS AND MEDIA RELATIONS TECHNICIAN

DIGITAL APPLICATIONS DEVELOPER

MANAGEMENT FELLOW

COMMUNITY SERVICES MANAGER

COMMUNITY PROGRAMS SPECIALIST

SENIOR PROPERTY REHABILITATION SPECIALIST

ASSISTANT TO CITY MANAGER

EQUITY AND INCLUSION OFFICER

PROPERTY REHABILITATION SPECIALIST

PARATRANSIT COORDINATOR

ECONOMIC DEVELOPMENT MANAGER

ECONOMIC DEVELOPMENT SPECIALIST

NEIGHBORHOOD DEVELOPMENT MANAGER

NEIGHBORHOOD PARTNERSHIP MANAGER

CHIEF ECONOMIC DEVELOPMENT OFFICER
T715 Classified
T725 Classified
T730 Classified
H735 Classified
H730 Classified
H710 Classified
T745 Classified
U330 Classified
T470 Classified
T300 Classified
U320 Unclassified
Classified
Classified
H745
T705
U300 Classified
U340 Classified
Salaries Effective June 5,2023 4

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

HOUSING AUTHORITY
Hourly 69.72 73.21 76.88 80.74 84.75
Bi-Weekly 5,577.60 5,856.80 6,150.40 6,459.20 6,780.00
Monthly 12,084.80 12,689.73 13,325.87 13,994.93 14,690.00 Annual 145,017.60 152,276.80 159,910.40 167,939.20 176,280.00 Hourly 49.38 51.86 54.39 57.16 59.95
Bi-Weekly 3,950.40 4,148.80 4,351.20 4,572.80 4,796.00
Monthly 8,559.20 8,989.07 9,427.60 9,907.73 10,391.33
Annual 102,710.40 107,868.80 113,131.20 118,892.80 124,696.00 Hourly 43.38 45.54 47.74 50.17 52.62
Bi-Weekly 3,470.40 3,643.20 3,819.20 4,013.60 4,209.60
Monthly 7,519.20 7,893.60 8,274.93 8,696.13 9,120.80
Annual 90,230.40 94,723.20 99,299.20 104,353.60 109,449.60

DEVELOPMENT SERVICES DEPARTMENT

DEVELOPMENT SERVICE ADMINISTRATION
Hourly 81.07 85.15 89.41 93.87 98.58
Bi-Weekly 6,485.60 6,812.00 7,152.80 7,509.60 7,886.40
Monthly 14,052.13 14,759.33 15,497.73 16,270.80 17,087.20 Annual 168,625.60 177,112.00 185,972.80 195,249.60 205,046.40

BUILDING DIVISION
Hourly 71.57 75.16 78.90 82.88 87.00
Bi-Weekly 5,725.60 6,012.80 6,312.00 6,630.40 6,960.00
Monthly 12,405.47 13,027.73 13,676.00 14,365.87 15,080.00 Annual 148,865.60 156,332.80 164,112.00 172,390.40 180,960.00 Hourly 61.08 64.13 67.34 70.71 74.25
Bi-Weekly 4,886.40 5,130.40 5,387.20 5,656.80 5,940.00
Monthly 10,587.20 11,115.87 11,672.27 12,256.40 12,870.00 Annual 127,046.40 133,390.40 140,067.20 147,076.80 154,440.00 Hourly 53.77 56.64 59.50 62.30 65.41
Bi-Weekly 4,301.60 4,531.20 4,760.00 4,984.00 5,232.80
Monthly 9,320.13 9,817.60 10,313.33 10,798.67 11,337.73 Annual 111,841.60 117,811.20 123,760.00 129,584.00 136,052.80 Hourly 53.77 56.64 59.50 62.30 65.41
Bi-Weekly 4,301.60 4,531.20 4,760.00 4,984.00 5,232.80
Monthly 9,320.13 9,817.60 10,313.33 10,798.67 11,337.73 Annual 111,841.60 117,811.20 123,760.00 129,584.00 136,052.80 Hourly 53.77 56.64 59.50 62.30 65.41
Bi-Weekly 4,301.60 4,531.20 4,760.00 4,984.00 5,232.80
Monthly 9,320.13 9,817.60 10,313.33 10,798.67 11,337.73 Annual 111,841.60 117,811.20 123,760.00 129,584.00 136,052.80 Hourly 46.42 48.61 51.08 53.68 57.19
Bi-Weekly 3,713.60 3,888.80 4,086.40 4,294.40 4,575.20
Monthly 8,046.13 8,425.73 8,853.87 9,304.53 9,912.93
Annual 96,553.60 101,108.80 106,246.40 111,654.40 118,955.20 Hourly 57.03 59.78 62.80 66.08 69.43
Bi-Weekly 4,562.40 4,782.40 5,024.00 5,286.40 5,554.40
Monthly 9,885.20 10,361.87 10,885.33 11,453.87 12,034.53 Annual 118,622.40 124,342.40 130,624.00 137,446.40 144,414.40 Hourly 64.82 68.05 71.47 75.05 78.81
Bi-Weekly 5,185.60 5,444.00 5,717.60 6,004.00 6,304.80
Monthly 11,235.47 11,795.33 12,388.13 13,008.67 13,660.40 Annual 134,825.60 141,544.00 148,657.60 156,104.00 163,924.80 Hourly 53.77 56.64 59.50 62.30 65.41
Bi-Weekly 4,301.60 4,531.20 4,760.00 4,984.00 5,232.80
Monthly 9,320.13 9,817.60 10,313.33 10,798.67 11,337.73 Annual 111,841.60 117,811.20 123,760.00 129,584.00 136,052.80 Hourly 48.90 51.46 54.09 56.66 59.49
Bi-Weekly 3,912.00 4,116.80 4,327.20 4,532.80 4,759.20
Monthly 8,476.00 8,919.73 9,375.60 9,821.07 10,311.60
Annual 101,712.00 107,036.80 112,507.20 117,852.80 123,739.20

HOUSING MANAGER

HOUSING DEVELOPMENT SPECIALIST

HOMEOWNERSHIP COORDINATOR

DEPUTY DIRECTOR OF DEVELOPMENT SERVICES

CITY BUILDING OFFICIAL

SUPERVISING BUILDING INSPECTOR

SENIOR PLAN CHECKER

PLAN CHECKER

SENIOR BUILDING INSPECTOR/STRUCTURAL

SENIOR BUILDING INSPECTOR/PLUMBING-MECHANICAL

SENIOR BUILDING INSPECTOR/ELECTRICAL

BUILDING INSPECTOR

PLAN CHECKING ENGINEER

SUPERVISING PLAN CHECKER AND EXPEDITOR
T360 Classified
T355
T350
T335 Classified
Classified
Classified
T325 Classified
T330
H325 Classified
Classified
U515 Classified
T710 Classified
H715 Classified
T750 Classified
T365 Classified
H335 Classified
H330 Classified
Salaries Effective June 5,2023 5

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E Hourly 43.60 45.78 48.06 50.47 52.99
Bi-Weekly 3,488.00 3,662.40 3,844.80 4,037.60 4,239.20
Monthly 7,557.33 7,935.20 8,330.40 8,748.13 9,184.93
Annual 90,688.00 95,222.40 99,964.80 104,977.60 110,219.20 Hourly 40.20 41.86 43.48 45.36 47.67
Bi-Weekly 3,216.00 3,348.80 3,478.40 3,628.80 3,813.60
Monthly 6,968.00 7,255.73 7,536.53 7,862.40 8,262.80
Annual 83,616.00 87,068.80 90,438.40 94,348.80 99,153.60 Hourly 36.25 37.68 39.21 40.91 42.97
Bi-Weekly 2,900.00 3,014.40 3,136.80 3,272.80 3,437.60
Monthly 6,283.33 6,531.20 6,796.40 7,091.07 7,448.13
Annual 75,400.00 78,374.40 81,556.80 85,092.80 89,377.60 Hourly 32.95 34.25 35.64 37.16 39.06
Bi-Weekly 2,636.00 2,740.00 2,851.20 2,972.80 3,124.80
Monthly 5,711.33 5,936.67 6,177.60 6,441.07 6,770.40
Annual 68,536.00 71,240.00 74,131.20 77,292.80 81,244.80

PLANNING DIVISION
Hourly 73.03 76.68 80.50 84.51 88.77
Bi-Weekly 5,842.40 6,134.40 6,440.00 6,760.80 7,101.60
Monthly 12,658.53 13,291.20 13,953.33 14,648.40 15,386.80 Annual 151,902.40 159,494.40 167,440.00 175,780.80 184,641.60 Hourly 61.90 65.00 68.23 71.66 75.24
Bi-Weekly 4,952.00 5,200.00 5,458.40 5,732.80 6,019.20
Monthly 10,729.33 11,266.67 11,826.53 12,421.07 13,041.60 Annual 128,752.00 135,200.00 141,918.40 149,052.80 156,499.20 Hourly 55.47 58.22 61.14 64.19 67.40
Bi-Weekly 4,437.60 4,657.60 4,891.20 5,135.20 5,392.00
Monthly 9,614.80 10,091.47 10,597.60 11,126.27 11,682.67 Annual 115,377.60 121,097.60 127,171.20 133,515.20 140,192.00 Hourly 49.51 51.94 54.53 57.33 60.08
Bi-Weekly 3,960.80 4,155.20 4,362.40 4,586.40 4,806.40
Monthly 8,581.73 9,002.93 9,451.87 9,937.20 10,413.87
Annual 102,980.80 108,035.20 113,422.40 119,246.40 124,966.40 Hourly 40.64 42.62 44.91 47.11 49.51
Bi-Weekly 3,251.20 3,409.60 3,592.80 3,768.80 3,960.80
Monthly 7,044.27 7,387.47 7,784.40 8,165.73 8,581.73
Annual 84,531.20 88,649.60 93,412.80 97,988.80 102,980.80 Hourly 36.03 37.92 39.70 41.70 43.73
Bi-Weekly 2,882.40 3,033.60 3,176.00 3,336.00 3,498.40
Monthly 6,245.20 6,572.80 6,881.33 7,228.00 7,579.87
Annual 74,942.40 78,873.60 82,576.00 86,736.00 90,958.40 Hourly 45.46 47.65 50.27 52.73 55.41
Bi-Weekly 3,636.80 3,812.00 4,021.60 4,218.40 4,432.80
Monthly 7,879.73 8,259.33 8,713.47 9,139.87 9,604.40
Annual 94,556.80 99,112.00 104,561.60 109,678.40 115,252.80 Hourly 65.36 68.62 72.06 75.66 79.46
Bi-Weekly 5,228.80 5,489.60 5,764.80 6,052.80 6,356.80
Monthly 11,329.07 11,894.13 12,490.40 13,114.40 13,773.07 Annual 135,948.80 142,729.60 149,884.80 157,372.80 165,276.80 Hourly 49.51 51.94 54.53 57.33 60.08
Bi-Weekly 3,960.80 4,155.20 4,362.40 4,586.40 4,806.40
Monthly 8,581.73 9,002.93 9,451.87 9,937.20 10,413.87
Annual 102,980.80 108,035.20 113,422.40 119,246.40 124,966.40

CODE ENFORCEMENT DIVISION
Hourly 56.57 59.40 62.35 65.47 68.73
Bi-Weekly 4,525.60 4,752.00 4,988.00 5,237.60 5,498.40
Monthly 9,805.47 10,296.00 10,807.33 11,348.13 11,913.20 Annual 117,665.60 123,552.00 129,688.00 136,177.60 142,958.40 Hourly 49.17 51.64 54.23 56.92 59.78
Bi-Weekly 3,933.60 4,131.20 4,338.40 4,553.60 4,782.40
Monthly 8,522.80 8,950.93 9,399.87 9,866.13 10,361.87
Annual 102,273.60 107,411.20 112,798.40 118,393.60 124,342.40 Hourly 48.56 50.99 53.53 56.21 59.02
Bi-Weekly 3,884.80 4,079.20 4,282.40 4,496.80 4,721.60
Monthly 8,417.07 8,838.27 9,278.53 9,743.07 10,230.13
Annual 101,004.80 106,059.20 111,342.40 116,916.80 122,761.60 Hourly 44.14 46.33 48.64 51.09 53.63
Bi-Weekly 3,531.20 3,706.40 3,891.20 4,087.20 4,290.40
Monthly 7,650.93 8,030.53 8,430.93 8,855.60 9,295.87
Annual 91,811.20 96,366.40 101,171.20 106,267.20 111,550.40 Hourly 40.12 42.12 44.21 46.43 48.77
Bi-Weekly 3,209.60 3,369.60 3,536.80 3,714.40 3,901.60
Monthly 6,954.13 7,300.80 7,663.07 8,047.87 8,453.47
Annual 83,449.60 87,609.60 91,956.80 96,574.40 101,441.60

SUPERVISING PERMIT TECHNICIAN

SENIOR PERMIT TECHNICIAN

PERMIT TECHNICIAN II

PERMIT TECHNICIAN I

DEVELOPMENT REVIEW SPECIALIST

LANDSCAPE ARCHITECT

ASSOCIATE LANDSCAPE ARCHITECT

CODE ENFORCEMENT MANAGER

CODE ENFORCEMENT SUPERVISOR

SENIOR CODE ENFORCEMENT INSPECTOR

PLANNING MANAGER

PRINCIPAL PLANNER

SENIOR PLANNER

ASSOCIATE PLANNER

ASSISTANT PLANNER

JUNIOR PLANNER

CODE ENFORCEMENT INSPECTOR II

CODE ENFORCEMENT INSPECTOR I
T320 Classified
T310
T305
Classified
Classified
T605 Classified
T600 Classified
T370
H300 Classified
Classified
H703 Classified
H700 Classified
T610 Classified
C199 Classified
C200 Classified
C205 Classified
T315 Classified
H310 Classified
H320 Classified
H315 Classified
H340 Classified
Salaries Effective June 5,2023 6

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

FINANCE DEPARTMENT

ADMINISTRATION DIVISION
Hourly 74.08 77.78 81.67 85.76 90.03
Bi-Weekly 5,926.40 6,222.40 6,533.60 6,860.80 7,202.40
Monthly 12,840.53 13,481.87 14,156.13 14,865.07 15,605.20 Annual 154,086.40 161,782.40 169,873.60 178,380.80 187,262.40 Hourly 58.21 61.14 64.18 67.39 70.74
Bi-Weekly 4,656.80 4,891.20 5,134.40 5,391.20 5,659.20
Monthly 10,089.73 10,597.60 11,124.53 11,680.93 12,261.60 Annual 121,076.80 127,171.20 133,494.40 140,171.20 147,139.20 Hourly 50.75 53.28 55.92 58.72 61.67
Bi-Weekly 4,060.00 4,262.40 4,473.60 4,697.60 4,933.60
Monthly 8,796.67 9,235.20 9,692.80 10,178.13 10,689.47
Annual 105,560.00 110,822.40 116,313.60 122,137.60 128,273.60 Hourly 38.77 40.70 42.73 44.87 47.13
Bi-Weekly 3,101.60 3,256.00 3,418.40 3,589.60 3,770.40
Monthly 6,720.13 7,054.67 7,406.53 7,777.47 8,169.20
Annual 80,641.60 84,656.00 88,878.40 93,329.60 98,030.40

ACCOUNTING DIVISION
Hourly 67.34 70.69 74.22 77.93 81.84
Bi-Weekly 5,387.20 5,655.20 5,937.60 6,234.40 6,547.20
Monthly 11,672.27 12,252.93 12,864.80 13,507.87 14,185.60 Annual 140,067.20 147,035.20 154,377.60 162,094.40 170,227.20 Hourly 51.05 53.58 56.25 59.06 62.00
Bi-Weekly 4,084.00 4,286.40 4,500.00 4,724.80 4,960.00
Monthly 8,848.67 9,287.20 9,750.00 10,237.07 10,746.67
Annual 106,184.00 111,446.40 117,000.00 122,844.80 128,960.00 Hourly 46.38 48.69 51.13 53.67 56.37
Bi-Weekly 3,710.40 3,895.20 4,090.40 4,293.60 4,509.60
Monthly 8,039.20 8,439.60 8,862.53 9,302.80 9,770.80
Annual 96,470.40 101,275.20 106,350.40 111,633.60 117,249.60 Hourly 33.57 35.20 36.73 38.49 40.29
Bi-Weekly 2,685.60 2,816.00 2,938.40 3,079.20 3,223.20
Monthly 5,818.80 6,101.33 6,366.53 6,671.60 6,983.60
Annual 69,825.60 73,216.00 76,398.40 80,059.20 83,803.20 Hourly 30.58 31.95 33.45 34.98 36.75
Bi-Weekly 2,446.40 2,556.00 2,676.00 2,798.40 2,940.00
Monthly 5,300.53 5,538.00 5,798.00 6,063.20 6,370.00
Annual 63,606.40 66,456.00 69,576.00 72,758.40 76,440.00

REVENUE DIVISION
Hourly 67.34 70.69 74.22 77.93 81.84
Bi-Weekly 5,387.20 5,655.20 5,937.60 6,234.40 6,547.20
Monthly 11,672.27 12,252.93 12,864.80 13,507.87 14,185.60 Annual 140,067.20 147,035.20 154,377.60 162,094.40 170,227.20 Hourly 50.75 53.28 55.92 58.72 61.67
Bi-Weekly 4,060.00 4,262.40 4,473.60 4,697.60 4,933.60
Monthly 8,796.67 9,235.20 9,692.80 10,178.13 10,689.47
Annual 105,560.00 110,822.40 116,313.60 122,137.60 128,273.60 Hourly 36.45 38.29 40.17 42.19 44.31
Bi-Weekly 2,916.00 3,063.20 3,213.60 3,375.20 3,544.80
Monthly 6,318.00 6,636.93 6,962.80 7,312.93 7,680.40
Annual 75,816.00 79,643.20 83,553.60 87,755.20 92,164.80 Hourly 33.57 35.20 36.73 38.49 40.29
Bi-Weekly 2,685.60 2,816.00 2,938.40 3,079.20 3,223.20
Monthly 5,818.80 6,101.33 6,366.53 6,671.60 6,983.60
Annual 69,825.60 73,216.00 76,398.40 80,059.20 83,803.20 Hourly 30.58 31.95 33.45 34.98 36.75
Bi-Weekly 2,446.40 2,556.00 2,676.00 2,798.40 2,940.00
Monthly 5,300.53 5,538.00 5,798.00 6,063.20 6,370.00
Annual 63,606.40 66,456.00 69,576.00 72,758.40 76,440.00 Hourly 25.81 27.19 28.56 30.09 31.66
Bi-Weekly 2,064.80 2,175.20 2,284.80 2,407.20 2,532.80
Monthly 4,473.73 4,712.93 4,950.40 5,215.60 5,487.73
Annual 53,684.80 56,555.20 59,404.80 62,587.20 65,852.80

PURCHASING DIVISION
Hourly 58.20 61.11 64.16 67.36 70.71
Bi-Weekly 4,656.00 4,888.80 5,132.80 5,388.80 5,656.80
Monthly 10,088.00 10,592.40 11,121.07 11,675.73 12,256.40 Annual 121,056.00 127,108.80 133,452.80 140,108.80 147,076.80 Hourly 38.77 40.70 42.73 44.87 47.13
Bi-Weekly 3,101.60 3,256.00 3,418.40 3,589.60 3,770.40
Monthly 6,720.13 7,054.67 7,406.53 7,777.47 8,169.20
Annual 80,641.60 84,656.00 88,878.40 93,329.60 98,030.40 Hourly 27.84 29.24 30.60 32.20 33.77
Bi-Weekly 2,227.20 2,339.20 2,448.00 2,576.00 2,701.60
Monthly 4,825.60 5,068.27 5,304.00 5,581.33 5,853.47
Annual 57,907.20 60,819.20 63,648.00 66,976.00 70,241.60

ACCOUNTING MANAGER

SENIOR ACCOUNTANT

ACCOUNTANT

SENIOR ACCOUNT CLERK

ACCOUNT CLERK

REVENUE MANAGER

DEPUTY DIRECTOR OF FINANCE

BUDGET OFFICER

FINANCIAL ANALYST

FINANCE TECHNICIAN

PURCHASING TECHNICIAN

MAIL AND PURCHASING CLERK

FINANCE SUPERVISOR

SUPERVISING CUSTOMER ACCOUNT CLERK

SENIOR CUSTOMER ACCOUNT CLERK

CUSTOMER ACCOUNT CLERK

MAIL AND REVENUE CLERK

PURCHASING AND SERVICES MANAGER
C330
C325
C322
Classified
Classified
Classified
Classified
H180 Classified
C345 Classified
C335 Classified
H160
H155
Classified
Classified
C305 Classified
C300 Classified
C332
H165 Classified
C320 Classified
U500
H170
Classified
Classified
H140
H145 Classified
Classified
H150 Classified
Salaries Effective June 5,2023 7

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

FIRE DEPARTMENT
SWORN
Hourly 105.21 110.47 116.00 121.80 127.88
Bi-Weekly 8,416.80 8,837.60 9,280.00 9,744.00 10,230.40 Monthly 18,236.40 19,148.13 20,106.67 21,112.00 22,165.87 Annual 218,836.80 229,777.60 241,280.00 253,344.00 265,990.40 Hourly 84.70 88.94 93.39 98.06 102.95
Bi-Weekly 6,776.00 7,115.20 7,471.20 7,844.80 8,236.00
Monthly 14,681.33 15,416.27 16,187.60 16,997.07 17,844.67 Annual 176,176.00 184,995.20 194,251.20 203,964.80 214,136.00 Hourly 91.49 96.06 100.86 105.90 111.20
Bi-Weekly 7,319.20 7,684.80 8,068.80 8,472.00 8,896.00
Monthly 15,858.27 16,650.40 17,482.40 18,356.00 19,274.67 Annual 190,299.20 199,804.80 209,788.80 220,272.00 231,296.00 Hourly 91.49 96.06 100.86 105.90 111.20
Bi-Weekly 7,319.20 7,684.80 8,068.80 8,472.00 8,896.00
Monthly 15,858.27 16,650.40 17,482.40 18,356.00 19,274.67 Annual 190,299.20 199,804.80 209,788.80 220,272.00 231,296.00 Hourly 59.40 62.37 65.49 68.77 72.21
Bi-Weekly 6,652.80 6,985.44 7,334.88 7,702.24 8,087.52
Monthly 14,414.40 15,135.12 15,892.24 16,688.19 17,522.96 Annual 172,972.80 181,621.44 190,706.88 200,258.24 210,275.52 Hourly 83.16 87.31 91.70 96.28 101.08
Bi-Weekly 6,652.80 6,984.80 7,336.00 7,702.40 8,086.40
Monthly 14,414.40 15,133.73 15,894.67 16,688.53 17,520.53 Annual 172,972.80 181,604.80 190,736.00 200,262.40 210,246.40 Hourly 80.08 84.08 88.29
Bi-Weekly 6,406.40 6,726.40 7,063.20
Monthly 13,880.53 14,573.87 15,303.60
Annual 166,566.40 174,886.40 183,643.20
Hourly 74.14 77.85 81.74
Bi-Weekly 5,931.20 6,228.00 6,539.20
Monthly 12,850.93 13,494.00 14,168.27
Annual 154,211.20 161,928.00 170,019.20
Hourly 51.98 54.58 57.33
Bi-Weekly 5,821.76 6,112.96 6,420.96
Monthly 12,613.81 13,244.75 13,912.08
Annual 151,365.76 158,936.96 166,944.96
Hourly 72.80 76.43 80.24
Bi-Weekly 5,824.00 6,114.40 6,419.20
Monthly 12,618.67 13,247.87 13,908.27
Annual 151,424.00 158,974.40 166,899.20
Hourly 44.06 46.24 48.54 50.98 53.52
Bi-Weekly 4,934.72 5,178.88 5,436.48 5,709.76 5,994.24
Monthly 10,691.89 11,220.91 11,779.04 12,371.15 12,987.52 Annual 128,302.72 134,650.88 141,348.48 148,453.76 155,850.24 Hourly 57.06 59.92 62.92 66.07 69.37
Bi-Weekly 4,564.80 4,793.60 5,033.60 5,285.60 5,549.60
Monthly 9,890.40 10,386.13 10,906.13 11,452.13 12,024.13 Annual 118,684.80 124,633.60 130,873.60 137,425.60 144,289.60 Hourly 61.62 64.72 67.95 71.35 74.90
Bi-Weekly 4,929.60 5,177.60 5,436.00 5,708.00 5,992.00
Monthly 10,680.80 11,218.13 11,778.00 12,367.33 12,982.67 Annual 128,169.60 134,617.60 141,336.00 148,408.00 155,792.00 Hourly 41.70 43.79 45.98 48.28 50.69
Bi-Weekly 4,670.40 4,904.48 5,149.76 5,407.36 5,677.28
Monthly 10,119.20 10,626.37 11,157.81 11,715.95 12,300.77 Annual 121,430.40 127,516.48 133,893.76 140,591.36 147,609.28 Hourly 38.63 40.54 42.58 44.70 46.94
Bi-Weekly 4,326.56 4,540.48 4,768.96 5,006.40 5,257.28
Monthly 9,374.21 9,837.71 10,332.75 10,847.20 11,390.77 Annual 112,490.56 118,052.48 123,992.96 130,166.40 136,689.28 Hourly 58.33 61.25 64.31 67.52 70.91
Bi-Weekly 4,666.40 4,900.00 5,144.80 5,401.60 5,672.80
Monthly 10,110.53 10,616.67 11,147.07 11,703.47 12,291.07 Annual 121,326.40 127,400.00 133,764.80 140,441.60 147,492.80 Hourly 39.30 41.27 43.33 45.51 47.79
Bi-Weekly 4,401.60 4,622.24 4,852.96 5,097.12 5,352.48
Monthly 9,536.80 10,014.85 10,514.75 11,043.76 11,597.04 Annual 114,441.60 120,178.24 126,176.96 132,525.12 139,164.48 Hourly 55.04 57.78 60.66 63.70 66.89
Bi-Weekly 4,403.20 4,622.40 4,852.80 5,096.00 5,351.20
Monthly 9,540.27 10,015.20 10,514.40 11,041.33 11,594.27 Annual 114,483.20 120,182.40 126,172.80 132,496.00 139,131.20 Hourly 47.38 49.74
Bi-Weekly 3,790.40 3,979.20
Monthly 8,212.53 8,621.60
Annual 98,550.40 103,459.20
DEPUTY FIRE CHIEF (40 HR)
FIRE MARSHAL - EMT (40 HR)
FIRE MARSHAL (40 HR)
FIRE TRAINING OFFICER (40 HR)
FIRE PREVENTION INSPECTOR (56 HR)
FIRE PREVENTION INSPECTOR - EMT (40 HR)
FIRE PREVENTION INSPECTOR (40 HR)
APPARATUS OPERATOR (56 HR)
APPARATUS OPERATOR - EMT (56 HR)
APPARATUS OPERATOR (40 HR)
BATTALION CHIEF (56 HR)
BATTALION CHIEF (40 HR)
STAFF FIRE CAPTAIN (40 HR)
STAFF FIRE CAPTAIN - EMT (40 HR)
FIRE CAPTAIN (56 HR)
FIRE CAPTAIN (40 HR)
FIREFIGHTER (56 HR)
FIREFIGHTER (40 HR)
FIREFIGHTER TRAINEE (40 HR) F100 Classified
F205 Classified
F221 Classified
F220 Classified
F210 Classified
F200 Classified
F211 Classified
F215 Classified
F415 Classified
F400 Classified
F420 Classified
F410 Classified
F225 Classified
F250 Classified
Classified
Classified
F245 Classified
F241
F240
Classified
F401 Classified
F600
Salaries Effective June 5,2023 8

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

PROFESSIONAL STAFF
Hourly 63.13 66.28 69.59 73.08 76.72
Bi-Weekly 5,050.40 5,302.40 5,567.20 5,846.40 6,137.60
Monthly 10,942.53 11,488.53 12,062.27 12,667.20 13,298.13 Annual 131,310.40 137,862.40 144,747.20 152,006.40 159,577.60 Hourly 66.40 69.71 73.22 76.86 80.70
Bi-Weekly 5,312.00 5,576.80 5,857.60 6,148.80 6,456.00
Monthly 11,509.33 12,083.07 12,691.47 13,322.40 13,988.00 Annual 138,112.00 144,996.80 152,297.60 159,868.80 167,856.00 Hourly 57.03 59.78 62.80 66.08 69.43
Bi-Weekly 4,562.40 4,782.40 5,024.00 5,286.40 5,554.40
Monthly 9,885.20 10,361.87 10,885.33 11,453.87 12,034.53 Annual 118,622.40 124,342.40 130,624.00 137,446.40 144,414.40 Hourly 55.55 58.33 61.22 64.28 67.51
Bi-Weekly 4,444.00 4,666.40 4,897.60 5,142.40 5,400.80
Monthly 9,628.67 10,110.53 10,611.47 11,141.87 11,701.73 Annual 115,544.00 121,326.40 127,337.60 133,702.40 140,420.80 Hourly 55.61 58.38 61.30 64.38 67.60
Bi-Weekly 4,448.80 4,670.40 4,904.00 5,150.40 5,408.00
Monthly 9,639.07 10,119.20 10,625.33 11,159.20 11,717.33 Annual 115,668.80 121,430.40 127,504.00 133,910.40 140,608.00 Hourly 52.98 55.62 58.41 61.33 64.38
Bi-Weekly 4,238.40 4,449.60 4,672.80 4,906.40 5,150.40
Monthly 9,183.20 9,640.80 10,124.40 10,630.53 11,159.20 Annual 110,198.40 115,689.60 121,492.80 127,566.40 133,910.40 Hourly 55.59 58.38 61.27 64.33 67.56
Bi-Weekly 4,447.20 4,670.40 4,901.60 5,146.40 5,404.80
Monthly 9,635.60 10,119.20 10,620.13 11,150.53 11,710.40 Annual 115,627.20 121,430.40 127,441.60 133,806.40 140,524.80 Hourly 40.20 41.86 43.48 45.36 47.67
Bi-Weekly 3,216.00 3,348.80 3,478.40 3,628.80 3,813.60
Monthly 6,968.00 7,255.73 7,536.53 7,862.40 8,262.80
Annual 83,616.00 87,068.80 90,438.40 94,348.80 99,153.60 Hourly 35.36 37.12 38.98 40.94 42.97
Bi-Weekly 2,828.80 2,969.60 3,118.40 3,275.20 3,437.60
Monthly 6,129.07 6,434.13 6,756.53 7,096.27 7,448.13
Annual 73,548.80 77,209.60 81,078.40 85,155.20 89,377.60 Hourly 32.12 33.72 35.41 37.18 39.05
Bi-Weekly 2,569.60 2,697.60 2,832.80 2,974.40 3,124.00
Monthly 5,567.47 5,844.80 6,137.73 6,444.53 6,768.67
Annual 66,809.60 70,137.60 73,652.80 77,334.40 81,224.00

HUMAN RESOURCES DEPARTMENT
Hourly 79.83 83.81 88.00 92.41 97.02
Bi-Weekly 6,386.40 6,704.80 7,040.00 7,392.80 7,761.60
Monthly 13,837.20 14,527.07 15,253.33 16,017.73 16,816.80 Annual 166,046.40 174,324.80 183,040.00 192,212.80 201,801.60 Hourly 72.55 76.18 79.99 83.99 88.19
Bi-Weekly 5,804.00 6,094.40 6,399.20 6,719.20 7,055.20
Monthly 12,575.33 13,204.53 13,864.93 14,558.27 15,286.27 Annual 150,904.00 158,454.40 166,379.20 174,699.20 183,435.20 Hourly 55.60 58.35 61.27 64.33 67.55
Bi-Weekly 4,448.00 4,668.00 4,901.60 5,146.40 5,404.00
Monthly 9,637.33 10,114.00 10,620.13 11,150.53 11,708.67 Annual 115,648.00 121,368.00 127,441.60 133,806.40 140,504.00 Hourly 50.55 53.08 55.73 58.50 61.43
Bi-Weekly 4,044.00 4,246.40 4,458.40 4,680.00 4,914.40
Monthly 8,762.00 9,200.53 9,659.87 10,140.00 10,647.87
Annual 105,144.00 110,406.40 115,918.40 121,680.00 127,774.40 Hourly 45.95 48.27 50.67 53.18 55.85
Bi-Weekly 3,676.00 3,861.60 4,053.60 4,254.40 4,468.00
Monthly 7,964.67 8,366.80 8,782.80 9,217.87 9,680.67
Annual 95,576.00 100,401.60 105,393.60 110,614.40 116,168.00 Hourly 41.79 43.89 46.09 48.37 50.77
Bi-Weekly 3,343.20 3,511.20 3,687.20 3,869.60 4,061.60
Monthly 7,243.60 7,607.60 7,988.93 8,384.13 8,800.13
Annual 86,923.20 91,291.20 95,867.20 100,609.60 105,601.60 Hourly 43.66 45.45 47.24 49.02 50.96
Bi-Weekly 3,492.80 3,636.00 3,779.20 3,921.60 4,076.80
Monthly 7,567.73 7,878.00 8,188.27 8,496.80 8,833.07
Annual 90,812.80 94,536.00 98,259.20 101,961.60 105,996.80 SENIOR FIRE PROTECTION ENGINEER T515 Classified

ENVIRONMENTAL SPECIALIST

HAZARDOUS MATERIALS INSPECTOR

FIRE SERVICES SUPERVISOR

SENIOR FIRE TECHNICIAN

FIRE TECHNICIAN II

FIRE TECHNICIAN I

HAZARDOUS MATERIALS PROGRAM COORDINATOR

FIRE PROTECTION ENGINEER

EMERGENCY MEDICAL SERVICES COORDINATOR

HUMAN RESOURCES ADMINISTRATIVE ASSISTANT

DEPUTY DIRECTOR OF HUMAN RESOURCES

HUMAN RESOURCES MANAGER

SENIOR HUMAN RESOURCES ANALYST

HUMAN RESOURCES ANALYST II

HUMAN RESOURCES ANALYST I

HUMAN RESOURCES TECHNICIAN
Classified
Classified
U115 Classified
U120
U135
U105 Classified
U100 Classified
U110 Classified
C260 Classified
H580 Classified
T500 Classified
U520 Classified
C250 Classified
C255 Classified
H590 Classified
T505 Classified
H585 Classified
T510 Classified
Salaries Effective June 5,2023 9

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

LIBRARY SERVICES DEPARTMENT
Hourly 74.08 77.78 81.67 85.76 90.03
Bi-Weekly 5,926.40 6,222.40 6,533.60 6,860.80 7,202.40
Monthly 12,840.53 13,481.87 14,156.13 14,865.07 15,605.20 Annual 154,086.40 161,782.40 169,873.60 178,380.80 187,262.40

LIBRARY SERVICES DIVISION
Hourly 48.16 50.56 53.09 55.73 58.52
Bi-Weekly 3,852.80 4,044.80 4,247.20 4,458.40 4,681.60
Monthly 8,347.73 8,763.73 9,202.27 9,659.87 10,143.47
Annual 100,172.80 105,164.80 110,427.20 115,918.40 121,721.60 Hourly 48.16 50.56 53.09 55.73 58.52
Bi-Weekly 3,852.80 4,044.80 4,247.20 4,458.40 4,681.60
Monthly 8,347.73 8,763.73 9,202.27 9,659.87 10,143.47
Annual 100,172.80 105,164.80 110,427.20 115,918.40 121,721.60 Hourly 38.15 40.07 41.99 44.13 46.21
Bi-Weekly 3,052.00 3,205.60 3,359.20 3,530.40 3,696.80
Monthly 6,612.67 6,945.47 7,278.27 7,649.20 8,009.73
Annual 79,352.00 83,345.60 87,339.20 91,790.40 96,116.80 Hourly 34.60 36.33 38.15 39.96 42.00
Bi-Weekly 2,768.00 2,906.40 3,052.00 3,196.80 3,360.00
Monthly 5,997.33 6,297.20 6,612.67 6,926.40 7,280.00
Annual 71,968.00 75,566.40 79,352.00 83,116.80 87,360.00 Hourly 33.66 35.36 37.05 38.86 40.91
Bi-Weekly 2,692.80 2,828.80 2,964.00 3,108.80 3,272.80
Monthly 5,834.40 6,129.07 6,422.00 6,735.73 7,091.07
Annual 70,012.80 73,548.80 77,064.00 80,828.80 85,092.80 Hourly 31.08 32.46 33.94 35.43 37.14
Bi-Weekly 2,486.40 2,596.80 2,715.20 2,834.40 2,971.20
Monthly 5,387.20 5,626.40 5,882.93 6,141.20 6,437.60
Annual 64,646.40 67,516.80 70,595.20 73,694.40 77,251.20 Hourly 28.16 29.47 30.80 32.21 33.72
Bi-Weekly 2,252.80 2,357.60 2,464.00 2,576.80 2,697.60
Monthly 4,881.07 5,108.13 5,338.67 5,583.07 5,844.80
Annual 58,572.80 61,297.60 64,064.00 66,996.80 70,137.60 Hourly 22.65
Bi-Weekly 1,087.20
Monthly 2,355.60
Annual 28,267.20
Hourly 20.58
Bi-Weekly 493.92
Monthly 1,070.16
Annual 12,841.92
Hourly 48.16 50.56 53.09 55.73 58.52
Bi-Weekly 3,852.80 4,044.80 4,247.20 4,458.40 4,681.60
Monthly 8,347.73 8,763.73 9,202.27 9,659.87 10,143.47
Annual 100,172.80 105,164.80 110,427.20 115,918.40 121,721.60 Hourly 33.81 35.51 37.30 39.15 41.12
Bi-Weekly 2,704.80 2,840.80 2,984.00 3,132.00 3,289.60
Monthly 5,860.40 6,155.07 6,465.33 6,786.00 7,127.47
Annual 70,324.80 73,860.80 77,584.00 81,432.00 85,529.60 Hourly 33.85 35.57 37.33 39.11 41.12
Bi-Weekly 2,708.00 2,845.60 2,986.40 3,128.80 3,289.60
Monthly 5,867.33 6,165.47 6,470.53 6,779.07 7,127.47
Annual 70,408.00 73,985.60 77,646.40 81,348.80 85,529.60 Hourly 33.66 35.36 37.05 38.86 40.91
Bi-Weekly 2,692.80 2,828.80 2,964.00 3,108.80 3,272.80
Monthly 5,834.40 6,129.07 6,422.00 6,735.73 7,091.07
Annual 70,012.80 73,548.80 77,064.00 80,828.80 85,092.80 Hourly 28.16 29.47 30.80 32.21 33.72
Bi-Weekly 2,252.80 2,357.60 2,464.00 2,576.80 2,697.60
Monthly 4,881.07 5,108.13 5,338.67 5,583.07 5,844.80
Annual 58,572.80 61,297.60 64,064.00 66,996.80 70,137.60 DEPUTY DIRECTOR OF LIBRARY SERVICES U535 Classified

LIBRARY OPERATIONS MANAGER

SUPERVISING LIBRARIAN I

LIBRARIAN II

LIBRARIAN I

LEAD LIBRARY ASSISTANT

LITERACY PROGRAM COORDINATOR

LEAD PROGRAM ASSISTANT

PROGRAM ASSISTANT

SENIOR LIBRARY ASSISTANT

LIBRARY ASSISTANT
SENIOR LIBRARY PAGE (.6 FTE)
LIBRARY PAGE (.3 FTE)

EDUCATION SERVICES MANAGER

EDUCATIONAL SERVICES COORDINATOR
H760 Classified
Classified
Classified
C505
C500
C506 Classified
C508 Classified
Classified
T785 Classified
T780
T795 Classified
H750 Classified
H755 Classified
C515
C510 Classified
Classified
T790 Classified
C520 Classified
Salaries Effective June 5,2023 10

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

MAINTENANCE SERVICES DEPARTMENT
Hourly 78.13 82.03 86.15 90.45 94.98
Bi-Weekly 6,250.40 6,562.40 6,892.00 7,236.00 7,598.40
Monthly 13,542.53 14,218.53 14,932.67 15,678.00 16,463.20 Annual 162,510.40 170,622.40 179,192.00 188,136.00 197,558.40

FACILITIES MANAGEMENT
Hourly 64.28 67.47 70.85 74.40 78.12
Bi-Weekly 5,142.40 5,397.60 5,668.00 5,952.00 6,249.60
Monthly 11,141.87 11,694.80 12,280.67 12,896.00 13,540.80 Annual 133,702.40 140,337.60 147,368.00 154,752.00 162,489.60 Hourly 60.44 62.85 65.28 67.97 70.86
Bi-Weekly 4,835.20 5,028.00 5,222.40 5,437.60 5,668.80
Monthly 10,476.27 10,894.00 11,315.20 11,781.47 12,282.40 Annual 125,715.20 130,728.00 135,782.40 141,377.60 147,388.80 Hourly 48.62 50.55 52.54 54.78 57.04
Bi-Weekly 3,889.60 4,044.00 4,203.20 4,382.40 4,563.20
Monthly 8,427.47 8,762.00 9,106.93 9,495.20 9,886.93
Annual 101,129.60 105,144.00 109,283.20 113,942.40 118,643.20 Hourly 42.65 44.39 46.12 48.03 50.04
Bi-Weekly 3,412.00 3,551.20 3,689.60 3,842.40 4,003.20
Monthly 7,392.67 7,694.27 7,994.13 8,325.20 8,673.60
Annual 88,712.00 92,331.20 95,929.60 99,902.40 104,083.20 Hourly 38.80 40.39 42.00 43.75 45.50
Bi-Weekly 3,104.00 3,231.20 3,360.00 3,500.00 3,640.00
Monthly 6,725.33 7,000.93 7,280.00 7,583.33 7,886.67
Annual 80,704.00 84,011.20 87,360.00 91,000.00 94,640.00 Hourly 42.36 44.04 45.87 47.77 49.76
Bi-Weekly 3,388.80 3,523.20 3,669.60 3,821.60 3,980.80
Monthly 7,342.40 7,633.60 7,950.80 8,280.13 8,625.07
Annual 88,108.80 91,603.20 95,409.60 99,361.60 103,500.80 Hourly 38.53 40.12 41.77 43.46 45.28
Bi-Weekly 3,082.40 3,209.60 3,341.60 3,476.80 3,622.40
Monthly 6,678.53 6,954.13 7,240.13 7,533.07 7,848.53
Annual 80,142.40 83,449.60 86,881.60 90,396.80 94,182.40 Hourly 34.34 35.70 37.16 38.47 39.96
Bi-Weekly 2,747.20 2,856.00 2,972.80 3,077.60 3,196.80
Monthly 5,952.27 6,188.00 6,441.07 6,668.13 6,926.40
Annual 71,427.20 74,256.00 77,292.80 80,017.60 83,116.80 Hourly 31.22 32.47 33.77 34.98 36.32
Bi-Weekly 2,497.60 2,597.60 2,701.60 2,798.40 2,905.60
Monthly 5,411.47 5,628.13 5,853.47 6,063.20 6,295.47
Annual 64,937.60 67,537.60 70,241.60 72,758.40 75,545.60

FLEET MANAGEMENT DIVISION
Hourly 64.28 67.47 70.85 74.40 78.12
Bi-Weekly 5,142.40 5,397.60 5,668.00 5,952.00 6,249.60
Monthly 11,141.87 11,694.80 12,280.67 12,896.00 13,540.80 Annual 133,702.40 140,337.60 147,368.00 154,752.00 162,489.60 Hourly 43.47 45.50 47.80 50.29 52.77
Bi-Weekly 3,477.60 3,640.00 3,824.00 4,023.20 4,221.60
Monthly 7,534.80 7,886.67 8,285.33 8,716.93 9,146.80
Annual 90,417.60 94,640.00 99,424.00 104,603.20 109,761.60 Hourly 37.45 39.20 41.19 43.34 45.48
Bi-Weekly 2,996.00 3,136.00 3,295.20 3,467.20 3,638.40
Monthly 6,491.33 6,794.67 7,139.60 7,512.27 7,883.20
Annual 77,896.00 81,536.00 85,675.20 90,147.20 94,598.40 Hourly 34.09 35.80 37.64 39.49 41.44
Bi-Weekly 2,727.20 2,864.00 3,011.20 3,159.20 3,315.20
Monthly 5,908.93 6,205.33 6,524.27 6,844.93 7,182.93
Annual 70,907.20 74,464.00 78,291.20 82,139.20 86,195.20 Hourly 31.75 33.46 35.06 36.84 38.71
Bi-Weekly 2,540.00 2,676.80 2,804.80 2,947.20 3,096.80
Monthly 5,503.33 5,799.73 6,077.07 6,385.60 6,709.73
Annual 66,040.00 69,596.80 72,924.80 76,627.20 80,516.80 Hourly 29.31 30.46 31.72 32.80 34.07
Bi-Weekly 2,344.80 2,436.80 2,537.60 2,624.00 2,725.60
Monthly 5,080.40 5,279.73 5,498.13 5,685.33 5,905.47
Annual 60,964.80 63,356.80 65,977.60 68,224.00 70,865.60 U540 Classified

FACILITIES AND BUILDING MANAGER

FACILITIES LEADWORKER

HVAC MECHANIC

DEPUTY DIRECTOR OF MAINTENANCE SERVICES

FLEET MAINTENANCE MANAGER

SENIOR EQUIPMENT MECHANIC

EQUIPMENT MECHANIC II

EQUIPMENT MECHANIC I

EQUIPMENT PARTS STOREKEEPER

EQUIPMENT SERVICE ATTENDANT

FACILITIES PAINTER II

FACILITIES PAINTER I

FACILITIES CARPENTER II

FACILITIES CARPENTER I

FACILITIES SERVICEWORKER II

FACILITIES SERVICEWORKER I
Classified
M600 Classified
M605
M615
M610 Classified
Classified
M120 Classified
M115 Classified
M620 Classified
H635 Classified
M110 Classified
M105 Classified
M130 Classified
M140 Classified
H605 Classified
M135 Classified
M125 Classified
Salaries Effective June 5,2023 11

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

LANDSCAPE MAINTENANCE DIVISION
Hourly 64.28 67.47 70.85 74.40 78.12
Bi-Weekly 5,142.40 5,397.60 5,668.00 5,952.00 6,249.60
Monthly 11,141.87 11,694.80 12,280.67 12,896.00 13,540.80 Annual 133,702.40 140,337.60 147,368.00 154,752.00 162,489.60 Hourly 50.74 52.77 54.90 56.88 59.05
Bi-Weekly 4,059.20 4,221.60 4,392.00 4,550.40 4,724.00
Monthly 8,794.93 9,146.80 9,516.00 9,859.20 10,235.33
Annual 105,539.20 109,761.60 114,192.00 118,310.40 122,824.00 Hourly 45.62 47.43 49.35 51.12 53.09
Bi-Weekly 3,649.60 3,794.40 3,948.00 4,089.60 4,247.20
Monthly 7,907.47 8,221.20 8,554.00 8,860.80 9,202.27
Annual 94,889.60 98,654.40 102,648.00 106,329.60 110,427.20 Hourly 39.67 41.26 42.92 44.44 46.15
Bi-Weekly 3,173.60 3,300.80 3,433.60 3,555.20 3,692.00
Monthly 6,876.13 7,151.73 7,439.47 7,702.93 7,999.33
Annual 82,513.60 85,820.80 89,273.60 92,435.20 95,992.00 Hourly 36.03 37.46 39.04 40.40 41.96
Bi-Weekly 2,882.40 2,996.80 3,123.20 3,232.00 3,356.80
Monthly 6,245.20 6,493.07 6,766.93 7,002.67 7,273.07
Annual 74,942.40 77,916.80 81,203.20 84,032.00 87,276.80 Hourly 39.67 41.26 42.92 44.44 46.15
Bi-Weekly 3,173.60 3,300.80 3,433.60 3,555.20 3,692.00
Monthly 6,876.13 7,151.73 7,439.47 7,702.93 7,999.33
Annual 82,513.60 85,820.80 89,273.60 92,435.20 95,992.00

STREET MAINTENANCE DIVISION
Hourly 64.28 67.47 70.85 74.40 78.12
Bi-Weekly 5,142.40 5,397.60 5,668.00 5,952.00 6,249.60
Monthly 11,141.87 11,694.80 12,280.67 12,896.00 13,540.80 Annual 133,702.40 140,337.60 147,368.00 154,752.00 162,489.60 Hourly 56.28 58.44 60.86 63.02 65.43
Bi-Weekly 4,502.40 4,675.20 4,868.80 5,041.60 5,234.40
Monthly 9,755.20 10,129.60 10,549.07 10,923.47 11,341.20 Annual 117,062.40 121,555.20 126,588.80 131,081.60 136,094.40 Hourly 47.82 49.67 51.73 53.56 55.61
Bi-Weekly 3,825.60 3,973.60 4,138.40 4,284.80 4,448.80
Monthly 8,288.80 8,609.47 8,966.53 9,283.73 9,639.07
Annual 99,465.60 103,313.60 107,598.40 111,404.80 115,668.80 Hourly 41.58 43.20 44.99 46.57 48.35
Bi-Weekly 3,326.40 3,456.00 3,599.20 3,725.60 3,868.00
Monthly 7,207.20 7,488.00 7,798.27 8,072.13 8,380.67
Annual 86,486.40 89,856.00 93,579.20 96,865.60 100,568.00 Hourly 40.87 42.24 43.95 45.82 47.64
Bi-Weekly 3,269.60 3,379.20 3,516.00 3,665.60 3,811.20
Monthly 7,084.13 7,321.60 7,618.00 7,942.13 8,257.60
Annual 85,009.60 87,859.20 91,416.00 95,305.60 99,091.20 Hourly 37.16 38.40 39.95 41.66 43.31
Bi-Weekly 2,972.80 3,072.00 3,196.00 3,332.80 3,464.80
Monthly 6,441.07 6,656.00 6,924.67 7,221.07 7,507.07
Annual 77,292.80 79,872.00 83,096.00 86,652.80 90,084.80

POLICE DEPARTMENT
SWORN
Hourly 93.49 98.15 103.08 108.22 113.62
Bi-Weekly 7,479.20 7,852.00 8,246.40 8,657.60 9,089.60
Monthly 16,204.93 17,012.67 17,867.20 18,758.13 19,694.13 Annual 194,459.20 204,152.00 214,406.40 225,097.60 236,329.60 Hourly 83.57 87.64
Bi-Weekly 6,685.60 7,011.20
Monthly 14,485.47 15,190.93
Annual 173,825.60 182,291.20
Hourly 71.60 75.05 78.90
Bi-Weekly 5,728.00 6,004.00 6,312.00
Monthly 12,410.67 13,008.67 13,676.00
Annual 148,928.00 156,104.00 164,112.00
Hourly 52.58 55.10 57.78 60.57 63.45
Bi-Weekly 4,206.40 4,408.00 4,622.40 4,845.60 5,076.00
Monthly 9,113.87 9,550.67 10,015.20 10,498.80 10,998.00 Annual 109,366.40 114,608.00 120,182.40 125,985.60 131,976.00 Hourly 38.47 40.37
Bi-Weekly 3,077.60 3,229.60
Monthly 6,668.13 6,997.47
Annual 80,017.60 83,969.60

STREETS MAINTENANCE MANAGER

STREETS MAINTENANCE SUPERVISOR

SENIOR MAINTENANCE LEADER

MAINTENANCE LEADER

LEAD SWEEPER EQUIPMENT OPERATOR

SWEEPER EQUIPMENT OPERATOR

LANDSCAPE MAINTENANCE MANAGER

LANDSCAPE MAINTENANCE SUPERVISOR

GROUNDSKEEPER III

GROUNDSKEEPER II

GROUNDSKEEPER I

TREE TRIMMER

POLICE CAPTAIN

POLICE LIEUTENANT

POLICE SERGEANT

POLICE OFFICER

POLICE OFFICER TRAINEE
P300
P215 Classified
Classified
P210 Classified
P200 Classified
P100 Classified
M702 Classified
M700 Classified
H625 Classified
M220 Classified
M205 Classified
M310 Classified
M315 Classified
H620 Classified
M210 Classified
H615 Classified
H610 Classified
M215 Classified
Salaries Effective June 5,2023 12

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

PROFESSIONAL STAFF
Hourly 71.40 74.97 78.74 82.66 86.79
Bi-Weekly 5,712.00 5,997.60 6,299.20 6,612.80 6,943.20
Monthly 12,376.00 12,994.80 13,648.27 14,327.73 15,043.60 Annual 148,512.00 155,937.60 163,779.20 171,932.80 180,523.20 Hourly 45.74 47.60 49.47 51.33 53.38
Bi-Weekly 3,659.20 3,808.00 3,957.60 4,106.40 4,270.40
Monthly 7,928.27 8,250.67 8,574.80 8,897.20 9,252.53
Annual 95,139.20 99,008.00 102,897.60 106,766.40 111,030.40 Hourly 55.59 58.34 61.26 64.32 67.53
Bi-Weekly 4,447.20 4,667.20 4,900.80 5,145.60 5,402.40
Monthly 9,635.60 10,112.27 10,618.40 11,148.80 11,705.20 Annual 115,627.20 121,347.20 127,420.80 133,785.60 140,462.40 Hourly 50.54 53.07 55.72 58.50 61.41
Bi-Weekly 4,043.20 4,245.60 4,457.60 4,680.00 4,912.80
Monthly 8,760.27 9,198.80 9,658.13 10,140.00 10,644.40
Annual 105,123.20 110,385.60 115,897.60 121,680.00 127,732.80 Hourly 50.54 53.07 55.72 58.50 61.41
Bi-Weekly 4,043.20 4,245.60 4,457.60 4,680.00 4,912.80
Monthly 8,760.27 9,198.80 9,658.13 10,140.00 10,644.40
Annual 105,123.20 110,385.60 115,897.60 121,680.00 127,732.80

SPECIAL OPERATIONS DIVISION
Hourly 38.95 40.89 42.94 45.10 47.35
Bi-Weekly 3,116.00 3,271.20 3,435.20 3,608.00 3,788.00
Monthly 6,751.33 7,087.60 7,442.93 7,817.33 8,207.33
Annual 81,016.00 85,051.20 89,315.20 93,808.00 98,488.00 Hourly 35.40 37.16 39.03 40.99 43.03
Bi-Weekly 2,832.00 2,972.80 3,122.40 3,279.20 3,442.40
Monthly 6,136.00 6,441.07 6,765.20 7,104.93 7,458.53
Annual 73,632.00 77,292.80 81,182.40 85,259.20 89,502.40 Hourly 64.95 68.20 71.61 75.07 78.90
Bi-Weekly 5,196.00 5,456.00 5,728.80 6,005.60 6,312.00
Monthly 11,258.00 11,821.33 12,412.40 13,012.13 13,676.00 Annual 135,096.00 141,856.00 148,948.80 156,145.60 164,112.00

INVESTIGATION DIVISION
Hourly 71.40 74.97 78.74 82.66 86.79
Bi-Weekly 5,712.00 5,997.60 6,299.20 6,612.80 6,943.20
Monthly 12,376.00 12,994.80 13,648.27 14,327.73 15,043.60 Annual 148,512.00 155,937.60 163,779.20 171,932.80 180,523.20 Hourly 52.44 55.07 57.81 60.69 63.74
Bi-Weekly 4,195.20 4,405.60 4,624.80 4,855.20 5,099.20
Monthly 9,089.60 9,545.47 10,020.40 10,519.60 11,048.27 Annual 109,075.20 114,545.60 120,244.80 126,235.20 132,579.20 Hourly 42.39 44.49 46.73 48.87 51.42
Bi-Weekly 3,391.20 3,559.20 3,738.40 3,909.60 4,113.60
Monthly 7,347.60 7,711.60 8,099.87 8,470.80 8,912.80
Annual 88,171.20 92,539.20 97,198.40 101,649.60 106,953.60 Hourly 55.61 58.38 61.30 64.38 67.60
Bi-Weekly 4,448.80 4,670.40 4,904.00 5,150.40 5,408.00
Monthly 9,639.07 10,119.20 10,625.33 11,159.20 11,717.33 Annual 115,668.80 121,430.40 127,504.00 133,910.40 140,608.00

SUPPORT SERVICES DIVISION
Hourly 80.15 84.15 89.22 93.68 98.34
Bi-Weekly 6,412.00 6,732.00 7,137.60 7,494.40 7,867.20
Monthly 13,892.67 14,586.00 15,464.80 16,237.87 17,045.60 Annual 166,712.00 175,032.00 185,577.60 194,854.40 204,547.20 Hourly 55.59 58.35 61.26 64.33 67.55
Bi-Weekly 4,447.20 4,668.00 4,900.80 5,146.40 5,404.00
Monthly 9,635.60 10,114.00 10,618.40 11,150.53 11,708.67 Annual 115,627.20 121,368.00 127,420.80 133,806.40 140,504.00 Hourly 41.03 43.08 45.23 47.48 49.84
Bi-Weekly 3,282.40 3,446.40 3,618.40 3,798.40 3,987.20
Monthly 7,111.87 7,467.20 7,839.87 8,229.87 8,638.93
Annual 85,342.40 89,606.40 94,078.40 98,758.40 103,667.20 Hourly 37.37 39.24 41.21 43.29 45.32
Bi-Weekly 2,989.60 3,139.20 3,296.80 3,463.20 3,625.60
Monthly 6,477.47 6,801.60 7,143.07 7,503.60 7,855.47
Annual 77,729.60 81,619.20 85,716.80 90,043.20 94,265.60 Hourly 42.69 44.62 46.67 48.75 51.07
Bi-Weekly 3,415.20 3,569.60 3,733.60 3,900.00 4,085.60
Monthly 7,399.60 7,734.13 8,089.47 8,450.00 8,852.13
Annual 88,795.20 92,809.60 97,073.60 101,400.00 106,225.60 Hourly 38.81 40.56 42.42 44.32 46.42
Bi-Weekly 3,104.80 3,244.80 3,393.60 3,545.60 3,713.60
Monthly 6,727.07 7,030.40 7,352.80 7,682.13 8,046.13
Annual 80,724.80 84,364.80 88,233.60 92,185.60 96,553.60 Hourly 34.09 35.57 37.29 38.99 40.84
Bi-Weekly 2,727.20 2,845.60 2,983.20 3,119.20 3,267.20
Monthly 5,908.93 6,165.47 6,463.60 6,758.27 7,078.93
Annual 70,907.20 73,985.60 77,563.20 81,099.20 84,947.20

PERSONNEL OPERATIONS SPECIALIST

SENIOR CRIME AND INTELLIGENCE ANALYST

CRIME AND INTELLIGENCE ANALYST

POLICE PROGRAMS ANALYST
CRIME PREVENTION SPECIALIST II C671
H406

PERSONNEL AND TRAINING ADMINISTRATOR
YOUTH AND FAMILY SERVICES ADMINISTRATOR H445 Classified COUNSELING SUPERVISOR H440 Classified
Classified
CRIME PREVENTION SPECIALIST I C670 Classified
RESERVE OFFICER COORDINATOR H455 Classified
OPERATIONS SUPPORT SERVICES MANAGER U400 Classified
PROPERTY/EVIDENCE AND CRIME SCENE ADMINISTRATOR H415 Classified FAMILY COUNSELOR T550 Classified
CERTIFIED LATENT PRINT EXAMINER T560 Classified
CRIME SCENE SPECIALIST C687 Classified
CRIME SCENE TECHNICIAN C685 Classified
PROPERTY AND EVIDENCE SUPERVISOR H410 Classified
POLICE ID SPECIALIST T555 Classified
PROPERTY & EVIDENCE TECHNICIAN C665 Classified
H400 Classified
H405 Classified
Classified
Classified
Classified
H450
H460
Salaries Effective June 5,2023 13

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E Hourly 55.59 58.35 61.26 64.33 67.55
Bi-Weekly 4,447.20 4,668.00 4,900.80 5,146.40 5,404.00
Monthly 9,635.60 10,114.00 10,618.40 11,150.53 11,708.67 Annual 115,627.20 121,368.00 127,420.80 133,806.40 140,504.00 Hourly 37.56 39.23 41.06 42.94 44.98
Bi-Weekly 3,004.80 3,138.40 3,284.80 3,435.20 3,598.40
Monthly 6,510.40 6,799.87 7,117.07 7,442.93 7,796.53
Annual 78,124.80 81,598.40 85,404.80 89,315.20 93,558.40 Hourly 32.29 33.95 35.49 37.16 38.92
Bi-Weekly 2,583.20 2,716.00 2,839.20 2,972.80 3,113.60
Monthly 5,596.93 5,884.67 6,151.60 6,441.07 6,746.13
Annual 67,163.20 70,616.00 73,819.20 77,292.80 80,953.60 Hourly 26.86 28.01 29.12 30.40 31.91
Bi-Weekly 2,148.80 2,240.80 2,329.60 2,432.00 2,552.80
Monthly 4,655.73 4,855.07 5,047.47 5,269.33 5,531.07
Annual 55,868.80 58,260.80 60,569.60 63,232.00 66,372.80 Hourly 26.86 28.01 29.12 30.40 31.91
Bi-Weekly 2,148.80 2,240.80 2,329.60 2,432.00 2,552.80
Monthly 4,655.73 4,855.07 5,047.47 5,269.33 5,531.07
Annual 55,868.80 58,260.80 60,569.60 63,232.00 66,372.80 Hourly 55.59 58.35 61.26 64.33 67.55
Bi-Weekly 4,447.20 4,668.00 4,900.80 5,146.40 5,404.00
Monthly 9,635.60 10,114.00 10,618.40 11,150.53 11,708.67 Annual 115,627.20 121,368.00 127,420.80 133,806.40 140,504.00 Hourly 46.51 48.84 51.29 53.85 56.57
Bi-Weekly 3,720.80 3,907.20 4,103.20 4,308.00 4,525.60
Monthly 8,061.73 8,465.60 8,890.27 9,334.00 9,805.47
Annual 96,740.80 101,587.20 106,683.20 112,008.00 117,665.60 Hourly 40.36 42.42 44.49 46.77 49.12
Bi-Weekly 3,228.80 3,393.60 3,559.20 3,741.60 3,929.60
Monthly 6,995.73 7,352.80 7,711.60 8,106.80 8,514.13
Annual 83,948.80 88,233.60 92,539.20 97,281.60 102,169.60 Hourly 33.59 35.23 37.01 38.86 40.81
Bi-Weekly 2,687.20 2,818.40 2,960.80 3,108.80 3,264.80
Monthly 5,822.27 6,106.53 6,415.07 6,735.73 7,073.73
Annual 69,867.20 73,278.40 76,980.80 80,828.80 84,884.80 Hourly 55.59 58.35 61.26 64.33 67.55
Bi-Weekly 4,447.20 4,668.00 4,900.80 5,146.40 5,404.00
Monthly 9,635.60 10,114.00 10,618.40 11,150.53 11,708.67 Annual 115,627.20 121,368.00 127,420.80 133,806.40 140,504.00 Hourly 40.37 42.39 44.50 46.73 49.07
Bi-Weekly 3,229.60 3,391.20 3,560.00 3,738.40 3,925.60
Monthly 6,997.47 7,347.60 7,713.33 8,099.87 8,505.47
Annual 83,969.60 88,171.20 92,560.00 97,198.40 102,065.60 Hourly 31.39 32.64 33.95 35.43 37.17
Bi-Weekly 2,511.20 2,611.20 2,716.00 2,834.40 2,973.60
Monthly 5,440.93 5,657.60 5,884.67 6,141.20 6,442.80
Annual 65,291.20 67,891.20 70,616.00 73,694.40 77,313.60 Hourly 27.59 29.03 30.57 32.07 33.80
Bi-Weekly 2,207.20 2,322.40 2,445.60 2,565.60 2,704.00
Monthly 4,782.27 5,031.87 5,298.80 5,558.80 5,858.67
Annual 57,387.20 60,382.40 63,585.60 66,705.60 70,304.00 Hourly 55.59 58.35 61.26 64.33 67.55
Bi-Weekly 4,447.20 4,668.00 4,900.80 5,146.40 5,404.00
Monthly 9,635.60 10,114.00 10,618.40 11,150.53 11,708.67 Annual 115,627.20 121,368.00 127,420.80 133,806.40 140,504.00 Hourly 42.72 44.51 46.66 48.83 51.17
Bi-Weekly 3,417.60 3,560.80 3,732.80 3,906.40 4,093.60
Monthly 7,404.80 7,715.07 8,087.73 8,463.87 8,869.47
Annual 88,857.60 92,580.80 97,052.80 101,566.40 106,433.60 Hourly 37.32 38.94 40.81 42.69 44.72
Bi-Weekly 2,985.60 3,115.20 3,264.80 3,415.20 3,577.60
Monthly 6,468.80 6,749.60 7,073.73 7,399.60 7,751.47
Annual 77,625.60 80,995.20 84,884.80 88,795.20 93,017.60 SHELTER OPERATIONS SUPERVISOR C621 Classified
ANIMAL CONTROL OFFICER C610 Classified
ANIMAL SERVICES ADMINISTRATOR H430 Classified
COMMUNICATIONS ADMINISTRATOR H435 Classified
COMMUNICATIONS SUPERVISOR C645 Classified
ANIMAL CARE ATTENDANT C600 Classified
SHELTER VOLUNTEER COORDINATOR C607 Classified
RECORDS ADMINISTRATOR H425 Classified
RECORDS SUPERVISOR C705 Classified
COMMUNICATIONS OPERATOR C635 Classified
CALL TAKER C633 Classified
JAIL ADMINISTRATOR H420 Classified
JAIL SUPERVISOR C660 Classified
POLICE RECORDS CLERK II C695 Classified
POLICE RECORDS CLERK I C690 Classified
COMMUNITY SERVICE OFFICER C650 Classified
Salaries Effective June 5,2023 14

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

PUBLIC WORKS & UTILITIES DEPARTMENT

ADMINISTRATION
Hourly 85.93 90.24 94.75 99.49 104.47
Bi-Weekly 6,874.40 7,219.20 7,580.00 7,959.20 8,357.60
Monthly 14,894.53 15,641.60 16,423.33 17,244.93 18,108.13 Annual 178,734.40 187,699.20 197,080.00 206,939.20 217,297.60 Hourly 78.13 82.03 86.15 90.45 94.98
Bi-Weekly 6,250.40 6,562.40 6,892.00 7,236.00 7,598.40
Monthly 13,542.53 14,218.53 14,932.67 15,678.00 16,463.20 Annual 162,510.40 170,622.40 179,192.00 188,136.00 197,558.40 Hourly 78.10 82.01 86.13 90.44 94.95
Bi-Weekly 6,248.00 6,560.80 6,890.40 7,235.20 7,596.00
Monthly 13,537.33 14,215.07 14,929.20 15,676.27 16,458.00 Annual 162,448.00 170,580.80 179,150.40 188,115.20 197,496.00 Hourly 78.10 82.01 86.13 90.44 94.95
Bi-Weekly 6,248.00 6,560.80 6,890.40 7,235.20 7,596.00
Monthly 13,537.33 14,215.07 14,929.20 15,676.27 16,458.00 Annual 162,448.00 170,580.80 179,150.40 188,115.20 197,496.00 Hourly 44.94 47.14 49.41 51.95 54.49
Bi-Weekly 3,595.20 3,771.20 3,952.80 4,156.00 4,359.20
Monthly 7,789.60 8,170.93 8,564.40 9,004.67 9,444.93
Annual 93,475.20 98,051.20 102,772.80 108,056.00 113,339.20 Hourly 33.17 34.55 35.83 37.19 38.61
Bi-Weekly 2,653.60 2,764.00 2,866.40 2,975.20 3,088.80
Monthly 5,749.47 5,988.67 6,210.53 6,446.27 6,692.40
Annual 68,993.60 71,864.00 74,526.40 77,355.20 80,308.80

AIRPORT DIVISION SUMMARY
Hourly 68.85 72.26 75.87 79.66 83.65
Bi-Weekly 5,508.00 5,780.80 6,069.60 6,372.80 6,692.00
Monthly 11,934.00 12,525.07 13,150.80 13,807.73 14,499.33 Annual 143,208.00 150,300.80 157,809.60 165,692.80 173,992.00 Hourly 57.38 60.22 63.24 66.41 69.72
Bi-Weekly 4,590.40 4,817.60 5,059.20 5,312.80 5,577.60
Monthly 9,945.87 10,438.13 10,961.60 11,511.07 12,084.80 Annual 119,350.40 125,257.60 131,539.20 138,132.80 145,017.60 Hourly 55.59 58.34 61.26 64.32 67.53
Bi-Weekly 4,447.20 4,667.20 4,900.80 5,145.60 5,402.40
Monthly 9,635.60 10,112.27 10,618.40 11,148.80 11,705.20 Annual 115,627.20 121,347.20 127,420.80 133,785.60 140,462.40 Hourly 35.54 37.35 39.19 41.06 43.17
Bi-Weekly 2,843.20 2,988.00 3,135.20 3,284.80 3,453.60
Monthly 6,160.27 6,474.00 6,792.93 7,117.07 7,482.80
Annual 73,923.20 77,688.00 81,515.20 85,404.80 89,793.60 Hourly 43.50 45.10 46.90 48.82 50.78
Bi-Weekly 3,480.00 3,608.00 3,752.00 3,905.60 4,062.40
Monthly 7,540.00 7,817.33 8,129.33 8,462.13 8,801.87
Annual 90,480.00 93,808.00 97,552.00 101,545.60 105,622.40 Hourly 39.67 41.26 42.91 44.44 46.15
Bi-Weekly 3,173.60 3,300.80 3,432.80 3,555.20 3,692.00
Monthly 6,876.13 7,151.73 7,437.73 7,702.93 7,999.33
Annual 82,513.60 85,820.80 89,252.80 92,435.20 95,992.00 Hourly 31.22 32.47 33.77 34.98 36.32
Bi-Weekly 2,497.60 2,597.60 2,701.60 2,798.40 2,905.60
Monthly 5,411.47 5,628.13 5,853.47 6,063.20 6,295.47
Annual 64,937.60 67,537.60 70,241.60 72,758.40 75,545.60

ENGINEERING/TRANSPORTATION DIVISION
Hourly 50.49 53.03 55.67 58.47 61.38
Bi-Weekly 4,039.20 4,242.40 4,453.60 4,677.60 4,910.40
Monthly 8,751.60 9,191.87 9,649.47 10,134.80 10,639.20
Annual 105,019.20 110,302.40 115,793.60 121,617.60 127,670.40 Hourly 44.82 47.18 49.53 51.94 54.51
Bi-Weekly 3,585.60 3,774.40 3,962.40 4,155.20 4,360.80
Monthly 7,768.80 8,177.87 8,585.20 9,002.93 9,448.40
Annual 93,225.60 98,134.40 103,022.40 108,035.20 113,380.80 Hourly 38.21 40.12 42.02 44.13 46.34
Bi-Weekly 3,056.80 3,209.60 3,361.60 3,530.40 3,707.20
Monthly 6,623.07 6,954.13 7,283.47 7,649.20 8,032.27
Annual 79,476.80 83,449.60 87,401.60 91,790.40 96,387.20 Hourly 66.40 69.71 73.22 76.86 80.70
Bi-Weekly 5,312.00 5,576.80 5,857.60 6,148.80 6,456.00
Monthly 11,509.33 12,083.07 12,691.47 13,322.40 13,988.00 Annual 138,112.00 144,996.80 152,297.60 159,868.80 167,856.00 Hourly 58.69 61.66 64.65 67.93 71.24
Bi-Weekly 4,695.20 4,932.80 5,172.00 5,434.40 5,699.20
Monthly 10,172.93 10,687.73 11,206.00 11,774.53 12,348.27 Annual 122,075.20 128,252.80 134,472.00 141,294.40 148,179.20 Hourly 50.55 53.18 55.90 58.58 61.53
Bi-Weekly 4,044.00 4,254.40 4,472.00 4,686.40 4,922.40
Monthly 8,762.00 9,217.87 9,689.33 10,153.87 10,665.20
Annual 105,144.00 110,614.40 116,272.00 121,846.40 127,982.40 DEPUTY DIRECTOR OF PUBLIC WORKS U510 Classified
WATER RESOURCES MANAGER H875 Classified
ASSISTANT DIRECTOR OF PUBLIC WORKS-UTILITIES U525 Classified STOREKEEPER - EXPEDITER M100 Classified
AIRPORT MANAGER H205 Classified
UTILITIES ENGINEERING MANAGER H880 Classified
SENIOR UTILITY SERVICE REPRESENTATIVE M820 Classified
AIRPORT OPERATIONS SPECIALIST T270 Classified
SENIOR AIRPORT MAINTENANCE WORKER M510 Classified
AIRPORT OPERATIONS SUPERVISOR H200 Classified
AIRPORT BUSINESS SUPERVISOR H198 Classified
REAL PROPERTY MANAGER H225 Classified
REAL PROPERTY ASSOCIATE T260 Classified
AIRPORT MAINTENANCE WORKER M505 Classified
AIRPORT ATTENDANT M500 Classified
ASSOCIATE CIVIL ENGINEER T215 Classified
ASSISTANT CIVIL ENGINEER T210 Classified
REAL PROPERTY ASSISTANT T255 Classified
SENIOR CIVIL ENGINEER H240 Classified
Salaries Effective June 5,2023 15

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E Hourly 38.25 40.11 42.14 44.23 46.35
Bi-Weekly 3,060.00 3,208.80 3,371.20 3,538.40 3,708.00
Monthly 6,630.00 6,952.40 7,304.27 7,666.53 8,034.00
Annual 79,560.00 83,428.80 87,651.20 91,998.40 96,408.00 Hourly 59.09 62.06 65.17 68.42 71.82
Bi-Weekly 4,727.20 4,964.80 5,213.60 5,473.60 5,745.60
Monthly 10,242.27 10,757.07 11,296.13 11,859.47 12,448.80 Annual 122,907.20 129,084.80 135,553.60 142,313.60 149,385.60 Hourly 47.79 50.15 52.63 55.25 58.03
Bi-Weekly 3,823.20 4,012.00 4,210.40 4,420.00 4,642.40
Monthly 8,283.60 8,692.67 9,122.53 9,576.67 10,058.53
Annual 99,403.20 104,312.00 109,470.40 114,920.00 120,702.40 Hourly 66.39 69.71 73.20 76.86 80.69
Bi-Weekly 5,311.20 5,576.80 5,856.00 6,148.80 6,455.20
Monthly 11,507.60 12,083.07 12,688.00 13,322.40 13,986.27 Annual 138,091.20 144,996.80 152,256.00 159,868.80 167,835.20 Hourly 58.69 61.66 64.65 67.93 71.24
Bi-Weekly 4,695.20 4,932.80 5,172.00 5,434.40 5,699.20
Monthly 10,172.93 10,687.73 11,206.00 11,774.53 12,348.27 Annual 122,075.20 128,252.80 134,472.00 141,294.40 148,179.20 Hourly 50.55 53.18 55.90 58.58 61.53
Bi-Weekly 4,044.00 4,254.40 4,472.00 4,686.40 4,922.40
Monthly 8,762.00 9,217.87 9,689.33 10,153.87 10,665.20
Annual 105,144.00 110,614.40 116,272.00 121,846.40 127,982.40 Hourly 55.47 58.22 61.14 64.19 67.40
Bi-Weekly 4,437.60 4,657.60 4,891.20 5,135.20 5,392.00
Monthly 9,614.80 10,091.47 10,597.60 11,126.27 11,682.67 Annual 115,377.60 121,097.60 127,171.20 133,515.20 140,192.00 Hourly 49.51 51.94 54.53 57.33 60.08
Bi-Weekly 3,960.80 4,155.20 4,362.40 4,586.40 4,806.40
Monthly 8,581.73 9,002.93 9,451.87 9,937.20 10,413.87
Annual 102,980.80 108,035.20 113,422.40 119,246.40 124,966.40 Hourly 40.17 42.11 44.25 46.44 48.66
Bi-Weekly 3,213.60 3,368.80 3,540.00 3,715.20 3,892.80
Monthly 6,962.80 7,299.07 7,670.00 8,049.60 8,434.40
Annual 83,553.60 87,588.80 92,040.00 96,595.20 101,212.80 Hourly 61.08 64.13 67.34 70.71 74.25
Bi-Weekly 4,886.40 5,130.40 5,387.20 5,656.80 5,940.00
Monthly 10,587.20 11,115.87 11,672.27 12,256.40 12,870.00 Annual 127,046.40 133,390.40 140,067.20 147,076.80 154,440.00 Hourly 53.77 56.64 59.50 62.30 65.41
Bi-Weekly 4,301.60 4,531.20 4,760.00 4,984.00 5,232.80
Monthly 9,320.13 9,817.60 10,313.33 10,798.67 11,337.73 Annual 111,841.60 117,811.20 123,760.00 129,584.00 136,052.80 Hourly 45.05 47.36 49.57 52.09 54.73
Bi-Weekly 3,604.00 3,788.80 3,965.60 4,167.20 4,378.40
Monthly 7,808.67 8,209.07 8,592.13 9,028.93 9,486.53
Annual 93,704.00 98,508.80 103,105.60 108,347.20 113,838.40 SURVEYOR T265 Classified
SENIOR TRANSPORTATION ENGINEER H215 Classified
ENGINEERING TECHNICIAN T200 Classified
SURVEY ENGINEER H230 Classified
SENIOR TRANSPORTATION PLANNER H210 Classified
ASSOCIATE TRANSPORTATION PLANNER T225 Classified
ASSOCIATE TRANSPORTATION ENGINEER T240 Classified
ASSISTANT TRANSPORTATION ENGINEER T235 Classified
SENIOR CONSTRUCTION INSPECTOR T250 Classified
CONSTRUCTION INSPECTOR T245 Classified
TRAFFIC SIGNAL TECHNICIAN T220 Classified
SUPERVISING CONSTRUCTION INSPECTOR H235 Classified
Salaries Effective June 5,2023 16

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

RECYCLING-SOLID WASTE
Hourly 55.59 58.34 61.26 64.32 67.53
Bi-Weekly 4,447.20 4,667.20 4,900.80 5,145.60 5,402.40
Monthly 9,635.60 10,112.27 10,618.40 11,148.80 11,705.20 Annual 115,627.20 121,347.20 127,420.80 133,785.60 140,462.40 Hourly 38.54 40.46 42.42 44.58 46.80
Bi-Weekly 3,083.20 3,236.80 3,393.60 3,566.40 3,744.00
Monthly 6,680.27 7,013.07 7,352.80 7,727.20 8,112.00
Annual 80,163.20 84,156.80 88,233.60 92,726.40 97,344.00 Hourly 48.55 50.96 53.52 56.19 59.00
Bi-Weekly 3,884.00 4,076.80 4,281.60 4,495.20 4,720.00
Monthly 8,415.33 8,833.07 9,276.80 9,739.60 10,226.67
Annual 100,984.00 105,996.80 111,321.60 116,875.20 122,720.00 Hourly 44.14 46.33 48.65 51.08 53.64
Bi-Weekly 3,531.20 3,706.40 3,892.00 4,086.40 4,291.20
Monthly 7,650.93 8,030.53 8,432.67 8,853.87 9,297.60
Annual 91,811.20 96,366.40 101,192.00 106,246.40 111,571.20 Hourly 40.13 42.12 44.22 46.42 48.75
Bi-Weekly 3,210.40 3,369.60 3,537.60 3,713.60 3,900.00
Monthly 6,955.87 7,300.80 7,664.80 8,046.13 8,450.00
Annual 83,470.40 87,609.60 91,977.60 96,553.60 101,400.00

WATER POLLUTION CONTROL FACILITY (WPCF)
Hourly 78.10 82.01 86.13 90.44 94.95
Bi-Weekly 6,248.00 6,560.80 6,890.40 7,235.20 7,596.00
Monthly 13,537.33 14,215.07 14,929.20 15,676.27 16,458.00 Annual 162,448.00 170,580.80 179,150.40 188,115.20 197,496.00 Hourly 63.71 66.89 70.25 73.77 77.46
Bi-Weekly 5,096.80 5,351.20 5,620.00 5,901.60 6,196.80
Monthly 11,043.07 11,594.27 12,176.67 12,786.80 13,426.40 Annual 132,516.80 139,131.20 146,120.00 153,441.60 161,116.80 Hourly 57.95 60.83 63.88 67.08 70.43
Bi-Weekly 4,636.00 4,866.40 5,110.40 5,366.40 5,634.40
Monthly 10,044.67 10,543.87 11,072.53 11,627.20 12,207.87 Annual 120,536.00 126,526.40 132,870.40 139,526.40 146,494.40 Hourly 57.95 60.83 63.88 67.08 70.43
Bi-Weekly 4,636.00 4,866.40 5,110.40 5,366.40 5,634.40
Monthly 10,044.67 10,543.87 11,072.53 11,627.20 12,207.87 Annual 120,536.00 126,526.40 132,870.40 139,526.40 146,494.40 Hourly 53.41 55.53 57.75 60.01 62.45
Bi-Weekly 4,272.80 4,442.40 4,620.00 4,800.80 4,996.00
Monthly 9,257.73 9,625.20 10,010.00 10,401.73 10,824.67 Annual 111,092.80 115,502.40 120,120.00 124,820.80 129,896.00 Hourly 48.54 50.48 52.49 54.55 56.76
Bi-Weekly 3,883.20 4,038.40 4,199.20 4,364.00 4,540.80
Monthly 8,413.60 8,749.87 9,098.27 9,455.33 9,838.40
Annual 100,963.20 104,998.40 109,179.20 113,464.00 118,060.80 Hourly 42.42 44.08 45.92 47.50 49.36
Bi-Weekly 3,393.60 3,526.40 3,673.60 3,800.00 3,948.80
Monthly 7,352.80 7,640.53 7,959.47 8,233.33 8,555.73
Annual 88,233.60 91,686.40 95,513.60 98,800.00 102,668.80 SUSTAINABILITY SPECIALIST T803 Classified
SUSTAINABILITY TECHNICIAN T802 Classified
SOLID WASTE PROGRAM MANAGER H800 Classified
RECYCLING SPECIALIST T800 Classified
SENIOR SUSTAINABILITY SPECIALIST T804 Classified
WPCF MAINTENANCE SUPERVISOR H860 Classified
WPCF OPERATIONS SUPERVISOR H855 Classified
WATER POLLUTION CONTROL FACILITY MANAGER H870 Classified WPCF OPERATIONS AND MAINTENANCE MANAGER H865 Classified OPERATOR-IN-TRAINING M925 Classified
WPCF LEAD OPERATOR M935 Classified
WPCF OPERATOR M930 Classified
Salaries Effective June 5,2023 17

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

WATER POLLUTION SOURCE CONTROL
Hourly 67.38 70.74 74.30 78.01 81.91
Bi-Weekly 5,390.40 5,659.20 5,944.00 6,240.80 6,552.80
Monthly 11,679.20 12,261.60 12,878.67 13,521.73 14,197.73 Annual 140,150.40 147,139.20 154,544.00 162,260.80 170,372.80 Hourly 58.56 61.51 64.56 67.82 71.21
Bi-Weekly 4,684.80 4,920.80 5,164.80 5,425.60 5,696.80
Monthly 10,150.40 10,661.73 11,190.40 11,755.47 12,343.07 Annual 121,804.80 127,940.80 134,284.80 141,065.60 148,116.80 Hourly 49.41 51.97 54.58 57.17 60.10
Bi-Weekly 3,952.80 4,157.60 4,366.40 4,573.60 4,808.00
Monthly 8,564.40 9,008.13 9,460.53 9,909.47 10,417.33
Annual 102,772.80 108,097.60 113,526.40 118,913.60 125,008.00 Hourly 44.90 47.25 49.40 51.94 54.53
Bi-Weekly 3,592.00 3,780.00 3,952.00 4,155.20 4,362.40
Monthly 7,782.67 8,190.00 8,562.67 9,002.93 9,451.87
Annual 93,392.00 98,280.00 102,752.00 108,035.20 113,422.40 Hourly 40.41 42.52 44.46 46.75 49.07
Bi-Weekly 3,232.80 3,401.60 3,556.80 3,740.00 3,925.60
Monthly 7,004.40 7,370.13 7,706.40 8,103.33 8,505.47
Annual 84,052.80 88,441.60 92,476.80 97,240.00 102,065.60 Hourly 15.82
Bi-Weekly 1,265.60
Monthly 2,742.13
Annual 32,905.60
Hourly 65.10 68.35 71.77 75.36 79.11
Bi-Weekly 5,208.00 5,468.00 5,741.60 6,028.80 6,328.80
Monthly 11,284.00 11,847.33 12,440.13 13,062.40 13,712.40 Annual 135,408.00 142,168.00 149,281.60 156,748.80 164,548.80 Hourly 66.40 69.71 73.22 76.86 80.70
Bi-Weekly 5,312.00 5,576.80 5,857.60 6,148.80 6,456.00
Monthly 11,509.33 12,083.07 12,691.47 13,322.40 13,988.00 Annual 138,112.00 144,996.80 152,297.60 159,868.80 167,856.00

SEWER COLLECTIONS & WATER DISTRIBUTION
Hourly 71.91 75.48 79.25 83.21 87.38
Bi-Weekly 5,752.80 6,038.40 6,340.00 6,656.80 6,990.40
Monthly 12,464.40 13,083.20 13,736.67 14,423.07 15,145.87 Annual 149,572.80 156,998.40 164,840.00 173,076.80 181,750.40 Hourly 59.92 62.89 66.06 69.35 72.82
Bi-Weekly 4,793.60 5,031.20 5,284.80 5,548.00 5,825.60
Monthly 10,386.13 10,900.93 11,450.40 12,020.67 12,622.13 Annual 124,633.60 130,811.20 137,404.80 144,248.00 151,465.60 Hourly 59.92 62.89 66.06 69.35 72.82
Bi-Weekly 4,793.60 5,031.20 5,284.80 5,548.00 5,825.60
Monthly 10,386.13 10,900.93 11,450.40 12,020.67 12,622.13 Annual 124,633.60 130,811.20 137,404.80 144,248.00 151,465.60 Hourly 57.95 60.83 63.88 67.08 70.43
Bi-Weekly 4,636.00 4,866.40 5,110.40 5,366.40 5,634.40
Monthly 10,044.67 10,543.87 11,072.53 11,627.20 12,207.87 Annual 120,536.00 126,526.40 132,870.40 139,526.40 146,494.40 Hourly 47.23 49.61 52.07 54.69 57.42
Bi-Weekly 3,778.40 3,968.80 4,165.60 4,375.20 4,593.60
Monthly 8,186.53 8,599.07 9,025.47 9,479.60 9,952.80
Annual 98,238.40 103,188.80 108,305.60 113,755.20 119,433.60 LAB SUPERVISOR H850 Classified
ENVIRONMENTAL SERVICES MANAGER H805 Classified
WATER POLLUTION CONTROL ADMINISTRATOR H845 Classified
CHEMIST T807 Classified
LABORATORY TECHNICIAN T805 Classified
WATER POLLUTION SOURCE CONTROL INSPECTOR I T809 Classified TECHNICAL INTERN Z125 Classified
SENIOR WATER POLLUTION SOURCE CONTROL INSPECTOR T815 Classified WATER POLLUTION SOURCE CONTROL INSPECTOR II T810 Classified UTILITIES OPERATIONS AND MAINTENANCE MANAGER H835 Classified UTILITIES OPERATIONS AND MAINTENANCE SUPERVISOR H830 Classified SENIOR WATER RESOURCES ENGINEER H813 Classified
SENIOR UTILITIES ENGINEER H810 Classified
WATER INSTALLATION AND MAINTENANCE SUPERVISOR H815 Classified UTILITIES FIELD SERVICES SUPERVISOR H825 Classified
WASTEWATER COLLECTIONS SYSTEM SUPERVISOR H823 Classified Salaries Effective June 5,2023 18

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

GENERAL MAINTENANCE
Hourly 40.02 41.60 43.35 44.84 46.59
Bi-Weekly 3,201.60 3,328.00 3,468.00 3,587.20 3,727.20
Monthly 6,936.80 7,210.67 7,514.00 7,772.27 8,075.60
Annual 83,241.60 86,528.00 90,168.00 93,267.20 96,907.20 Hourly 49.85 51.84 54.00 55.87 58.05
Bi-Weekly 3,988.00 4,147.20 4,320.00 4,469.60 4,644.00
Monthly 8,640.67 8,985.60 9,360.00 9,684.13 10,062.00
Annual 103,688.00 107,827.20 112,320.00 116,209.60 120,744.00 Hourly 43.36 45.07 46.95 48.61 50.47
Bi-Weekly 3,468.80 3,605.60 3,756.00 3,888.80 4,037.60
Monthly 7,515.73 7,812.13 8,138.00 8,425.73 8,748.13
Annual 90,188.80 93,745.60 97,656.00 101,108.80 104,977.60 Hourly 39.41 40.97 42.68 44.16 45.89
Bi-Weekly 3,152.80 3,277.60 3,414.40 3,532.80 3,671.20
Monthly 6,831.07 7,101.47 7,397.87 7,654.40 7,954.27
Annual 81,972.80 85,217.60 88,774.40 91,852.80 95,451.20 Hourly 48.57 50.50 52.56 54.43 56.54
Bi-Weekly 3,885.60 4,040.00 4,204.80 4,354.40 4,523.20
Monthly 8,418.80 8,753.33 9,110.40 9,434.53 9,800.27
Annual 101,025.60 105,040.00 109,324.80 113,214.40 117,603.20 Hourly 42.24 43.92 45.71 47.31 49.15
Bi-Weekly 3,379.20 3,513.60 3,656.80 3,784.80 3,932.00
Monthly 7,321.60 7,612.80 7,923.07 8,200.40 8,519.33
Annual 87,859.20 91,353.60 95,076.80 98,404.80 102,232.00 Hourly 38.39 39.93 41.57 43.01 44.69
Bi-Weekly 3,071.20 3,194.40 3,325.60 3,440.80 3,575.20
Monthly 6,654.27 6,921.20 7,205.47 7,455.07 7,746.27
Annual 79,851.20 83,054.40 86,465.60 89,460.80 92,955.20 Hourly 48.54 50.48 52.49 54.55 56.76
Bi-Weekly 3,883.20 4,038.40 4,199.20 4,364.00 4,540.80
Monthly 8,413.60 8,749.87 9,098.27 9,455.33 9,838.40
Annual 100,963.20 104,998.40 109,179.20 113,464.00 118,060.80 SENIOR UTILITY FIELD SERVICES LEADER M827 Classified
WATER METER MECHANIC M810 Classified
CUSTOMER FIELD TECHNICIAN M807 Classified
SENIOR UTILITY CUSTOMER SERVICE LEADER M825 Classified
CROSS CONNECTION CONTROL SPECIALIST M815 Classified
UTILITIES SERVICE WORKER M900 Classified
EQUIPMENT OPERATOR M400 Classified
BACKFLOW/CROSS CONNECTION TESTER M800 Classified
UTILITIES MAINTENANCE SUPERVISOR H820 Classified
Classified
Classified
Classified

SENIOR UTILITY LEADER - SEWER

UTILITY LEADER - SEWER
UTILITY WORKER - SEWER M910 Classified
M915 Classified

SENIOR UTILITY LEADER

UTILITY LEADER
UTILITY WORKER M835
M840
M845
M920 Classified
UTILITIES MAINTENANCE MECHANIC M415 Classified
Salaries Effective June 5,2023 19

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E

INFORMATION TECHNOLOGY DEPARTMENT
Hourly 74.08 77.78 81.67 85.76 90.03
Bi-Weekly 5,926.40 6,222.40 6,533.60 6,860.80 7,202.40
Monthly 12,840.53 13,481.87 14,156.13 14,865.07 15,605.20 Annual 154,086.40 161,782.40 169,873.60 178,380.80 187,262.40 Hourly 61.61 64.68 67.91 71.32 74.88
Bi-Weekly 4,928.80 5,174.40 5,432.80 5,705.60 5,990.40
Monthly 10,679.07 11,211.20 11,771.07 12,362.13 12,979.20 Annual 128,148.80 134,534.40 141,252.80 148,345.60 155,750.40 Hourly 68.45 71.87 75.48 79.26 83.23
Bi-Weekly 5,476.00 5,749.60 6,038.40 6,340.80 6,658.40
Monthly 11,864.67 12,457.47 13,083.20 13,738.40 14,426.53 Annual 142,376.00 149,489.60 156,998.40 164,860.80 173,118.40 Hourly 55.42 58.20 61.12 64.17 67.37
Bi-Weekly 4,433.60 4,656.00 4,889.60 5,133.60 5,389.60
Monthly 9,606.13 10,088.00 10,594.13 11,122.80 11,677.47 Annual 115,273.60 121,056.00 127,129.60 133,473.60 140,129.60 Hourly 54.79 57.54 60.43 63.43 66.61
Bi-Weekly 4,383.20 4,603.20 4,834.40 5,074.40 5,328.80
Monthly 9,496.93 9,973.60 10,474.53 10,994.53 11,545.73 Annual 113,963.20 119,683.20 125,694.40 131,934.40 138,548.80 Hourly 59.53 62.50 65.47 68.77 73.33
Bi-Weekly 4,762.40 5,000.00 5,237.60 5,501.60 5,866.40
Monthly 10,318.53 10,833.33 11,348.13 11,920.13 12,710.53 Annual 123,822.40 130,000.00 136,177.60 143,041.60 152,526.40 Hourly 56.06 58.80 61.84 64.90 68.10
Bi-Weekly 4,484.80 4,704.00 4,947.20 5,192.00 5,448.00
Monthly 9,717.07 10,192.00 10,718.93 11,249.33 11,804.00 Annual 116,604.80 122,304.00 128,627.20 134,992.00 141,648.00 Hourly 50.96 53.45 56.22 59.00 61.91
Bi-Weekly 4,076.80 4,276.00 4,497.60 4,720.00 4,952.80
Monthly 8,833.07 9,264.67 9,744.80 10,226.67 10,731.07
Annual 105,996.80 111,176.00 116,937.60 122,720.00 128,772.80 Hourly 46.31 48.64 51.07 53.60 56.29
Bi-Weekly 3,704.80 3,891.20 4,085.60 4,288.00 4,503.20
Monthly 8,027.07 8,430.93 8,852.13 9,290.67 9,756.93
Annual 96,324.80 101,171.20 106,225.60 111,488.00 117,083.20 Hourly 51.80 54.37 57.09 59.94 62.95
Bi-Weekly 4,144.00 4,349.60 4,567.20 4,795.20 5,036.00
Monthly 8,978.67 9,424.13 9,895.60 10,389.60 10,911.33
Annual 107,744.00 113,089.60 118,747.20 124,675.20 130,936.00 Hourly 47.07 49.43 51.91 54.52 57.21
Bi-Weekly 3,765.60 3,954.40 4,152.80 4,361.60 4,576.80
Monthly 8,158.80 8,567.87 8,997.73 9,450.13 9,916.40
Annual 97,905.60 102,814.40 107,972.80 113,401.60 118,996.80 Hourly 51.80 54.37 57.09 59.94 62.95
Bi-Weekly 4,144.00 4,349.60 4,567.20 4,795.20 5,036.00
Monthly 8,978.67 9,424.13 9,895.60 10,389.60 10,911.33
Annual 107,744.00 113,089.60 118,747.20 124,675.20 130,936.00 Hourly 47.07 49.43 51.91 54.52 57.21
Bi-Weekly 3,765.60 3,954.40 4,152.80 4,361.60 4,576.80
Monthly 8,158.80 8,567.87 8,997.73 9,450.13 9,916.40
Annual 97,905.60 102,814.40 107,972.80 113,401.60 118,996.80 Hourly 42.66 44.79 47.01 49.37 51.87
Bi-Weekly 3,412.80 3,583.20 3,760.80 3,949.60 4,149.60
Monthly 7,394.40 7,763.60 8,148.40 8,557.47 8,990.80
Annual 88,732.80 93,163.20 97,780.80 102,689.60 107,889.60 Hourly 38.80 40.72 42.77 44.91 47.16
Bi-Weekly 3,104.00 3,257.60 3,421.60 3,592.80 3,772.80
Monthly 6,725.33 7,058.13 7,413.47 7,784.40 8,174.40
Annual 80,704.00 84,697.60 88,961.60 93,412.80 98,092.80 Hourly 42.66 44.79 47.01 49.37 51.87
Bi-Weekly 3,412.80 3,583.20 3,760.80 3,949.60 4,149.60
Monthly 7,394.40 7,763.60 8,148.40 8,557.47 8,990.80
Annual 88,732.80 93,163.20 97,780.80 102,689.60 107,889.60 Hourly 38.80 40.72 42.77 44.91 47.16
Bi-Weekly 3,104.00 3,257.60 3,421.60 3,592.80 3,772.80
Monthly 6,725.33 7,058.13 7,413.47 7,784.40 8,174.40
Annual 80,704.00 84,697.60 88,961.60 93,412.80 98,092.80 Hourly 34.95 36.68 38.56 40.48 42.42
Bi-Weekly 2,796.00 2,934.40 3,084.80 3,238.40 3,393.60
Monthly 6,058.00 6,357.87 6,683.73 7,016.53 7,352.80
Annual 72,696.00 76,294.40 80,204.80 84,198.40 88,233.60 Hourly 31.86 33.28 34.95 36.61 38.32
Bi-Weekly 2,548.80 2,662.40 2,796.00 2,928.80 3,065.60
Monthly 5,522.40 5,768.53 6,058.00 6,345.73 6,642.13
Annual 66,268.80 69,222.40 72,696.00 76,148.80 79,705.60 Hourly 33.29 34.92 36.71 38.52 40.35
Bi-Weekly 2,663.20 2,793.60 2,936.80 3,081.60 3,228.00
Monthly 5,770.27 6,052.80 6,363.07 6,676.80 6,994.00
Annual 69,243.20 72,633.60 76,356.80 80,121.60 83,928.00 Hourly 18.28
Bi-Weekly 1,462.40
Monthly 3,168.53
Annual 38,022.40
Hourly 15.82 20.00
Bi-Weekly 1,265.60 1,600.00
DEPUTY DIRECTOR OF INFORMATION TECHNOLOGY U530 Classified INFORMATION SYSTEMS MANAGER H565 Classified
NETWORK SYSTEMS SPECIALIST H555 Classified
GEOGRAPHIC INFO SYSTEMS COORDINATOR T460 Classified
INFORMATION TECHNOLOGY MANAGER H566 Classified
DATA AND SYSTEMS COORDINATOR H560 Classified

INFORMATION TECHNOLOGY ANALYST II

INFORMATION TECHNOLOGY ANALYST I
T435
T430
Classified
Classified
SYSTEMS ANALYST II T455 Classified
WEB SPECIALIST T450 Classified
SYSTEMS ANALYST I T454 Classified

INFORMATION TECHNOLOGY TECHNICIAN I
GEOGRAPHIC INFO SYSTEM TECHNICIAN II T465 Classified
GEOGRAPHIC INFO SYSTEM TECHNICIAN I T464 Classified
TECHNOLOGY SOLUTIONS ANALYST II T445 Classified
TECHNOLOGY SOLUTIONS ANALYST I T440 Classified
INFORMATION TECHNOLOGY INTERN Z121 Cl ifi d
AUDIO VIDEO SPECIALIST T410 Classified
VIDEO ASSISTANT T400 Classified
INFORMATION SYSTEMS SUPPORT TECHNICIAN T415 Classified
DATA SYSTEMS OPERATOR C450 Classified
INFORMATION TECHNOLOGY TECHNICIAN II T425 Classified
T424 Classified
Salaries Effective June 5,2023 20

SALARY PLAN FOR ALL CLASSIFICATIONS
(PER MUNI CODE SEC.2-4.30)
FY 2023

ATTACHMENT III
Recommended by
Personnel Commission
on May 18, 2023
Approved by Council
on June 6, 2023
Classification Title Job Code Service Type Step A Step B Step C Step D Step E Monthly 2,742.13 3,466.67
Annual 32,905.60 41,600.00
INFORMATION TECHNOLOGY INTERN Z121 Classified
Salaries Effective June 5,2023 21
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-338
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Finance

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute a Contract Amendment for Auditing Services with Maze & Associates

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to execute an amendment to the agreement with Maze & Associates for professional financial auditing and reporting services for an additional term of two years for an annual amount of $110,000.

SUMMARY
In December 2018, Council authorized an agreement with Maze & Associates for audit services of the City’s financial statements commencing with fiscal year ending June 30, 2019. That agreement included a three-year term with an additional option to continue audit services for each of the two subsequent fiscal years. Due to an administrative oversight, the resolution did not give explicit authority to exercise the fourth and fifth years of the original contract. Maze & Associates has completed the three years of the initial contract. This contract amendment will cover the two (2) one-year extension options for a total of five years, for audit services of the City’s financial statements.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Page 1 of 1 Printed on 6/2/2023
powered by Legistar™
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Director of Finance
SUBJECT Adopt a Resolution Authorizing the City Manager to Execute a Contract Amendment for Auditing Services with Maze & Associates

BACKGROUND AND DISCUSSION
On April 4, 2018, the City issued a request for proposals (RFP) for auditing service with an intended agreement term of three years, with two (2) one-year extension options. The City received several qualified proposals, and after an extensive review, including interviews with several auditing firms, the City selected Maze & Associates. Based on their technical expertise, audit experience, and quality of audit services, Maze & Associates was selected to provide professional financial auditing and reporting services.

In December 2018, the City entered into an agreement with Maze & Associates to provide financial audit and reporting services beginning with the audit for the fiscal year ended June 30, 2019. The City would like to exercise the two (2) one-year extension options to complete the financial audit and reporting for the fiscal year ending June 30, 2023. However, due to an administrative oversight, the original resolution did not give explicit provide authority to exercise two (2) one-year extension options for the fourth and fifth years of the original

Page 2 of 2 ends

contract. This new agreement with Maze & Associates will cover the intended two (2) oneyear extension options for a total of five years, through the financial audit and reporting year ending June 30, 2023.

At the conclusion of the two additional years of service, staff intends to issue a new RFP for financial audit and reporting services. To allow for adequate time to perform a thorough RFP process and review, staff will issue an RFP by the fall of 2023 to ensure that an audit firm is selected before the next financial audit and reporting period.

STRATEGIC ROADMAP
This agenda item is a routine operational item and does not relate to a specific Strategic Roadmap project.

ECONOMIC IMPACT
There is no economic impact associated with this action.

FISCAL IMPACT
The agreement for financial audit and reporting services is $110,000 annually. Annual financial audit and reporting services are currently budgeted in the Finance Department’s Operating Budget in the General Fund. There is sufficient funding to cover the cost of the agreement with Maze & Associates.

NEXT STEPS
Upon approval from Council, staff will prepare the contract amendment for execution.

Prepared by: Christina Crosby, Deputy Director of Finance Recommended by: Nicole Gonzales, Director of Finance
Approved by:
_____________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

Page 1 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-
Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN

AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT BETWEEN

THE CITY OF HAYWARD AND MAZE AND ASSOCIATES FOR PROFESSIONAL

FINANCIAL AUDIT AND REPORTING SERVICES FOR AN ADDITIONAL TWO YEARS FOR AN ANNUAL AMOUT OF $110,000
WHEREAS, the City enter into an agreement with Maze & Associates in December 2018 for professional financial audit and reporting services for a term of three-years; and
WHEREAS, due to an administrative oversight, the original agreement did not provide authority to exercise two (2) one-year contract extensions; and WHEREAS, the City recommends amending the agreement with Maze & Associates for an additional two years, for a total contract term of five years; and BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to negotiate and execute an agreement amendment with Maze & Associates for financial audit and reporting services in the annual amount of $110,00, in a form approved by the City Attorney, for financial audit and reporting services for the financial audit and reporting of fiscal year ending June 30, 2023.

ATTACHMENT II

Page 2 ends

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2023 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
CITY OF HAYWARD Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 23-339
DATE: June 6, 2023
TO: Mayor and City Council
FROM: Assistant City Manager

SUBJECT
Adopt a Resolution Approving Updates to the City's Strategic Roadmap

RECOMMENDATION
That the Council adopts a resolution (Attachment II) adopting the Strategic Roadmap for FY 2024 to FY 2025+.

SUMMARY
Each year starting in 2020, the City Council has adopted a Strategic Roadmap to help the City prioritize projects and initiatives and to help staff understand where to focus resources. This year, Council held a retreat on May 9 and a work session on May 23 to discuss and provide direction on the Strategic Roadmap for FY 2024 to FY 2025+. Staff has incorporated feedback that Council provided at those two meetings and is recommending adoption of the attached resolution (Attachment II), which approves the attached Strategic Roadmap document (Attachment III). The adopted Roadmap will be included in the FY 2024 budget.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Strategic Roadmap for Adoption
Attachment IV Retreat Summary
Attachment V Backup on Vacant Properties & Safe Parking CITY OF HAYWARD Page 1 of 1 Printed on 6/2/2023
powered by Legistar™

Page 1 of 2 ends

DATE: June 6, 2023
TO: Mayor and City Council
FROM: Assistant City Manager
SUBJECT: Adopt a Resolution Approving Updates to the City's Strategic Roadmap

RECOMMENDATION
That the Council adopts a resolution (Attachment II) adopting the Strategic Roadmap for FY 2024 to FY 2025+.

BACKGROUND AND DISCUSSION
Each year starting in 2020, the City Council has adopted a Strategic Roadmap to help Council prioritize projects and initiatives and help staff understand where to focus resources. At the Council retreat on May 9, 2023, Council reviewed and discussed edits to the Vision Statement and Priority Areas adopted in 2020. In addition, Council discussed and dot voted on their priority projects for the next three years.

Staff returned to Council on May 23, 2023 with recommended edits to the Roadmap based on Council feedback at the retreat. In addition, staff recommended timelines for each project that attempted to balance Council’s dot votes with staff capacity and previous commitments.

Council was generally in favor of staff’s edits with a few areas of feedback.

Staff has updated the Roadmap, which is attached in final form as Attachment III. The final draft reflects the following changes:
 Vision: Staff added the shorter vision statement as the primary vision and included a sentence on climate resilience and environmental justice. Staff retained the longer vision in the Roadmap on a separate page.

Page 2 of 2 ends

 Education City Lens: Staff made wording changes to reflect Council’s feedback on May 23 and added some additional questions.
 Project List: Per Council comments, staff updated the language for some projects to make it more closely reflect Council’s original proposal. This included Q22 (community access to meeting rooms and public facilities/campuses), N7 (bus shelters and seating at bus stops), and E6 (report on older ordinances that may have adverse impacts on the local economy).
 Vacant Buildings and Safe Parking: Council asked several questions specifically about project Q12 (vacant buildings) and H4 (safe parking). Staff has prepared some additional background on these two projects, which is provided in Attachment V.

In addition, staff has added the following budget items to the FY 2024 Operating and Capital Improvement Program Budgets, per Council direction at the May 23 meeting:
 $10,000: Software subscription for a ticketing system to track Council requests  $92,000: Consultant services to conduct 360 evaluations and executive coaching  $200,000: For replacement of the gateway sign at Jackson and Silva  $100,000: For expanded litter collection services

FISCAL IMPACT
All costs associated with Strategic Roadmap projects have been incorporated into the FY 2024 Operating and Capital Improvement Program Budgets. There is no fiscal impact resulting from this report or the adoption of the attached resolution.

NEXT STEPS
Once Council adopts the Strategic Roadmap, the document will be included in the final FY 2024 budget document and reviewed and updated, if necessary, as part of the mid-year and annual budget processes. In addition, staff will launch an online portal by early August to provide regular status updates to Roadmap projects.

Prepared by: Mary Thomas, Assistant to the City Manager Irene Perez, Management Analyst
Emily Hwang, Management Fellow
Recommended by: Regina Youngblood, Assistant City Manager Approved by:
_______________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

Page 1 ends

HAYWARD CITY COUNCIL
RESOLUTION NO. 23-
Introduced by Council Member __________

RESOLUTION APPROVING AND ADOPTING THE CITY OF HAYWARD
STRATEGIC ROADMAP FOR FISCAL YEARS 2024 TO 2025+
WHEREAS, on January 28, 2020 the City Council adopted the City’s first Three-Year Strategic Roadmap; and
WHEREAS, in February and March of 2023, Council provided comments through interviews and a survey on the creation of a new Strategic Roadmap; and WHEREAS, on May 9, 2023, Council held a retreat to review staff’s recommendations for a new Roadmap and provide direction and feedback; and WHEREAS, on May 23, 2023 Council provided further feedback during a work session,
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward approves and adopts the Hayward Strategic Roadmap for Fiscal Years 2024 to 2025+ as shown in Attachment III to this item.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2023 ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:
_________________________________________
City Attorney of the City of Hayward
Strategic
Roadmap
Fiscal Years 2024 to 2025+
Attachment III
VVision
What are we trying to achieve with this and future Roadmaps? The City of Hayward is a place where people want to be. It has a growing economy, good housing options, cradle-to-career educational opportunities, and an inviting downtown. Its diverse and inclusive community is well supported with robust city services, and is kept healthy and safe through innovative programs. It continues to be a leader in climate resilience and environmental justice to prepare residents to face the impacts of climate change. City staff have what they need to thrive in their work and take pride in helping Hayward continually improve.
1 AAbout the Roadmap
Why do we have a Strategic Roadmap?
This Strategic Roadmap outlines where we see our highest priorities in the next few years and a roadmap of specific actions to get us there. We designed this Roadmap to be bold in its vision for the future but also grounded in a realistic assessment of existing staff capacity and resource constraints.

In the future, Hayward continues to grow in population and stature, becoming a destination city in the East Bay. Existing residents are proud to call Hayward home, and it is becoming a community of choice for new families and employers.

Hayward attracts new, higher-paying jobs, allowing existing and new residents to live and work in the same community. Hayward’s attractive downtown and neighborhood business corridors draw people from across the region, featuring unique and locally-owned restaurants, music and art, attractive retail, outdoor dining, and inviting public spaces.

Diverse families live in healthy, inclusive ‘complete communities’ with stable housing, safe streets, excellent schools, cultural attractions, and community services. The city celebrates its diversity openly with cultural events, and protects that diversity with its commitment to equitable development. Hayward leads by developing important service partnerships between local and regional agencies.

Families are proud to live in an ‘education city,’ where the city actively supports them in taking advantage of the many local educational opportunities available. All residents know they will have a pathway from ‘cradle to career’ in Hayward.

Hayward has started construction of thousands of new housing units at all income levels. To reduce displacement of existing residents, the City is especially focused on making housing accessible and affordable to all, with new high density developments located near transit. The few who are unhoused are able to access the services necessary to thrive. Because demand is high, blighted properties throughout the city are re-developed and occupied.

Hayward continues to be a leader in climate resilience and environmental justice, reducing its carbon footprint, improving its sustainable practices, increasing green spaces, and preparing residents to face the impacts of climate change. Clean, leafy and landscaped corridors are more walkable and bikeable. Hayward and its neighboring cities have prioritized active transportation and multi-modal corridors over a reliance on cars and roads. As a result, the City sees less traffic, less pollution, and less speeding.

Through innovative programs, Hayward has also aligned public safety with community expectations for effectiveness, response times, and engagement, leading to an overall reduction in harm, improved mental health, and better relationships within Hayward’s diverse community.

Internally, employees feel city-wide priorities are aligned to their work and are able to grow and thrive in their roles. Employees from diverse backgrounds are recruited, retained and celebrated, and staff provide culturally informed services to our community. The City continues to develop innovative revenue sources and maintains a well-staffed and wellresourced workforce. The City is streamlining processes, using technology more effectively, and improving cross-department collaboration to provide better customer service.

Overall, there is a rising sense of pride among employees and residents alike. While there is much more to do, the City of Hayward is a place where people want to be.

EExpanded Vision Statement
2 3
SStrategic Priorities
Creating the Six Priorities
In order to achieve the vision, what must the City prioritize? In answer to this question, we arrived at the six overarching focus areas, or Strategic Priorities, that structure this Roadmap. The Strategic Priorities provide a framework to focus on the most pressing special projects and process improvements, as well as a structure for the work that happens in the Council subcommittees.

The next page shows subcategories under each Strategic Priority. 4 SStrategic Priorities
Enhance Community
Safety & Quality of Life
Strengthen
Organizational Health
Invest in
Infrastructure
• Reduce greenhouse gases and
dependency on fossil fuels
• Promote a circular economy
• Mitigate climate impacts through
resilient design, emphasizing frontline
communities
Confront Climate Crisis &
Champion Environmental
Justice
Preserve, Produce, &
Protect Housing for All
Grow the
Economy
• Invest in community-based crime response
and enforcement models
• Strengthen Emergency preparedness
• Invest in cleanliness and blight reduction
• Implement Community Enrichment
• Activate Public Spaces
• Invest in community-wide internet access
• Strengthen justice and belonging
• House and support people experiencing
homelessness
• Incentivize housing production for all
• Protect the affordability of existing housing
• Invest in multi-modal transportation
• Invest in City-owned facilities & property
• Invest in water supplies, sanitation, &
sewers
• Invest in business support services
• Create thriving commercial corridors
• Grow workforce development pipelines
• Strategically dispose of City property
• Strengthen fiscal sustainability
• Streamline customer service & access
• Strengthen retention & recruitment
• Invest in a safe work environment
• Optimize workforce technology
5 RRacial Equity Lens
We strive to build a culture of equity to ensure that we are meeting the needs of all residents.

The City is committed to providing equitable services that improve the lives of all residents and take into consideration past inequities and injustices. We know achieving this vision requires tackling tough issues like institutional racism and implicit bias. We also know it takes continuous listening, learning, and improvement.

Questions we ask when we apply a racial equity lens to a service or project:
• What problem is this service/project seeking to address? • Who benefits from this service/project? Are some community members impacted by the problem more than others? Do we have demographic information about this group(s)?
• Who does this service/project not benefit? Do we have demographic information about this group(s)?
• Who is currently accessing this service?
• Who is not accessing this service? Do we know why? Are there barriers that makes it more difficult for some community members to use or access this service?
• How are we communicating about this service/project? What barriers are there for people to find up-to-date information?
• What racial, cultural, and/or ethnic groups experience disparities related to this program? How does this program benefit them or further exacerbate their disparities?
Throughout this plan, we have identified
projects with this icon that have a racial equity
focus or services/projects that we are 
reviewing though a racial equity lens.
6 EEducation City Lens
We strive to build a city where all residents have access to quality educational opportunities and cradle-to-career support so they can achieve their life goals.

The City is committed to working alongside our educational and community partners to support the academic success and future employment of Hayward’s students. The City does this by actively participating in collaborations like the Hayward Promise Neighborhoods, growing the economy, facilitating pathways for both private and public sector careers, partnering to provide education and employment services, and communicating about educational opportunities and successes.

Questions we ask when we apply an ‘Education City’ lens to a service or project:
• Have we communicated with our educational and community partners to align service offerings and create a more seamless service experience for Hayward families?
• How will this service, project, or policy support or expand educational and/or economic opportunities for people in Hayward? How are we collaborating with partners to facilitate and develop educational and/or employment pathways accessible to all Hayward youth and residents?
• How are we communicating education and economic opportunities in and around Hayward to Hayward families? What barriers do we need to remove for people to access this information or educational opportunities? • How will we know this service, project, or policy is improving educational and/or economic opportunities for Hayward youth and residents? • Transportation specific: Does this project make it easier for families and students to get to their campuses and other educational resources? Throughout this plan, we have identified
projects with this icon that have an ‘Education
City’ focus or services/projects that we are 
reviewing though an ‘Education City’ lens.
7 PProjects
Creating the Roadmap Projects
The initial project list for this Roadmap was created by surveying each City Council Member and key staff whose work tasks closely align with the six Strategic Priorities. Council then prioritized the projects through a dot voting exercise. The following pages detail the projects by priority area. Below is a key to the organization of information.

Departments Legend
CM City Manager
DS Development Services
FR Fire
FN Finance
HR Human Resources
IT Information Technology
MS Maintenance Services
LB Library
PD Police
PW Public Works
Priority Area
The timeline shows if staff will work on this project
in Year 1 (FY24) or start work in Year 2+ (FY25+).

It also shows if staff anticipates completing work in
FY24 or continuing to future years.

Subcategory
Shows which
departments have
primary responsibility for
project implementation
Y1 Y2+ Departments
Invest in Community-Centered Crime Response and Enforcement Models Q1 Continue to implement and measure the HEART Pilot Program  CM, FD, PD Q2 Implement the recommendations from the Dispatch Assessment  CM, FD, PD Q3
Conduct an assessment of the Jail and other Community Services Officer functions. Convene quarterly meetings with residents and the Police Department to foster better communications.

PD
Q4 Seek and implement CALEA accreditation for the Police Department PD Q5 Conduct an analysis of the Community Advisory Panel for the Police Department CM, PD Q6 Enhance background checks for gun ownership and gun storage rules PD Q7 Provide a report on coordination around human trafficking, truancy, and child abuse PD Strengthen Emergency Preparedness, Planning, and Response Q8 Update comprehensive Emergency Management Plan FD
Q9 Reestablish the Hazardous Materials Response Team and research funding options for equipment FD
Q10 Explore solutions for ambulance transfer FD
Invest in Cleanliness and Blight Reduction
Q11 Roll out a permanent illegal dumping prevention program  MS Q12 Engage owners of vacant building properties to encourage activation, starting in the downtown, and enforce against owners of empty storefronts CM, DS Q13 Finalize community preservation ordinance to combat blight and enhance neighborhood livability  DS
Q14 Create an analysis of the staffing and funding needs to create a public art program CM Q15 Expand litter collection services (like the Downtown Streets Team) to pick up litter through the City PW, MS
Implement Community Enrichment and Social Support Programming Q16 Continue to provide educational, cultural, and social support programs at the Hayward Library  LB
Q17 Continue to provide family support programs through the Youth and Family Services Bureau  PD
Support Safe and Clean Neighborhoods
Support Vibrant Communities
Strategic Roadmap
FY2024 to FY2025+ Project List
 = Racial Equity Focus Project  = Education Focus Project Projects
Enhance Community Safety and Quality of Life
Y1 Y2+ Departments
Strategic Roadmap
FY2024 to FY2025+ Project List
 = Racial Equity Focus Project  = Education Focus Project Projects
Enhance Community Safety and Quality of Life
Q18 Continue to implement Hayward's People's Budget projects CM Q19 Continue to work with HARD on understanding recreational programs through the Master Lease  CM
Activate Public Spaces
Q20 Design and Install Heritage Plaza Art Pieces to Honor Indigenous and Russell City Heritage  CM, LB Q21 Work with partners to design programming for the future Stack Center Community Event Plaza  CM, LB
Q22 Increase the access to community meeting rooms and facilities across the city by collaborating with HUSD and HARD to have 2-3 campuses open for public use LB Invest in Community-Wide Internet Infrastructure and Access Q23 Continue to provide internet connected devices and hotspots through the Library  LB Q24 Work with partners to identify funding for a strategic plan for Broadband CM, IT, PW Strengthen Justice and Belonging
Q25 Continue to implement an internal racial equity training program  CM Q26 Use the Racial Equity Toolkit to implement pilots across departments, and assess and pilot inclusive recruitment, retention, and promotion practices  CM Q27 Work with the survivors and descendants of Russell City to determine appropriate restitution  CM
Y1 Y2+ Departments
H1 Support development of St. Regis Behavioral Health Campus to provide health and housing services to people experiencing homelessness and mental health crises  CM H2 Continue to oversee operations of the Navigation Center Annex  CM H3 Piloting a flexible funding pool for preventing homelessness, including a shallow subsidy program  CM
H4 Continue to explore safe parking options along with encampment management  CM H5 Leverage partnerships to support acquisition and rehabilitation projects through State Homekey funding  CM
H6 Create objective residential development standards & update zoning regulations to align with the General Plan DS
H7 Explore Social Impact Bond Program to convert tax-defaulted or vacant and blighted properties into wealth building ownership opportunities  DS H8 Continue to create marketing materials to incentive housing production DS H9 Continue work on updating the Affordable Housing Ordinance  DS H10 Amend the Municipal Code to address Housing Element Actions related to housing for a variety of income levels and housing types DS
HC11 Work with BART to encourage Transit Oriented Development at the two Hayward stations CM H12 Continue to pilot Tenant Relocation Emergency Fund  DS H13 Continue to implement the Foreclosure Prevention Program inclusive of loan restructuring, modification, and financial assistance  DS
H14 Evaluate available funding to issue a Notice of Funding Availability (NOFA) DS H15 Amend the Municipal Code to establish residential replacement requirements pursuant to State Law (AB 1397) DS
H16 Provide creative financing like down payment assistance to help more buyers get unrestricteddeed properties DS Protect the Affordability of Existing Housing
Incentivize Housing Production for All
Invest in Programs to House and Support People Experiencing Homelessness Strategic Roadmap
FY2024 to FY2025+ Project List
Preserve, Protect, and Produce Housing for All
 = Racial Equity Focus Project  = Education Focus Project Projects
Y1 Y2+ Departments
C1 Implement Year 1 Programs from the adopted GHG Roadmap (Climate Action Plan) PW C2 Continue to collaborate with EBCE to provide public EV charging facilities PW C3 Present a plan on EV charging for city facilities to CIC (for fleet and employee commuters) MS C4 Continue to transition City facilities from natural gas to electric, with a focus on HVAC systems MS C5 Explore a partnership with EBCE to offer incentives to purchase electric appliances to encourage community members make the transition from gas to electric PW C6 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 PW C7 Continue to identify opportunities for compost hubs and other distribution mechanisms for compost in Hayward PW
C8 Continue to partner with Alameda County All In Eats to encourage food recovery CM C9 Prepare an ordinance to create smoke-free multifamily housing DS C10 Plant 1,500 trees annually, directly and in partnership with community groups  MS C11 Update Tree Preservation Ordinance DS, MS
C12 Implement Year 1 Programs from the adopted General Plan Environmental Justice Element, with a focus on mitigating the impact on frontline communities  PW C13 Work with HASPA partners to seek grant funding to implement the Shoreline Master Plan and provide an update to Council DS
C14 Continue to pursue water conservation measures like increasing recycled water supplies PW Mitigate climate crisis impacts through resilient design and community engagement Projects
Strategic Roadmap
FY2024 to FY2025+ Project List
Confront Climate Crisis & Champion Environmental Justice  = Racial Equity Focus Project  = Education Focus Project Reduce Greenhouse Gases and Dependency on Fossil Fuels
Reduce waste by promoting a circular economy
Y1 Y2+ Departments
N1 Continue to implement major corridor traffic calming initiatives PW N2 Develop a micro-mobility policy (eBikes, eScooters) PW N3 Complete construction of Mission Boulevard phase 3 PW N4 Implement Safe Routes for School, with a focus on Cesar Chavez and Palma Ceia  PW N5 Implement six intersections for Safe Route for Seniors in the downtown area PW 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 PW N7 Work with AC Transit to beautify bus shelters and construct more seating at bus stops to improve the ridership experience PW
N8 Evaluate the alternatives to the Downtown Loop PW
N9 Break ground on the Stack Center and continue fundraising for project needs  PW, LB N10 Construct La Vista Park PW
N11 Complete Jackson Corridor landscape beautification. Replace and relocate the existing monument gateway sign located on Jackson Street and Silva Avenue MS, PW N12 Continue City parking lot upgrades, with a focus on parking lots 7, 8, and 11 PW N13 Continue Corporation Yard safety upgrades (ARPA project) MS, PW N14 Continue upgrades to Fleet facilities (ARPA project) MS N15 Continue upgrades to Animal Control facilities (ARPA project) MS, PD, PW N16 Provide CIC a needs assessment/preliminary feasibility report on a new Corporation Yard MS, PW N17 Provide CIC a needs assessment/preliminary feasibility report on a new Police Building, including a funding mechanism CM, MS, PW, PD
N18 Create a preliminary concept plan for the Weekes Library to be eligible for potential grants  LB, MS, PW
N19 Replace an average of 2.5 miles of water pipelines annually PW N20 Replace an average of 2.5 miles of sewer lines annually PW N21 Design Water Pollution Control Facility Phase II upgrade PW N22 Develop a Recycled Water Master Plan PW
N23 Implement Sustainable Groundwater Plan PW
Strategic Roadmap
FY2024 to FY2025+ Project List
Invest in Infrastructure
 = Racial Equity Focus Project  = Education Focus Project Invest in Multi-Modal Transportation
Projects
Invest in City Facilities & Property
Invest in Water Supplies, Sanitation Infrastructure & Storm Sewers Y1 Y2+ Departments
E1 Work with the CEDC to identify priority sites and review concept plans, including downtown sites and Southland Mall CM
E2 Complete remaining “Restaurant Relaunch” and façade program projects CM E3 Continue to partner with DSAL to build and launch the commercial kitchen incubator program at the Stack Center CM
E4 Continue to roll out the Downtown District Activation pilot program which includes performance art CM
E5 Finalize Sidewalk Vendor Ordinance and provide a training on how to apply for a business license  DS
E6
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
CM, DS
E7 Provide cradle to career educational programs for all ages through cross-agency pathways, in partnership with the Hayward Promise Neighborhoods  LB E8 Design and implement the ARPA Tuition Assistance program and job fair series with CSUEB, Chabot, EAROP and Hayward employers  CM
E9 Continue the Fire Career Pathway Program with ROP and Chabot, and host 17 student fire fighters annually  FD
E10 Continue the IT Department’s internship program  IT E11 Collaborate with Hayward’s educational institutions to streamline and amplify partner communications and achievements  CM
E12 Develop recommendations for encouraging development of worker-cooperatives in Hayward  CM, FN
E13 Continue to work on Route 238 Corridor lands dispositions and development CM E14 Release solicitation for City Center disposition and development CM E15 Study the options for disposing of Successor Agency parcels on Mission Blvd CM Grow Educational Pathways and Workforce Development Pipelines Strategically Dispose of City Property
Invest in Programs that Support Hayward Business and Workers Strategic Roadmap
FY2024 to FY2025+ Project List
Grow the Economy
 = Racial Equity Focus Project  = Education Focus Project Invest in Plans and Programs that Create Thriving Commercial Corridors Projects
Y1 Y2+ Departments
R1 Hold a work session with the Council to provide an overview of the updated General Fund Long Range Financial model FN
R2 Expand financial transparency and data sharing through platforms like OpenGov FN R3 Prioritize Hayward's involvement in the creation of a Public Bank FN R4 Conduct a language access assessment  CM
R5 Conduct a post-COVID assessment of on-line and in-person customer service needs, including Access Hayward CM
R6 Assess hybrid meeting model for Board and Commissions and explore options to add additional meeting locations with hybrid capacity CM, IT R7 Develop systems for tracking and responding to constituent requests for Council, such as using a ticketing system and having more informational updates online CM R8 Develop talent acquisition plan for citywide and critical positions  HR R9 Audit existing policies and HR processes for compliance including areas for revision and general enhancement HR
R10 Develop a citywide compensation philosophy with internal benchmarks in alignment with the comparator marketplace HR
R11 Implement 360 evaluations for all department heads and simultaneously implement executive coaching HR, CM
R12 Conduct a workplace safety assessment for all workplace locations and implement phased improvements HR, PD, FR, MS
R13 Develop the Police Department’s Wellness program PD R14 Ensure up to date technologies and processes including the City's procurement system by optimizing ERP solution through use of different modules FN, IT R15 Implement an IT Governance workgroup to ensure business alignment with technology solutions IT
Invest in a Safe Work Environment
Optimize Access to Workforce Technology
Projects
Strategic Roadmap
FY2024 to FY2025+ Project List
Strengthen Organizational Health
 = Racial Equity Focus Project  = Education Focus Project Strengthen and Streamline Customer Service and Access
Strengthen Employee Engagement, Professional Development, and Retention Strengthen Fiscal Sustainability and Transparency
City of Hayward
City Council
Strategic Planning Retreat
FY 2024 - FY 2026 Strategic Roadmap
Prepared by CivicMakers
May 2023
Table of Contents
Context & Methods 2
Executive Summary 10
Revising the Vision Statement 10
Education Lens 13
Prioritization of Project Lists 37
Appendix A: City Council Interviews 45
Appendix B: City Staff Survey 74
Appendix C: City Council Survey 108
Appendix D: Images of Dot Voting Posters for Project Prioritization 110 City of Hayward 1
Attachment IV
2023 Hayward City Council Strategic Planning Summary Report | May 2023 Context & Methods
The Hayward Strategic Roadmap defines the City of Hayward’s shared vision , outlines its top strategic priorities, and presents a list of projects to be implemented in the coming three years.

Every three years, the roadmap is updated to recalibrate the City’s most recent vision, priorities, and projects. The fiscal year (FY) 2021 - FY 2023 roadmap was first adopted in January 2020, and updated annually thereafter, with the most recent update on April 22, 2022. The City is now working on creating a new roadmap with a timeframe of FY 2024 - FY 2026. The City of Hayward is working with CivicMakers as their consultant in this process.

The process from January 2023 to May 2023 included:
● Executive team & staff conversations
● City Council Interviews
● A survey to City Council Members
● A survey to city staff
● A City Council Retreat (hosted on May 9, 2023)
This report details the outcome of this process to gather information from city staff and City Council to create the FY 2024 to FY 2026 new roadmap. It is a snapshot of where the roadmap work was in mid-May 2023 after the City Council retreat, and this information is being refined and finalized into the new roadmap.

City Council Strategic Retreat
On May 9, 2023 the Hayward City Council and City staff convened to discuss the Strategic Roadmap (meeting recording on YouTube). Ahead of the meeting, based on the conversations and surveys with council members and staff, City staff compiled a revised vision statement for discussion and revised project lists to be prioritized by the Council. In addition, City staff put together a framework to help the City Council and mayor identify projects across the roadmap that support the new focus ‘lens’ of education. The retreat was an opportunity for City Council members to discuss and decide together, with the advice of City staff, the revised Strategic Roadmap and top strategic priorities.

Attendees included:

City Council:
● Mayor Salinas
● CM Andrews
City Staff:
● Miriam Lens, City Clerk
● City Manager, Kelly McAdoo
2 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● CM Bonilla
● CM Goldstein
● CM Roche
● CM Syrop
● CM Zermeño
Consultants:
● Cristelle Blackford, CivicMakers
● Adam Menter, CivicMakers
● Regina Youngblood, Assistant City
Manager
● Dustin Claussen, Assistant City
Manager
● Mary Thomas, Assistant to the City
Manager
● Irene Perez, Management Analyst
● Emily Hwang, Management Fellow
● Todd Rullman, Director of Maintenance
Services
● Jayanti Addleman, Director of Library
Services
● Garrett Contreras, Fire Chief
● Christina Morales, Housing Division
Manager
● Sara Buizer, Deputy Director of
Development Services
● Michael Lawson, City Attorney
● Geraldine Harvie, IT intern
● Alex Ameri, Director of Utilities &
Environmental Services Department
● Chuck Finnie, Communications and
Marketing Officer
● Brittney Frye, Director of Human
Resources
● Jessica Lobedan, Community Services
Manager
Executive Summary
Revising the Vision
The City Council made some changes to the vision statement, notably to add more about education and public safety. These changes made the full vision statement longer, from about 350 to 450 words. The City Council decided that this longer vision is useful for providing a tangible north star, but that a shorter vision statement would also be useful as a complement to it. Read more about the Vision Statements. 3 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Adding an Education Focus
The City Council, with strong encouragement from Mayor Salinas, generally agreed that Hayward’s educational offerings and institutions are an important and unique enough aspect of Hayward life and Hayward’s future that they deserve more attention in the Strategic Roadmap. There were, however, some concerns and reservations that education is not part of the City’s purview.

The City Council agreed that adding education as a “lens” on top of the existing priority areas and projects, similar to how Racial Equity is considered in the Roadmap, is a good approach. To ensure efforts are coherent, connected, and strategically aligned, the City Council and staff resolved to craft a set of questions to consider for education-related projects across the roadmap.

In the section on Prioritization of Project Lists, the symbol (E) designates projects that the City Council initially flagged during the retreat for consideration within this education lens.

Building on City Council’s recommendations, City staff will run a more detailed process to do this work of considering, categorizing, and shaping education related projects within the coming year. Read more about the Education Lens.

Council Top Priorities & Top Council Added Projects
All six of the priority areas from the FY 2021 to FY 2023 roadmap were retained.

For each strategic priority area, the City Council used a dot-voting method to indicate their top priority projects. A summary of the results of this prioritization process is below. Read more about all of the projects, and the dot voting methodology, in the section on Prioritization of Project Lists.
4 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Enhance Community Safety & Quality of Life
● Three new City Council-added projects were top priorities: increasing the number of meeting rooms available in Hayward, expanding litter collection services, and increasing coordination around human trafficking and child abuse. ● A top priority is to continue to implement and improve the HEART program (Hayward Evaluation and Response Team) as an alternative and complement to traditional policing, but it was decided not to try to expand that program to 24-hours. ● Several top priority projects relate to racial equity: using a Racial Equity Toolkit across departments including it for recruiting, and internal racial equity training. ● Several priority projects are focused on investing in the Hayward Police Department and improving its relationship with residents: complying with voluntary professional standards (CALEA), assessing police and community service officer functions, and creating public meetings between the public and police. 5 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Preserve, Produce, and Protect Housing for All
● Two new projects added by the City Council made it to the list of top priorities: 1) financing support for home buyers (e.g. down-payment assistance, loan restructuring to prevent foreclosures); and 2) transit oriented development at Hayward BART stations.
● It is a priority to help people access and retain affordable housing through programs such as foreclosure prevention, tenant relocation, a flexible funding pool, and building new developments on tax-defaulted properties.
● Programs to support Hayward’s unhoused population were also top priorities, including health services, the Navigation Center, and encampment management. 6 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Confront Climate Crisis and Champion Environmental Justice ● Planting trees is the City Council’s top priority project in this area, and they agreed to increase the tree planting goal from 1,000 to 1,500 trees annually. The city will work to proactively select sites based on neighborhoods, specifically to plant trees in areas that don’t have as many trees and are suffering from the heat island effect. ● Programs to help Hayward residents electrify their energy usage and move away from fossil fuels are top priorities: EV charging facilities, vouchers for electric appliances, and e-bike programs.
● It is also important to continue progress to implement existing plans and proposals, including the GHG roadmap from the Climate Action Plan, the Shoreline Master Plan, and the General Plan Environmental Justice Element.
7 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Invest in Infrastructure
● A new project added by the City Council to evaluate alternatives to the downtown loop was voted as the top priority for infrastructure investments. Staff stressed this is a very large and serious undertaking, and the City Council wanted more information about alternatives and barriers.
● Continuing work, and securing funding, for existing major infrastructure investments was seen as a priority: La Vista Park, Stack Center, Jackson Corridor landscaping. ● Another new project proposed by the City Council to work with AC Transit to improve bus ridership experience was voted as a top priority. ● The City Council proposed increasing the goal for how much water and sewer pipelines to replace each year: from 2 to 2.5 miles per year. ● Other priorities include traffic calming, ARPA facilities upgrades, and adding protected bike lanes.
8 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Grow the Economy
● Top priority projects include revitalizing and redeveloping downtown, including the City Center disposition & redevelopment project, CEDC priority sites like Southland Mall, restaurant relaunch and facade investment, and district activation events with performance art.
● Several education related projects are also top priorities: 1) Hayward Promise Neighborhood collaboration on cradle to career pathways; and 2) fire career pathway program ROP and Chabot.
● Two new City Council added projects made it to the list of top priorities, but were not at the very top of the list: 1) evaluating older ordinances that might hurt local businesses; and 2) creating incentives for worker-owned coops. 9 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Strengthen Organizational Health
● Two new projects added by the City Council are at the top of the list of priorities in this strategic area: 1) ensuring the city is more actively involved in the effort to create a Public Bank; and 2) improving the processes for tracking and responding to constituent requests to Council.
● Top priority projects include addressing staffing shortfalls by improving talent acquisition plans and creating compensation benchmarks that are competitive. ● Implementing 360 evaluations for city staff management is a third new project proposed by City Council among the top priorities, but not at the top of the list. 10 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Staffing and Resources as a Prime Concern
A lack of staff and funding for strategic projects was one concern by City Staff that was loud and clear across all strategic priority areas. Staff morale is low because of the high workload, and some saw a disconnect between proposed projects & the City’s current ability to perform basic services. City staff strongly suggests first addressing existing vacancies, and securing additional funding and staff positions for any new projects.

The graphics below show the City’s full workforce of 909 full time employees, and highlights that only about 4% of those employees (~ 35 FTEs) are assigned to projects on the Strategic Roadmap. Furthermore, at the time of the City Council retreat, there were 8 key vacancies out of those 35 FTEs that work on Strategic Roadmap projects. 11 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Revising the Vision Statement

SHORT VISION STATEMENT
The City of Hayward is a place where people want to be. It has a growing economy, good housing options, cradle-to-career educational opportunities, and an inviting downtown. Its diverse and inclusive community is well supported with robust city services, and is kept healthy and safe through innovative programs. City staff have what they need to thrive in their work, and are proud to keep Hayward constantly improving.

FULL VISION STATEMENT
In the future, Hayward continues to grow in population and stature, becoming a destination city in the East Bay. Existing residents are proud to call Hayward home, and it is becoming a community of choice for new families and employers.

Diverse families live in healthy, inclusive ‘complete communities’ with stable housing, safe streets, excellent schools, cultural attractions, and community services. The city celebrates its diversity openly with cultural events, and protects that diversity with its 12 2023 Hayward City Council Strategic Planning Summary Report | May 2023 commitment to equitable development. Hayward leads by developing important service partnerships between local and regional agencies.

Hayward has started construction of thousands of new housing units at all income levels.

To reduce displacement of existing residents, the City is especially focused on making housing accessible and affordable to all, with new high density developments located near transit. The few who are unhoused are able to access the services necessary to thrive. Because demand is high, blighted properties throughout the city are re-developed and occupied.

The City continues to develop innovative revenue sources and maintains a well-staffed and well-resourced workforce. The City is streamlining processes, using technology more effectively, and improving cross-department collaboration to provide better customer service.

Overall, there is a rising sense of pride among employees and residents alike. While there is much more to do, the City of Hayward is a place where people want to be.

Notes on the Vision Statement from the May 9 City Council Retreat, which led to the revised vision statements presented above.
● CM Zermeno suggests the terminology of “destination city” (not a pass-through city) ● CM Roche appreciates that it’s ambitious, and would like to see more wording on environmental justice.
● CM Roche stresses that it’s important to acknowledge the city is not trying to take over education. We’re working with partners.
13 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Mayor Salinas likes the “Education City” sentence, and says it is not our intention to take over the school district. We should think about Hayward as a city where families have a pathway for cradle to career: Predictable, Supported by library, Available jobs ○ As someone who’s employed by one of the institutions: it connotes an idea that when families move to Hayward/ come to Hayward that they’ll be supported.
● CM Goldstein suggests the education focus is not just great schools. Includes: ROP, practical colleges
● CM Syrop is comfortable with Education as a theme, and asks if it’s better to remove the frame of “Education City” because it is hard to define. ○ We are a city that actively plays a role in the development of our citizens ○ Many of our community are guaranteed educational opportunities ● CM Syrop prefers the word “harm” to “crime” because it has a more expansive definition (e.g. including bike accidents).
● CM Syrop would like to highlight collaborations: with HARD & HUSD, with other local districts
● CM Andrews would like to talk also about the innovative work we’re doing on pilot programs for public safety (police & mental health; fire & mental health; paramedic services)
● CM Andrews asks: Do other cities like ours (e.g. Berkeley) have education in their vision?
○ City Manager Mcadoo answer- Palo Alto has included it in the past ○ CM Bonilla - Berkeley is known all over the world
● CM Bonilla: We’re facilitators and connectors of community resources. We can help people in Hayward plug into rich and high value educational opportunities throughout life & careers. We’re uniquely blessed with a broad spectrum (comm college, trades, PhD, 4 year university, ROP)
○ We “galvanize & coordinate” to ensure residents are taking advantage of these opportunities - positioning themselves to lead better lives ○ It is good marketing: when you move here you can stay here ● CM Bonilla proposes broadening the definition of safety beyond response time and effectiveness. In general, a safe community. Perhaps tie this back to being a diverse community?
● CM Bonilla: I’ve read corporate mission statements, and I’ve never seen one this long. It’s long but good and descriptive. Can we make a shorter version? Education Lens
14 2023 Hayward City Council Strategic Planning Summary Report | May 2023 The City Council, with strong encouragement from Mayor Salinas, generally agreed that Hayward’s educational offerings and institutions are an important enough aspect of Hayward life and Hayward’s future that they deserve more attention in the Strategic Roadmap.

The City Council did, however, express doubt and reservations about focusing too much on education because:

1. The City does not have control and decision-making power over items overseen by the school district and other educational institutions in Hayward (vis-a-vis HUSD for example);

2. It is unclear what exactly the City will do to bring to life its education priorities, and what kind of budget and staffing that would require; and

3. It is unclear how communication with educational partners would be maintained, and accountabilities clarified, as the City seeks to do more for education.

The City Council agreed that adding education as a “lens” on top of the priority areas and projects was a good approach, rather than adding a new priority area or grouping within an existing priority area. This is similar to how the council decided to treat Racial Equity within its strategic roadmap.

The City Council and the mayor hope that adding this education lens across the Strategic Roadmap will shape and inform how existing projects are done.

City Staff proposed a series of questions to apply to any projects that are designated with the education lens, and the city council and staff plan to refine that set of questions in future work and come to consensus on which projects deserve this education focused lens.

In the Prioritization of Project Lists section of this report, the symbol (E) designates projects that the city council flagged during the retreat as potentially an education focus for the city.

A summary of the conversation about Education at the May 9th strategic retreat follows:
● CM Andrews: Will HLAC be redesigned and repurposed and has this been brought to HLAC and have we talked to the school board?
● Mayor Salinas: Yes, this is an opportunity to recast HLAC. In years past their function and role has been questioned, this is an opportunity. In January we created a group between the president of Cal State, Chabot, Chamger, etc… and we have meeting monthly to align all the work we’re doing together so anything we’re doing together as a multi-agency effort like Hayward Promise Neighborhood like the fire academy and RP (HUSD, City Chabot).
● CM Andrews: Who is the lead?
● Mayor Salinas: 15 partner agency; lead depends on the project 15 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● CM Andrew: Will this also repurpose the joint meetings with the school board? ● CM Salinas: Absolutely; that was born 3 years ago through a former council. If we need to revisit that then absolutely.
● CM Andrews: How would the School District feel about having a City of Hayward project on their docket?
● CM Andrews: That depends on our relationship with the other bodies. One example is a development project to build workforce housing, retail etc.. To get a project like that off the ground it would have to be a collaborative project. ● CM Andrews: I’m looking for better coordination. If we are stepping into the education space, are they stepp[ing up with us?
● Mayor Salinas: Would be incumbent upon our relationship between council and the school board to address those things.
● Mayor Salinas: I hear what you’re saying about stepping into the space, but we are already in the space. There are only two cities in the county that have a university, college and school district. This is a space that matters to the economy. $600M economy just sitting in the city that we’re not confronting, and 40% of our city is a student. It is incumbent upon us to tackle this issue head on. If it is talking about issues like closing schools we need to have high alignment on these issues. Don't want to shock the community with a 7th priority for the City Council, but I like it as a lens across our existing projects.
● CM Zermeno: I think it is very important. It is a doable project but there are so many moving parts from the chamber to the rotary club to all of us. It will be intensive as far as work, but it is doable. The future of the city depends on this. Very few cities are fortunate enough to have all of these institutions, not to mention the airport and the unions. Also don’t like 7th priority. The lens is the way to go. ● CM Syrop: The lens makes sense to me. Not taking on more projects, but how we do a project. Let’s try adding an E next to those we think are Education City project.

And also if we can propose some education projects for a future work plan: Such as bringing on workforce development staff to tie these things together, a community resource specialist, etc.. Would like more time and room to workshop the questions we ask. Makes sense to me that it is all connected.
● CM Roche: Not opposed to this. Want us to be known for that. But I do want to clarify what is our role and for staff, what is the deliverable. Part of it is that the schools are not performing the way they should, that is hurting the economy, people don't want to move here, etc.. I am imagining this more as the City playing the role as a facilitator or concierge … for example, I don’t want HLAC to be taken over by this Education City initiative; they still need to focus on parks. There is some fuzziness 16 2023 Hayward City Council Strategic Planning Summary Report | May 2023 here. As far as being called an Education City, let’s do that. It could be a good marketing tool
● CM Goldstein: I agree with colleagues and that this should be a lens. Recalling dysfunction of 2017 school board election. At some point in history the school board and city stopped talking. We can do better. By applying this lens and asking for cooperation and offering out, we can do great things. Agree that we need to clarify the deliverables.
● CM Bonilla: Have we reviewed the school board’s goals? I am dedicated to working alongside educational and community partners (e.g., expand to private sector careers as well). The lens is OK, but it could be a little performative especially if we are just tagging existing projects.
○ What are the deliverables? Are we trying to say that 20% of our projects really are going to be working toward this?
○ Let’s also get really clear on who is going to be doing what; there are other governing bodies whose boards are responsible.. We may not be able to influence. Need to clearly define roles and responsibilities. ○ Think we should make sure we are using the right questions when we look at projects through the lens of Education City
○ The city does this by actively participating in collaborations ---> Where will the staff come from for this? Will it be staff or council? What staff? Do we need to hire?
○ In purpose this makes a lot of sense in principle, but in practice need to have a lot of discussion.
● CM Andrews: Concern about the budget; Also do not understand the purpose of those town halls. Ok with the education lens but we have to make it make sense with other initiatives..
● CM Zermeno: One more Idea for education city: have the city of Hayward offer a scholarship
17 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Prioritization of Project Lists
Methodology and Scoring
The methodology for prioritizing projects at the City Council retreat was as-follows:
● Project lists for each priority area were prepared by City staff based on the current roadmap and the city’s work plan.
● Proposed additional projects by City Council members were identified via interviews and a pre-retreat survey.
● Large format posters of staff proposed and council proposed projects were posted on the walls and used for “dot-voting” at the retreat.
● After a conversation to clarify and rationalize the project lists, the City Council members were invited to choose their top priority (P1) and second priority (P2) projects using sticky dots on the posters.
○ Red text is used in the summaries below to show where projects were edited or combined during the conversation.
○ The number of voting dots given were based on the number of projects on the list in a ratio of about one P1 and one P2 dot for each three projects on the list (e.g.: for a list of 24 projects, councilmembers had 8 P1 and 8 P2 votes) ● The following scoring logic translates this dot-voting exercise to the roadmap:
○ New projects with at least 4 top priority (P1) vote were added to the roadmap. ○ Projects with less than 4 top priority votes were not added to the roadmap, and are separated out from the lists below.
○ To prioritize within each project list, a “priority score” was calculated as:
𝑝𝑟𝑖𝑜𝑟𝑖𝑡𝑦 𝑠𝑐𝑜𝑟𝑒 = (2 × 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑃1 𝑣𝑜𝑡𝑒𝑠) + 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑃2 𝑣𝑜𝑡𝑒𝑠 ○ This priority score will be used to determine the roadmap and work plans associated with these projects.
● In the project lists below, the green / yellow / red highlight of each row designates the top third, middle third, and lower third of project priorities based on this May 9th dot voting exercise by City Council. Proposed projects not added to the plan are on a separate table without color coding.
● Additionally, Council Members were invited to add an “E” designation to dots or list items for inclusion within the Education focus area that was proposed as a lens across all priority areas.
○ This Education lens is designated with an (E) symbol on the lists below ● The purpose of the dot voting exercise is for staff to understand City Council priorities. Staff will do its best to make some progress on all of the green items. Staff has looked at this list and reconciled this list with what it is legally mandated to do. 18 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Enhance Community Safety & Quality of Life
There were 49 projects in this priority area - Council voted for 16 first priority projects (P1) and 16 second priority projects (P2) P1 P2 Score Comments

SUPPORT SAFE AND CLEAN NEIGHBORHOODS
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 ● CM Bonilla: Should we keep CSO separate from
dispatch?
● City Manager McAdoo: it’s different because
dispatch works across agencies (e.g. fire)
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 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. 4 2 10
● CM Syrop & Roche: Propose combining QC3 and
QC5 into Q3. Perhaps also QC8.
● Council decides to merge QC3 & QC5 into Q3Q
● Council decides to leave QC8 as separate &
distinct (it is different)
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 5 0 10 ● Council moves to combine QC22 as a sub-bullet
of Q8.
19 2023 Hayward City Council Strategic Planning Summary Report | May 2023 enforcement against owners of empty storefronts
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 create a public art program 2 2 6
● CM Syrop: There are a lot of public arts projects,
I would ask my fellow councilmembers to cast
votes funding a public arts program vs. all of the
separate projects. There is enough work for a
person in this role.

SUPPORT VIBRANT COMMUNITIES
Implement Community Enrichment and Social Support Programming Q11 - Continue to provide educational, cultural, and social support programs at the Hayward Library (E) 2 2 6
Q12 - Continue to provide family support programs through the Youth and Family Services Bureau (E) 5 1 11
Q13 - Continue to implement Hayward People’s Budget projects 1 2 4 ● CM Syrop: Should we remove this people’s
budget item?
● City Manager Mcadoo - we have projects
underway that we need to finish.

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 (E) 3 3 9
Invest in Community-Wide Internet Infrastructure and Access Q17 - Continue to provide internet connected devices and hotspots through the Library (E) 4 2 10
Q18 - Work with partners to identify funding for a strategic plan for Broadband 4 1 9
20 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Strengthen Justice and Belonging
Q19 - Continue to implement an internal racial equity training program 4 2 10
● CM Andrews asks for clarification across Q19,
Q20, Q21
● City Manager McAdoo & Asst City Manager
Youngblood: Q19 is training, Q20 is the toolkit,
and Q21 is a particular project.
● Council agrees Q19 should stand on its own, Q20
and Q21 can be combined.

Q20+Q21 - Use the Racial Equity Toolkit to implement pilots in several departments. Assess and pilot inclusive recruitment, retention and promotion standards and practices 6 0 12
● See comments for Q19
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 2 1 5
Council Proposed Projects Added to Roadmap
QC6 - Increase coordination around human trafficking, truancy, and child abuse 4 4 12
QC9 - Enhance background checks for gun ownership and gun storage rules 4 1 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 activate 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. (E) 5 5 15 ● CM Syrop: Combine QC18 and QC19
● Council agrees
QC21 - Expand litter collection services (like the Downtown Streets Team) to pick up litter through the City 5 5 15
21 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Other conversation notes
● CM Bonilla: What do you mean “can’t function without a jail?” ○ City Manager McAdoo - we have a consultant looking for savings… if we have a jail it increases seismic safety for a new public safety building
Safety & Quality of Life projects that were proposed by the Council but not added to the plan Projects with fewer than 4 top priority P1 votes.

P1 P2 Score Comments
QC1 - Expand the HEART Pilot Program to 24-hours 2 2 6
● CM Syrop: Combine this Q1? Should we keep
this goal of going to 24/7 ? Or remove 24/7?
● CM Andrews: I want it to be a goal
● CM Bonilla: I’d keep Q1 and QC1 separate
● Police Staff: Q3 is about CSOs, let’s keep it
focused on that.

QC2 - Provide a report on how Council can help bolster community policing as a model in collaboration with HPD 2 0 4
QC4 - Reestablish the Neighborhood Watch program. Increasing conversations and establishing contacts will help foster better communications. 0 6 6
● Police staff: Neighborhood watch still exists but
it is not an HPD program (we engage with the
community).
● Neighborhood ALERT is the name.

QC7 - Work with hospitals to provide street medicine to those in need through the MIHU/HEART program 2 4 8
● CM Roche: QC7 seems very specific about
street medicine. Please tell me more about this
item.
● CM Andrews: Street medicine program would
ask residents of the hospital to conduct street
medicine, even before patient needs to come
into the hospital.
● City Manager Mcadoo: There are county
22 2023 Hayward City Council Strategic Planning Summary Report | May 2023 programs that are already funded to do some
of that work. Funding and capacity question
with local hospitals
● CM Bonilla: Doesn’t need to be hospitals. Could
be barbershops?
● Staff: Lots of mobile health unit decisions is
decided by medical control. County medical
controls oversees our paramedics. The real
route to get to what you’re speaking to is
“alternate destination” (outside level 1 facility
or emergency room)... state law needs to
change, and it’s in the work . Advanced
practitioners in the streets, which is the reason
we have physicians assistants on the beat.
● Staff: Leave things as it is and let us decide as
we improve our mobile health unit is totally
appropriate.

QC8 - Find ways to reduce armed traffic stops; Review ways to provide unarmed response when feasible, Review ways to provide unarmed response when feasible. Ex:) Can tickets be mailed for minor things and cars do not look suspicious? 2 1 5
QC10 - Develop an opt-in list of seniors and differently abled folks the City can coordinate check-ups as part of the City's Emergency Management Plan. The action steps would be to develop a Vulnerable Needs Registry through HFD's Emergency Services division and in partnership with our local service providers that allows senior, housing-insecure, and disabled residents to opt-in to a secure database that will improve emergency responsiveness. 2 3 7 23 2023 Hayward City Council Strategic Planning Summary Report | May 2023 QC11 - Implementation of an outside complaint system through the City Manager's office (instead of through the police). Action Steps:

Staff will present a report to Council in FY24 on the implementation progress of creating a complaint system through the City Manager's Office (instead of through HPD) already approved by Council. Success looks like the process being live for residents within the next two years. 0 2 2
QC12 - Create a 311 line to supplement Access Hayward. Examples include SJ, LA, NY 0 4 4
QC13 - Create a Task Force for reparations and guarantee basic income to understand state actions and how Hayward residents can benefit including descendants of Russell City 1 3 5
● Should we combine QC13 and Q22 - Russell City
& reparations
○ Andrews: Reparations is important &
different
○ Asst City Manager Youngblood: the
language is meaningfully different
between these two items.
○ City Manager Mcadoo: Take out word
“reparations” if we want to combine
them
○ Council agreed to keep them separate,
and remove the Russell City mention in
this reparations task force item.

QC14 - Launch an Education City conference to focus on growing Hayward families 3 0 6
QC15 - Implement a yearly recognition with signs and social media graphics that celebrates Hayward graduates. Tie it with local restaurants and other retailers to promote products related to graduate 1 2 4
QC16 - Develop community events/resources (like markets or concert series) to improve neighborhood cohesiveness and identity 1 5 7 24 2023 Hayward City Council Strategic Planning Summary Report | May 2023 QC17 - More engagement with the Chamber of Commerce and HARD on public facing events. Hoping to improve the flow of
communication for desired outcomes and for event scheduling. 3 3 9 QC20 - Provide a report on the fireworks response program that was adopted in 2022 and the cost to expand the program 1 3 5 QC23 - Create more permanent art downtown, Hesperian, mission, Tennyson 0 5 5
QC24 - Explore an Art & Culture Commission. These projects (including the two below) deal with the diverse culture of our City, for better quality of life, celebration of who we are, and create pride in our city. Once finished, these projects will lead our Residents to Downtown, crating traffic for our businesses, and more City pride. 1 3 5 QC25 - Create a Mini Fault Park by old City Hall, with poems and photos, and poetry stands throughout the city. 0 3 3
QC26 - Create a disc golf course, for example at Skywest or as part of La Vista 1 2 4
QC27 - Create a Task Force to plan for Hayward’s 150th year 1 3 5 Preserve, Produce, and Protect Housing for All
There were 24 projects in this priority area - Council voted for 8 first priority projects (P1) and 8 second priority projects (P2) P1 P2 Score Comments
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
25 2023 Hayward City Council Strategic Planning Summary Report | May 2023 H4 - Continue to explore safe parking options along with encampment management 4 1 9
● CM Roche: Propose merging HC9 with H4
● Council agreed.
● HC9 had read: “Provide an informational report
to Council in FY2024 outlining potential options
for Safe Parking Sites to support unhoused
individuals living out of their vehicles and
reducing trash and illegally parked vehicles in
neighborhoods across Hayward”
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 ensure conformance 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 Actions related to housing for a variety of income levels and housing types 0 2 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) 1 1 3 Council Proposed Projects Added to Roadmap
26 2023 Hayward City Council Strategic Planning Summary Report | May 2023 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. 4 6 14
HC10 - Work with BART to encourage Transit Oriented Development at the two Hayward stations 4 3 11
Other conversation notes:
● CM Zermeno: This may be the palace to add smoke free multi-family units ○ Mayor Salinas: let’s leave it where it was (in Climate & Env. Justice) and iron it out later Housing projects that were proposed by the Council but not added to the plan Projects with fewer than 4 top priority P1 votes.

P1 P2 Score Comments
HC1 - Help people stay in their homes with additional subsidized rent/mortgage payments 2 2 6
HC4 - Strengthen the rent protection ordinance 2 4 8
HC5 - Explore the creation of a residential and commercial vacancy tax. Action steps: Staff will provide an informational report to the Budget and Finance Committee in FY24 on the creation of a residential and commercial vacancy tax to disincentivize real estate speculation, activate our business corridors, and introduce more housing stock into the market to relieve housing costs. 1 6 8 HC6 - Develop a light-weight tenant "right to counsel" program.

Action Steps: Housing Staff to present a proposal for a Right to Council-Lite that connects legal resources to our pre-existing tenant mediation services through ECHO Housing to help facilitate the 0 6 6 ● CM Roche: We did recently approve legal
assistance. What is tenant right to council vs.
this?
● City Manager McAdoo: This would be more
27 2023 Hayward City Council Strategic Planning Summary Report | May 2023 program. prescriptive: Tenant right to council programs build into city rules that under certain
circumstances tenants must be provided certain
council. Development of that kind of program
would be a pretty big undertaking and would
require a lot of outreach to landlords. One way
to do it would be to carve it into smaller bites.

For example, if it was related to Just Cause
Eviction, then maybe they get council. Or there
could be a mediator who makes the
determination on right to council. We would
want to do an extensive community
engagement effort with tenants, landlords, etc...

There are big open questions on how do we
fund it? Do we raise fee on landlords…? The
lightweight version still has no funding.

HC7 - Develop an enforceable rental registry. Action steps: Have Housing Staff develop a proposal for an enforceable Rental Registry that allows the city to track rent and rent increases across the city (we currently rely on an honor system), streamlining tenant/landlord mediation and allowing staff to track the impact of housing policy more effectively. More information:

HTTPs://www.policylink.org/resources-tools/tools/all-in-cities/housi ng-anti-displacement/rental-registries 1 1 3
HC8 - Explore housing for teachers (E) 1 4 6
Confront Climate Crisis and Champion Environmental Justice There were 20 projects in this priority - Council voted for 7 first priority projects (P1) and 7 second priority projects (P2) P1 P2 Score Comments
28 2023 Hayward City Council Strategic Planning Summary Report | May 2023 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 focus 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 ● Mayor Salinas: We’ve been getting a lot of calls
about smoke free multi-unit housing
C8 - Plant 1,000 1,500 trees annually, directly and through work with community groups with neighborhood approach 7 0 14 ● CM Roche: Will tree ordinance cover how to
maintain them?
● City Manager Mcadoo: Yes, we will talk about
creating an infrastructure. (signs, water me,
etc). We’ll create an inventory and map them.

C9 - Update Tree Preservation Ordinance 5 1 11
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
C11 - Work with HASPA partners to seek grant funding to implement the Shoreline Master Plan, including providing an update to Council 5 1 11 C12 – Continue to pursue water conservation measures like increasing recycled water supplies 0 6 6
29 2023 Hayward City Council Strategic Planning Summary Report | May 2023 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 4 1 9
● CM Roche asks if vouchers and bike
infrastructure are related.
● Staff clarifies that, no, they are different thngs
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 4 1 9
● Council asks if eBike chargers and EV chargers
can be combined.
● Staff clarifies that, no, they are different.

Climate projects that were proposed by the Council but not added to the plan Projects with fewer than 4 top priority P1 votes.

P1 P2 Score Comments
CC2 - Pursue grant dollars through the Green House Gas Reduction Fund (for building electrification, supporting a shuttle service, partnering with trades on a Just Transition) 0 6 6
CC3 - Work with banks to finance electrification with no change in payment or LTV (no penalty to new buyers, just tack it onto an existing mortgage); or have PG&E finance it, or finance it through public grants. Electrification of a pre-existing structure will cost about $40,000 (panel and wiring upgrades, replacing gas lines with electrical wiring, etc.). If required as part of a property sale, the added cost will impact lower income buyers disproportionately unless we establish mechanisms to protect them. 0 1 1
CC4 - Ban new gasoline stations and limit expansion of existing gasoline stations 2 2 6
CC5 - Ensure that work done to produce EV chargers also benefit e-bike and not just electric cars
● CM Syrop: This is a duplicate, suggest to remove.

CC7 - Offer free trees by neighborhoods (max amount of trees by areas)
● CM Andrews: propose combining CC7 with C8…
proactive about looking at distribution across
30 2023 Hayward City Council Strategic Planning Summary Report | May 2023 neighborhood
● Council agrees
CC8 - Increase the number of trees planted annually to 5,000 2,500 2 3 7 ● CM Roche: Where did the extra trees come
from?
● CM Zermeno: If we don’t shoot for the moon,
we’ll never get there. I’ll negotiate down to
2,500.
● City Manager Mcadoo: Need community support
and maintenance to keep the trees alive. We
don’t have programs for it now. 5,000 trees is
not realistic. Could be an aspirational goal.
● Staff: currently we plan 500 public trees and 500
private trees. 5000 is unrealistic for space,
maintenance.
● Should we combine this with C8?
● Council decides no: keep CC8 as an aspirational
goal.

Invest in Infrastructure
There were 31 projects in this priority - Council voted for 10 first priority projects (P1) and 10 second priority projects (P2) P1 P2 Score Comments
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 3 4 0 8 N4 - Implement Safe Routes for School, with a focus on Cesar Chavez and Palma Ceia (E) 4 1 9
31 2023 Hayward City Council Strategic Planning Summary Report | May 2023 N5 - Implement six intersections for Safe Route for Seniors in the downtown area 4 0 8
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
Invest in City Facilities & Property
N7 - Break ground on the Stack Center and continue fundraising for project needs (E?) 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 5 2 12
● CM Roche: Propose merging NC8 with N9.
● Council agrees
N10 - Continue City parking lot upgrades, with a focus 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 assessment/preliminary feasibility report on a new Police Building 2 4 8
● CM Roche: What is the timeframe for police
station improvements and a new police building?
Is this already in the budget?
● City Manager McAdoo: It would take 3-5 years
to get a new police building done. We currently
don’t even have plans. In the meantime, have
facility needs in the existing building, so the prior
council approved funding to replace the roof.

Working on upgraded locker room facility.

N16 - Create a preliminary concept plan for the Weekes Library to be eligible for potential grants (E) 1 5 7
32 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Invest in Water Supplies, Sanitation Infrastructure & Storm N17 - Replace an average of 2.5 miles of water pipelines annually 2 4 8 ● CM Andrews: R17/18 - Why 3 miles annually? Is
this a lot of pipe to lay?
● Staff answer: high cost to replace.
● CM Andrews: Should we reduce this?
● Staff answer: : Yes. Currently do about 2 per year.
● CMs Syrop/Andrews: Aspirationally, let’s make it

2.5 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 2 3 7
N21 - Implement Sustainable Groundwater Plan 0 4 4
Council Proposed Added Projects
NC1 - Evaluate the alternatives to the downtown loop 6 0 12 ● CM Syrop: NC1 - impassioned plea to look for
loop alternatives
● Staff answer: This is very prescriptive (as
previously written). Need more flexibility. Want
to start by looking into what this would entail
and how much money it would take.
● CM Agreement to change to “Evaluate the
alternatives to the downtown loop” and remove
the rest.
● Mayor Salinas: Regarding the loop, in years past
we have seen staff reports and renderings of
various options.
● City Manager McAdoo: We need to be open to
all options
● Mayor Salinas: Understood. This is a major
project! Also, it will be incredibly expensive.

ACTC won’t touch this, so we have to be mindful
33 2023 Hayward City Council Strategic Planning Summary Report | May 2023 of that.
● CM Andrews: New council members likely need a
briefing on how complicated the loop is. Even a
one pager.
● City Manager McAdoo: yes we can do a work
session on this. Staff can give an overview of the
original project, etc..

NC10 - Work with AC Transit to beautify bus shelters and improve ridership experience 4 4 12
● CM Syrop: This item is not just about bus
shelters, it is about making the experience of
riding the bus better.

Infrastructure projects that were proposed by the council but not added to the plan Projects with fewer than 4 top priority P1 votes.

P1 P2 Score Comments
NC2 - Plant greenery/drought resistant/native plants/flowers in areas that are barren and ugly looking, especially carnations, our City flower. Beautification is important as we strive with Cleaning & Greening our City. When folk see Clean they being, hopefully, to litter less. A cleaner city is the result. 2 1 5
NC3 - Implement beatification and traffic calming at the intersection of Tennyson and Calaroga 3 2 8
● CM Andrews: This item is also about traffic
calming, propose adding that language.
● Council agrees
NC4 - Create a pilot project for either a city shuttle service, or a last mile car service, focusing on getting people to BART or to downtown ; Explore shuttle alternatives with BARN 0 4 4 NC5 - Develop a Bike and Pedestrian Advisory Committee 0 2 2 NC7 - Build a parking garage behind Buffalo Bills 1 1 3 NC9 - Expand the Hayward Beautiful Yard contest to commercial properties 0 3 3
34 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Grow the Economy
There were 23 projects in this priority - Council voted for 8 first priority projects (P1) and 8 second priority projects (P2) P1 P2 Score Comments
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 5 0 10
E2 - Complete remaining “Restaurant Relaunch” and façade program projects 4 2 10
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 (E) 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 (E) 2 4 8
E8 - Continue Fire career pathway program with ROP and Chabot – have 17 student fire fighters – execute instructional services 4 1 9 35 2023 Hayward City Council Strategic Planning Summary Report | May 2023 agreement with Chabot (E)
E9 - Continue the IT Department’s internship program (E) 1 4 6 E10 - Work cooperatively with Hayward’s educational institutions to streamline and amplify partner communications and
achievements (E) 2 2 6
Strategically Dispose of City Property
E11 - Continue to work on Route 238 Corridor lands dispositions and development 4 2 10
● City Manager McAdoo - This land on Route 238
was formerly owned by CalTrans, and is now
owned by city. We are trying to dispose. We get
the funds as a city.
● City Manager McAdoo - We need to dispose of
these assets, it would be good to have a master
plan
● CM Syrop: Do we have to sell this land? Could we
lease it?
● City Manager Mcadoo: we have to do something.

There’s a county oversight board and they have to
approve of the disposition plan for certain
properties. They might be comfortable with us
retaining and leasing it. They will want to
maximize money coming to us ASAP. The CalTrain
parcel is totally in our hands.

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
● City Manager McAdoo - the 3 parcels on west side
of Mission Blvd. Near 7-11. Flower tarp on fence.

They were owned by the redevelopment agency,
and then became property of the successor
redevelopment entity. When disposed of, the
funds go back to taxing entities (not directly to the
city)
36 2023 Hayward City Council Strategic Planning Summary Report | May 2023 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. 4 2 10
EC3 - Put forward incentives to create worker-cooperatives in Hayward. Action 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 refusal to purchase small businesses in the case of owner retirement). (E) 4 1 9
Economic projects that were proposed by the council but not added to the plan Projects with fewer than 4 top priority P1 votes.

P1 P2 Score Comments
EC1 - Provide a Council report analyzing the impact of graffiti on businesses and service options/costs for the City to assist in keeping store alcoves, sidewalks, and walls clean when businesses are dealing with graffiti/blight/homelessness 0 4 4
EC4 - Launch a Haywardjobs.com website with local jobs across sectors, in partnership with HARD, HUSD, and the Chamber, including a job clearing house for teens (E) 0 1 1
EC5 - Explore closing B St. (Foothill to Mission) and/or Main St. (A to C Sts.) to cars on weekends. This will begin to do away with our City being a pass through city, which in turn will make us being a Destination City, and that should reduce our Carbon Footprint. 2 3 7 37 2023 Hayward City Council Strategic Planning Summary Report | May 2023 More folk in our Downtown will be the result, as well as a reduced foot print.

EC6 - Build a parking garage behind Buffalo Bills Economy recovery and renovation are key to a healthy local economy for us. The parking that we have will not be enough when every empty storefront is rented, thus another parking garage. We will see Residents in our Downtown, especially on B and Main St. 1 0 2 EC7 - Facilitate Valet Parking for downtown business 0 1 1 EC8 - Partner with HARD to use underutilized buildings as commercial and food spaces 3 4 10
EC9 - Create a density bonus for amenities for the community managed by the building: coworking space, meeting rooms, retail, office amenities 0 4 4
EC10 - Identify central locations with facilities to support street vendors 0 6 6
EC11 - Study the restaurants and food offerings in the industrial area to see if there are service gaps for workers and residents 2 1 5 Strengthen Organizational Health
There were 20 projects in this priority - Council voted for 7 first priority projects (P1) and 7 second priority projects (P2) P1 P2 Score Comments
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 2 4 8
38 2023 Hayward City Council Strategic Planning Summary Report | May 2023 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 4 3 11
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 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 3 3 9 ● Council agrees to a proposal to merge R11 and RC2 R12 - Implement an IT Governance 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 5 3 13
● CM Syrop: Does city staff have an issue with
Hayward working to divest from fossil fuels?
● City Manager Mcadoo: that was just one or two
people’s comments on the survey, and may not be
representative.
39 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● CM Syrop: Clarification of scope. Currently other
agencies are part of a working group to develop
business plan for a public bank. Would like the City
to participate. No dollar amount to contribute.

RC6 - Develop 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 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 provide better support to personnel and make more informed decisions
regarding staffing. Management evaluations should be
summarized and presented to Council on a regular basis. 4 3 11 ● City Manager McAdoo: No problems with 360s,
but have concerns about summarizing the evals of
dept heads and sharing that with Council just in
terms of separation of duties and responsibilities.

Happy to share themes from this, similar to
employee engagement results. Propose to strike
the last sentence.
● Council agrees to strike the last sentence.

Organizational Health projects that were proposed by the council but not added to the plan Projects with fewer than 4 top priority P1 votes.

P1 P2 Score Comments
RC3 - Launch a “Mock Government” program with local schools (Urban Land Institute Urban Plan for High School Students) (E?) 2 0 4 ● CM Andrews: Let’s still consider a mock
government program. Part of goals of diversifying
staff and working with schools locally: some people
don’t understand the difference between the
school board and city council.

RC4 - Implement an annual participatory budgeting process.

Action Steps: Have Community Services Staff develop a proposal for a sustainable People's Budget model to ensure the long-term implementation and success of the program. 3 2 8
40 2023 Hayward City Council Strategic Planning Summary Report | May 2023 RC8 - Partner with our downtown businesses to provide more fitness classes for employee (yoga, boxing, etc.) (E?) 0 5 5 41 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Appendix A: City Council
Interviews
January 2023 City Council Discovery Interviews
Key Takeaways
Vision

1. Vision. Most agree that the currently articulated vision statement aligns with their vision for the City of Hayward in the coming 3 - 5 years. All council members mentioned economic development, cleanliness, and safety. A majority spoke of housing and homelessness.
○ Mayor Salinas: “In three generations, kids stay in school, work from home, and are living in a neighborhood that is clean and safe. They will think “I can raise my family here.” [...] “Only two cities in Alameda that have a school system, community college system and a university (Hayward and Berkeley). My vision is to make Hayward rival Berkeley as an education city.”
○ Roche: “Hayward thrives economically; comes back from the pandemic. Safe, livable community. Police services back to capacity. Safe environmentally, addressing environmental justice issues. Doing a good job of cleaning up our environment, moving forward on climate policy is important to me. Housing our residents. We are successfully creating opportunities to buy and rent space in Hayward.” ○ Zermeno: “The vision statement is still our vision. Keep doing what we’re doing. I supported two of the candidates because they said they wanted to support the continued work of Council.”
○ Goldstein: “ I would like to see the city be financially self-sustaining by inviting more businesses here.” (economic development) [...] have always had a strong commitment to education and support making Hayward and education city. Want to expand business incubators to add venture studios. [...] Turn education system into pipeline to prosperity. “Need to bridge the communication gap between community and law enforcement and have police be more responsive to all communities in Hayward.” (public safety)
○ Andrews: “My vision is to have a sustainable way to address homelessness that incorporates a regional effort. I also care about economic development (a nice shopping area), public art, and public safety (mental health element for PD; gun control; and police accountability), and Russel City reparations. [...] Have been a 42 2023 Hayward City Council Strategic Planning Summary Report | May 2023 champion of having a 311 number - could help with quality of life issues; not everyone has a smartphone to use Access Hayward.”
○ Syrop: Stronger tenant protections and more tenants to prevent homelessness and prevent displacement; public safety (including a a police oversight committee), climate change mitigation (in-fill TOD), community land trusts, worker cooperatives, and a public bank.
○ Marquez: “Want to see more retail and amenities, more parks and open space. A destination for people to come to. Housing affordability and a strong economy so people can live and work here. Bring in revenues and employers.” i. “I am excited, a new sense of energy with the new Mayor and new Council members. Good representation of our community [...] My vision is to work well with everyone.

Priorities

2. Community Priorities. Many existing and some new Council members noted that they hear recurring themes from community members that echo the themes of the community survey and the top six priority areas of the current Strategic Roadmap. ○ Mayor Salinas: Top priorities from the community are public safety, illegal dumping, and a responsibly stewarded budget.
○ Roche: Safety (crime, property theft; lack of police presence), traffic congestion (we still need to build housing, so how do we do more to get people to get people out of their cars?); homelessness, and environment (.eg., reduce pollution, carbon emissions, going electric, and protect the hill).
○ Zermeno: Cleaner city, homelessness, promote businesses, fill empty storefronts downtown and clean/fill Southland Mall,
○ Goldstein: Public safety (ex: rodents; speeding cars; theft), Quality of Life / cleanliness (ex: trash on streets), traffic (local streets and freeway), and housing affordability.
○ Andrews: Cleanliness (illegal dumping), traffic (especially downtown), street vending, feral cats, crime, homelessness.
○ Syrop: Cost of housing (rents are too high), and crime (theft; lack of responsiveness by police).
○ Marquez: Public safety (too few officers); traffic congestion; cleanliness (illegal dumping, graffiti); homelessness.

3. Priorities. Most agree that the current six priority areas are still a fit for the City of Hayward in the coming 3 - 5 years.
43 2023 Hayward City Council Strategic Planning Summary Report | May 2023 i. Zermeno: “The existing high level priority areas are great. Still the city’s priorities.”
ii. Goldstein: “I think it says it very well. I don’t feel like anything is missing. iii. Andrews: “Still the right priorities generally”
iv. Syrop: “Overall makes sense to me. I think I struggle with how some of these could be interpreted.”
v. Marquez: “I think they are all still relevant based off of our satisfaction survey and election cycle inputs. The general categories and themes still accurately capture resident needs.”
○ Education is one category that some felt was lacking or should rank higher. Three Council members mentioned that ‘education’ should either be a standalone priority or should be more heavily emphasized in the existing ‘quality of life’ priority area. i. Major Salinas: “What I’d like to do is start a priority about Education City. I think we can solve generational poverty in the city of Hayward. We need a seamless relationship between the city, schools, colleges, and university.

Families are expecting that these institutions work together and build an opportunity structure (recreational during summer, trade school, college, jobs, etc). [...] I would take library and education programs, invest in future, workforce development, and student housing all under Education City.” ii. Goldstein: “I might argue that education should definitely be a higher priority.” iii. Syrop: “School district and the City need to be working more closely together.

Could fit under Safety & Quality of Life.“
○ Organizational Health. The Mayor suggested potentially taking this one off, but several others underscored its importance.
i. Major Salinas: “Organizational health is the nuts and bolts. Would take out and put in Education City. [...] Good financial stewardship is always a priority.

Do we need to say it here?”
ii. Andrews: We need to stay on track of our funded liabilities like personnel salaries.
iii. Goldstein: Fiscal sustainability is a top priority ○ Safety & Quality of LIfe. A few specific ideas to add were put forth:
i. Roche: Add senior advocacy in Quality of Life (incl. affordable senior housing & senior transportation).
ii. Syrop: For safety - the idea of wraparound services is missing. iii. Andrews: Human trafficking: “Want to understand why this is particularly happening here and girls being trafficked all over the world.” ○ Housing. There were many suggested ideas to add to or revise this category:
44 2023 Hayward City Council Strategic Planning Summary Report | May 2023 i. Goldstein: “Should consider workforce housing [so people working in Hayward can afford to live here].” [...] “Add creative financing (like downpayment assistance; loan restructuring, etc) to support intergenerational wealth building.
ii. Roche: “1) housing incentives (find sweet spot of development of new units versus in-lieu fees), 2) help people stay in their homes (e.g., subsidize rent/mortgage payments).”
iii. Andrews: “ I think there should be 20% affordable housing for development projects.” “[Homelessness] is a state and federal issue, so we need to advocate more at those levels.”
iv. Marquez: “House and support people experiencing homelessness could be a priority unto itself.”
v. Syrop: “I am a little skeptical about our housing framework. Feels a little like a framework from nonprofit developers that might encourage nimbyism. What I want to add is: reduce housing speculation or “decommodify housing. End goal: Work to reduce the percentage of people who are rent burdened, housing burdened. “
○ Grow the Economy had many mentions as a top priority, including a few suggestions for how they would change/add to it:
i. Marquez: Focus on the biotech industry. Add: Street vendor ordinance and lost businesses in downtown and Tennyson.
ii. Syrop: Develop the Local Economy - not just Grow it! ○ Climate had few mentions, but two council members brought several projects they would like to add here:
i. Syrop: Put in “prioritizing densify-ing the city. [...] Public banking is relevant to the climate crisis, too. [...] Fight climate change by making a more walkable city.
ii. Roche: “1) Expand recycled water program, 2) building electrification (esp for lower income renters), 3) Shoreline adaptation plan, 4) improve health/safety of communities impacted by traffic congestion, 5) make industrial electricity as clean as possible to improve air quality, 6) more street trees.”

4. Number of Priorities. Most agree that this is the right number of priorities, if not too many, especially given resource constraints. A few suggested that the City consider prioritizing the six and/or focusing on 3 of the 6 priorities each year. ○ Mayor Salinas: “I was the one that said the Council needs to “slow its roll”! I am fully aware that this is an ambitious list. I am of the philosophy that we focus on a few things and do them really well.
45 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ○ Zermeno: “I wouldn’t take anything off. All of these are interrelated. We should try not to add any more priorities. I will argue against decreasing the priorities. I don’t see one we would do away with. [...] The projects are in here for a reason, which was stated last time. In 2023, let’s concentrate on 3. In 2024, let’s concentrate on another

3. .[...] If anything, I believe that we may want to add a couple more. But prioritize them as was done in previous iterations .[...] I would be happy with staff deciding which projects are top 3 each year. They know what is possible to get done.” ○ Goldstein: “I’m comfortable with the number. I wouldn’t drop any of these.” ○ Andrews: “[After discussing the referral process], can we prioritize the six overall goals and what are the top three to focus on?”
i. She pointed out how every City department is taking on more beyond their core functions. “The big question is whether we are sufficiently staffed to fill all these needs.”
○ Syrop: “Five to seven tops. City is a big organization, covers a lot of ground. If someone wants to know what the city is focused on, this is a good list.” ○ Marquez: “Four sub-bullets max under each category. Where have we made enough progress for items to come off the list? We’ll have to come to a consensus on that.” Projects

5. Projects. When asked to choose their top 3 - 5 projects, here’s what each City Council member shared:
○ Mayor Salinas:
i. Hayward Promise Neighborhood fully realized so families and their kids are on the path to well paying careers.
ii. Economic Development / bringing retail to Downtown, especially to fill empty buildings and create desirable destinations.
iii. Housing. Finish projects and get people housed. Wrap retail around those housing sites.
iv. Launch first of its kind education city conference. Bring stakeholders with a stake in the growing of Hayward families.
○ Roche:
i. Environmental initiatives: 1) Expand recycled water program, 2) building electrification (esp for lower income renters), 3) Shoreline adaptation plan, 4) improve health/safety of communities impacted by traffic congestion, 5) make industrial electricity as clean as possible to improve air quality, 6) more street trees.
46 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ii. Housing: 1) housing incentives (find sweet spot of development of new units versus in-lieu fees), 2) help people stay in their homes (e.g., subsidize rent/mortgage payments).
iii. [side project] Make sure we aren’t unintentionally “taxing” low-income communities via street sweeping tickets.
○ Zermeno:
i. Cleanliness especially at intersections, beautification and tree planting, mini homes for homeless, filling empty storefronts.
○ Goldstein:
i. Top priorities: Safety, QoL, Housing, Fiscal sustainability. ii. For fiscal sustainability we need to grow the economy. [We need to start with] a broad overall view of our economic development as a city, and then set up targets to work toward (e.g., x# of retail storefronts for wholesalers). iii. Housing: Add creative financing (like downpayment assistance; loan restructuring, etc) to support intergenerational wealth building. iv. Safety & Quality of Life: Quarterly meeting with residents to help bridge the gap with the police department.”
○ Andrews
i. Economic development: “More retail that is a pleasant shopping experience for our residents, including improving Southland Mall. We are losing sales tax.

Public art could help.”
ii. Homelessness: “We should address this via federal dollars.” iii. Human trafficking: “Want to understand why this is particularly happening here and girls being trafficked all over the world.”
iv. “Want a shuttle to go to the places where people traditionally drive, [for seniors and others].”
v. “Want to see a community center in south Hayward, instead of a new police station.”
○ Syrop
i. “Strengthen rent protection ordinance; rent control more units. ii. “Commercial rent stabilization; vacancy tax in place to reduce speculation.” iii. “Mixed-use, dense development for a more bikeable, walkable, accessible city. [...] More protected bike lanes. [...] Quick build bus stops to make riding the bus more desirable.”
iv. “Annual participatory budgeting process [...] could be funded by a vacancy tax.”
v. “Incentives for the creation of worker cooperatives. vi. “Founding member of public bank.
○ Marquez:
47 2023 Hayward City Council Strategic Planning Summary Report | May 2023 i. “Street vendor ordinance (do it in a way that doesn’t impact the current small businesses, while providing a path for the vendors)
ii. “Fill vacancies on B Street (has to do with safety and resources) iii. “New police building & fill officer vacancies (more people are going to retire)

6. Metrics. We did not discuss this with everyone (due to lack of time), but performance metrics came up as a strong desire from a few Council members. They each suggested different approaches to metrics; one more robust than the other. ○ Goldstein: “[Need] measurement of where we are starting from and where we are going - did we reach our goals?. We could use KPIs (key performance indicators) - measure your performance against your key objectives. You can’t change what you can’t measure.”
○ Marquez: “Prioritize performance metrics for the top 4 projects in each category, or the top 2 metrics for every category. Find a balance. For example, homelessness work could be measured by changes in the Point in Time count, which we are already doing every year. Good for communications too, to help get the story out there.

Communicate what we are doing in a condensed format.”
Strategic Planning Process

1. Roadmap Document. All have found the document itself to be a helpful ongoing reference, especially the visualization of the priority areas. ○ Mayor Salinas: “I know it has come from the data (e.g., community surveys). That’s what I like about it. When we go out into the community, we talk about the priorities and community members resonate. It has also guided expectations from staff, who have sometimes pushed back if it isn't a strategic priority, and then we’ll pull back. It has created a context for Council to communicate with staff and visa-versa.” ○ Roche: “Great vision! Really does cover the kind of projects the community would like to see us take on. Visually it is fine for me. It’s digestible.” ○ Andrews: “I like the Roadmap visually. It helps keep our priorities in order” ○ Marquez: “I like how in every staff report it notes whether the issue is aligned with the Strategic Roadmap. It helps remind different commissions (always wanting to add new initiatives) of our existing commitments. Gives cover to staff and they are aligned with community needs.

2. Retreat & Prioritization Process. All who were previously involved are satisfied with the process of developing and updating the roadmap. Several noted that they appreciate the opportunity for respectful dialogue among Council members, as well as staff input, and 48 2023 Hayward City Council Strategic Planning Summary Report | May 2023 that the dot voting exercise worked well. One Council member requested time for introductions (“why you ran for Council”) and the establishment of ground rules. ○ Mayor Salinas. Nothing stands out as a red flag (satisfied with past process). The more opportunities we have to contribute, to reflect, that would be good. i. George is young, very idealistic, not a lot of experience in local government. I think the Council will be watching him to try and reign in his more radical ideas. There may be some things where he breaks from us. Make sure he is included.
○ Roche: “Ideal outcome: I hope it helps us focus. We know its all we can do with staff and budget. Try to find peace and focus in staying on mission. Barring emergencies, we know what to focus on.
○ Zermeno: “The process was good: discussion, openness, transparency. Opportunity to share reasons for suggestions. I like what we did. And if we repeat it, that’s fine in my mind. Everyone will have an opportunity to provide input, including staff.” ○ Andrews: “I felt like the actual process of dot voting was fine. [...] We had enough time to discuss the issues before the retreat.”
○ Marquez: “Knowing everyone’s “why” (why they wanted to be on council) and hearing their vision is important. [I’d like to] come up with some kind of agreements or ground rules (respect, etc…). How do we address if someone offends someone else?”

3. Addressing Emergent Issues. A few Council members mentioned that the current referral process is a pain point and they would like to revisit the process for proposing new projects based on emergent issues or community requests. ○ Andrews: “I would love to confirm before we do prioritization - are referrals welcomed or not? What is a reasonable timeline to get responses and what is a reasonable timeline to get a policy change? There are things that come up over the years and referrals are frowned upon. I would love to figure out how to address emerging projects. When something becomes pressing, how do we address it in a way that is sustainable for staff and for Council. Some referrals I never hear back on.

Or research gets done a year later. [....] Staff wants to present policy and have us vote on it, but people elect us because we have ideas. We don't get to exercise any judgment by just voting for things. [Staff] like to do the ‘wait and see what other cities are doing first.’ Let’s do it ourselves! Should see how we can help now. ” ○ Marquez: “I don’t really care for the referral process. I wish we could quantify: 90% of projects from strategic roadmap, and the remainder for referrals. If you are making a referral, what are you willing to take off? Staff needs to hold that line and push back.

I think the existing roadmap structure can help us make those tradeoff decisions.” 49 2023 Hayward City Council Strategic Planning Summary Report | May 2023

4. Staff & Community Engagement. We did not ask explicitly for input in this area, but a few Council members volunteered their suggestions to include some community engagement beyond what we already have planned.
○ Zermeno: “See if you could also survey employees that also live in Hayward. By occupation. [...] Consider surveying some of the employees who live in Hayward.

What do they see as the priorities? It would interested to see/hear. I don’t think we have ever surveyed our employees. Key into employees who live here. Employees should be shopping in Hayward, not Livermore or somewhere else. Ask a question on the survey, “Do you live in Hayward?” “Do you shop in Hayward?” ○ Marquez: “I don’t know if there is a way to do community engagement. I’ve been in meetings where you vote on your phone and get the results instantly. Put the priorities in our staff newsletter and have the public vote on it. See what people really want. That would be very engaging. Doing it in Council session, as well as outside of it. Make sure to distribute the survey via the Stack newsletter! Distribution list has grown to 75k+.”
50 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Appendix B: City Staff Survey
Survey Summary
The following table provides a high-level summary of the results of preference/sentiment questions from the City staff survey. In total, 70 City staff members completed the online survey between April 11 and April 20, 2023.

Areas of General Alignment
● The current vision statement reflects the needs of the Hayward community.
● The current vision statement represents City staff work and values.
● The current six priority areas are aligned with City staff’s individual work and values.
● The current six priority areas are aligned with City
departments’ work and values.
● The proposed projects would appropriately move each
department’s goals and priorities forward over the next 3 years.

Areas of Concern or Disagreement
● Some City departments do not have the appropriate staff capacity to complete their projects over the next 3 years. ● Some City departments do not have the appropriate
budget to complete their projects over the next 3 years. 51 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Survey Responses, by Department (n = 70)
The following bar chart shows the breakdown of survey responses by each City department. Responses from three departments - Public Works & Utilities, the City Manager’s Office, and Police - comprise more than half of the total. All City departments were represented by at least one staff member who completed the survey. 52 2023 Hayward City Council Strategic Planning Summary Report | May 2023 53 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Overall, to what extent do you agree or disagree that the current vision statement reflects the needs of the Hayward community? (n = 70)
The following pie chart shows the breakdown of survey responses to the question, “Overall, to what extent do you agree or disagree that the current vision statement reflects the needs of the Hayward community?” Nearly three-fourths of all respondents either agree or strongly agree, and over 95% feel at least neutral.
54 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Overall, to what extent do you agree or disagree that the current vision statement represents your work and values? (n = 70) The following pie chart shows the breakdown of survey responses to the question, “Overall, to what extent do you agree or disagree that the current vision statement represents your work and values?” Nearly three-fourths of all respondents either agree or strongly agree, and nearly 90% feel at least neutral.
55 2023 Hayward City Council Strategic Planning Summary Report | May 2023 56 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Overall, to what extent do you agree or disagree that the current six priority areas are aligned with your individual work and values? (n = 70)
The following pie chart shows the breakdown of survey responses to the question, “Overall, to what extent do you agree or disagree that the current six priority areas are aligned with your individual work and values?” Nearly three-fourths of all respondents either agree or strongly agree, and over 90% feel at least neutral. 57 2023 Hayward City Council Strategic Planning Summary Report | May 2023 58 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Overall, to what extent do you agree or disagree that the current six priority areas are aligned with your department’s work and values? (n = 70)
The following pie chart shows the breakdown of survey responses to the question, “Overall, to what extent do you agree or disagree that the current six priority areas are aligned with your department’s work and values?” Nearly a quarter of all respondents feel neutral, and over 95% agree, strongly agree, or feel neutral. 59 2023 Hayward City Council Strategic Planning Summary Report | May 2023 60 2023 Hayward City Council Strategic Planning Summary Report | May 2023 To what extent do you agree or disagree that the proposed projects for your department would appropriately move your goals and priorities forward over the next 3 years? (n = 70) The following pie chart shows the breakdown of survey responses to the question, “To what extent do you agree or disagree that the proposed projects for your department would appropriately move your goals and priorities forward over the next 3 years?” Nearly a quarter of all respondents feel neutral, and over 90% agree, strongly agree, or feel neutral. 61 2023 Hayward City Council Strategic Planning Summary Report | May 2023 To what extent do you agree or disagree that your department has the appropriate staff capacity to complete its projects over the next 3 years? (n = 70)
The following pie chart shows the breakdown of survey responses to the question, “To what extent do you agree or disagree that your department has the appropriate staff capacity to complete its projects over the next 3 years?” Over half of all respondents either disagree or strongly disagree, and 80% feel at least neutral. 62 2023 Hayward City Council Strategic Planning Summary Report | May 2023 63 2023 Hayward City Council Strategic Planning Summary Report | May 2023 To what extent do you agree or disagree that your department has the appropriate staff capacity to complete its projects over the next 3 years? (n = 70)
Police (100%), the City Manager’s Office (83%), Development Services (80%), and Human Resources (75%) have the highest percentage of respondents who either disagree or strongly disagree that their department has the appropriate staff capacity to complete its projects over the next 3 years.
64 2023 Hayward City Council Strategic Planning Summary Report | May 2023 65 2023 Hayward City Council Strategic Planning Summary Report | May 2023 To what extent do you agree or disagree that your department has the appropriate budget to complete its projects over the next 3 years? (n = 70)
The following pie chart shows the breakdown of survey responses to the question, “To what extent do you agree or disagree that your department has the appropriate budget to complete its projects over the next 3 years?” Over one-third of all respondents feel neutral, and over three-fourths disagree, strongly disagree, or feel neutral. 66 2023 Hayward City Council Strategic Planning Summary Report | May 2023 To what extent do you agree or disagree that your department has the appropriate budget to complete its projects over the next 3 years? (n = 70)
The City Manager’s Office (75%), Police (64%), Human Resources (63%), and Development Services (60%) have the highest percentage of respondents who either disagree or strongly disagree that their department has the appropriate budget to complete its projects over the next 3 years.
67 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Survey Comments
The following section lists comments made by City staff to support, supplement or provide additional context to their preference/sentiment selections above.
68 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Summary of Vision Statement Feedback
Despite most staff saying they agree that the vision reflects the needs of the Hayward community and represents their work and values, most of the comments were critical or questioning of it.

Disconnect due to real challenges working at the city
● Pushback on the city employee section because it is very far away from current reality ● City wide priorities not well aligned with work
● Collaboration across departments is important for success ● Staff morale is low because of the high workload, need more staffing ● Operational and maintenance programs under-represented in the vision Missing or underrepresented topics
● Need to include community safety and security
● Could add a sentence about community resiliency and disaster preparedness Areas that aren’t resonating
● Diversity initiatives and messaging are potentially creating a backlash within those same ethnic minority groups ● Concerns about displacement of current residents, especially given the vision’s focus on attracting new residents ● Feasibility and affordability of sustainable energy questioned ● The real problems of transportation, downtown, safety, and cleanliness in Hayward seems far removed from the vision Feedback on form
● Lengthy and prescriptive
● Too “cookie cutter,” ambitious, and forced: It could apply to any city and doesn’t address Hayward’s real issues like mental health, poverty, crime, and cost of living
Vision Statement: Full survey responses
SURVEY QUESTION: Do you have any comments or questions about the current vision statement (shown above)? Do any portions of the statement need more clarity or explanation?
69 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Although providing affordable housing addresses one issue, it creates another when trying to revitalize the downtown.

Clientele in the affordable housing complexes are not necessarily the folks that would be spending money in the downtown restaurants. Then the market rate housing is so expensive, those folks may not have enough left over to spend. Requiring all new development to be 100% electric on an already stressed power grid seems counterproductive. Mandates for an increased number of electrical vehicle charging stations for low-income folks who, for the most part, can't afford electric vehicles, seems like just an added cost to the developer to install, and increase the demand of the power grid. More thought and consideration into all potentially affected shareholders when making decisions that go beyond what the state requires. ● As infrastructure increases and additional projects are created and implemented, the workload for maintenance and project related work is at an all time high. The need for additional staffing is imperative to the overall morale of staff and to serve the public in a timely manner.
● Being a long time Hayward resident, even before I worked for the City of Hayward, it's always been a diverse city compared to surrounding jurisdictions. Firstly, I believe the recurring theme of diversity is creating more of a backlash within the ethnic groups at this point. We are moving away from working with each other. Secondly, we are encouraging and pushing for sustainable energy when the market and science clearly point out that we are not going to be carbon net negative within the next 10 to 20 years. The additional cost to the residents to go full electric is money that is taken from cheaper energy options to electrification which costs more and our electrical grid cannot sustain it. We clearly saw this over the past summer when we couldn't charge EV due to PGE grid failures, yet we are still having the residents move in that direction. Fuel density is efficient and unfortunately solar and EV are not dense, not yet. Third, as a long time resident of Hayward, my family and I have never felt less safe in the city as we do now. Downtown is obviously failing, new economic growth is sparse and the sidewalks and buildings are filthy. There are far too few options to eat for a family and even less to do after a meal. Focus should be on safety and security for the City staff and residents. Finally, the City staff is in fact very diverse and we work well together; however, we worked well together even before the diversity training push and that's coming from a minority immigrant employee. ● Community safety, including feelings of safety, must be present before the above vision can be achieved. City-wide priorities must be aligned with this and haven't been in recent years. ● Everyone needs to work together more as a team. Trying to get another internal department to assist when needed proves to be difficult.
● I am 95% in agreement with the vision, and it is very well written. As a public safety employee, I have a bias for community resiliency and resident safety. I would agree strongly if the vision included community resiliency to natural and man-made disasters. Earthquakes, wildfires, active shooter, and other unpredictable events will occur, and our residents will expect exceptional service, preparation, planning, and resiliency. ● I am not confident the statements about internal employees are accurate. I would be interested to see the results of an upcoming employee survey to see if this is still how employees feel. 70 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● I feel that including more numerical hard facts would drive home the points regarding the success of the schools, and percentage of homelessness reduction.
● I see a lot of effort happening from a small number of employees on the vision above (housing, economic development). My sense is that many employees don't "feel city-wide priorities are aligned to their work" and that "they are able to grow and thrive in their roles." Also, we are not doing well in the transportation vision. ● I think that there needs to be a bit more thought about strategies to address displacement of current residents to ensure that people who do not necessarily qualify for or win placement in limited low income housing units can remain in this community.

Concepts such as preserving naturally occurring affordable housing, incrementally increasing density in single family neighborhoods through construction of Accessory Dwelling Units or duplexes per updated State Law and other measures being undertaken by the Housing Division.
● I think there's an interesting emphasis on attracting new residents. New residents aren't inherently a bad thing, obviously, but I do think we need to be thoughtful about what we mean.
● I would like clarification on how the City is working to support and uplift inclusive communities. There is a major disconnect between certain communities/parts of Hayward. Going into the various communities, especially in South Hayward, to understand their needs and provide education on what the City can and can't do would be a great way to start. I would also like clarification regarding the statement, "Employees from diverse backgrounds are recruited, retained and celebrated..." From what I have seen, there are plenty of growth opportunities available but they appear to be limited to staff who are the favorites of hiring managers. When logic, performance, and position availability support the promotion and retention of employees, the move usually isn't made or is made under duress of the employee leaving. The reasons for not promoting staff in some cases are not logical nor supported by factual evidence of what said employee is doing. Talent retention will continue to be an issue with our current processes.
● I would like to see a better link between operational programs that help facilitate many of the visions listed above. For example, the City's rental inspection program inspects several rental units annually which helps transition substandard housing into healthy and affordable housing opportunities. City Maintenance Services and Vacant Property Monitoring programs help reduce blighted property and conditions and encourage responsible ownership or sales of blighted properties leading to improved development. Providing some examples would potentially help staff visualize their work and its value. ● I would like to see something mentioned regarding the ongoing successful efforts around community and workplace recovery and the resiliency of Hayward in a post-pandemic world. ● I would like to see the word “cleanliness” added as one of the core tenants of safe streets. The old Council goals of safe, clean and green remain in place today, all still mentioned above but the word cleanliness isn’t yet equally important. ● In some areas, the actions do not reflect the values of the vision statement. The old saying, “I can't hear you, your actions are too loud” may apply here.
71 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● It'd be nice to see language around collaboration across sectors in Hayward. We should try our best to work across departments within the City and with community partners to better serve the community. ● Not sure how COH is quantifying less traffic thru multi modal corridors. ● Statement is a bit too flowery. I would rate this statement in the “agree” or “strongly agree” if it was real, reflecting individuality and community and not a forced identity. Not everyone is going to be happy or content with this vision. People have issues (physical and mental health, financial, family issues, etc.). There needs to be mention of this sector and how they will fit into the statement. Having additional employees and funding to individual ideas, would create more connection between citizens and the City as well as give inertia to create a grass roots, true, real identity within the various parts of the community. The way it is written seems like a cookie cutter, forced identity that could be for any City. The individual needs a true opportunity to express themselves and their identity, aspirations, art, culture, food, etc. Housing is a big issue. Hayward housing is out of reach to most City employees. Seems like lower income people who are here are being displaced or those most at risk are becoming homeless. Housing is becoming taller, boxier planned structures. Doesn't seem conducive to coming outside and being part of a vibrant community.
● That's very ambitious for a 2024 vision considering our starting point. In the second to last paragraph, "developing important partnerships" makes it sound like we don't have those partnerships already. Maybe "deepening" instead of "developing"? ● The "vision" is great....reality is a long way off.
● The vision is a very long read and more prescriptive than visionary. I feel the point of a vision is to help guide a plan, this reads as if there is already a plan defined for the vision.
● This is a very lengthy vision statement. To resonate more with staff and our community, it might be worthwhile to keep this to one or two sentences that people can more easily relate to. ● To me it seems like the strategic vision is contradictory. How do we draw more people from across the region to dine and shop here but have less traffic and less pollution? Do people really take public transportation, bike or walk to downtown Hayward when there is so much crime on BART and on the streets of Hayward? We are starting construction of thousands of new housing units but how many of those units will really be occupied by currently displaced residents instead of bringing in thousands of new residents? I don't feel city wide priorities are aligned with our work and we are able to grow when staffing levels are at an all-time low and most of us just keep taking on more work. We are having a hard time retaining employees because they are lateraling over to other cities who pay higher salaries and have better benefits. Even if we take a step in the right direction and really focus on getting staffing levels up, it will take years to get us where we need to be. 72 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Making “Education” More Prominent in the Priorities
SURVEY QUESTION: During interviews and a survey of City Council members, we heard that some Council members would like to make “Education” more prominent in the priorities. The following example language has been presented for consideration: “Hayward is associated with an ‘Education City’ where families know they have cradle-to-career pathways available to them that lead to high quality careers.” Do you have any comments, concerns, or clarifying questions about this draft “Education” priority? Summary of Education feedback
In Support
● Education is essential for Hayward, and some were excited to work on it more. ● We could strengthen partnerships and coordination between the city and the city’s educational institutions.
● As housing continues to grow, this focus on education is important. ● Include community education and outreach to help people take advantage of opportunities. ● Figuring out a way to keep students from falling behind will be critical. ● We are unique in having both a junior college and a state university, and to be building career-focused programs (e.g. fire training).
● This is aligned with the “Education & Lifelong Learning” element of the General Plan (from 2014) Neutral
● Should emphasize "growing the economy" more, with a focus on bringing in more revenue. ● Will this come with more budget and staff?
● The concept could be part of an existing priority rather than a standalone priority (e.g. under ‘Enhancing quality of life’)
73 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Concerns about poor performance and lack of progress within Hayward’s education programs ● Wording suggestion: The phrase "associated with" is confusing and not definitive. What does ‘Education City’ mean?
Concerns
● Hayward is not an education-based public agency.
● It is unclear how the city would work on this, what deliverables would be, and who would be responsible for this new focus.
● Taking ownership in a strategic priority makes some uneasy. ● The meaning of "Education City" and the framework being developed is unclear. What city services support this? What outcomes are expected?
● The City Council should prioritize what the community members want, not what they individually want.
● Education is important, but not a priority for the City.

Education focus: Full survey responses
In Support
● I appreciate the sample language and agree that "education" should be included as a priority, if not a top priority for Hayward. ● Education is good and should be partnered with a way to help people at all levels. It should encourage the individual and their aspirations teamed with a mechanism to achieve those aspirations. ● I agree that Hayward is/should be associated as an education city. Not every city in the Bay Area can say they have both a Junior College and a State University. The partnership of Chabot College and the Hayward Fire Training Center is a great way to expand the education and training pathway opportunities for young individuals trying to figure out a career path. ● I agree that there should be a focus on education, especially as housing continues to grow. If more families are able to start here, we can build lifelong residents that will take pride in the city. 74 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● I support the addition of the "Education" priority.
● I think that coordinating with the School District, Chabot and Cal State East Bay can strengthen the City and leverage assets (labor, land, open space) to achieve other goals. Also, I think that "Education" could be broadened beyond simple engagement with schools to include community education and outreach to communities, expanding language access, ensuring that underserved and sometimes alienated communities are informed and aware of resources available to them. ● I think this is a good priority to have. In my involvement with the ROP program, I have seen that there are a number of students who had a difficult time or were unable to complete classes like EMT at the Junior College level (after they graduated high school) because they had not learned to read or learn at that level. At this stage, students can be so far behind that they would need to go back to very basic level skills which is hard to do. Figuring out a way to keep students from falling behind will be critical.
● I think this priority is essential for Hayward. I am curious what that means for us as an organization considering schools are separate from City governance. Looking forward to hearing Mayor Salinas' plans for partnership and enhancing this vision. ● That sounds good to me.
● It is also aligned with the goals and programs of the General Plan Education and Lifelong Learning element which was an optional element added when it was updated in 2014.
● Recruitment has been a challenge as with all industries. Having a pipeline as referenced would benefit the community and possibly provide for this succession.
● We are not there yet. In order to get there we need to focus the objectives towards education and that's a goal that I am much more excited about than some of the other priorities.
● Yes. I think Education should be one of our city’s priorities and I like the "cradle-to-career pathway" concept.

Neutral
● Although I understand why City Council members would like to make "Education" more prominent, I would like more emphasis on "growing the economy.” In order for the City to continue to thrive, we should consider ways to bring in more revenue to the City.
● Here it may be a bit unclear as to how education ties into City priorities. The statement provided seems to tie into educational institutions and career development. My thoughts are that if the focus of education is to be more "prominent in the priorities,"and those priorities are "strategic priorities" as listed, incorporating education into the priorities listed should be the focus of the statement.
● How are the education departments engaged on this priority? 75 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● I hope to see some more collaboration with HUSD, Chabot and CSUEB in order to make this possible. Unfortunately, HUSD does not have a good reputation regarding the quality of their education. ● I think the "associated" term is vague. Consider something more definitive such as "Hayward is" or "Hayward aspires to be" an Education City. Also, if this is a new or more prominent priority, will it come with a new budget and staffing to achieve it? ● In some areas we are making progress, but in others we continue to fall short. I see effort in the community and that is good. ● In the past I have heard Hayward schools have the lowest scores in Alameda County. Is that true? ● It is unclear what this means and who would own this new role. ● I assume this also applies to current employees.
● Not sure about "associated with.” Sounds like an external entity. Maybe replace it with "known as"? ● The phrase sounds nice, but what does "Education City" mean? Similar to the six priority areas above, what are the City's focus areas to accomplish that? What framework is being developed to accomplish this priority and who is developing the framework?
● What are high-quality careers? Will there be emphasis on STEM? How does remote learning and work affect this priority? Will Hayward residents have special incentives to stay local? ● Will this be a seventh strategic priority area, one that is woven into the overall plan like equity is currently, or will it replace one of the current six priorities? What specific City services do we offer that support the concept of "cradle-to-career pathways" and/or being associated with an "Education City"? Is this referring to formal education like high school, college, trade school? Or is this referring to other forms of education like classes or presentations that City teams can make to educate the community around going green, or public safety, etc.? How do we cast a vision of what a "high quality career" looks like? It can be different based on the individual, maybe there's additional contextual language that can be added, like, "...lead to high quality careers at all levels."
● You, they, us can include literally ANYTHING on a piece of literature. The question is ... What are "they" actually doing to make Hayward an "Education City"?
With Concerns
● Education is important, however, I don't personally see this as a priority for the City. It is important to work with HUSD, Chabot, CSUEB, and EAROP in terms of workforce development and attracting employers to Hayward. I'd need to hear more about this vision and what it would hope to achieve.
● I am concerned that Hayward has no direct responsibility for providing education. I would be curious what the expected deliverables would be and what department would be responsible for it. 76 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● I like the concept, but feel it could be part of an existing priority rather than have it as a standalone priority. Enhancing quality of life feels like that is where it could live.
● I think it makes more sense to have that be an initiative under one of the existing priorities, rather than a stand alone priority.

We aren't an education-based public agency.
● I think that is/could be encompassed by Enhance Community Safety and Quality of Life. Also, while we can talk about and present Hayward as an Education City, we don't have any control over the quality or policies of the Hayward Unified School District, and therefore the idea of taking ownership in a strategic priority makes me uneasy. ● The City Council should prioritize what the community members want, not what they individually want. The above statement makes it seem like this is a Council want, not a community want. ● We don't control the educational institutions so it seems like it would need to be very clear how City activities support the educational pathways. Especially to members of the public who don't necessarily know that the school district and the City are separate entities. I think more education could/should be woven into the quality of life priority area. That could expand the focus on education without making it a separate priority.

Project List Feedback
SURVEY QUESTION: Do you have any comments or questions about the additional Council-proposed projects for your department? Do any of the projects need more clarity or explanation? Which projects do you have capacity to work on during Year 1 (FY 2023-24), and which projects do you think can be delayed to Year 2 or 3, or dropped from the list entirely? (Note that staff was given a list of projects categorized by department) Summary of Project List feedback
Loud and clear throughout: Staffing shortages are the most important issue, and impact the City’s ability to accomplish any of these priorities and projects.

Enhance Community Safety & Quality of Life
77 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Large disconnect between proposed projects & current ability to provide public safety services.

Address department vacancies & increase positions first. ● The onus should be on the city, rather than the businesses themselves, to provide the infrastructure for a clean, well maintained, and well-lit downtown
● Concerns that many existing efforts and low staffing levels require scaling back even existing efforts
(mobile integrated health + trainings + changes to patient transport + reestablishing the Hazardous Material Team)
● Prioritize basic operational needs related to public safety if low staffing trends continue ● Other roadmap priority areas involve city growth & expansion. This will impact police and fire. ● The Youth & Family Services Bureau (YFSB) and the Police Explorer are important existing programs that are missing
● HEART is well represented, but it will be difficult to expand to 24 hours ● HPD cannot function without a jail
Preserve, Produce, and Protect Housing for All
● Many of the housing priorities and projects will likely need to be pushed to later years because of constrained resources.
● A more comprehensive approach to addressing homelessness is needed, and this should be recognized as a problem much larger than Hayward and its budgetary capacity ● Need clarification on how to strengthen the rent protection ordinance. ● Do not have an ongoing funding source to support a tenant right to counsel program. ● An enforceable rental registry will require additional cost and staffing. Explore this before developing.
● Remove or reword item about subsidized rent/mortgage payments (subsidies exist through shallow subsidy, foreclosure prevention, HOME investment partnership) 78 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Down payment assistance could be grouped with other subsidies, and could be possible with ARPA funds.
● Clarify who the target population is for mini homes and what it means to leverage partnerships. ● Remove item about exploring creation of a residential and commercial vacancy tax (already a vacant property registry fee of $2,550)
● Staff report on October 18, 2022 did not recommend using density bonus to encourage amenities.

Confront Climate Crisis and Champion Environmental Justice ● There were very few comments on this section
● Be clear that Development Services takes the lead with HASPA (Hayward Area Shoreline Planning Agency)
● Feasibility and affordability of sustainable energy questioned (concerns about EVs and the grid) Invest in Infrastructure
● Delay developing a Bike and Pedestrian Advisory Committee ● Clarify scope of "Explore quick build bus stops"
● Make infrastructure investments to make downtown more attractive to new businesses ● More coordination needed with Environmental Services and the rest of the City team (prevent dumping, protect natural resources like waterways)
● Council should review the current Capital Improvement Projects in the Public Works & Utilities department. A lot is happening, but the department is short 20 people.

Grow the Economy
● Question about how “Strategically Dispose of City Property” fits in Grow the Economy 79 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Focus on the new projects that are feasible activities in the short-term: 1) an Education conference and 2) community events/ resources to improve neighborhood identity ● Drop the idea for Mock Government Program (do not have capacity) ● Suggestion to drop the public banking suggestion and divestment from fossil fuel investments Strengthen Organizational Health
● Add bullet on automating business processes to free up staff resources ● Allocate equal resources to this goal
● Address staffing and funding shortages
Other Comments
● This is the first time some people have seen some of these projects. ● The iceberg analogy is not resonating with some. It takes so much to keep things running, and that’s core.
● These projects seem to be a mixed list of sizes, specificity, and ambition. ● Projects for the City Manager’s Office are missing and could advance these priorities ● Some items can be folded into others or implemented as a framework/checklist ● Ensure all departments are listed in the plan
Project list: Full survey responses
Enhance Community Safety & Quality of Life
● The police department has the budget due to the amount of vacancies. The department is on the verge of being unable to provide public safety services beyond basic patrol functions. Our communication center is on the verge of being unable to 80 2023 Hayward City Council Strategic Planning Summary Report | May 2023 provide public safety dispatching for both police and fire. I see a major disconnect between proposed projects and our current capabilities. The sole priority should be efforts in retention and recruitment. ● We are stretched thin in our current state. I can't imagine taking on new projects without reorganizing or hiring a significant number of people to take on these details. I have read a number of projects that have growth at their core city wide. This will impact police and fire.
● I'd like to point out that "Infrastructure" elements are missing from "Enhance Community Safety and Quality of Life". Q8 - Engage Vacant Owners - places all the onus of improving blight on vacant property owners downtown. Businesses and owners would also add that the City should invest more in improving the downtown district with more cleaning, new lighting, street paving, security, etc. This overlaps with Grow the Economy work. ● I am always encouraged by what my department continues to accomplish during a very challenging firefighter/paramedic labor environment. However, I have concerns that we will be challenged to keep up with mobile integrated health, increased demands in training, a potential change to patient transport system, and reestablishing the Hazardous Material Team (all great goals and significant changes). The combination of a labor shortage and a predictable increase in retirements over the next several years will put a significant demand on a workforce that is recovering from an extraordinary operational tempo from wildland and COVID. Respectfully, I would consider delaying the return of the Hazardous Material Team or initiate a full court press on recruitment of new employees (or both).
● If staffing trends continue, we will need to prioritize basic operational needs related to public safety. These projects are in addition to the day to day work that must be done for community safety. ● How can you have a priority to enhance community safety without acknowledging that for a growing community that you will need to invest in public safety by increasing officer positions? ● Jail assessment: HPD cannot function without a jail. Closing the jail will lead to less officers available for calls for service and will have the majority of our officers outside of City limits. It will increase response times and increase costs overall. ● Q16 - Work with partners to identify funding for a strategic plan for Broadband (with Public Works) is a large scale project with limited external partners that will take multiple years from my perspective. The remaining projects are all ongoing but will take time beyond this FY to complete.
● The HEART program is well represented, but YFSB is missing completely (as are most general operations of the police department - I know... broken record). We do not have the staff capacity (or data to support) expanding HEART to 24 hours. Not sure what is meant by the police ROP program but we already have an Explorer program that I believe likely accomplishes the intended goals of a ROP program. The Explorers are one of the many "business as usual" activities that we are doing that Council may not be aware of. Before adding new projects/priorities, especially in areas like education, it may be worth a discussion with Council about what the City is already doing. ● The implementation or expansion of new programs, like the MIHU and HazMat response will require additional funding (equipment, training, possible overtime, and potentially additional staff, etc.). 81 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● The neighborhood watch program still exists. The program is not run by the police department but by community members. The Crime Prevention Specialists in District Command assist in their efforts and act as a liaison between the program and the police department.
● With over 25% of our workforce either vacant or not in service, major changes to the Comm Center and/or Jail (and the way we utilize them) just aren't realistic.

Preserve, Produce, and Protect Housing for All
● Help people stay in their homes with additional subsidized rent/mortgage payments. I think this should be removed because the shallow subsidy program and foreclosure prevention program already exist. We also provide rental subsidies to former foster youth through using HOME investment partnership program funds through Project Independence. Alternatively, it could be approached as “Pursue funding opportunities, if they become available, that support renters and homeowners to maintain stable housing”. I don’t know if this funding would be available, but it gives direction to staff to prioritize. ● Leverage partnerships to create mini homes. This can be accomplished through the NOFA or joint applications to the State Homekey program which are already on the list of projects. If retained, please clarify what it means to leverage partnerships and who the target population is of the mini homes. Typically, the City will offer land or money to incentivize a specific type of development as a means to partner. If we offer money, then the partner would have to have control of the land. There is one tiny home project that we are working on with 10 units. A multifamily mini home project (Depot Community Apartments) is finishing construction this year with 125 units.
● Provide creative financing like down payment assistance or loan restructuring. We have an item scheduled for April 25 that would propose using ARPA funds for downpayment assistance. Other than that, there are no housing funds that can be used for downpayment assistance. Alternatively, reword to state “Pursue funding opportunities, if they become available, to provide down payment assistance”. I would group with the first topic. ● Strengthen the rent protection ordinance. Need clarification. How do they want to strengthen? Lowering rent increase limit, rent registry item below which would change the ordinance from complaint based to City setting rents, increase penalties for non-compliance, impose requirements related to Ellis Act Evictions, right to counsel, etc. ● Explore the creation of a residential and commercial vacancy tax. There is already a vacant property registry fee of $2,550. I think this should be removed.
● Density bonus for amenities for the community managed by the building: coworking space, meeting rooms, retail, office amenities. The staff report for the October 18, 2022 work session addressed the question of using the density bonus to encourage amenities and not recommended.
● Develop a light-weight tenant ""right to counsel"" program. I would recommend changing this to “Explore light-weight tenant right to counsel program.” We have an item on April 25 and recently funded a contract to provide legal services. We don't have 82 2023 Hayward City Council Strategic Planning Summary Report | May 2023 an ongoing funding source to support legislation and legal service providers in the community have indicated that they do not have the necessary staffing levels.
● Develop an enforceable rental registry. This could be combined with “Strengthen renter protections.” Recommend changes to “Explore development of enforceable rental registry” since it may not be clear to all Council members what it will entail including cost and staffing resources and they may not support. ● I believe we may be a bit short sighted, the projects and objectives are counter intuitive in my opinion. We are going to spend more City funds and resources to fix a problem that is much bigger than Hayward. Homelessness is a financial issue, drug abuse issue, mental health issue, etc. In trying to fix those problems we will inevitably run low on funds and approach the public for more money in areas of higher taxes or bonds. This leads to less money for locals to spend which leads to less growth in the local economy which leads to less entrepreneurship and development. I believe the city would be better off if we recognize that the social problems are bigger than Hayward's budgetary capacity. ● There are a lot of programs identified, specifically related to Housing, that will likely need to be pushed to later years due to resource challenges. I'm not clear why we would need to revisit the alcohol regulations since it was just recently revised in March 2023. It will take time to fully understand the implications of the changes recently made to really assess whether additional changes are necessary and seems to be a waste of staff resources given the other priority projects.

Confront Climate Crisis and Champion Environmental Justice ● On the PW page, projects C10 and C11 should include "(with Development Services)". We should be clear that DS takes the lead on HASPA.

Invest in Infrastructure
● Developing a Bike and Pedestrian Advisory Committee can take a lot of effort and ongoing staff resources. It would likely need to be delayed further beyond Year 1.
● "Explore quick build bus stops" needs further clarification (define the scope of 'explore'). ● Find a way to make downtown more attractive to new businesses, People who have tried to start new businesses say it's very difficult as far as permits, etc.
● I don't see any projects specifically for Water Pollution Source Control so, I am mostly neutral about budget and staffing concerns. I support the projects on the list but would like to see more coordination with Environmental Services and the rest of the City team to reduce illegal dumping, clean up Hayward, and protect natural resources like creeks/waterways. This is what I work on and should be part of bettering the City for all. ● I understand the additional Council-proposed projects are important, but I would like Council to review the current Capital Improvement Projects in the Public Works & Utilities Department to have a better understanding of the department's current 83 2023 Hayward City Council Strategic Planning Summary Report | May 2023 workload. PW&U also has a little over 20 vacancies in the department. So, I would like the Council to put that into consideration before adding more projects to the department's workload. ● [Public Works respondent] Projects are difficult. We have good people on these projects, and good plans in place, but adequate staffing is an issue. We are lagging here.

Grow the Economy
● For Year 1, an Education Conference is feasible as well as the community events/resources to improve neighborhood identity (we have a starting point from existing Community Resource Fairs during the Summer); Year 2, focus on marketing of graduates in alignment with downtown businesses; drop Launch Mock Government Program (staff are currently at capacity--this would be a large project to coordinate with HUSD and staffing would be needed). ● Grow the Economy E.2 - Launch Get Digital - should be dropped entirely. Per approval by CM McAdoo and ACM Clausen, the Get Digital Program will be struck from our ARPA recovery plan at the June ARPA budget update to CC. The associated funds are to be reallocated to the Tuition Assistance Program. This will help the Economic Development Division cope with our lack of staffing capacity to complete our ARPA, Roadmap and daily duties. It also helps us meet our education and workforce development goals. The removal of this program gives us bandwidth to execute E4 - Downtown Activation Pilot Program. ● I feel that "Promote and prioritize involvement in public banking and divestment from private banks that invest in fossil fuel industries (with Finance)" can be dropped entirely.
● I am curious about how "Strategically dispose of City property" fits under Grow the Economy.

Strengthen Organizational Health
● Strengthen Organizational Health usually seems to fall by the wayside as other priorities dominate workload, Council conversations, and policy change. It's nice to have it included as a priority, but unless there is equal resource allocation towards this goal, compared to the other more public,responsive goals, the City will continue to see turnover, early retirements, and employee dissatisfaction.
● I would also like to see under Strengthen Organizational Health a bullet for streamlining or automating business processes to allow staff to work on higher value work.
● [Finance respondent] The Administration Division in Finance would likely handle the majority of these projects. We've been understaffed for about seven months. Strictly speaking for myself, I'd have to discuss with my supervisor what they would like to focus on and set expectations on what I can and can't do from there. There will be lasting damage from the toll the last seven months have taken on me. You won't hear me complain; I have a job to do and I love working for Hayward, but it has been a trying time that has tested some of my faith and trust working here. With all that being said, it appears we'll be better staffed 84 2023 Hayward City Council Strategic Planning Summary Report | May 2023 within the next month or so. I believe after everyone is trained and comfortable we'll be able to create a timeline to complete these projects.
● [Human Resources respondent] Current staff is barely able to address the day-to-day needs and current projects already provided to us. Investments were made to bring on 5 mid level managers, when investments should have been made with staff who are able to address the projects specifically tied to most of the strategic roadmap; mainly, recruitment who is directly responsible for filling all of the new positions and current vacancies necessary to make this happen. A whole presentation was done about how many key vacancies kept the City from completing projects; yet, only one position was added to recruitment...a manager who doesn't carry a full recruitment load.

Other General Comments
● First time I have seen some of [these projects]. Maybe input internally from bottom up may add additional priorities. Also, it seems like most departments do not address the need for more robust staffing and funding to accomplish tasks. ● Frankly, I am not seeing many Council-proposed projects for the City Manager's Office that would meaningfully advance our Strategic Priorities and that would be worth the expenditure of resources. ● I fear we have lost sight of the iceberg analogy; all of these projects are expected of the organization while everyone keeps everything running.
● I think some projects can be kind of folded into others, or they're smaller steps in larger projects. Some of them aren't really projects with end-goals, but things to consider. It might be more helpful to implement those suggestions as a framework or part of a checklist for projects. Ex: CMO E-10 Work cooperatively with Hayward’s educational institutions to streamline and amplify partner communications and achievements. CMO Projects Proposed by Council: - More engagement with the Chamber of Commerce and HARD on public facing events - As part of "Activate Community Spaces,” work with schools and parks through HLAC to activate community centers and pilot campuses to remain open after school hours. ● [City Clerk’s Office respondent] I think our department helps Hayward move forward with projects such as hybrid meetings and recruitment of volunteers to increase civic engagement but we are not listed as a department that contributes toward these efforts.
● As for what can be delayed, I think we need to see what the Council thinks the priorities are and then establish a timeline. ● [City Attorney’s Office respondent] My department is not listed. Probably because we are in an internal service department. 85 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Appendix C: City Council Survey
City Council Survey Data Synthesis
The following table summarizes the results of preference/sentiment questions from the City Council survey.

Areas of General Alignment
● Priority Areas
● Priority Area Project Lists
● Performance Metrics
Potential Areas of Disagreement
● Vision Statement
● Including “Education” in Vision Statement
● Removing Projects to Support Performance Metrics
● Referral Process
Table of Responses
Name
Vision
Statemen
t
Priority
Areas
Include
Educatio
n?
Priority
#1
Project
List
Priority
#2
Project
List
Priority
#3
Project
List
Priority
#4
Project
List
Priority
#5
Project
List
Priority
#6
Project
List
Performan
ce Metrics
Remove
Projects
?
Referral
Process
Salinas
Strongly
Disagree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Neutral
Very
Supportiv
e
Very
Satisfied
Zermeno
Strongly
Disagree
Strongly
Agree
Agree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Agree
Strongly
Agree
Important
Somewha
t
Supportiv
e
Very
Satisfied
Andrews Agree
Strongly
Agree
Agree Agree Agree Agree
Strongly
Agree
Strongly
Agree
Agree
Very
Important
Very
Supportiv
e
Dissatisfie
d
86 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Goldstein
Strongly
Agree
Strongly
Agree
Agree
Strongly
Agree
Agree Agree
Strongly
Agree
Strongly
Agree
Strongly
Agree
Very
Important
Not
Supportiv
e
Content
Roche
Strongly
Agree
Strongly
Agree
Strongly
Agree
Agree
Strongly
Agree
Strongly
Agree
Agree Agree Agree
Very
Important
Very
Supportiv
e
Content
Syrop Agree Agree Disagree Agree Neutral Agree Agree Neutral Agree Neutral Neutral Content Bonilla Agree
The survey that Ray Bonilla was given is an older 2022 survey, so his responses do not match the questions from the 2023 survey. We have tried to interpolate his qualitative responses from that similar survey into this dataset where possible.

On Survey Participants
● One councilmember, Elisa Marquez, is no longer on the city council because she is now serving on the Alameda County Board of Supervisors.
● Ray Bonilla is a new councilmember who did not complete this survey.

It may be worth noting that Elisa Marquez “strongly agreed” with the Vision, Priority areas, and projects listed in all 6 of the project lists. She thought it’s very important to add metrics and is somewhat supportive of removing other projects to facilitate that. She was neutral about adding an education focus. She was the only council member who was very dissatisfied with the referral process, and wanted to use the annual budget process to address community wide needs.

Charts of Alignment with Vision & Priority Areas
Charts available here
87 2023 Hayward City Council Strategic Planning Summary Report | May 2023 88 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Survey Comments
The following section lists comments made by Council members to support their preference/sentiment selections above.

Summary of Vision Statement Feedback
● There is some division on if the current vision statement is satisfactory or should be reworked ● Add language about Hayward being an education city with cradle-to-career pathways ● Define "complete communities'' in the vision statement. This is an opportunity to celebrate the city’s diversity
● Add the goal of reducing traffic and reliance on cars ● Nurture neighborhoods as “nodes” that support a variety of attractions and services ● Work to provide resources that reduce the cost of living and enable self-actualization ● Highlight that strong public safety improves community relationships Full feedback: Vision Statement
In addition to what we heard during our one-on-one interviews, do you have any comments about the current vision statement? What would you like to change, rearrange, remove, replace, or add? ● Salinas: I would like to add language that says Hayward is associated with an education city where families know they have cradle to career pathways available to them that lead to high quality careers. ● Andrews: Complete nodes of neighbors that include meeting spaces, cultural attractions, activities, retail, and services. ● Goldstein: Public safety aligns with community expectations for response times, effectiveness, and engagement, leading to an overall reduction in crime and better community relationships. ● Roche: I would like to add something, on the topic of seeing less traffic, that we will work with neighboring cities to reduce car trips as well. Hayward can make big progress on reducing reliance on cars, but we have to work to reduce vehicle commuters through Hayward as well.
89 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Syrop: Add: Developing and improving the city equitably. Celebrating our diversity openly, having cultural or event components throughout the city as part of "Complete Communities". Working to actively reduce the cost of rent and living (as opposed to just being focused on affordable housing "options"), and offering residents the resources they need to self-actualize. To the "Internally" paragraph: developing innovative revenue sources. Having a well-staffed workforce. Move: Working with local agency partners to improve coordination between parks and schools from the end of the second to last paragraph to somewhere in the third paragraph.
● Zermeno: No comment.
● Bonilla: NA
● Marquez: The vision statement is comprehensive and inclusive. I think it can be strengthened by defining "complete communities."
Summary of Priority Areas Feedback
● There is good alignment that the current priority areas are framed well ● The items could be ranked or rearranged to make priorities more clear (more clear ranked prioritization within each list; rearranged sub-bullets in “Education City”) ● Suggestions to add projects or framing related to high density housing, environmental justice, & coordination with agency partners
Full feedback: Priority Areas
In addition to what we heard during our one-on-one interviews, do you have any comments about the current priority areas? What would you like to change, rearrange, remove, replace, or add? ● Salinas: I want to rearrange some of the priority sub-bullets and include a header "Education City." Include work we are currently doing and put it under "Education City” priority. ● Zermeno: The items below them could be ranked.
● Andrews: Retail and amenities to reduce sales leakage. ● Goldstein: Instead of disposing of city property, real estate should be leased to make high density housing production more affordable.
● Roche: I also think we need to add a bullet to the Climate priority areas about Environmental Justice, we say that in the title of that priority but there isn't a focus mention, perhaps something like, "Prioritize Frontline Communities." 90 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Syrop: Add under quality of life: improved coordination with agency partners. Add to confront the climate crisis: "promote circular economy AND divest from fossil fuel production" Under housing: Move from treating housing as a tool for speculation to treating housing as a human right.
● Marquez: No comment.
● Bonilla: Continuing to center our programs and actions through the lens of racial equity.

Summary of Education as a Focus Area
During our one-on-one interviews with City Council members, we heard that some Council members would like to make “Education” more prominent in the priorities. To what extent do you agree or disagree with the proposal to make “Education” more prominently in the priorities?
● It’s not unanimous to add Education as a focus area for projects, but there is good support ● There are differing opinions about what priority area it could fit under (Quality of Life; Grow the Economy) ● It could be seen as a lens, similar to the racial equity focus ● Potential to create partnerships between educational institutions and local businesses 91 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Full feedback: Do you have any comments about making “Education” more prominent? ● Salinas: See above statement. I would like to think about the work we are doing and prospective work in this area and designate it there.
● Zermeno: It can be listed in the Enhance Community Safety and Quality of Life priority. ● Andrews: The city has HLAC. What are the outcomes of that meeting? Remind the community HUSD and ACOE are the governing bodies for schools. We help through events and programs at the library. What else does the community want specifically from the City?
● Goldstein: Under 'Grow the economy'.
● Roche: But I think it needs to be in the area of creating partnerships with local education institutes and the business sector to shore up the education to career pathway.
● Syrop: I might frame it as "community development" - develop more channels for resident participation in city processes - actively promote educational and employment opportunities for both academia and the trades - create pipelines/partnerships with other agencies to support workforce development and housing security. ● Bonilla: I would include it under the Quality of Life or Economic Development, otherwise, we should consider adding it as its own priority. I think it could be the lens in which we look at all priorities through. ● Marquez: It depends on what we choose to focus on. Evaluating the success of that commitment needs to be clearly defined. 92 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Priority Area #1: Enhanced Community Safety & Quality of Life Overall, to what extent do you agree or disagree with the proposed project list for priority area #1, Enhanced Community Safety & Quality of Life (shown above)?

SUMMARY
● Aligns well with current Council commission/committee work plans ● Investigate alternatives to traditional policing (complaint system to city, community policing, neighborhood watch, unarmed responses)
● Activate community spaces via programs with schools & parks, public art, and beautification. ● Create policies to create safe environments (security cameras, traffic easing, taxes on vacancy) ● Programs to address truancy, child abuse, and human trafficking ● Include disaster preparedness
● Could include an education focus within this category 93 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Committee or Commission Work Plan Alignment
If you are assigned to a Council Committee or Commission that is related to this priority area, how well does this project list align with the work plan you envision for that Committee or Commission for the coming year? ● Salinas: This is well aligned.
● Zermeno: Well.
● Andrews: Maintenance is working with Caltrans to assist with freeways. Need support from the state to ensure consistency and hold Union Pacific accountable to do their part.
● Goldstein: It aligns well. I would like to implement quarterly meetings with residents and the Police Department to bridge gaps, and re-establish the Neighborhood Watch program.
● Marquez, Roche & Syrop: No comment.
● Bonilla: NA
Proposed Staff Project List Comments
Do you have any comments about the proposed project list? What revisions would you make? Which projects would you like to move up in priority, or which projects do you think can be delayed or dropped from this priority area? ● Zermeno: These are fine.
● Andrews: HEART 24 hours. Find ways to reduce traffic stops. Review ways to provide unarmed response when feasible. 311 to supplement Access Hayward - not everyone can go to an app or website. ● Goldstein: Neighborhood Watch and other engagements strengthen the bonds between the community and police, which can substantially improve relations and effectiveness.
● Roche: Under "Invest in Community Centered Crime Response..." perhaps a bullet about supporting a "community policing" model. I would also move the Council recommended priority of "implement public art" program up to "Invest in cleanliness and blight reduction," as a way to reduce graffiti and enrich communities. Also, under "Strengthen Emergency Preparedness Planning..." I might add something about focusing on climate resiliency as a way to avoid such emergencies. ● Syrop: I want to prioritize the implementation of an outside complaint system through the City Manager's office (instead of through the police) which was already approved by Council. Explore the creation of a residential and commercial vacancy tax as part of Q8. As part of "Activate Community Spaces,” work with schools and parks through HLAC to activate community centers and pilot campuses to remain open after school hours.
94 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ○ Syrop (email): Explore installing security cameras in parking garages, provide better street lighting for poorly lit residential streets in Hayward, implement traffic calming measures across residential streets with history of speeding complaints.

Strengthen Q14 and begin exploring the possibility of a vacancy tax for both commercial and residential properties. ● Salinas: No comment.
● Bonilla: Question: Does updating the comprehensive Emergency Services Plan include the city’s disaster response plan as well? New Projects: Conduct city-wide disaster response exercise – as a city that has local disaster risks including earthquake and tsunami, I would like to see a city-wide disaster response exercise annually. Move up in priority projects: Q22 – staffing our GARE program is critical to providing effective alternate response models to improve public safety. ● Marquez: I would like to prioritize projects that align with employee retention, particularly in dispatch.

New Council Projects to Add
Are there any new projects you’d like to add to this priority area? Please limit new projects and consider projects you would remove to make space for new ones.
● Zermeno: This is where I would put Education.
● Andrews: Task Force for reparations and guarantee basic income to understand state actions and how Hayward residents can benefit including descendants of Russell City. More permanent art downtown, Hesperian, mission, Tennyson. More coordination around human trafficking. Coordination regarding truancy and child abuse. ● Goldstein: As above.
● Syrop: 1. Determine which sworn officer responsibilities can be delegated to community service officers to improve community responsiveness and save costs. 2. Develop community events/resources (like markets or concert series) to improve neighborhood cohesiveness and identity. 3. Develop an opt-in list of seniors and differently abled folks the city can coordinate check-ups as part of project Q5.
● Salinas & Roche: None.
● Bonilla: None
● Marquez: Staff is already working on issues concerning unpermitted food vendors. However, I don't see the project listed. 95 2023 Hayward City Council Strategic Planning Summary Report | May 2023 Priority Area #2: Preserve, Produce, and Protect Housing for All

SUMMARY
● Aligns well with current Council commission/committee work plans ● The end of the eviction moratorium will impact residents ● The availability of affordable housing is an important issue, increased housing density & more financing options could help
● Build programs for our unhoused population that are not punitive Committee or Commission Work Plan Alignment
If you are assigned to a Council Committee or Commission that is related to this priority area, how well does this project list align with the work plan you envision for that Committee or Commission for the coming year? ● Salinas: Well aligned.
96 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Zermeno: Yes.
● Goldstein: It aligns well.
● Syrop: Decent, we must protect tenants from the fallout of the Eviction Moratorium being lifted. ● Marquez, Andrews & Roche: No comment.

Developing a rental registry to provide code enforcement with more up-to-date information on Hayward’s rental market.

Revisiting/strengthening our rent stabilization ordinance to include more types of units in order to mitigate evictions. Explore participating in a Public Bank as a way of securing funds for affordable housing development. Reduce financial constraints for housing seekers: application fees, application deposits, etc. I’m not completely sold on the universal income program, the city could save residents across the city hundreds by lowering their cost of living in other ways. ● Marquez & Roche: No comment.
● Bonilla: Perhaps we can expand H2b to include "piloting a flexible funding pool for preventing homelessness, including a shallow subsidy program." Would updating the housing element include updating the Let's House Hayward! Strategic Plan? 97 2023 Hayward City Council Strategic Planning Summary Report | May 2023 New Council Projects to Add
Are there any new projects you’d like to add to this priority area? Please limit new projects and consider projects you would remove to make space for new ones.
● Zermeno: I would add looking into housing for teachers. ● Andrews: Density bonus for amenities for the community managed by the building: coworking space, meeting rooms, retail, office amenities.
● Goldstein: Support public banking.
● Syrop: Develop a light-weight tenant "right to counsel" program. Develop an enforceable rental registry. ● Salinas, Marquez & Roche: None.

Priority Area #3: Confront Climate Crisis and Champion Environmental Justice

SUMMARY
98 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Aligns well with current Council commission/committee work plans (it would be good to review the structure of ‘Keep Hayward Clean’ and ‘Green Task Force’ programs) ● Increase the number of trees to plant; continue working with stopwaste.org ● Supporting the transition to electric homes, cars, and bicycles is a priority, including creative financing to remove the burden from consumers
● More work to consider how to truly incorporate Environmental Justice (impacts on and programs for frontline communities)
Committee or Commission Work Plan Alignment
If you are assigned to a Council Committee or Commission that is related to this priority area, how well does this project list align with the work plan you envision for that Committee or Commission for the coming year? ● Salinas: Well aligned.
● Zermeno: Yes.
● Andrews: Review structure of keep hayward clean and green task force. ● Goldstein: Looks good.
● Roche: It aligns with the priorities of the committee. ● Marquez & Syrop: No comment.

Perhaps a partnership with EBCE to offer vouchers/discounts on purchasing electric appliances, etc. Also, under the "plant 1,000 trees" bullet, we should increase that number but add "working with community groups." 99 2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Syrop: Prioritize involvement in public banking and divestment from private banks that invest in fossil fuel industries. Ensure that work done to produce EV chargers also benefit e-bike and not just electric cars. ○ Syrop (email): Prioritize city divestment from banks and financial products with fossil fuel investments in their portfolios (and explore participating in a public bank by extension). Develop policy to protect old growth trees that sequester more CO2 than new trees. Ensure charging stations are compatible with E-bikes. Can we explore banning single use, non-compostable plastics in Hayward? Invest in quickbuild solutions to improve public transit experience. Support regional conversations re:
just transition for unionized fossil fuel workers. Preserve green space (such as the Skywest golf course). Prioritize hiring for Transit Engineer positions that are currently severely understaffed. ● Marquez & Andrews: No comment.

New Council Projects to Add
Are there any new projects you’d like to add to this priority area? Please limit new projects and consider projects you would remove to make space for new ones.
● Zermeno: Plant greenery/drought resistant/native plants/flowers in areas that are barren and ugly looking. ● Andrews: Consider requesting more trees at freeway exits. Offer free trees by neighborhoods (max amount of trees by areas). ● Roche: Need to add language about mitigating the impacts of climate change on frontline communities through the work of environmental justice.
● Syrop: Developing e-bike rebate program. Pursuing grant dollars through the Green House Gas Reduction Fund (for building electrification, supporting a shuttle service, partnering with trades on a Just Transition). This would go hand-in-hand for supporting electrification for low-income renters & residents. ● Salinas, Marquez & Goldstein: None.
100
2023 Hayward City Council Strategic Planning Summary Report | May 2023 Priority Area #4: Invest in Infrastructure

SUMMARY
● Infrastructure projects have the highest level of agreement among the city council, compared to other priority areas
● Projects are well aligned with current Council commission/committee work plans ● Ensure that the bike lanes that are added are protected bike lanes ● Invest in buildings that serve the community (“public safety building,” police building is run-down) ● Improved transportation options: shuttle services to enable better access to BART, develop loop road to discourage commuters passing through downtown
101
2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Development & beautification in strategic areas (Tennyson, La Vista Park) ● Address the digital divide and ensure there is good internet connectivity downtown Committee or Commission Work Plan Alignment
If you are assigned to a Council Committee or Commission that is related to this priority area, how well does this project list align with the work plan you envision for that Committee or Commission for the coming year? ● Salinas: Well aligned.
● Zermeno: Good.
● Goldstein: Aligns well.
● Marquez, Andrews, Roche & Syrop: No comment.

Proposed Staff Project List Comments
Do you have any comments about the proposed project list? What revisions would you make? Which projects would you like to move up in priority, or which projects do you think can be delayed or dropped from this priority area? ● Salinas: I would like to explore how to include building a public safety building. ● Zermeno: A good one.
● Goldstein: Police building needs to be a higher priority for safety reasons, as well as quality of work life. The bathrooms are an embarrassment. In 40+ years visiting law enforcement buildings, I've never seen anything so atrocious. That it has gone on for so long sends the wrong message to our community.
● Roche: Under the priority of adding bike lanes, I would like that to include, "with a focus on protected bike lanes." ● Syrop: Ensure bike lanes are protected under project R6. ○ Syrop (email): Consider moving traffic calming N2 projects into community safety. Reform and streamline traffic calming petition process. Consider moving N4 into Sustainability and EJ. Explore the creation of a new parking garage downtown and revisit our parking enforcement/permitting/fees programs to increase parking supply with pre-existing infrastructure. Huge support for the stack center N13. Do we really need la vista when Tennyson was just rebuilt down the street? Can Skywest be made into a destination park instead? What will it take to bring high speed internet infrastructure downtown and along Tennyson?
● Marquez & Andrews: No comment.
102
2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Bonilla: I would like to see La Vista Park prioritized. Hopefully we can focus on revitalizing downtown, supporting Tennyson, and activating the industrial area for tech jobs. I support the digital divide community survey. I would like to ensure everyone in Hayward has access to free high-quality, reliable wifi. I heard the internet is weak for merchants and businesses downtown. Can we prioritize addressing that? I would like to see the Tennyson Road corridor landscape beautification project completed.

New Council Projects to Add
Are there any new projects you’d like to add to this priority area? Please limit new projects and consider projects you would remove to make space for new ones.
● Andrews: Tennyson and Calaroga intersection needs beautification. Shuttle alternatives with BART. ● Roche: Create a pilot project for either a city shuttle service, or a last mile car service, focusing on getting people to BART or to downtown.
● Syrop: Develop a Bike and Pedestrian Advisory Committee. Begin reforming the loop and making changes to discourage commuter traffic through downtown. Work with BART to encourage TOD at their stations. ● Salinas, Marquez, Zermeno & Goldstein: None.

Priority Area #5: Grow the Economy
103
2023 Hayward City Council Strategic Planning Summary Report | May 2023

SUMMARY
● Aligns well with current Council commission/committee work plans ● Programs to develop public-facing events and permanent public art ● Try to fill vacant storefronts
● Build programs to assist & support downtown businesses, including in keeping their surrounding areas clean and safe
● Encourage more civic activity and entrepreneurship with a community center and incubator space ● Activate local businesses to connect with local students/ graduates Committee or Commission Work Plan Alignment
If you are assigned to a Council Committee or Commission that is related to this priority area, how well does this project list align with the work plan you envision for that Committee or Commission for the coming year? ● Salinas: Good.
● Zermeno: Yes.
● Goldstein: Aligns well.
● Marquez, Andrews, Roche & Syrop: No comment.

Proposed Staff Project List Comments
Do you have any comments about the proposed project list? What revisions would you make? Which projects would you like to move up in priority, or which projects do you think can be delayed or dropped from this priority area? ● Salinas: Implement a yearly recognition with signs and social media graphics that celebrates Hayward graduates. Tie it with local restaurants and other retailers to promote products related to graduates. ● Zermeno: Move the Educational components to Quality of Life. ● Andrews: Public art that is permanent. Activities for teens. ● Goldstein: More engagement with the Chamber of Commerce and HARD on public facing events. ● Roche: We might want to add a similar to Fire priority for Police ROP program to create a pipeline of local students to HPD. ● Syrop: I would remove E2 and ask the Chamber or another 3rd party group to offer the workshop. 104
2023 Hayward City Council Strategic Planning Summary Report | May 2023 ○ Syrop (email): Include commercial tenants as part of updating our Rent Stabilization Ordinance. Develop hub for sidewalk vendors (may double as a nightmarket?). Develop a rubric in collaboration with the Downtown Hayward Improvement Assn. to help downtown businesses assess their branding, menu offerings, supply chains, etc (goal is to elevate overall business experience and performance). Explore participating in Public Banking to secure small business loans. Continue pushing on E9. Develop policies that encourage worker-ownership models for particular industries that Hayward needs (childcare for example).
● Marquez: No comment.

New Council Projects to Add
Are there any new projects you’d like to add to this priority area? Please limit new projects and consider projects you would remove to make space for new ones.
● Salinas: See above.
● Zermeno: Go HARD and relentlessly against owners of empty storefronts. More Safety Downtown A Community Center is needed.
● Roche: I would like to see some reference to entrepreneurship, maybe incubator space for local small businesses. Under "Invest in Programs that support businesses..." we might want to add a program that assists businesses dealing with graffiti/blight/homelessness. I think if businesses felt they had support from the city in keeping store alcoves, sidewalks, walls clean, it would go a long way toward confidence.
● Syrop: Revisit and reform older ordinances that may have an impact on our local economy (such as Alcohol/Beverage Ordinance ratio of 50:50 in addition to the Cabaret Ordinance). Put forward incentives to create worker-cooperatives in Hayward.
● Marquez, Andrews & Goldstein: None.
105
2023 Hayward City Council Strategic Planning Summary Report | May 2023 Priority Area #6: Strengthen Organizational Health

SUMMARY
● Aligns well with current Council commission/committee work plans, but could be improved by refreshing the objectives of the Personnel Commission
● Support police and fire department by investing in their buildings ● Opportunity to more directly address racial equity in our own processes and programs ● Programs to connect students and the community with local government (mock government, teen jobs, etc) ● Policies to support people development and management accountability 106
2023 Hayward City Council Strategic Planning Summary Report | May 2023 Committee or Commission Work Plan Alignment
If you are assigned to a Council Committee or Commission that is related to this priority area, how well does this project list align with the work plan you envision for that Committee or Commission for the coming year? ● Salinas: Aligned.
● Zermeno: Well.
● Goldstein: R12 "to ensure business alignment" should be "to optimize business alignment". ● Syrop: Good for the most part. City needs to hold a retreat for the Personnel Commission to help it identify new and meaningful objectives.
● Marquez, Andrews & Roche: No comment.

Implement districting for commissions to ensure balance representation of commissioners. Implement full 360 evaluations for management staff (that includes comprehensive subordinate feedback). Assess our procurement process to ID new technologies and/or other potential efficiency increases. Add additional weight to bilingual applicants to recruit more diverse applicants that can better service our community. Produce report on turnover rates within various departments to help identify where management support or training may be required. Introduce more opportunities for real-time feedback from residents after interacting with city services.
● Salinas, Marquez & Andrews: No comment.
● Bonilla: I would have expected to see more projects with a racial equity lens in the "Strengthening Organizational Health" priority since we are focused on building internal DE&I programs and competencies. 107
2023 Hayward City Council Strategic Planning Summary Report | May 2023 New Council Projects to Add
Are there any new projects you’d like to add to this priority area? Please limit new projects and consider projects you would remove to make space for new ones.
● Zermeno: Keep being honest and transparent with our employees and their unions. ● Andrews: Haywardjobs.com. Coordinate with HLAC agencies and the chamber. Mock government with schools. Teen job clearinghouse.
● Syrop: As part of "Invest in a Safe Work Environment": Implement 360 evaluations for all department heads. ● Salinas, Marquez, Goldstein & Roche: None.

Performance Metrics

SUMMARY
● Better metrics are generally considered important
● Most council members are supportive of deprioritizing other projects to make more space for improved metrics
108
2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Opinion is split about whether metrics should be added at the project level or sub-priority level ● There are several proposals about how to do this well: a dedicated employee, starting with a subset of projects, choosing metrics that are seamless to measure If performance metrics are important to you, at what level of the Strategic Roadmap are they needed?
● Salinas: At the sub-priority category level
● Zermeno: At the sub-priority category level
● Andrews: At the project level
● Goldstein: At the project level
● Roche: At the project level
● Syrop: At the sub-priority category level
● Marquez: At the project level
Performance Metrics Comments
Do you have any comments or suggestions for how the City should think about collecting and monitoring metrics for this Strategic Roadmap?
● Zermeno: Might have to be an employee in charge of this. ● Goldstein: Any measure is better than no measure. We should start with reasonable metrics that don't detract from the project.

We can later assess how well the metrics represent the target we're aiming for. ● Roche: I think we prioritize performance metrics on those projects whose metrics can be measured as part of the design of the project for now.
● Syrop: I encourage staff to design metrics in a way that allows for the burden of data collection and synthesis to be distributed between departments OR designates a person or small team to take point on measuring project or sub-priority success OR contract with a consultant to assess performance at regular intervals. ● Salinas & Andrews: No comment.
● Marquez: This is my on-going struggle with expanding our list. I support many of the suggestions made by my colleagues but every year we add more projects and I feel that it only delays positive outcomes for our residents. So unless we're going to vote on what comes off the list, I don't see how we can add more. 109
2023 Hayward City Council Strategic Planning Summary Report | May 2023 Referral Process
Overall, how satisfied are you with the current referral process?

SUMMARY
● Councilmembers are relatively content with the referral process, but there is room for improvement ● This is an important area of discussion for the council Do you have any comments or suggestions for how the City should change the referral process? Or, if you are new to the referral process, do you have any questions about the process?
110
2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Salinas: I want to talk about this with council members. There is a history of the referral and I want to see if we are mature enough to return to the old system or will we have to continue with the current system. ● Andrews: I would like a reasonable timeline when items come back based on staff capacity and what is needed to deliver. ● Goldstein: I think I understand it and would like more info. ● Syrop: Clarifying referral process during orientation would have been helpful (good examples, how to draft, when it will be agendized, etc). The referral process is an important part of maintaining a sense of direct democracy and representation and I believe it is fine as is.
● Zermeno & Roche: No comment.
● Marquez: I prefer that we use the annual budget process to address community wide needs. When emerging issues come about we can give staff direction through committee work and/or direction in a council meeting.

Hopes or Considerations for Retreat
What are your hopes for the strategic retreat? What are the most important considerations for discussion at the retreat?

SUMMARY
● Prioritizing among these projects is important: focusing on really delivering on a smaller list of things ● We want this process to lead to a bold, exciting, and clear roadmap ● Salinas: I am hoping members are willing to remove work from the list and focus on a smaller list of tasks and complete them with outstanding results.
● Zermeno: Productive teamwork for our fine City.
● Goldstein: I hope we can agree on the alignment of the city's priorities. ● Roche: I look forward to hearing from my colleagues on what they find urgent to focus on. ● Syrop: I want us to walk away with a bold, exciting, and clear work plan for the coming years where we feel like the communities we represent are having their needs addressed. ● Andrews: No comment.
● Marquez: I hope that we can come together to collectively triage realistic and attainable goals for our community and organization.

Other Strategic Planning Process Comments
● Zermeno: Good survey.
● Andrews: Community input per 6 goals?
111
2023 Hayward City Council Strategic Planning Summary Report | May 2023 ● Goldstein: I honor community input, and I like that it is a priority in Hayward. ● Salinas, Marquez, Roche & Syrop: No comment.
112
2023 Hayward City Council Strategic Planning Summary Report | May 2023 Appendix D: Images of Dot Voting
Posters for Project Prioritization
113
2023 Hayward City Council Strategic Planning Summary Report | May 2023 114
2023 Hayward City Council Strategic Planning Summary Report | May 2023 115
2023 Hayward City Council Strategic Planning Summary Report | May 2023 116
2023 Hayward City Council Strategic Planning Summary Report | May 2023 117
2023 Hayward City Council Strategic Planning Summary Report | May 2023 118
2023 Hayward City Council Strategic Planning Summary Report | May 2023 119
2023 Hayward City Council Strategic Planning Summary Report | May 2023 120
2023 Hayward City Council Strategic Planning Summary Report | May 2023 121
2023 Hayward City Council Strategic Planning Summary Report | May 2023 122
2023 Hayward City Council Strategic Planning Summary Report | May 2023 123

Page 1 of 2 ends

Hayward City CouncilJune 6, 2023

Hayward City Council
June 6, 2023