City/HARD Packet — Hayward City Council, March 12, 2024

Tuesday, March 12, 2024
7:00 PM

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
Council Chamber
City Council
Agenda

March 12, 2024City Council Agenda

SPECIAL CITY COUNCIL MEETING
NOTICE: The City Council will hold a meeting in the Council Chamber.

PUBLIC PARTICIPATION
HOW TO OBSERVE THE MEETING:

1. Comcast TV Channel 15

2. Live stream https://hayward.legistar.com/Calendar.aspx

3. YouTube Live stream: https://www.youtube.com/user/cityofhayward HOW TO SUBMIT WRITTEN PUBLIC COMMENT:

1. Use eComment on the City's Meeting & Agenda Center webpage at:
https://hayward.legistar.com/Calendar.aspx. eComments are directly sent to the iLegislate application used by City Council and City staff. Comments received before 3:00 p.m. the day of the meeting will be exported into a report, distributed to the City Council and staff, and published on the City's Meeting & Agenda Center under Documents Received After Published Agenda.

2. Send an email to [email protected] by 3:00 p.m. the day of the meeting. Please identify the Agenda Item Number in the subject line of your email.

Emails will be compiled into one file, distributed to the City Council and staff, and published on the City's Meeting & Agenda Center under Documents Received After Published Agenda. Documents received after 3:00 p.m. through the adjournment of the meeting will be included as part of the meeting record and published the following day.

HOW TO PROVIDE LIVE PUBLIC COMMENT DURING THE CITY COUNCIL MEETING:

In person at City Hall, Council Chambers, 777 B Street, Hayward, CA 94541.

Please note: Public comment via Zoom has been suspended.

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March 12, 2024City Council Agenda

SPECIAL CITY COUNCIL MEETING
CALL TO ORDER: Mayor Salinas
Pledge of Allegiance: Council Member Zermeño
AB 2449 TELECONFERENCE NOTIFICATIONS AND CONSIDERATION

ROLL CALL

CLOSED SESSION ANNOUNCEMENT

PUBLIC COMMENTS
The Public Comments section provides an opportunity to address the City Council on items not listed on the agenda or Informational Staff Presentation items. The Council welcomes comments and requests that speakers present their remarks in a respectful manner, within established time limits, and focus on issues which directly affect the City or are within the jurisdiction of the City. As the Council is prohibited by State law from discussing items not listed on the agenda, items will be taken under consideration and may be referred to staff. The City Council welcomes comments, including criticism, about the policies, procedures, programs, or services of the City, or of the acts or omissions of the City Council. Speakers shall not use threatening, profane, or abusive language which disrupts, disturbs, or otherwise impedes the orderly conduct of a City Council. The City is committed to maintaining a workplace free of unlawful harassment and is mindful that City staff regularly attend Council meetings. Discriminatory statements or conduct that is hostile, intimidating, oppressive, or abusive – are per se disruptive to a meeting and will not be tolerated.

Public comment via Zoom has been suspended.

CITY MANAGER’S COMMENTS
An oral report from the City Manager on upcoming activities, events, or other items of general interest to Council and the Public.

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March 12, 2024City Council Agenda

SPECIAL CITY COUNCIL MEETING

ACTION ITEMS
The Council will permit comment as each item is called for the Consent Calendar, Public Hearings, and Legislative Business. In the case of the Consent Calendar, a specific item will need to be pulled by a Council Member in order for the Council to discuss the item or to permit public comment on the item. Please notify the City Clerk any time before the Consent Calendar is voted on by Council if you wish to speak on a Consent Item.

CONSENT
Approve the Minutes of the City Council Meeting on February 20, 2024
MIN 24-0341.

Attachments: Attachment I Draft Minutes of 2/20/2024
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate Up To $150,000 in Donations ($50,000 or Less Individually) from Donor Organizations and Individuals to Support Library Services and Programs Through the End of FY 26, Superseding Resolution No. 23-006
CONS 24-0762.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Execute a Funding Agreement, Accept $500,000 in USDA Urban and
Community Forestry Grant Funds, Appropriate $250,000 to Project 07797 for a Citywide Tree Condition Assessment, Inventory, and Tree Management Software and $250,000 to Project 07796 for Hazardous Tree Removals and
Replacements, Transfer and Appropriate $250,000 from the General Fund to Capital Fund 405 for Project 07797, and Transfer and Appropriate $250,000 from Project 05102 to Project 07796 Over Five Years
CONS 24-1063.

Attachments: Attachment I Staff Report
Attachment II Resolution

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March 12, 2024City Council Agenda
Adopt a Resolution Authorizing the City Manager to Execute Easement Deeds to Pacific Gas and Electric Company to
Construct, Reconstruct, Maintain, Inspect, and Access
Underground Electric, Communication and Gas Facilities for Public Utility Purposes on and Under a Portion of the City’s Land for La Vista Park
CONS 24-1134.

Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Parcel P PG&E Easement
Attachment IV Parcel A PG&E Easement
Attachment V La Vista Residential Project

SPECIAL JOINT WORK SESSION OF CITY COUNCIL AND HAYWARD AREA

RECREATION AND PARK DISTRICT (HARD) BOARD OF DIRECTORS
Work Session items are non -action items. Although the Council may discuss or direct staff to follow up on these items, no formal action will be taken. Any formal action will be placed on the agenda at a subsequent meeting in the action sections of the agenda.

Joint Work Session with Hayward City Council and Hayward Area Recreation and Park District Board of Directors (Report from General Manager Wheeler and City Manager McAdoo)
WS 24-0041.

Attachments: Attachment I Recreation Year in Review 2023 Attachment II HARD Strategic Plan

SPECIAL CITY COUNCIL MEETING

LEGISLATIVE BUSINESS
FY 2024 Mid-Year Budget Review: Adopt a Resolution
Approving the FY 2024 Mid-Year Budget Amendments and
Receive and Review the Five-Year General Fund Financial Model Update (Report from Director of Finance Gonzales) LB 24-0085.

Attachments: Attachment I Staff Report
Attachment II Resolution Operating Budget
Attachment IIA Exhibits A & B
Attachment III Resolution Capital Improvement Budget
Attachment IIIA Exhibits A & B
Attachment IV General Fund Long Range Financial Model

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March 12, 2024City Council Agenda

COUNCIL REPORTS AND ANNOUNCEMENTS
Council Members can provide oral reports on attendance at intergovernmental agency meetings, conferences, seminars, or other Council events to comply with AB 1234 requirements (reimbursable expenses for official activities).

COUNCIL REFERRAL
Council Members may bring forward a Council Referral Memorandum (Memo) on any topic to be considered by the entire Council. The intent of this Council Referrals section of the agenda is to provide an orderly means through which an individual Council Member can raise an issue for discussion and possible direction by the Council to the appropriate Council Appointed Officers for action by the applicable City staff.

ADJOURNMENT
NEXT MEETING, March 19, 2024, 7:00 PM

PUBLIC COMMENT RULES
Any member of the public desiring to address the Council shall limit their comments to three (3) minutes unless less or further time has been granted by the Presiding Officer or in accordance with the section under Public Hearings. The Presiding Officer has the discretion to shorten or lengthen the maximum time members may speak. Speakers will be asked for their name before speaking and are expected to honor the allotted time.

PLEASE TAKE NOTICE
That if you file a lawsuit challenging any final decision on any public hearing or legislative business item listed in this agenda, the issues in the lawsuit may be limited to the issues that were raised at the City's public hearing or presented in writing to the City Clerk at or before the public hearing.

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March 12, 2024City Council Agenda

PLEASE TAKE FURTHER NOTICE
That the City Council adopted Resolution No. 87-181 C.S., which imposes the 90-day deadline set forth in Code of Civil Procedure section 1094.6 for filing of any lawsuit challenging final action on an agenda item which is subject to Code of Civil Procedure section 1094.5. ***Materials related to an item on the agenda submitted to the Council after distribution of the agenda packet are available for public inspection in the City Clerk ’s Office, City Hall, 777 B Street, 4th Floor, Hayward, during normal business hours. An online version of this agenda and staff reports are available on the City ’s website. Written comments submitted to the Council in connection with agenda items will be posted on the City ’s website. All Council Meetings are broadcast simultaneously on the City website, Cable Channel 15 - KHRT, and YouTube. ***
Assistance will be provided to those requiring accommodations for disabilities in compliance with the Americans with Disabilities Act of 1990. Interested persons must request the accommodation at least 48 hours in advance of the meeting by contacting the City Clerk at (510) 583-4400 or [email protected].

Assistance will be provided to those requiring language assistance. To ensure that interpreters are available at the meeting, interested persons must request the accommodation at least 48 hours in advance of the meeting by contacting the City Clerk at (510) 583-4400.

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CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: MIN 24-034
DATE: March 12, 2024
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Approve the Minutes of the City Council Meeting on February 20, 2024

RECOMMENDATION
That the Council approves the City Council meeting minutes of February 20, 2024.

SUMMARY
The City Council held a meeting on February 20, 2024.

ATTACHMENTS
Attachment I Draft Minutes of February 20, 2024
CITY OF HAYWARD Printed on 3/8/2024Page 1 of 1
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The City Council meeting was called to order by Mayor Salinas at 7:00 p.m. The City Council held a hybrid meeting in Council Chambers and virtually via Zoom.

Pledge of Allegiance: Council Member Roche

Present: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño MAYOR Salinas

Absent: None

CLOSED SESSION ANNOUNCEMENT

The City Council convened in closed session on February 6, 2024, at 5:30 p.m., with all members present and no public speakers, regarding four items: 1) public employment for City Manager pursuant to Government Code section 54957; 2) public employment for City Clerk pursuant to Government Code section 54957; 3) conference with legal counsel pursuant to Government Code section 54956.9(d)(1) regarding Lopez v. City of Hayward, Alameda County Superior Court, No. RG19015514; and 4) conference with legal counsel pursuant to Government Code section 54956.9(d)(2) r egarding one matter based on facts and circumstances regarding exposure to litigation against the local agency. City Attorney Lawson indicated the Council met regarding Items 1 and 2 and took no reportable action; regarding Item 3, the Council unanimously approved settlement of the matter in the amount of $75,000; and the Council discussed Item 4 but took no reportable action. The meeting was adjourned at 9:35 p.m.

The City Council convened in closed session on February 13, 2024, at 5:30 p.m., with all members present and no public speakers, regarding two items: 1) public employment for City Manager pursuant to Government Code section 54957 ; and 2) conference with labor negotiators pursuant to Government Code section 54957.6 regarding negotiations with all groups. City Attorney Lawson indicated the Council met regarding Item 1 and the Council was advised of the City Manager's acceptance of a new position, effective May 2024, after which the Council announced its intention to appoint Assistant City Manager Claussen as acting City Manager, pending a national recruitment. The Council did not discuss Item 2 and adjourned the meeting at 7:31 p.m.

PUBLIC COMMENTS

Matt Jack expressed dissatisfaction with the Council’s action to divest from certain companies, alleging it was served by the BDS movement; and raised concerns of bigotry against Israel.

Lisa Tealer , Hayward resident and Black stone a t the Cannery Home owners Association president, shared the persistent issue of mail theft affecting the community for over a year, and urged for action to address the ongoing problem.
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Eva Rockerll did not speak.

Bill Shaner raised concerns about the relationship and advocacy received by the Council from the Anti-Defamation League (ADL), citing its con troversial history tied to Leo Frank case in 1913.

Cynthia Ramirez asked for a solution from the City to concerns regarding parking issues on the street and traffic stripes which cause cars to park too close to each other, and dirt being moved on the street by employees of 7 Star Food Store.

Lisa Lorenz, Bay Philharmonic president, announced the “Celtic Celebration” event at Chabot College Center for the Performing Arts on March 17, 2024, featuring Irish and Scottish fiddlers and dancers.

Billie Pierce provided information regarding the protection of free speech in public meetings, citing the First Amendment and a Ninth Circuit Court of Appeals case, Acosta v. City of Costa Mesa.

Hilary Sargeant expressed her desire to bring awareness to AWG, which helps people get antivirals.

Fatuma expressed his concern regarding public safety.

Tanner Boyle spoke about the handling of speaker time during the meeting.

Suzie expressed her disappointment with the Council’s decision to divest and what the action caused; and urged the Council to make decisions based on thorough research moving forward.

Vicky Lightfoot spoke on the handling of speaker time during the meeting.

Molly Conger spoke profane words.

Calyn Kelley commended the Hayward Aggies Youth Football league for being an asset to the community, for its role in fostering family engagement, and winning the national championship.

CITY MANAGER’S COMMENTS

Assistant City Manager Youngblood reassured the Council and attendees that despite City Manager McAdoo’s announcement of her May departure, she was taking a vacation and will be returning next week.

CONSENT

1. Approve the Minutes of the City Council Meeting on January 23, 2024 MIN 24-017 It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried by the following roll call vote, to adopt the City Council meeting minutes of January 23, 2024.

2. Approve the Minutes of the Special City Council Meeting on January 30, 2024 MIN 24- 018
It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried by the following roll call vote, to adopt the special City Council meeting minutes of January 30, 2024.

3. Adopt an Ordinance Amending Chapter 10, Article 1 (Zoning Ordinance) of the Hayward Municipal Code Rezoning a Property to the Medium Density Residential District in Connection with Zone Change Application No. MTA-23-0005 CONS 24-057

Staff report submitted by City Clerk Lens, dated February 20, 2024, was filed.

It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried by the following roll call vote, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

Ordinance 24-03, “An Ordinance Amending Chapter 10, Article 1 (Zoning Ordinance) of the Hayward Municipal Code Rezoning a Property to the Medium Density Residential District in
Connection with Zone Change Application No. MTA23-0005”

4. Adopt Resolutions to Execute Side Letter Agreements Amending the Memoranda of Understanding (MOU) Between the City of Hayward and the Hayward Police Officers Association (HPOA), and the City of Hayward and the International Association of Firefighters, AFL -CIO, Local 1909 (Local 1909), to Change the Existing Cost -Sharing Amount for PEPRA Members CONS 24-059

Staff report submitted by Human Resources Director Frye, dated February 20, 2024, was filed.
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It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried by the following roll call vote, to adopt the resolutions.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

Resolution 24-027, “Resolution Authorizing Execution of a Side Letter Agreement Amending the Memorandum of Understanding Between the City of Hayward and the Hayward Police Officers Association (HPOA) to Change the Existing Cost-Sharing Amount for PEPRA Members”

Resolution 24-028, “Resolution Authorizing Execution of the Side Letter Amending the Memorandum of Understanding Between the City of Hayward and the International Association of Firefighters, AFL-CIO, Local 1909 to Change the Cost -Sharing Amount for PEPRA Members”

5. Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $2,000,000 in Grant Funding from the California Department of Health Care Services for the Construction of a Subacute Facility for Senior and Medically Fragile Persons at St. Rose Hospital in Hayward CONS 24-060

Staff report submitted by Fire Chief Contreras, dated February 20, 2024, was filed.

It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried by the following roll call vote, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

Resolution 24-029, “Resolution Authorizing the City Manager to Accept and Appropriate $2,000,000 in Grant Funding from the California Department of Health Care Services for the
Construction of a Subacute Facility for Senior and Medically Fragile Persons at St. Rose Hospital in Hayward”

6. Adopt a Resolution Authorizing the City Manager to Execute an Agreement with Diamondback Fire and Rescue for the Purchase of Amkus Auto Extrication Tools for the Hayward Fire Department in an Amount Not-to-Exceed $111,462.57 CONS 24-061

Staff report submitted by Fire Chief Contreras, dated February 20, 2024, was filed.

It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried by the following roll call vote, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

Resolution 24-030, “Resolution Authorizing the City Manager to Execute an Agreement with Diamondback Fire and Rescue for the Purchase of Amkus Auto Extrication Tools for the Hayward Fire Department in an Amount Not-To-Exceed $111,462.57”

7. Adopt a Resolution Authorizing the City Manager to Execute a Professional Services Agreement with BKF Engineers, Inc., for the FY 2024 Sewer and Water Line Replacement Projects, Project Nos. 07789 and 07072, in an Amount Not -to-Exceed $2,155,000 CONS 24-066

Staff report submitted by Public Works Director Ameri, dated February 20, 2024, was filed.

It was moved by Council Member Roche, seconded by Council Member Zermeño, and carried by the following roll call vote, to adopt the resolution.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

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Resolution 24-031, “Resolution Authorizing the City Manager to Execute a Professional Services Agreement with BKF Engineers, Inc., in an Amount Not-to-Exceed $2,155,000 for the FY24 Sewer and Water Line Replacement Projects”

PUBLIC HEARING

8. Sale of Parcel Group 8 for Development of Affordable Housing: Adopt Two Resolutions1) Approving the Government Code Section 52201 Summary Report for the Project; and Authorizing the City Manager to Execute the First Amendment to the Disposition, Development, and Loan Agreement with RCD GP IV, LLC and Parcel Group 8, L.P. for Transfer of Specified City Owned Properties and for the Development of Housing and Making Specified Findings in Association with Government Code Section 65913.4 Exemption from the California Environmental Quality Act; and 2) Authorizing the City Manager to Execute an Agreement with the Developer Associated with the State of California Affordable Housing and Sustainable Communities (AHSC) Program (Report from Assistant City Manager Claussen) PH 24-006

Staff report submitted by Assistant City Manager Claussen, dated February 20, 2024, was filed.

Assistant City Manager Youngblood announced the item and introduced Craig Whittom, consultant from RCD, who provided a presentation of the proposed First Amendment to the Disposition, Development and Loan Agreement (DDLA,) and the agreement with RCD regarding Affordable Housing and Sustainable Communities (AHSC) funds.

Discussion ensued among members of the City Council , Housing Manager Morales, Craig Whittom and Norma Guzman with RCD regarding: the feedback from the community zoom meeting held on February 15, 2024, which included transit related issues and requests for more lighting and a place to host after-school activities; the City continues to be in negotiations with Caltrans for the deadline of sale or transfer of all the properties; there will be two water-related improvements planned on Foothill Boulevard and Grove Way and staff was requested to send out notifications to mitigate the impact on local businesses, especially on Foothill Boulevard; the reallocation of the $500,000 to pre -development costs does not change the overall $2 million loan from the City Inclusionary Housing Fund ; the plan to provide relocation assistance to tenants involves two options: a stipend for permanent relocation or temporary relocation with the opportunity to move back once the project is completed ; the units are expected to be built close to 2029; and recycled water has not been discussed as part of the plan but RCD will be applying for State funding in March and could explore more detailed design if granted funds.

There being no public comments, Mayor Salinas opened and closed the public hearing at 7:58 p.m.

Council Member Bonilla Jr. made a motion to approve the staff’s recommendation noting RCD has been a great partner and the proposal will bring needed affordable housing to the

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers and Virtual Platform (Zoom)
https://hayward.zoom.us/j/83639328548?pwd=ZUdDZE5lM2R1dHNFbVJoVXJBckdmQT09 Tuesday, February 20, 2024, 7:00 p.m.
community and agreed with shifting $500,000 to pre-development costs to make the project more competitive.

Council Member Roche seconded the motion ; agreed the proposed project was great for Hayward, noting it would be accessible to Foothill Boulevard and add to housing stock; and noted that extend ing the deadline was understandable given the opportunity for further funding.

It was moved by Council Member Bonilla Jr., seconded by Council Member Roche, and carried by the following roll call vote, to adopt the resolutions.

AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

Resolution 24-032, “Resolution Approving an Updated
Government Code Section 52201 Summary Report for the Project; Authorizing the City Manager to Negotiate and Execute the First Amendment to the Disposition Development and Loan Agreement with RCD GP Iv, LLC and Parcel Group 8, L.P. for Transfer of Specified City Owned Properties and for the Development of Housing and Making Specified Findings in Association with a Government Code Section 65913.4 Exemption from the California Environmental Quality Act”

Resolution 24-033, “Resolution Authorizing the City Manager to Negotiate and Execute a Non -Applicant Agreement with
Resources for Community Development or its Affiliates in Connection with the California Affordable Housing Sustainable Communities Notice of Funding Availabilit y and that Certain Disposition Development and Loan Agreement, as Amended, between RCD GP Iv LLC and Parcel Group 8, L.P. and Making Specified Findings in Association with a Government Code Section 65913.4 Exemption from the California Environmental Qual ity Act”

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INFORMATIONAL ITEM

9. Informational Report on FY24 Quarter 2 Capital Improvement Program (CIP) Progress Report RPT 24-008

Staff report submitted by Public Works Director Ameri, dated February 20, 2024, was filed.

Discussion ensued among members of the City Council and Public Works Director Ameri and the following clarifications were made: the Neighborhood Improvement Grant Program is a grant program and the Neighborhood Partnership Program project is a program for implementation; staff would clarify the 50% complete status of the Mural Art for Underpasses project; an upcoming work session will present different options for Council’s consideration regarding La Vista Park ; the Library and Community Learning Center construction will be completed once the garage elevator punchlist and plaza cistern start-up items are addressed and completed; the airport fleet replacement project is to upgrade to electric when possible; the Hayward Boulevard Safety Improvements project was postponed for further review and Orchard Avenue Traffic Calming project is planned to be implemented while seeking long -term traffic solutions; Mission Boulevard South end Frontage Island Improvement project involved sidewalk extension s requiring coordination with Caltrans; there are incentives to incorporate recycled water in projects ; staff would look into the status of the Disaster Service Worker’s Response Coordination & Communication: Plum Cases project; and the Innovative Deployments to Enhance Arterials (IDEA) - Tennyson Corridor and Second Street project involved making traffic signals on arterial roads adaptive.

Council Member Bonilla noted that links within the staff report referring to Attachment 5 and Attachment 6 were switched ; and suggested adding two additional columns to future Capital Improvement Program (CIP) Progress Reports documents: one indicating the project status and one with the target completion date.

Council Member Syrop requested the inclusion of a map showing all the locations of capital improvements.

Council Member Andrews acknowledged the request for a map but cautioned that it might be a significant undertaking.

Council Member Zermeño suggested creating a separate sheet for completed projects.

COUNCIL REPORTS AND ANNOUNCEMENTS

Council Member Andrews made two announcements: 1) acknowledged her colleagues who participated in the Black History Month program organized by Senator Wahab at City Hall; and 2) announced the Keep Hayward Clean and Grean clean up event at Longwood Elementary on February 24, 2024.

Council Member Roche reiterated the “Celtic Celebration” event at Chabot College Center for the Performing Arts on March 17, 2024, and encouraged everyone to attend the Saint Patrick’s Day event hosted by the Bay Philharmonic.

COUNCIL REFERRAL

There were none.

ADJOURNMENT

Mayor Salinas adjourned the City Council meeting at 8:22 p.m.

APPROVED

__________________________________________________________ Mark Salinas
Mayor, City of Hayward

ATTEST:

__________________________________________________________ Miriam Lens
City Clerk, City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 24-076
DATE: March 12, 2024
TO: Mayor and City Council
FROM: Director of Library Services

SUBJECT
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate Up To $150,000 in Donations ($50,000 or Less Individually) from Donor Organizations and Individuals to Support Library Services and Programs Through the End of FY 26, Superseding Resolution No. 23-006

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate donations from library patrons to support library services and programs.

SUMMARY
The Library occasionally receives mid-size donations ($1,000 to $50,000) from various donor organizations and individuals. Each of these donations currently requires separate Council approval in order to be processed. A streamlined donation acceptance process enables the Library to ensure checks are deposited before they become stale dated, capitalize on spontaneous acts of generosity, and seize time-sensitive purchase opportunities.

Staff requests Council adopt a resolution superseding Resolution No. 23-006 to approve up to $150,000 in total donations ($50,000 or less individually) to support library services and programs for the remainder of Fiscal Year 2024, and through the end of Fiscal Year 2026.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 3/8/2024Page 1 of 1
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DATE: March 12, 2024

TO: Mayor and City Council

FROM: Director of Library Services

SUBJECT: Authorize the City Manager to Accept and Appropriate up to $150,000 in Donations ($50,000 or less individually) From Donor Organizations and Individuals to Support Library Services and Programs Through the End of FY 26, Superseding Resolution No. 23-006

RECOMMENDATION

That Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate donations from library patrons to support library services and programs.

SUMMARY

The Library occasionally receives mid-size donations ($1,000 to $50,000) from various donor organizations and individuals. Each of these donations currently requires separate Council approval in order to be processed. A streamlined donation acceptance process enables the Library to ensure checks are deposited before they become stale dated, capitalize on spontaneous acts of generosity, and seize time-sensitive purchase opportunities.

BACKGROUND AND DISCUSSION

On January 17, 2023, through Resolution No. 23-006, Council authorized the City Manager to accept and appropriate up to $10,000 ($999 or less individually) in small donations annually from FY 23 through FY 25. In addition to members of the public routinely presenting the Library with small donations, foundations, organizations, and individuals occasionally present the Library with mid-size donations to support Library programs and services. This resolution requests an amendment to increase the total donation amount to $150,000 and individual donation amounts to $50,000 and extend the timeframe to the end of FY 26.

The average annual amount of small and mid-size donations to the Library has been $50,000 for the last four (4) fiscal years. Mid-size donations making up these annual amounts have

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included funds from the Donna L. & Edward E. Martins Foundation that were used to support various youth and teen programs.

Historically, donors have chosen to donate larger amounts to the Friends of the Hayward Public Library instead of directly to the Library due to the faster deposit rate of checks. Now that Library services are returning to pre-pandemic status, staff anticipates an increase in donations and an expansion of services that can be supported by these donations.

STRATEGIC INITIATIVES

This agenda item is a routine operational item and relates to the Council’s Strategic Initiative of Fiscal Sustainability.

FISCAL IMPACT

Donations supplement the City’s General Fund and help fund Library programming. There is no negative impact to the General Fund from accepting these donations as the City is already providing these programs.

Prepared by: Melissa Burkley, Management Analyst I

Recommended by: Jayanti Addleman, Director of Library Services

Approved by:

_______________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO ACCEPT AND
APPROPRIATE UP TO $150,000 IN DONATIONS TO SUPPORT LIBRARY SERVICES AND PROGRAMS FY 24-26 AND SUPERSEDE RESOLUTION NO. 23- 006

WHEREAS, Foundations and individuals occasionally present the Library with small to mid-size donations ($50,000 or less individually); and

WHEREAS, Resolution No. 23-006 approved the acceptance and appropriation of up to $10,000 in small donations ($999 or less individually) through the end of FY2025; and

WHEREAS, The average annual amount of mid-size donations to the Library has been $50,000 for the last four (4) fiscal years; and

WHEREAS, The Library anticipates an increase in donations and expansion of services that can be supported by these donations; and

WHEREAS, Each mid-sized donation ($1,000 to $50,000 individually) currently requires separate Council approval in order to be processed; and

WHEREAS, A streamlined donation acceptance process for all donations under $50,000 would ensure checks were deposited before they are stale dated and allow the Library to capitalize on spontaneous acts of generosity and time-sensitive purchase opportunities.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward authorizes the City Manager to accept and appropriate up to $150,000 in small to mid -size donations ($50,000 or less individually) in support of Library Services and Programs through FY2026, superseding Resolution No. 23-006.

ATTACHMENT II

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IN COUNCIL, HAYWARD, CALIFORNIA __________2024

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 24-106
DATE: March 12, 2024
TO: Mayor and City Council
FROM: Director of Maintenance Services

SUBJECT
Adopt A Resolution Authorizing the City Manager to Execute a Funding Agreement, Accept $500,000 in USDA Urban and Community Forestry Grant Funds, Appropriate $250,000 to Project 07797 for a Citywide Tree Condition Assessment, Inventory, and Tree Management Software and $250,000 to Project 07796 for Hazardous Tree Removals and Replacements, Transfer and Appropriate $250,000 from the General Fund to Capital Fund 405 for Project 07797, and Transfer and Appropriate $250,000 from Project 05102 to Project 07796 Over Five Years

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to: 1) accept $500,000 in Department of Agriculture’s (USDA) Urban and Community Forestry (U&CF) grant funds; 2) appropriate $250,000 to Project 07797 to perform a citywide tree condition assessment, inventory, and the procurement of a new tree management software; 3) appropriate $250,000 to Project 07796 for hazardous tree removals and replacements; 4) transfer and appropriate $250,000 from the General Fund to Capital Fund 405 for Project 07797; and 5) transfer and appropriate $250,000 from Project 05102 to Project 07796 over five years.

SUMMARY
In early 2023, the USDA released a notice of funding opportunity for the U&CF Grant, a multiyear grant opportunity to encourage proactive maintenance and monitoring of urban street trees, advancing the use of tree inventory monitoring, and improving preparation for severe weather, among other program goals.

The grant requires a dollar-for-dollar match. The Maintenance Services Department successfully applied for and was awarded a total of $500,000 in grant funds to procure and implement a citywide tree condition assessment, inventory, and tree management software (“Software”) and support the removal and replacement of hazardous trees that pose a risk to property, pedestrians, and vehicles. To act on behalf of the USDA, the USDA is partnering with several national “pass-through partners” that will coordinate with awardees to execute funding agreements, manage distribution of grant funds, and to implement and monitor compliance with the U&CF program goals. The USDA selected GreenLatinos, a non-profit environmental organization, to be the City’s pass-through partner. Staff requests that the City Manager be authorized to execute the funding agreement with GreenLatinos, accept the grant funds, and CITY OF HAYWARD Printed on 3/8/2024Page 1 of 2
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File #:CONS 24-106
appropriate $250,000 to Project 07797 for the acquisition and development of a new tree management software, citywide condition assessment and inventory and $250,000 to Project 07796 to support hazardous tree removals and replacements. Staff also requests the transfer of $250,000 from the General Fund to Capital Fund 405 and appropriating the same amount to Project 07797 for the required match.

Staff also requests the transfer and appropriation of $250,000 from Project 05102 (Landscape Tree and Shrub Replacement) to Project 07796 over five years ($50,000 per fiscal year) for the required match.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: March 12, 2024

TO: Mayor and City Council

FROM: Director of Maintenance Services

SUBJECT: Adopt A Resolution Authorizing the City Manager to Execute a Funding Agreement, Accept $500,000 in USDA Urban and Community Forestry Grant Funds, Appropriate $250,000 to Project 07797 for a Citywide Tree Condition Assessment, Inventory, and Tree Management Software and $250,000 to Project 07796 for Hazardous Tree Removals and Replacements, Transfer and Appropriate $250,000 From the General Fund to Capital Fund 405 for Project 07797, and Transfer and Appropriate $250,000 from Project 05102 to Project 07796 Over Five Years

RECOMMENDATION

That Council adopts a resolution (Attachment II) authorizing the City Manager to: 1) accept $500,000 in Department of Agriculture’s (USDA) Urban and Community Forestry (U&CF) grant funds; 2) appropriate $250,000 to Project 07797 to perform a citywide tree condition assessment, inventory, and the procurement of a new tree management software; 3) appropriate $250,000 to Project 07796 for hazardous tree removals and replacements; 4) transfer and appropriate $250,000 from the General Fund to Capital Fund 405 for Project 07797; and 5) transfer and appropriate $250,000 from Project 05102 to Project 07796 over five years.

SUMMARY

In early 2023, the USDA released a notice of funding opportunity for the U&CF Grant, a multiyear grant opportunity to encourage proactive maintenance and monitoring of urban street trees, advancing the use of tree inventory monitoring, and improving preparation for severe weather, among other program goals. The grant requires a dollar-for-dollar match. The Maintenance Services Department successfully applied for and was awarded a total of $500,000 in grant funds to procure and implement a citywide tree condition assessment, inventory, and tree management software (“Software”) and support the removal and replacement of hazardous trees that pose a risk to property, pedestrians, and vehicles. To act on behalf of the USDA, the USDA is partnering with several national “pass-through partners” that will coordinate with awardees to execute funding agreements, manage distribution of grant funds, and to implement and monitor compliance with the U&CF program goals. The USDA selected GreenLatinos, a non-profit environmental organization, to be the City’s pass-

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through partner. Staff requests that the City Manager be authorized to execute the funding agreement with GreenLatinos, accept the grant funds, and appropriate $250,000 to Project 07797 for the acquisition and development of a new tree management software, citywide condition assessment and inventory and $250,000 to Project 07796 to support hazardous tree removals and replacements. Staff also requests the transfer of $250,000 from the General Fund to Capital Fund 405 and appropriating the same amount to Project 07797 for the required match. Staff also requests the transfer and appropriation of $250,000 from Project 05102 (Landscape Tree and Shrub Replacement) to Project 07796 over five years ($50,000 per fiscal year) for the required match.

BACKGROUND AND DISCUSSION

The Inflation Reduction Act provided $1.5 billion for U&CF investments. Goals of the project include increased and equitable access to urban tree canopy and associated human, environmental, and economic benefits, tree planting and management activities, and improved resilience to climate change.

On June 1, 2023, staff received approval from the City’s Grant Committee to apply for $500,000 in grant funds. As described below, half of this amount will be used to perform a citywide tree condition assessment, inventory, and the procurement of a new tree management software and the other half will be used to support hazardous tree removal and replacement. On September 14, 2023, staff received notice of funding award. On October 12, 2023, staff received the letter of intent to award funding to the City in partnership with GreenLatinos. The anticipated date for the partnership agreement is no later than April 30, 2024.

Complete Tree Inventory and Tree Management Software
The City has been recognized as a Tree City for the past 34 years and currently has approximately 30,000 street trees in its inventory. Staff will seek and acquire a tree management software that will be the backbone of the City’s urban forest and tree management and maintenance programs. The new software program will provide an accurate inventory of all city-owned trees, an urban tree canopy assessment, and arborist reports supporting vegetation work, planning, and management. One of the biggest benefits of this software will be its emphasis on the City’s current urban tree canopy’s health, required maintenance needs, scheduling and frequency, and cataloging performed work on each tree, along with photographs. Once implemented, this software will be used by multiple departments to assist in future development, geographic data that will drive new tree plantings, especially in marginalized areas, tree preservation efforts, provide carbon sequestration data, applied research and reporting processes, and preparing for extreme weather. This software will enable staff to effectively manage tree-related data, optimize resource allocation, and facilitate informed decision-making. Furthermore, staff will be able to receive and respond to citizens’ requests for tree planting and maintenance through the user- friendly interface. Ultimately, this software will play a crucial part in developing the City’s first Urban Forest Master Plan (UFMP).

Hazardous Tree Removal and Replacement

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Landscape Maintenance Division’s staff has identified numerous hazardous trees throughout the jurisdiction that need to be removed and replaced. By definition, a hazardous tree is a tree that is dying, dead, diseased, or defective, or can lead to personal injury or property damage. A hazardous tree can and should be removed if proper maintenance is not sufficient to mitigate risks. Staff has developed a comprehensive project plan that equitably removes hazardous trees and replants native trees to ensure there is no negative impact to the City’s current tree canopy, and will help mitigate the negative effects of climate change, urban heat islands, and support the City’s efforts to reduce greenhouse gasses.

FISCAL IMPACT

Staff was awarded a total of $500,000 in U&CF grant funds. The grant requires a dollar-for- dollar match. The grant provides $250,000 in one-time funds to support the development of a citywide tree inventory and analysis and procurement of a new tree management software.

Staff is requesting a match of $250,000 from the General Fund to support this effort. This amount will be transferred from the General Fund to Capital Fund 405 and appropriated to Project 07797, for a total project budget of $500,000. The grant also provides $250,000 over five years ($50,000 per fiscal year) for hazardous tree removal and replacement efforts. The FY24-33 CIP Budget appropriated sufficient funds to provide a yearly $50,000 match from Project 05102 to Project 07796 for five years, for a total project budget of $500,000 over five years. A breakdown of the distribution of grant and matching funds is provided below.

Funding FY24 FY25 FY26 FY27 FY28 Total
Federal Grant – Tree
Management Software
$250,000 $250,000
Match - City’s General Fund
(100) Transfer
$250,000 $250,000
Total Project Budget $500,000 $500,000
Federal Grant – Hazardous
Tree Removals/Replacement
$50,000 $50,000 $50,000 $50,000 $50,000 $250,000
Match - City’s Capital Fund
(405-05102)
$50,000 $50,000 $50,000 $50,000 $50,000 $250,000
Total Project Budget $100,000 $100,000 $100,000 $100,000 $100,000 $500,000 Total Expenditures $600,000 $100,000 $100,000 $100,000 $100,000 $1,000,000

ECONOMIC IMPACT AND SUSTAINABILITY FEATURES

This item does not provide a direct economic impact to the City but does provide public safety and environmental benefits through the following:
 Enhanced public safety: removing hazardous trees will reduce the risk of accidents, personal injuries, property damage, and environmental disasters like fires and landslides
 Environmental preservation: expanding and managing the City’s urban forest more efficiently will mitigate the negative effects of climate change and urban heat islands, reduce greenhouse gasses, and conserve and protect natural resources and ecosystems

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 Improved efficiency: implementation of the tree management software system will streamline operations, leading to better resource allocations, enhanced planning, and more effective decision-making

STRATEGIC ROADMAP

This item supports Council’s Strategic Priority of Confront Climate Crisis and Champion Environmental Justice by supporting the following project:

Project C10 – Plant 1,500 trees annually

PUBLIC CONTACT

No public contact is required for this item.

NEXT STEPS

If approved, the City Manager will be authorized to execute the funding agreement with GreenLatinos and to accept a total of $500,000 in grant funds. Staff will appropriate $250,000 to Project 07797 to support the procurement and implementation of tree inventory, assessment, and tree management software and $250,000 to Project 07796 for hazardous tree removals and replacements. Staff will also transfer $250,000 from the General Fund to Capital Fund 405 and appropriate the same amount to Project 07797. Staff will also transfer and appropriate $50,000 from Project 05102 to Project 07796 annually for five years.

Prepared by: Manny Grewal, Management Analyst

Recommended by: Todd Rullman, Director of Maintenance Services

Approved by:

_________________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A FUNDING AGREEMENT, ACCEPT $500,000 IN USDA URBAN AND COMMUNITY FORESTRY GRANT FUNDS, APPROPRIATE $250,000 TO PROJECT 07797 FOR

A CITYWIDE TREE CONDITION ASSESSMENT, INVENTORY, AND TREE MANAGEMENT SOFTWARE AND $ 250,000 TO PROJECT 07796 FOR

HAZARDOUS TREE REMOVALS AND REPLACEMENTS , TRANSFER AND APPROPRIATE $250,000 FROM THE GENERAL FUND TO CAPITAL FUND 405 FOR PROJECT 07797, AND TRANSFER AND APPROPRIATE $250,000 FROM PROJECT 05102 TO PROJECT 07796 OVER FIVE YEARS

WHEREAS, the Inflation Reduction Act provided the Department of Agriculture (USDA) $1.5 billion for Urban and Community Forestry (U&CF) investments; and

WHEREAS, in early 2023, the USDA released a multiyear funding opportunity to encourage proactive maintenance and monitoring of urban trees, advance the use of tree inventory monitoring, and improve preparation of severe storms, among other program goals; and

WHEREAS, staff received approval from the Grant Committee to apply for $500,000 in grant funds; and

WHEREAS, a dollar-for-dollar match is required for the grant; and

WHEREAS, in September 2023, staff was awarded $250,000 to support the procurement and implementation of a tree management software and $250,000 to support the removal and replacement of hazardous trees, for a total grant amount of $500,000.

NOW, THEREFOR E, BE IT RESOLVED that the City Council hereby finds and determines as follows that the City Manager is authorized to execute a funding agreement with GreenLatinos, in a form approved by the City Attorney, to accept $ 500,000 in USDA U&CF grant funds and appropriate $250,000 to Project 07797 (Fund 405) for a citywide tree condition assessment, inventory, and tree management software and appropriate $250,000 to Project 07796 (Fund 405) for hazardous tree removal and replacement efforts.

ATTACHMENT II

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BE IT FURTHER RESOLVED that the City Manager is authorized to transfer and appropriate an additional $250,000 from the General Fund (Fund 100) to Project 07797 (Fund 405), for a total project budget of $500,000.

BE IT FURTHER RESOLVED that the City Manager is authorized to transfer and appropriate $250,000 from Project 05102 (Fund 405) to Project 07796 (Fund 405) over five years, for a total project budget of $500,000.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2024

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 24-113
DATE: March 12, 2024
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute Easement Deeds to Pacific Gas and Electric Company to Construct, Reconstruct, Maintain, Inspect, and Access Underground Electric, Communication and Gas Facilities for Public Utility Purposes on and Under a Portion of the City’sLand for La Vista Park

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to execute two Easement Deeds (Attachments III and IV) to Pacific Gas and Electric Company (PG&E) to construct, reconstruct, use, maintain, inspect and access underground electric, gas and communication facilities for public utility purposes on and under a portion of the City owned parcel of land for La Vista Park.

SUMMARY
The City’s easement deeds will allow PG&E to install underground conduits and cables in vaults and surface mounted cabinets within a narrow (approximately six feet wide) strip of the City owned land for La Vista Park, generally along one side of a planned roadway to an under-construction La Vista Residential project at 720 Tennyson Road (Attachment V). This project will provide affordable residential housing and a school. Additionally, the proposed PG&E facilities in the requested easements can be extended later to the City’s La Vista Park.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Parcel P PG&E Easement
Attachment IV Parcel A PG&E Easement
Attachment V La Vista Residential Project
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DATE: March 12, 2024

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT Adopt a Resolution Authorizing the City Manager to Execute Easement Deeds to Pacific Gas and Electric Company to Construct, Reconstruct, Maintain, Inspect, and Access Underground Electric, Communication and Gas Facilities for Public Utility Purposes On and Under a Portion of the City’s Land for La Vista Park.

RECOMMENDATION

That Council adopts a resolution (Attachment II) authorizing the City Manager to execute two Easement Deeds (Attachments III and IV) to Pacific Gas and Electric Company (PG&E) to construct, reconstruct, use, maintain, inspect and access underground electric, gas and communication facilities for public utility purposes on and under a portion of the City owned parcel of land for La Vista Park.

SUMMARY

The City’s easement deeds will allow PG&E to install underground conduits and cables in vaults and surface mounted cabinets within a narrow (approximately six feet wide) strip of the City owned land for La Vista Park, generally along one side of a planned roadway to an under-construction La Vista Residential project at 720 Tennyson Road (Attachment V).

This project will provide affordable residential housing and a school. Additionally, the proposed PG&E facilities in the requested easements can be extended later to the City’s La Vista Park.

BACKGROUND

The City’s easement grants will enable PG&E to extend its public utilities from its existing and newer underground network in Tennyson Road to the La Vista Residential Project being developed by Eden Housing and The Pacific Companies, to create 176 new affordable apartment homes as well as an approximately 36,000 square foot school that will serve up to 384 students from preschool through 6th grade.

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This new community will provide Hayward’s expanding population with access to much needed affordable housing in the heart of the growing Mission Boulevard Corridor. The current design clusters the housing into two separate 5-story buildings on the site’s interior, allowing much of the hillside to become part of the future La Vista Park. One building will consist of only residential units while the other will also include an early education center on the ground floor

The City has had an active role in the entitlements and design process of the CalTrans Parcel Group Three Development.

DISCUSSION

PG&E will design and install, at no cost to the City, its underground conduits and cables in vaults and surface mounted cabinets within the city granted easements to provide its public utility services to La Vista Residential development. Additionally, the City’s easement grants will provide PG&E reasonable access rights over its property to the easement area needed for inspection, maintenance and repairs to its public utility facilities.

City’s easement also grants PG&E rights, from time to time, to trim or to cut down trees and brush along each side of the easement area which may interfere with or be a hazard to the facilities installed therein or as may be necessary to comply with applicable state or federal regulations.

No building, structure or fence can be built over the easement area nor can there be any earth fills, excavation, drilling or storage of flammable substances to interfere with the maintenance and operation of PG&E’s utility facilities.

CEQA Compliance

City’s easement grants are for PG&E to extend its public utilities from its existing and newer underground network in Tennyson Road to La Vista Residential Project, currently under construction. This project was recently approved by the City with due public participation and CEQA review. The area in the vicinity of this project is already developed with housing or designated for a city park and open space.

ECONOMIC IMPACT

The City’s easement grants will enable PG&E to extend its public utilities for development of a currently undeveloped parcel of land in Hayward for affordable housing and school purposes. This development project will enhance the city’s property tax base and more importantly enhance the local economy.

FISCAL IMPACT

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The two easements will encumber approximately 5,130 square feet of the City’s property.

City’s easement grants will be voluntary, without any monetary compensation from PG&E.

PG&E is not authorized to purchase any easement for its service extension to a single customer, even if the easement area may be used in the future to serve additional customers in the vicinity.

STRATEGIC ROADMAP

This agenda item supports the City’s Strategic Roadmap and its goals to Preserve, Produce and Protect housing for All, and Grow the Economy. This item also supports educational opportunities in and around Hayward.

SUSTAINABILITY FEATURES

There are no sustainability features associated with this item.

NEXT STEPS

If approved by Council, staff will provide the approved Resolution and the Easement Deeds executed by the City Manager to PG&E for filing with the Alameda County Clerk – Recorder’s Office.

Prepared by: Mo Sharma, Senior Civil Engineer

Reviewed by: Kathy Garcia, Deputy Director of Public Works

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_______________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member ______________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE TWO

EASEMENT DEEDS TO PACIFIC GAS AND ELECTRIC COMPANY FOR

EXTENSION OF UNDERGROUND PUBLIC UTILIT Y FACILIIES ACROSS A PORTION OF THE CITY ’S PROPOSED LA VISTA PARK PROPERTY

ALONG TENNYSON ROAD

WHEREAS, the City of Hayward (City) owns a property along the north side of Tennyson Road east of Mission Boulevard; and

WHEREAS, Pacific Gas and Electric Company (PG&E) plans to extend on and under a portion of the said City property conduits, cables, utility boxes and vaults for extension of underground public utilities from Tennyson Road to La Vista Residential Project at 720 Tennyson Road; and

WHEREAS, PG&E has presented to the City two easement deeds; and

WHEREAS, PG&E consider its public utility services to a single customer as an accommodation and will not purchase the easement; and

WHEREAS, City staff has reviewed the request for the easements and determined no significant impacts on the City’s use of its property and recom mends approval of the easement deeds.

NOW, THEREFORE , BE IT RESOLVED by the City Council that the City Manager is authorized to execute, on behalf of the City, the easement deeds requested by PG&E to extend underground public utilities for supply of electricity, gas and communication related services to La Vista Residential Project at 720 Tennyson Road and in future to other properties in the vicinity.

BE IT FURTHER RESOLVED by the City Council that the City Clerk is directed to provide a certified copy of this resolution to be attached to the easement deeds.i n a form approved by the City Attorney.

ATTACHMENT II

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IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2024

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

ATTACHMENT IV

TENNYSON ROAD
EAST 16TH STREET
Bell & Assoecci ciates inc
2 1
1 SHEET NUMBERING FORMAT UPDATED.

SEE APPROVED REV 1 PLANS DATED 06/21
FOR DESC. OF REVISIONS UNDER TRIANGLE 1
06/26
Property Line
Property Line

ATTACHMENT V

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: WS 24-004
DATE: March 12, 2024
TO: Mayor and City Council
HARD Board of Directors
FROM: Assistant City Manager

SUBJECT
Joint Work Session with Hayward City Council and Hayward Area Recreation and Park District Board of Directors

RECOMMENDATION
That Council and Hayward Area Recreation and Park District (HARD) Board of Directors receive reports from City and HARD staff.

SUMMARY
On April 24, 2023, staff from HARD and the City worked with CivicMakers, a consultant agency, to facilitate a Joint Session between the HARD Board and the Hayward City Council. Key themes discussed at the Joint Session included: communication and collaboration; ensuring equitable access to parks and resources; and determining shared priorities and how to measure progress. As a result of this successful collaboration, the City Council and HARD Board agreed to have at least one Joint Session annually.

On June 20, 2023, the Council authorized the City Manager to negotiate and execute a master agreement and lease (Agreement) with the Hayward Area Recreation and Park District (HARD) for operations and maintenance of city lands. This ten-year lease represented the most recent renewal of a lease that was first entered into with HARD on November 17, 1970.

The current Agreement went into effect July 1, 2023. The Transparency and Reporting section of the Agreement indicates that HARD will provide an annual report to the City during a City Council Meeting that will include but is not limited to, an update on Capital Improvement Projects, data on participants in District recreation programs by zip code, and park maintenance standards.

This item honors the above-stated provision of the Agreement and keeps the promise to conduct an annual Joint Session between Council and the HARD Board.

ATTACHMENTS
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File #:WS 24-004
Attachment I Recreation Year in Review 2023
Attachment II HARD Strategic Plan
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Attachment I
2023 Participation Numbers
• 33,102 Total registered participants
• 371 camps offered; 5,670 campers served
• Golf - 37,313 rounds played
• Golf Range - 46,184 buckets sold

Health Equity Initiative 2023
• Free Aquatics
• 1,112 free swim lessons
• 4,721 free recreational swimmers
• Free Camps
• 96 weeks of camp
• Free Classes
• Over 1,300 participants
• Mobile Recreation
• Over 1,500 registrants
• Special Events
• Over 4,000 participants

Accessibility and Outreach
• Community Grants
• 62 community-based non-profits and government partners • Over $200,000 in waived rentals fees awarded to our partner agencies and community groups
• Outreach registration events and trainings for non-
traditional clients
• Scholarships
• 261% increase
• Over 260 individuals received scholarships and signed up for over 1,200 classes
• Access for All
• 283% increase
• Adaptive Programming
• Two Recreation Therapists on staff
• Adaptive Swimming
• New adaptive recreation programming section
• Inclusion Working Group

Focus on the Arts
• Two arts-focused staff
• Camp Create (new) at Weekes
• Weekes Afterschool Arts Center
• DMT
• Lights on Series
• Over 200 attendees
• International Dance Festival and Bedtime Theater Series • DMT Presents Series
• 3 of the 4 performances have been sold-out
• Over 900 attendees
• Launched Arts Access program for underserved
schools to attend cultural performance events.

Park Maintenance
Standards
Park
Maintenance
Standards
Park Maintenance Standards
• Based on Board adopted
standards
• Parks were broken up
into seven elements
H.A.R.D. staff conducted the
first Park Maintenance
Standards review of parks
• Over 190 individual
reviews conducted
The instrument has been tested
but is being updated based on
feedback
Park
Maintenance
Standards -
Overview
Park scores
• Each Park score ranged
from 53% - 100%
• Average score of
89%
• CDP scores from
86% - 96%
0 5
10 15
20 25
30 35
52 - 61 % 61 - 70% 70 - 79% 79 - 88% 88 - 97 % 97 - 100% Number of Parks
Park Scores H.A.R.D. Top and bottom-rated parks
Park Maintenance
Standards – Top
Performing Parks
Park Scores in Hayward
averaged 87%
• 24 A-rated parks (6 - 100%)
• 10 B-rated parks
• 8 C-rated parks
• 3 parks received a score of
under 70%
Majority of parks :
• Were free of large debris
Almost half of H.A.R.D. parks
were free of graffiti.

H.A.R.D. Parks that have received a score of 90% of highe Park Maintenance
Standards –
Lowest Performing
Parks
Eight Parks Received park
grades less or equal to
70%
• Eight of the bottom ten
parks received a Graffiti
score of less than or
equal to 60% >>>
Addressing graffiti may
have the most immediate
effect on improving park
scores
H.A.R.D. Parks with the highest intensity of graffiti
Park Maintenance
Standards –
Insights, Next
Steps
• Changes to the survey
instrument
• Begin incorporating
community members,
partners, and
stakeholders into the
review process
• Develop a consistent
schedule for the review
of parks to identify
longitudinal trends
Placer.ai – Park Usage
Placer.ai – Park
Usage, Overview
Information
• Placer.ai is a software company that
can estimate visitors to specific parks
based on cell phone data
• 3.91 Million people visited H.A.R.D.

Parks in 2023
• 2.1 million people visited parks in
Hayward (64% of total Visits)
• An increase of ~25% as
compared to 2018, (3.1 Million in
2018)
• High park use from April – October
• Most Visitors are from within the
District boundaries – though more
analysis may be necessary
Placer.ai – Park Usage, Demographics of Users
H.A.R.D. parks serve a diverse population
• Users closely resemble the district
population (ethnicity, income,
educational attainment, etc.)
• Median income of users $84k vs $92k
for all District residents
• Close to even split between owners
and renters
0% 5% 10% 15% 20% 25% 30% 35% 40%
Hispanic or Latino
Asian
White
Black
Other
Race and Ethnicity
Percentage
18%
25%
27%
20%
10% Elementary
High School Graduate
College / Associate
Degree
Bachelor Degree
Advanced Degree
Placer.ai –
Top Visited
Parks
The top 10 visited parks in the
District accounted for more
than half of all visits
Park Visits
Alden E. Oliver Sports Park 691,590
San Lorenzo Community Park 332,559
Kennedy Park 327,900
Castro Valley Community Park 183,581
Mission Hills Of Hayward Golf Course 140,726
Tennyson Park 108,324
Meek Estate Park 101,560
Mervin Morris Park 87,799
Eden Greenway 86,609
Gordon E. Oliver Eden Shores Park 80,772
Community Center/Facility Visits
Hayward Plunge 54,416
Castro Valley Community
Center 33,520
Cherryland Community Center 16,578
Sorensdale Recreation Center 16,323
Meek Mansion 13,973
Sulphur Creek Nature Center 11,423
Weekes Park Community
Center 11191
Chanticleers Theatre 10202
Placer.ai Trends/Bond Successes
The COVID-19 pandemic heavily
impacted park usage
• The number of users has now
recovered and may eclipse pre-
pandemic levels
• Highlight the importance of parks
and recreation opportunities
Measure F1 Bond
• Parks that received Bond funds all
saw an increase in users since 2018
• Bond investments have shown some
increase in usage
0 20000
40000
60000
80000
100000
120000
140000
Park Usage Comparison 2020 vs 2023
Hayward Parks / Custom Chain | Jan 02, 2023 - Dec 25, 2023 Hayward Parks / Custom Chain | Jan 06, 2020 - Dec 28, 2020 Public Safety
Public Safety -
Interactions
H.A.R.D. public safety rangers, track ranger
interactions with the public
• In 2023 – H.A.R.D. The Public Safety Division
had recorded 7,505 interactions
• The most significant number of Interactions
occur during summer months – May through
August – with the highest in July
• Top Interactions
• Park Hours Violations – 4,533
• Pets Shall be Restrained – 894
• Smoking Prohibited – 439
• Camping and Lodging – 437
• Alcohol Prohibited – 229
Park Safety – High
Interaction Parks
Park/Facility Interactions People Adjusted Number of Users Weekes Park 519 1410 50,378
Tennyson Park 440 1319 107,381
Kennedy Park 429 1598 326,228
Sorensdale Park 345 1051 36,619
Adobe Park 333 1912 39,388
Hayward Plunge
Greenway Trail 315 701 9,963
Centennial Park 293 1006 49,851
Meek Estate Park 289 750 100,748
San Lorenzo Community
Park 288 1414 328,065
Cannery Park 282 937 72,263
Alden E. Oliver Sports Park 258 2773 687,398
High-interaction parks were spread out
throughout the District.
• Though a vast majority of Interactions occur
in the City of Hayward, Parks
• 62% of all Interactions occurred in
Hayward Parks – though 64% of total
visitors were to Hayward Parks
• Interactions per Census Designated
Places matched visitors per CDP Parks
• More Interactions related to more
people using the park
Park Safety – Top Interactions
• Park Hour Violations (4,533)
• Kennedy Park – 257
• Adobe Park – 232
• Centennial Park – 209
• Alden Oliver – 205
• Eden Shores – 203
• Pets Restrained (894)
• Sorensdale – 56
• San Felipe – 50
• Eden Greenway – 48
• Tennyson Park – 42
• Meek Estate Park – 40
• Camping Lodging (437)
• Weeks Park – 170
• Hayward Plunge Greenway – 41
• Cannery Park – 35
• Centennial Park – 21
• Birchfield Park – 20
• Tennyson Park – 20
• Alcohol Prohibited w/out Permit (229)
• Tennyson – 170
• Weekes – 17
• Sorensdale Park – 13
• Kennedy Park – 10
• San Lorenzo Community Park– 8

Conclusion
The District has invested heavily in
qualitative and quantitative data
collection and analysis
These data points in addition to the
development of the District-wide Needs
Assessment and Survey collection, will
give staff an ever-expanding idea of our
role and future in the community

STRATEGIC PLAN
2024
Attachment II
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 2 Board of Directors
Rick J. Hatcher, President
Paul W. Hodges Jr., Vice President
Peter Rosen, Secretary
Louis M. Andrade, Director
Sara Lamnin, Director
District Management Staff
James Wheeler, General Manager
Anne Maze, Administrative Services Director
Meghan Tiernan, Capital Planning and Development Director Adriane Lee Bird, Recreation, Arts and Community Services Director Chris Peterson, Parks and Facilities Maintenance Director Nicole Espinoza Roa, Assistant to the General Manager/Public Information Officer Natalie Wong, Human Resources Manager
Jose Gutierrez, Public Safety Manager
Thomas Omolo, Management Analyst
Consultant
Martin Rauch, Managing Consultant
Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 3 Table of Contents
Introduction .................................................................................................................................... 4 District Overview ............................................................................................................................. 5 Strategic Framework ....................................................................................................................... 6 Mission ............................................................................................................................................ 7 Vision ............................................................................................................................................... 7 Values .............................................................................................................................................. 7 Goals and Objectives ....................................................................................................................... 8 Big Picture View of HARD’s Strategic Direction .............................................................................. 9 Monitoring and Oversight ............................................................................................................. 17 Single-Page View of the Core Elements of the Strategic Plan ...................................................... 18 Appendix 1: 2019 Parks Master Plan Summary of Goals.............................................................. 19 Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 4 Introduction
Planning is strategic when it helps move an organization forward from its current situation to its desired future.

Purpose of the Plan
This three-year Strategic Plan is HARD’s highest-level planning document and represents the Board's and Staff's direction for the future. The Plan identifies the District’s mission, vision, and core values while providing a set of goals and objectives that serve as a framework for decision‐ making.

The Plan is also a practical working tool that provides clear direction to the Staff regarding the Board's goals and objectives. It includes a Work Plan developed by the Staff to meet those goals and objectives. The Board and Staff will regularly refer to it as a guide to the District’s actions during the period covered.

Plan Development
Background Research. The consultants began by holding discussions with the Board President and General Manager.

Confidential Interviews. This was followed by a series of confidential interviews carried out by the consultant. The goal was for the interviewees to candidly express their interests and perspectives on the District and its priorities. The interviewees included the Board of Directors and Leadership Team.

Strategic Planning Workshop. The interviewees also participated in a workshop. At the workshop, the group reviewed the results of the interviews, undertook exercises to examine the current state of the District, identified issues and opportunities expected to confront the District in the future, and discussed priorities.

Staff and Board Work. Drawing from the interviews, workshop, and other information, the consultant, General Manager, and Leadership Team developed a draft strategic plan.

Second Strategic Planning Workshop. The draft was distributed to the Board and leadership team, and at a second workshop, the participants reviewed, discussed, and refined the draft plan, including mission, vision, and values, and provided direction for additional changes.

Staff Work Plan. The Leadership Team and consultant developed a staff Work plan designed to meet the mission of the District and strategic goals and objectives.

Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 5 District Overview
The Hayward Area Recreation and Park District, known locally as “H.A.R.D.," is an independent special district formed in 1944 to provide park and recreation services in Alameda County.

The District provides residents with beautiful facilities and parks, many of which have received national and state recognition for their design, innovation, and aesthetics. Hundreds of educational and recreational classes and programs are also available through the District.

The Largest Urban Park and Recreation District In the State Wide Variety of Programs
Serving Over 300,000
Residents
Serving Hayward, Ashland,
Castro Valley, Cherryland,
Fairview, Hayward Acres,
San Lorenzo
111 sites
Covering 1,774 Acres 47 Local Parks 12 Comunity Parks
8 School Recreation Sites 31 Special Use Facilities 6 Linear Parks, Greenways and Trails
Aquatics Art Camps
Golf Fitness Nature Centers
Health Equity Initiative Mobile Recreation Preschool
Senior / Active Adults Special Interest Special Needs
Sports Theater Arts Dance
Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 6 Strategic Framework
Hayward Area Recreation and Park District built the Strategic Plan from a series of logical and integrated components, described below.

Mission. The mission statement explains why the organization exists. It articulates the organization's essential work in a brief sentence or two.

Vision. The vision articulates what the organization will become at a given time in the future. It is the strategic target that, when achieved, fulfills the organization's mission. As such, it is at the heart of the strategic planning process.

Values. Values provide guidance when an organization is faced with challenging decisions that require trade-offs, help govern attitudes and behaviors, and generally remain constant over time. The Board sets values.

Goals. Goals describe broad, primary areas of management, operations, and planning that must be addressed to accomplish the mission. Goals are not connected to timelines.

Objectives. Objectives are specific directions established by the Board, which expand upon and refine the goals. There may be multiple objectives for each goal. Objectives are related to goals but more specific, measurable, attainable, and have a time frame.

Implementation Plan. The Implementation Plan contains actions required to accomplish the mission, goals, and objectives. The actions in the plan are assigned to members of the Leadership Team and have timelines. There may be multiple tasks for each objective.

Measures. Staff developed measures to provide insights into progress in achieving the objectives. Progress will be tracked, analyzed, used to adjust the course where appropriate, and reported to the Board.

Monitoring/Oversight. Actions developed that will be taken by the Board, Leadership Team, and Staff to ensure that the plan is implemented and updated over time.

Mission
Vision
Values
Goals
Objectives
Implementation
Measures
Monitoring & Oversight
Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 7 Mission
HARD’s mission is to enrich the quality of life for all community members by providing a wide range of recreational activities, parks, and facilities that meet the diverse needs and interests of the entire community and promote health, well-being, learning, and fun.

Vision
We deliver exceptional park and recreation services and facilities to all the people and communities we serve by:

Maintaining safe, clean, and green parks and facilities.

Providing extensive programs and facilities that meet the diverse needs and interests of all the people and communities in our service area.

Engaging, listening, and communicating effectively with all of our residents.

Collaborating with all of our partners for mutual benefit.

Providing a great place to work and supporting a talented and motivated staff.

Enhancing environmental sustainability, justice, equity, diversity, and inclusion.

Maintaining stable funding to meet our goals.

Values
Diversity: Programs and facilities in our district reflect the varied needs and interests of the residents we serve.

Serving. Provide prompt, high-quality, transparent service because every customer and community deserves to be well served.

Sustaining. Our decisions and actions support environmental and financial sustainability.

Collaborating. Enter into partnership relationships with people and organizations to benefit the involved parties and the community.

Listening. We listen to and respond to the diverse needs of the people we serve.

Staff. Recognizing their importance to accomplishing our mission, we invest in and support staff and provide an excellent workplace.

Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 8 Goals and Objectives
The following pages contain goals and objectives for the next three years. Staff developed a work plan to fulfill these Board-level goals and objectives.

Key Areas of Change. This strategic plan focuses only on key areas where there is a change or a desire for additional clarity of direction. Numerous existing and ongoing initiatives, programs, and actions are not incorporated into this Plan.

The goals and objectives are presented on the following pages. They, along with the mission, vision, and values, represent the core strategic direction provided in this plan.

Note on Timing. Work plan elements marked ‘annually’ or ‘ongoing’ will be reported at least once each year in January when the General Manager provides a report on the progress of the strategic plan before the budget season. The first report will be after a full year in January 2025.

Relationship of the Master Plan to the Strategic Plan. The Master Plan was published in 2019, right before COVID-19 hit, which required the District to shut down most of its programs and cut staff. While many elements of the Master Plan have been utilized and completed, progress has not been formally tracked. In addition, some elements are no longer current. Once the Strategic Plan is in complete draft form, the remaining useful elements of the Master Plan will be incorporated into this plan and the attendant work plan and brought back to the Board for approval.

Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 9 Big Picture View of HARD’s Strategic Direction
HARD’s strategy, highest priority, and new direction are summarized below.

Our Strategy
HARD is the largest urban park and recreation district in the state. Our experienced and trained staff effectively run hundreds of programs in over one hundred facilities. We know how to run an excellent park district. To achieve our ambitious goals of improving our services, efficiency, effectiveness and adapting to changing times, our key strategies are to enhance long-term planning, invest in facilities, and build out administrative systems, policies, procedures, and training.

Our Highest Priority
The District’s single highest priority is to secure adequate funding to cover our communities' park and recreation needs. This includes costs to purchase and develop new facilities, upgrade and maintain old facilities, and meet the wide-ranging and growing needs of all users of HARD’s parks and facilities.

New Areas of Strategic Focus
Increase Justice, equity, diversity, and inclusion (JEDI) at work and in the community by:

Incorporating JEDI into every aspect of our work and using it to inform our decision-making as the District moves forward.

Continue the District’s trajectory of growth in efficiency and effectiveness by:

Building out systems, policies, procedures, training, and more. Staff will also develop a long- term workforce plan, including succession planning and onboarding.

Increasing the use of long-term planning and standards to improve consistency and quality of the facilities at the lowest reasonable cost.

Adapt to changing times, build trust, and increase resiliency throughout the District in order to continue meeting community needs by:

Engaging with community partners and collaborators to effectively deliver programs that meet community needs.

Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 10 GOAL 1: PROGRAMS. Excellent, Wide-Ranging Programs Meet the Diverse Needs of Our Community.

Strategic challenge. The District provides a wide range of well-run programs that meet varying needs throughout the service area. These programs include sports, nature centers, theaters, senior centers, aquatics, art, camps, and much more. But our community is changing, and programming must evolve with it. We expect a more diverse population and widening gaps in wealth and access. We also expect housing to become denser and the population to become older.

Strategic response. The District will audit and identify the evolving needs and interests within its service area to serve the diverse people and communities of the District and actively incorporate their input into our planning.

The objectives and work plan projects below must be consistently carried out to achieve the goal above.

OBJECTIVE 1.1: A comprehensive, board-approved program plan is developed and updated periodically with consideration of a wide range of criteria, including changing demographics, long-term costs, balancing individual and community benefits, and the District’s Justice, Equity, Diversity, and Inclusion policy.

OBJECTIVE 1.2: The District actively seeks out and incorporates the input of local communities in its program planning.

OBJECTIVE 1.3: The district will be agile in responding to urgent community needs.

Goal 2 of the Strategic Plan partially fulfills the 2019 Park Master Plan:

Goal 2 Align Park Programs and Design with Community Demand Goal 7 Improve Participation in and Visibility of HARD Services Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 11 GOAL 2: FACILITIES. A Fully Funded, Long-Range Plan is Being Implemented to Upgrade and Maintain Facilities.

Strategic challenge. The District’s parks are generally well-maintained and have clear standards.

However, there are substantial facility-related challenges. The first challenge is size; the District operates 111 sites covering 1,774 acres. Many were built as long ago as the 1950s, and the newest building is four decades old. Many facilities require substantial maintenance, upgrades (electrical, roofing, boiler, plumbing, ADA, etc.) or replacement. Nearly one billion dollars in maintenance, upgrades, ADA, structural improvements, replacements, and new facilities have been identified.

Additionally, there is a concern that the District has accepted more facilities than it can adequately fund and manage in terms of maintenance and upgrades. What’s more, a bond fund has been used to the point that the District is down to making hard choices about how to use the remaining, limited funds. In addition, there is a shortfall in staffing, a growing number of people who are unhoused to be served, and illegal dumping to clean up. Meeting the needs of the community is made more challenging because historically, there wasn’t consolidated responsibility for ensuring an adequate ratio of population to parkland and recreation facilities.

The District must also be prepared to serve our communities by making our facilities available as cooling centers on excess heat days, shelter from air contamination caused by fire and smoke, and charging centers during brownouts.

Strategic response. The District will continue to increase its use of long-term planning, use of standards, and focused teams like the turf and irrigation team to improve consistency and quality of the facilities at the lowest reasonable cost. It will also incorporate consideration of the new JEDI policy in its planning.

The objectives and work plan projects below must be consistently carried out to achieve the goal above.

OBJECTIVE 2.1: The long-term facility master plan is updated on a planned schedule.

OBJECTIVE 2.2: The District periodically evaluates its properties for potential sale, donation, or conversion to other purposes.

OBJECTIVE 2.3: Before purchasing or accepting donations of properties, the District evaluates the opportunity, cost, benefits, and long-term capacities for acquisitions, staffing, maintenance, and programming.

OBJECTIVE 2.4: A well-coordinated plan with other agencies that work with people who are unhoused is being implemented and provides compassionate services that are helping keep our parks clean, safe, and enjoyable for all.

OBJECTIVE: 2.5: A clear plan is and being implemented between the County, City, School Districts, HARD, and any other appropriate parties to set and reach parkland, trails, and recreation to population standards.

OBJECTIVE 2.6: The park evaluations, ratings, and maintenance standards are updated periodically and implemented equitably for all parks and facilities so everyone can enjoy the same quality parks.

Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 12 OBJECTIVE 2.7: Park maintenance, upgrades, and new development plans are updated and implemented based on a wide set of factors, including environmental sustainability and the District’s JEDI policy.

Goal 2 of the Strategic Plan partially fulfills the 2019 Park Master Plan:

Goal 1 Provide Safe and Attractive Parks and Facilities Goal 3 Focus on Equity in Access to Parks and Recreation Goal 5 Elevate Sustainable Practices
Goal 6 Connect with the Bay and Hillsides
Goal 8 Enhance Partnerships to Leverage Resources
Goal 9 Provide Effective Long-Term Management
Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 13 GOAL 3: FINANCE. Stable and Secure Funding Is in Place That Meets All Long-Term Needs.

Strategic challenge. The District has built up its reserves and developed an overall strong financial position. Its financial controls, forecasting, and reporting are solid. However, the District faces substantial long-term expenses to obtain new facilities; update old facilities; keep up with growing costs to maintain, upgrade, and replace aging facilities; cover increased costs due to climate change; and fund the growing costs resulting from increasing numbers of unhoused people using parks.

Furthermore, funding is needed if the District is to play a role in responding to social issues, such as health and wellness, employment, clean spaces, inclusion, and belonging, while providing low or no-cost services for residents who need them. At the same time, the District’s funding is limited by Proposition 13 and the Educational Revenue Augmentation Fund (ERAF)— which shifted property tax revenues from cities, counties, and special districts to support schools.

Additionally, funding from the District’s 2016 Bond will soon be expended. One element that makes funding easier is that the community is growing, and incomes are rising in many parts of what was a historically underserved and undervalued part of the County. On the other hand, new housing to be developed according to the Regional Housing Needs Allocation (RHNA) doesn’t always provide impact fees for the increased population.

Strategic response. The District will continue its long-term financial planning and continually improve its financial management, analysis, and reporting. It will also make sure its financial planning is in line with the District’s Justice, Equity, Diversity, and Inclusion policy.

The objectives and work plan projects below must be consistently carried out to achieve the goal above.

OBJECTIVE 3.1: The District’s financial decision-making and actions are guided by a long-term financial plan and a complete set of financial policies.

OBJECTIVE 3.2: Secure funding from diverse sources is in place to meet all planned needs.

OBJECTIVE 3.3: An approved financial policy is being implemented that clarifies criteria for setting, subsidizing, and waiving fees, in line with the District's Justice, Equity, Diversity, and Inclusion policy.

OBJECTIVE 3.4: The Board receives understandable, timely, and up-to-date financial reports on a Board-approved schedule.

Goal 3 of the Strategic Plan partially fulfills the 2019 Park Master Plan:

Goal 4 Provide Innovative Park Design and Programs.

Goal 9 Provide Effective Long-Term Management
Goal 10 Pursue Full Array of Funding Options.

Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 14 GOAL 4: COMMUNICATION AND ENGAGEMENT. Productive Engagement is Maintained with Customers, Stakeholders, and Partners.

Strategic challenge. The District maintains an active public outreach program through an e- newsletter with a mail list of 70,000 contacts, a quarterly activity guide distributed to 104,0900 homes quarterly, posts regularly to social media, sends mailers, and more. Its bond measure in 2016 received a 78% affirmative vote.

In order to gain input on issues important to the community, the District reaches out to impacted people and communities. It maintains a citizens advisory committee and youth commission with a diverse membership from different areas, cultures, and backgrounds. The District also engages regularly with its partners.

Nonetheless, it is believed that many people don’t really know or understand that the District is an independent special district or its role and funding. Also, Institutionally, both staff and governing board members of partner agencies change regularly, requiring the constant rebuilding of relationships.

Finally, climate change will bring new challenges that call for developing new partnerships to share resources, expertise, and people power.

Strategic response. We believe that partnerships can only move at the speed of trust. We will continue to demonstrate our expertise and follow through, build lines of communication with leaders and agencies, be a reliable, collaborative partner, and expand our public outreach communication.

The objectives and work plan projects below must be consistently carried out to achieve the goal above.

OBJECTIVE 4.1: Trusting and mutually beneficial collaborative partnerships are actively developed and maintained with the city, schools, the county, non-profits, contractors and others.

OBJECTIVE 4.2: Partnerships are not dependent on individuals but are made resilient through written agreements and a web of formal relationships between HARD and other institutions.

OBJECTIVE 4.3: The District actively cultivates and obtains beneficial and timely input from local communities about projects and programs they care about.

OBJECTIVE 4.4: There is broad and growing understanding and support for the District and its activities among both the public and key stakeholders.

Goal 4 of the Strategic Plan partially fulfills the 2019 Park Master Plan:

Goal 2 Align Park Programs and Design with Community Demand Goal 4 Provide Innovative Park Design and Programs
Goal 7 Improve Participation in and Visibility of HARD Services Goal 8 Enhance Partnerships to Leverage Resources
Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 15 GOAL 5: STAFF. A Motivated, High-Performing Staff with the Tools and Systems Needed to Be Effective.

Strategic challenge. The District has a positive staff culture that encourages teamwork and collaboration. The staff is skilled, with the right people in the right places. People enjoy coming to work and have a positive attitude. Major improvements have been made in the hiring process, policies, and procedures.

Despite the substantial hiring in recent years, there remains a need for more staff. Also, internal candidates are not being promoted at the expected rate due to a lack of training.

Systems for capturing and tracking data are fragmented. These systems also require manual processes and do not provide universal access. The financial system is archaic, cumbersome, and a bad fit for the business of the organization. Efficiencies, as well as transparency, could be gained by updating these systems, but it will require a significant investment of staff time.

Strategic response. To continue the District’s trajectory of growth in efficiency and effectiveness, staff will build out systems, policies, procedures, training, and more. Staff will also develop a long-term workforce plan, including succession planning, onboarding, and welcoming new people. Another priority will be to fully build out the staff. Finally, staff will invest the substantial time and effort needed to implement data systems, notably the Enterprise Resource Planning System (ERP).

The objectives and work plan projects below must be consistently carried out to achieve the goal above.

OBJECTIVE 5.1: A long-term workforce plan, including succession, welcoming and onboarding, and other appropriate features, is being implemented.

OBJECTIVE 5.2: Data systems, such as the ERP, are fully implemented and support improved efficiency, effectiveness, and staff.

OBJECTIVE 5.3: A complete set of practical and effective policies, procedures, and standard operating procedures guide staff.

OBJECTIVE 5.4: The District is fully staffed with experienced, well-trained, motivated people who embody and implement our JEDI policy.

Goal 5 of the Strategic Plan partially fulfills the 2019 Park Master Plan:

Goal 6 Connect with the Bay and Hillsides
Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 16 GOAL 6: GOVERNANCE. Our Excellent Board Represents and Serves the Community Well.

Strategic challenge. The Board of Directors has a mix of long-serving and newer directors who work together well, are generally engaged in the community, are collegial and thoughtful, ask good questions, and make good decisions. The Board would benefit from additional training.

More board training and earning Special District Leadership Foundation (SDLF) certificates would benefit not only the board but, therefore, the staff and community as well. In addition, the new Director orientation is not as fully developed as it could be, which increases the time it takes for new directors to become fully engaged and effective.

Strategic response. The Board will encourage its members to become better trained by attending conferences and earning SDLF certification. The board orientation will also be reviewed, updated, and enhanced as appropriate, as will the Board policies and procedures.

The objectives and work plan projects below must be consistently carried out to achieve the goal above.

OBJECTIVE 6.1: The Board is appropriately trained.

OBJECTIVE 6.2: New directors are onboarded with a complete orientation that welcomes them to the District and prepares them to engage effectively as a director in the shortest reasonable time frame.

OBJECTIVE 6.3: A complete set of policies and procedures guide the Board effectively, are updated as needed, and referred to when Board issues arise.

OBJECTIVE 6.4: The Board will periodically evaluate its performance to ensure it sets clear and effective direction and guides the District.

Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 17 Monitoring and Oversight
Below are the actions that will be taken by the Board, Leadership Team , and Staff to ensure that the plan is implemented and updated over time.

Communicate and Lead
The General Manager and Leadership Team meet with all employees to review the plan and make sure everyone understands the overall plan and the parts they are responsible for.

Report at least annually to the entire staff, board, and community, progress on strategic goals and objectives.

Publish the mission, vision, values, goals, and objectives on posters, handouts, website and visibly display them at District faciliites.

Incorporate the Mission, Vision, Values, Goals, and Objectives into the employee handbook and orientation and training materials for new employees, Board and Committee members.

Clarify Roles and Expectations
Identify the roles and expectations for each team member and know what initiatives and objectives they are responsible for driving forward or contributing to. (start with the leadership team)
Build accomplishment of strategic priorities into performance review format. • General Manager Leadership Team
Allocate Resources to Meet Strategic Objectives
• The budget reflects strategic goals and objectives
• Hiring reflects strategic goals and objectives
Board Oversight and Monitoring
Staff will reference Strategic Plan items on Board meeting agendas as appropriate.

The Board and Board committees will consider the strategic plan when deliberating.

Staff will provide a comprehensive report to the Board on the progress of the strategic plan annually early in the budget development process.

Evaluate Performance and Adapt
Identify who gathers what performance data and who analyzes and reports. Also, how do the results inform decision-making?
Update the Plan
Formal review and update of goals and objectives
Staff updates implementation plan as appropriate over time Adopted 12/04/23
Strategic Plan 2023 by Rauch Communication Consultants, Inc. 18 Single-Page View of the Core Elements of the Strategic Plan MISSION To enrich the quality of life for all community members by providing a wide range of recreational activities, parks, and facilities that meet the diverse needs and interests of the entire community and promote health, well-being, learning, and fun.

VISION We deliver exceptional park and recreation services and facilities to all the diverse people and communities we serve by [short version] VALUES Diversity Serving Sustaining Collaborating Listening Staff GOALS

1. Excellent, Wide-
Ranging Programs
Meet the Diverse
Needs of Our
Community

2. A Fully Funded, Long-Range Plan is Being
Implemented to Upgrade and Maintain Facilities

3. Stable and Secure
Funding Is in Place
That Meets All Long-
Term Needs

4. Productive
Engagement is
Maintained with
Customers, Stakeholders,
and Partners

5. A Motivated, High-
Performing Staff with
the Tools and
Systems Needed to
Be Effective

6. Our Excellent
Board Represents
and Serves the
Community Well

OBJECTIVES

1.1: A comprehensive,
board-approved
program plan is
developed and
updated periodically
with consideration of
a wide range of
criteria, including
changing
demographics, long-
term costs, balancing
individual and
community benefits,
and the District’s
Justice, Equity,
Diversity, and
Inclusion policy.

1.2: The District
actively seeks out and
incorporates the
input of local
communities in its
program planning.

1.3: The district will
be agile in responding
to urgent community
needs.

2.1: The long-term facility master plan is updated on
a planned schedule.

2.2: The District periodically evaluates its properties for potential sale, donation, or conversion to other
purposes.

2.3: Before purchasing or accepting donations of
properties, the District evaluates the opportunity,
cost, benefits, and long-term capacities for
acquisitions, staffing, maintenance, and
programming.

2.4: A well-coordinated plan with other agencies
that work with people who are unhoused is being
implemented and provides compassionate services
that are helping keep our parks clean, safe, and
enjoyable for all.

2.5: A clear plan is being implemented between the
County, City, School Districts, HARD, and any other
appropriate parties to set and reach parkland, trails,
and recreation to population standards.

2.6: The park evaluations, ratings, and maintenance
standards are updated periodically and
implemented equitably for all parks and facilities so
everyone can enjoy the same quality parks.

2.7: Park maintenance, upgrades, and new
development plans are updated and implemented
based on a wide set of factors, including
environmental sustainability and the District’s JEDI
policy.

3.1: The District’s
financial decision-
making and actions
are guided by a long-
term financial plan
and a complete set
of financial policies.

3.2: Secure funding
from diverse sources
is in place to meet
all planned needs.

3.3: An approved
financial policy is
being implemented
that clarifies criteria
for setting,
subsidizing, and
waiving fees, in line
with the District's
Justice, Equity,
Diversity, and
Inclusion policy.

3.4: The Board
receives
understandable,
timely, and up-to-
date financial
reports on a Board-
approved schedule.

4.1: Trusting and mutually
beneficial collaborative
partnerships are actively
developed and maintained
with the city, schools, the
county, non-profits,
contractors and others.

4.2: Partnerships are not
dependent on individuals
but are made resilient
through written agreements
and a web of formal
relationships between HARD
and other institutions.

4.3: The District actively
cultivates and obtains
beneficial and timely input
from local communities
about projects and
programs they care about.

4.4: There is broad and
growing understanding and
support for the District and
its activities among both the
public and key stakeholders.

5.1: A long-term
workforce plan,
including succession,
welcoming and
onboarding, and
other appropriate
features, is being
implemented.

5.2: Data systems,
such as the ERP, are
fully implemented
and support
improved efficiency,
effectiveness, and
staff.

5.3: A complete set
of practical and
effective policies,
procedures, and
standard operating
procedures guide
staff.

5.4: The District is
fully staffed with
experienced, well-
trained, motivated
people who embody
and implement our
JEDI policy.

6.1: The Board is
appropriately trained.

6.2: New directors are
onboarded with a
complete orientation
that welcomes them
to the District and
prepares them to
engage effectively as
a director in the
shortest reasonable
time frame.

6.3: A complete set of
policies and
procedures guide the
Board effectively, are
updated as needed,
and referred to when
Board issues arise.

6.4: The Board will
periodically evaluate
its performance to
ensure it sets clear
and effective
direction and guides
the District.

Adopted 12/04/23
Appendix 1: 2019 Parks Master Plan Summary of Goals
G1 Provide Safe and Attractive Parks and Facilities
HARD will continue to manage a diverse and growing suite of parks and recreation facilities that are safe, comfortable, attractive, and well-maintained.

G2 Align Park Programs and Design with Community Demand HARD will offer recreation facilities and programs that respond to changing community needs and preferences.

G3 Focus on Equity in Access to Parks and Recreation
HARD will strive to use its resources to increase equity. We will focus on areas where parks are scarce or needs are high as the highest priority for new facilities and access improvements.

G4 Provide Innovative Park Design and Programs
HARD will be innovative in its approach to park facilities and design, programming, and engagement to reflect the best in current practices.

G5 Elevate Sustainable Practices
HARD will manage its 1,300-plus acres of park land and its 16 community, recreation, arts and senior facilities in a way that reduces water and energy use and showcases sustainability.

G6 Connect with the Bay and Hillsides
HARD will create opportunities for community members to enjoy the District’s superb natural setting by enhancing the experience in HARD parks, developing the trail system, and partnering with other agencies.

G7 Improve Participation in and Visibility of HARD Services HARD will work to increase participation in programs, use of parks, and the community’s engagement and satisfaction with the District.

G8 Enhance Partnerships to Leverage Resources
HARD will continue to coordinate with other organizations and agencies to optimize recreation opportunities in the community.

G9 Provide Effective Long-Term Management
HARD will work to develop expertise and capacity of staff, take a systematic approach to maintenance and operations, and plan for and fund the full lifecycle costs of facilities.

G10 Pursue Full Array of Funding Options
HARD will actively and creatively pursue available funding sources and make decisions about capital and operational investment that provide the greatest value.

Adopted 12/04/23

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: LB 24-008
DATE: March 12, 2024
TO: Mayor and City Council
FROM: Director of Finance

SUBJECT
FY 2024 Mid-Year Budget Review: Adopt a Resolution Approving the FY 2024 Mid-Year Budget Amendments and Receive and Review the Five-Year General Fund Financial Model Update

RECOMMENDATION
That the City Council 1) reviews the FY 2024 Mid-Year budget; 2) adopts a resolution providing amendments to the previously adopted City of Hayward FY 2024 Operating Budget (Attachment II); and 3) adopts a resolution providing amendments to the previously adopted City of Hayward FY 2024 Capital Improvement Program Budget (Attachment III).

SUMMARY
This report presents the mid-year review of the FY 2024 Adopted Budget, and an update to the Five-Year General Fund Financial Model (model) presenting proposed changes and projected year-end results based on current trends and data. While staff considers the entire City budget in its mid-year review, this report focuses primarily on the General Fund.

Proposed FY 2024 mid-year expenditures net a total increase of $17.9 million in General Fund expenses.

Of this amount, $14.9 million is related to previously authorized and approved appropriations, and proposed FY 2024 mid-year expenditure adjustments totaling a net increase of $1.99 million, and $1.0 million for the previously approved commitment to the Employee Home Loan Pilot Program. Table 1 and Table 2 below detail the key changes in General Fund expenditures related to previous Council authorized and approved appropriations, and proposed new FY 2024 mid-year requests:

Table 1: Previous Council Authorized and Approved General Fund Appropriations Previous Council Approved Appropriation FY 2024
Impact ($)
Employee Contract Terms - Local 1909, HPMU, and City Council $1,688,651 Replenish stolen and damaged emergency shelter equipment $12,057 New Image Landscape for Downtown Hayward Maintenance $116,402 Annual contingency for Hayward Median Maintenance with Brightview Landscape $30,000 STEP Grant Appropriations $265,000
Appropriate grant funding for Officer Wellness and Mental Health $113,737 Appropriate grant funding for the Hayward Animal Shelter $8,000 Hayward Literacy Council Reimbursement $10,750
Transfer-Out: Loan to Economic Development Corporation for the Purchase Cinema Place
$8,600,000
Previously Approved FY 2023 Budget Carryforwards $4,073,282 Previous Council Approved Appropriations Subtotal $14,917,879 CITY OF HAYWARD Printed on 3/8/2024Page 1 of 3
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File #:LB 24-008
Previous Council Approved Appropriation FY 2024
Impact ($)
Employee Contract Terms - Local 1909, HPMU, and City Council $1,688,651 Replenish stolen and damaged emergency shelter equipment $12,057 New Image Landscape for Downtown Hayward Maintenance $116,402 Annual contingency for Hayward Median Maintenance with Brightview Landscape$30,000 STEP Grant Appropriations $265,000
Appropriate grant funding for Officer Wellness and Mental Health $113,737 Appropriate grant funding for the Hayward Animal Shelter $8,000 Hayward Literacy Council Reimbursement $10,750
Transfer-Out: Loan to Economic Development Corporation for the Purchase Cinema Place
$8,600,000
Previously Approved FY 2023 Budget Carryforwards $4,073,282 Previous Council Approved Appropriations Subtotal $14,917,879 Table 2: Proposed New FY 2024 General Fund Mid-Year Requests Mid-Year Request (NEW) FY 2024
Impact ($)
No Mid-Year Personnel Requests $0
Personnel Expenses $0
Unanticipated services and software expenses $183,500
Expenses related to the US Conference of Mayor’s $20,000 Expenses related to the Alameda County Mayor’s Dinner $8,000 Reallocation of ISF charges from Special Revenue to the General Fund $26,482 Additional consulting services inspection fees and plan check for services $500,000 Expenses to support Downtown Special Events $40,000
Downtown Hayward Improvement Association (DHIA) Assessment increase $5,581 Transfer-Out: General Fund Capital - Replace freezer necessary for animal control operations
$11,000
Transfer-Out: Information Technology Fund - Previously collected technology fee revenue
$166,544
Transfer-Out: Fleet Management Fund - Fuel costs and deferred repairs and maintenance
$436,244
Transfer-Out: General Liability Fund - Increase in insurance premium $296,958 Transfer Out: Facilities Management Fund - Security Services and PGE costs for the FS6 Training Center
$296,243
Non-Personnel Expenses $1,990,552
Mid-Year Requests (NEW) Subtotal $1,990,552
Appropriate funds for previously approved Employee Home Loan Pilot Program
$1,000,000
Mid-Year Requested Appropriation Total $2,990,552
TOTAL GENERAL FUND EXPENSES $17,908,432
General Fund revenues are expected to exceed the originally projected FY 2024 amount by $10.1 million.

Changes in revenue projections are detailed in Table 3 of the report. Key changes in the General Fund revenues are as follows:

TABLE

GENERAL

FUND

REVENUES

GENERAL

FUND

REVENUE

ADJUSTMENTS

2024
IMPACT

($)
Projected

increase

Property

Tax

above

budgeted

amount
$2,200,000
Projected

increase

Utility

User

Tax

above

budgeted

amount
$3,000,000
Reimbursement

from

over

allocation

Workers’

Compensation

Fund
$4,497,701
Previously

approved

revenue

increases

via

grant

funding
$436,026
TOTAL

GENERAL

FUND

REVENUES
$10,134,183

CITY OF HAYWARD Printed on 3/8/2024Page 2 of 3
powered by Legistar™
File #:LB 24-008
TABLE

GENERAL

FUND

REVENUES

GENERAL

FUND

REVENUE

ADJUSTMENTS

2024
IMPACT

($)
Projected

increase

Property

Tax

above

budgeted

amount
$2,200,000
Projected

increase

Utility

User

Tax

above

budgeted

amount
$3,000,000
Reimbursement

from

over

allocation

Workers’

Compensation

Fund
$4,497,701
Previously

approved

revenue

increases

via

grant

funding
$436,026
TOTAL

GENERAL

FUND

REVENUES
$10,134,183

The total change to the FY 2024 Adopted Budget is an increase of $17.9 million. Of that amount, $8.3 million is related to operational expenses, with $9.6 million in appropriations related to authorized loans to Hayward Economic Development Corporation ($8.6 million), and loans for the Employee Home Loan Pilot Program ($1.0 million).

If mid-year requests are approved as proposed, in addition to the previously approved appropriations, the FY 2024 Revised Budget would result in $12.9 million projected use General Fund Reserves for FY 2024.

This report provides an overall update to the City’s Five-Year General Fund outlook.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution Operating Budget
Attachment IIA Exhibits A & B
Attachment III Resolution Capital Improvement Budget
Attachment IIIA Exhibits A & B
Attachment IV General Fund Long Range Financial Model Update CITY OF HAYWARD Printed on 3/8/2024Page 3 of 3
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Page 1 of 13 ends

DATE: March 12, 2024

TO: City Council

FROM: Director of Finance

SUBJECT: FY 2024 Mid-Year Budget Review: Adopt a Resolution Approving the FY 2024 Mid-Year Budget Amendments and Receive and Review the Five-Year General Fund Financial Model Update

RECOMMENDATION

That the City Council 1) reviews the FY 2024 Mid-Year budget; 2) adopts a resolution providing amendments to the previously adopted City of Hayward FY 2024 Operating Budget (Attachment II); and 3) adopts a resolution providing amendments to the previously adopted City of Hayward FY 2024 Capital Improvement Program Budget (Attachment III).

SUMMARY

This report presents the mid-year review of the FY 2024 Adopted Budget, and an update to the Five-Year General Fund Financial Model (model) presenting proposed changes and projected year-end results based on current trends and data. While staff considers the entire City budget in its mid-year review, this report focuses primarily on the General Fund.

Proposed FY 2024 mid-year expenditures net a total increase of $17.9 million in General Fund expenses. Of this amount, $14.9 million is related to previously authorized and approved appropriations, and proposed FY 2024 mid-year expenditure adjustments totaling a net increase of $1.99 million, and $1.0 million for the previously approved commitment to the Employee Home Loan Pilot Program. Table 1 and Table 2 below detail the key changes in General Fund expenditures related to previous Council authorized and approved appropriations, and proposed new FY 2024 mid-year requests:

TABLE 1: PREVIOUS COUNCIL AUTHORIZED AND APPROVED GENERAL FUND APPROPRIATIONS Previous Council Approved Appropriation
FY 2024
Impact ($)
Employee Contract Terms – Local 1909, HPMU, and City Council $1,688,651 Replenish stolen and damaged emergency shelter equipment $12,057 New Image Landscape for Downtown Hayward Maintenance $116,402 Annual contingency for Hayward Median Maintenance with Brightview Landscape $30,000 STEP Grant Appropriations $265,000

Page 2 of 13 ends

Appropriate grant funding for Officer Wellness and Mental Health $113,737 Appropriate grant funding for the Hayward Animal Shelter $8,000 Hayward Literacy Council Reimbursement $10,750
Transfer-Out: Loan to Economic Development Corporation for the Purchase Cinema Place $8,600,000 Previously Approved FY 2023 Budget Carryforwards $4,073,282 Previous Council Approved Appropriations Subtotal $14,917,879

TABLE 2: PROPOSED NEW FY 2024 GENERAL FUND MID-YEAR REQUESTS Mid-Year Request (NEW)
FY 2024 Impact
($)
No Mid-Year Personnel Requests $0
Personnel Expenses $0
Unanticipated services and software expenses $183,500
Expenses related to the US Conference of Mayor’s $20,000 Expenses related to the Alameda County Mayor’s Dinner $8,000 Reallocation of ISF charges from Special Revenue to the General Fund $26,482 Additional consulting services inspection fees and plan check for services $500,000 Expenses to support Downtown Special Events $40,000
Downtown Hayward Improvement Association (DHIA) Assessment increase $5,581 Transfer-Out: General Fund Capital - Replace freezer necessary for animal control operations $11,000
Transfer-Out: Information Technology Fund - Previously collected technology fee revenue $166,544 Transfer-Out: Fleet Management Fund – Fuel costs and deferred repairs and maintenance $436,244 Transfer-Out: General Liability Fund – Increase in insurance premium $296,958 Transfer Out: Facilities Management Fund – Security Services and PGE costs for the FS6 Training Center $296,243
Non-Personnel Expenses $1,990,552
Mid-Year Requests (NEW) Subtotal $1,990,552

Appropriate funds for previously approved Employee Home Loan Pilot Program $1,000,000 Mid-Year Requested Appropriation Total $2,990,552

TOTAL GENERAL FUND EXPENSES $17,908,432

General Fund revenues are expected to exceed the originally projected FY 2024 amount by $10.1 million. Changes in revenue projections are detailed in Table 3 of the report. Key changes in the General Fund revenues are as follows:

TABLE 3: GENERAL FUND REVENUES

GENERAL FUND REVENUE ADJUSTMENTS
FY 2024
IMPACT ($)
Projected increase in Property Tax above budgeted amount $2,200,000 Projected increase in Utility User Tax above budgeted amount $3,000,000 Reimbursement from over allocation to Workers’ Compensation Fund $4,497,701 Previously approved revenue increases via grant funding $436,026

Page 3 of 13 ends

TOTAL GENERAL FUND REVENUES $10,134,183
The total change to the FY 2024 Adopted Budget is an increase of $17.9 million. Of that amount, $8.3 million is related to operational expenses, with $9.6 million in appropriations related to authorized loans to Hayward Economic Development Corporation ($8.6 million), and loans for the Employee Home Loan Pilot Program ($1.0 million).

This report provides an overall update to the City’s Five-Year General Fund outlook.

BACKGROUND

On June 6, 20231, Council adopted the FY 2024 Operating Budget, which projected a reluctant use of General Fund Reserves by $5.1 million to balance the budget. Since the time of the FY 2024 Operating Budget adoption, the City’s fiscal position has changed as it continues to address service needs and emerging needs of the community. Considering recently updated revenue projections, additional Council approved appropriations, and proposed new mid-year requests, the proposed FY 2024 Revised Budget will result in a balanced budget with a small projected use of General Fund Reserves. If mid-year requests are approved as proposed, in addition to the previously approved appropriations, the FY 2024 Revised Budget would result in $12.9 million projected use General Fund Reserves for FY 2024.

This report includes an update to the Five-Year General Fund Financial Model as part of the FY 2024 mid-year review, reflecting the proposed changes in revenue projections and expenditure adjustments.

DISCUSSION

GENERAL FUND REVENUES

FY 2024 General Fund revenues are projected to be $10.1 million higher than originally projected.

This is primarily attributed to projected increases in Property Tax, and Utility Users Tax (UUT) revenues, and reimbursement from prior over allocation to the City’s Workers’ Compensation Fund.

The following analysis highlights key revenue variances as it pertains to FY 2024 mid-year projections and the impact on future year projections as outlined in the model.

Property Tax (increase of $2.2 million) – The FY 2024 Adopted Budget projected an increase of 3% year-over-year in Property Tax revenues as the economic recovery led to increased home values. Property Tax projections have been updated to reflect slightly more growth than previously projected in tax revenue.

1 Hayward City Council Meeting on June 6, 2023 - https://hayward.legistar.com/

Page 4 of 13 ends

Utility User Tax (increase of $3.0 million) – The FY 2024 Adopted Budget projected UUT at $18.0 million. Based on review and analysis of year-to-date revenue collected, the mid-year budget review forecasts an increase of approximately $3.0 million in projected revenue through the end of the fiscal year.

Transfer-In from Workers’ Compensation Fund ($4.5 million) - The fund transfer will reimburse the General Fund for prior-year overfunding to the Workers’ Compensation Fund.

Grant Appropriations ($0.4 million) – Previous approved Council grant funding appropriation.

GENERAL FUND EXPENDITURES

FY 2024 General Fund total adjustments include FY 2023 carryforwards, previous Council authorized and approved appropriations, and mid-year requests. FY 2024 General Fund expenditures, including proposed mid-year requests and previous Council authorized and approved appropriations are projected to be $17.9 million higher than the City adopted budget. Of this amount, $14.9 million is related to previously authorized and approved appropriations, which includes $4.1 million in FY 2023 budget carryforward, and $10.8 million related to other previously authorized and approved appropriations, such as grants, contract agreements, and loan agreements. Proposed FY 2024 new mid-year expenditure requests total an increase of $1.99 million, and a request for appropriation of $1.0 million for the previous Council approved Employee Home Loan Pilot Program.

The following analysis highlights key expenditure variances as it pertains to FY 2024 mid-year projections and the fiscal impacts on future year projections, as illustrated in the model.

Operating Expenses
A number of adjustments are needed at mid-year to fund necessary and/or unanticipated expenditures, and to appropriate prior year carryforward requests into FY 2024.

Carryforward Requests (increase of $4.1 million):

A carryforward is unspent budget that is linked to a commitment such as a contract, requisition, or purchase order. The carryforward of commitment to a new fiscal year carries with it the unspent budget associated with the balance of the commitment. Carryforwards represent budget amounts that were previously authorized and approved by Council during the prior fiscal year.

Previous Council Approved Appropriations - FY 2024 (increase of $10.8 million):

City Council previously authorized and approved appropriations totaling $12.5 million. Previously authorized and approved appropriations are as follows:
 Council approval of employee contract terms ($1.7 million)  Replenish stolen and damaged emergency shelter equipment ($12,057)  New Image Landscape for Downtown Hayward Maintenance ($116,402)  Annual contingency for Hayward Median Maintenance with Brightview Landscape ($30,000)
 STEP Grant Appropriations ($265,000)
 Purchase of 1069 B Street (Cinema Place) ($8,600,000)

Page 5 of 13 ends

 Appropriate grant funding for Officer Wellness and Mental Health ($113,737)  Appropriate grant funding for the Hayward Animal Shelter ($8,000)  Hayward Literacy Council Reimbursement ($10,750)

Appropriate Funds for Previously Approved Employee Home Loan Pilot Program (increase of $1,000,000):

In 2019, City Council approved the use of $1,000,000 of General Fund reserves to fund an Employee Home Loan Pilot Program. The pilot program was paused due to the onset of the COVID-19 pandemic. The pilot program has re-launched with the first lottery drawing scheduled to occurring on April 1, 2024.

Proposed FY 2024 Mid-Year Requests – New (net increase of $1.99 million):
 City Manager Unanticipated Services and Software (increase of $183,500):
o Language Access Plan ($36,000)
o Strategic Roadmap Dashboard ($30,000)
o Lean Innovation Staff Training ($12,500)
o Public Works and Maintenance Services Organizational Assessment ($75,000) o Investigation Services ($30,000)
 Mayor and City Council (increase of $28,000): Costs associated with US Conference of Mayors ($20,000) and the Alameda County Mayors Dinners ($8,000)  Internal Service Fees (increase of $26,482): Reallocation of ISF charges from Special Revenue to the General Fund for Community Services Division  Consulting Services (increase of $500,000): Additional consulting services, inspection fees, and plan check for services in Development Services
 Downtown Special Events costs (increase of $40,000) – Additional funding required to support Downtown Special Events
 Downtown Hayward Improvement Association (increase of $5,581) – Additional funding required for the DHIA Assessment fee increase
 Transfer-Out (increase of $1,206,989)
o Transfer-Out: Capital Projects Fund - Replace freezer need for animal control operations ($11,000)
o Transfer-Out: Information Technology Capital Fund - Previously collected technology fee revenue ($166,544)
o Transfer-Out: Fleet Management Fund – Fuel costs and deferred repairs and maintenance ($436,244)
o Transfer-Out: General Liability Fund – Increase in insurance premium ($296,958) o Transfer Out: Facilities Management Fund – Security Services and PGE costs for the FS6 Training Center ($296,243)

The amounts shown below in Table 4 demonstrate the General Fund impact of the changes being proposed as part of the City’s FY 2024 Mid-Year Budget Review, as well as previously approved appropriations authorized after the Council adopted the City’s Operating Budget in June of 2023.

Page 6 of 13 ends

TABLE 4: SUMMARY OF PROPOSED GENERAL FUND CHANGES

(in thousands)
FY 2024
Adopted Change
FY 2024
Mid-Year
Revised
Revenue
Property Tax $2,200
Utility User Tax (UUT) $3,000
Transfer-In (reimbursement) from Workers’ Compensation Fund $4,498 Grant Revenue Appropriations $436
Total Revenue $199,883 $10,134 $210,017

Operating Expenditures
FY 2023 Budget Carryforwards $4,073
FY 2024 Previous Council Approved Appropriations $556 FY 2024 Employee Contract Terms Council Approved Appropriations $1,689 FY 2024 New Mid-Year Requests $1,991
Total Operating Expenditures $204,978 $8,309 $213,287

Loan Expenditures
Employee Home Loan Program $1,000
Hayward Economic Development Corporation Loan $8,600
Total Loan Expenditures $9,600

Net Total Expenditures $204,978 $17,909 $222,887

FIVE-YEAR GENERAL FUND MODEL UPDATE

The Five-Year Model (model) has been updated to include projected changes in revenue and expenses impacting the City’s projected year-end fiscal position for FY 2024. The FY 2024 Adopted Budget projected a use of General Fund Reserves in the amount of $5.1 million by the end of the fiscal year, with a projected ending balance of $37.6 million. Based on the FY 2024 Adopted Budget, the model projected that General Fund Reserves would represent 18.4% of the City’s budgeted General Fund expenditures, which falls below the City’s current General Fund Reserve policy that states that General Fund Reserves should equal 20% of budgeted General Fund expenditures.

As part of the mid-year review process, the model has been updated to include current revenue projections, mid-year expenditure requests, and previous Council approved appropriations as discussed in this report. The updated model projects a use of $12.9 million in General Fund Reserves by the end of the fiscal year, compared to the projected use of General Fund Reserves at the time of adoption, which projected a use of $5.1 million. The change in projected use of General Fund Reserves can be attributed to the net impact of increased revenue projections and increases in projected expenses.

Page 7 of 13 ends

A loan to the Hayward Economic Development Corporation for the purchase of Cinema Place in the amount of $8.6 million is attributed to a significant increase in General Fund expenses.

Additionally, the mid-year proposal reflects a $1.0 million appropriation to fund the previous Council approved Employee Home Loan Pilot Program. While the loans are shown as current expenses, both the Hayward Economic Development Corporation and employee home loans will be repaid to the General Fund overtime until the loans are paid in full.

Based on these changes, the General Fund Reserve balance is projected to be 14% of total expenses by the end of the fiscal year when including the approved loans. Exclusion of the loans from the General Fund Reserve balance, demonstrates a projected reserve balance of 18.5%.

At a Council work session held on February 6, staff presented Council with an update to the General Fund Long Range Financial Model. During the work session, staff reviewed a number of policy decisions that could impact the net fiscal position of the City. The scenarios included a combination of revenue generation strategies, cost reduction strategies, and illustration of potential employee cost increases. The scenarios are not reflected in the mid-year model update.

Should Council elect to implement presented revenue generating strategies, it could increase revenue by approximately $2.5 million annually.

Table 5 provides an overview of the City’s five-year forecast, with updated revenue projections and expenditures. The table provides a review of the General Fund Reserve balance based on standard operating expense and revenue generation, and also provides an update to the General Fund Reserve balance when including the loans to the Hayward Economic Development Corporation and Employee Home Loan Pilot Program.

TABLE 5: FIVE-YEAR GENERAL FUND FINANCIAL MODEL UPDATE

MEASURE C FUND

Measure C Operating
The Council, as well as the ballot language for Measure C, established several spending priorities for these funds. These priorities include a mix of capital projects and funding allocations toward Revenues $199,883 $210,016 $210,500 $215,731 $217,447 $220,951 Expenditures $204,978 $213,286 $215,871 $223,674 $230,093 $234,374 Net Change in Reserve - Surplus / (Shortfall) ($5,095) ($3,269) ($5,371) ($7,943) ($12,646) ($13,423) Beginning Balance $42,723 $42,723 $39,454 $34,083 $26,139 $13,494 Ending Balance $37,628 $39,454 $34,083 $26,139 $13,494 $70 Target to maintain 20% GF Reserves of Expenditures 18.4% 18.5% 15.8% 11.7% 5.9% 0.0% Beginning Balance $42,723 $42,723 $29,853 $24,482 $17,113 $5,043 Net Change in Reserves - Surplus / (Shortfall) ($3,269) ($5,371) ($7,943) ($12,646) ($13,423) Employee Home Loan Pilot Program ($1,000)
Economic Development Corporation Loan ($8,600) $575 $575 $575 Net Ending Balance $37,628 $29,853 $24,482 $17,113 $5,043 ($7,806) Net Target to maintain 20% GF Reserves of Expenditures 18.4% 14.0% 11.3% 7.7% 2.2% (3.3%) FY 2028
Forecast
Year 5

GENERAL FUND FORECAST
Mid-Year Update
in thousands
FY 2024
Revised
Year 1
FY 2025
Forecast
Year 2
FY 2026
Forecast
Year 3
FY 2027
Forecast
Year 4
FY 2024
Adopted
Year 1

Page 8 of 13 ends

operating services. While Measure C revenues are to primarily be used to fund capital projects, operating activities, such as police services, addressing illegal dumping, litter control, and graffiti abatement, which also fulfill the promises of Measure C.

FY 2024 Measure C operating fund total adjustments include previously authorized and approved appropriations, and mid-year requests. Proposed FY 2024 Measure C expenditure related requests total an increase of $792,289. The following details the additional request:

 Previously approved carryforwards from FY 2023 ($374,229)  Proposed Mid-Year Request: Transfer-out to the General Liability Insurance Fund for the Measure C allocated portion of the increased amount in the City’s insurance premium costs (increase of $7,060).
 Proposed Mid-Year Request: Appropriate funding to St. Rose Hospital to support the continued delivery of vital health care services while hospital leadership works on long- term sustainable financial plan (increase of $250,000).  Proposed Mid-Year Request: Appropriate funds for additional expenses related to Operation Clean Sweep to support Citywide clean-up (increase of $75,000).  Proposed Mid-Year Request: Appropriate funds for expenses related to polling, research, public engagement, and communication regarding the potential Measure C extension (increase of $86,000).

Measure C Capital
While Measure C funds operating programs and related expenses, Measure C funds are primarily used to fund capital projects. FY 2024 Measure C capital total adjustments amount to $6.8 million.

Of this amount, the FY 2023 carryforwards accounts for $4.8 million, and $2.0 million in previously approved appropriations for Fire Station 6 and Fire Training Center Project.

OTHER FUNDS

Total adjustments for FY 2024 Other Funds include FY 2023 carryforwards, previous Council approved appropriations, and mid-year requests. Expenditure increases in Other Funds total $35.3 million. Of this total, FY 2023 budget carryforwards total $16.7 million; and appropriations previously approved by City Council total $11.8 million. Increase in expenditure requests at mid- year amount to a net of $6.8 million. Detail of mid-year adjustments are as follows:

Previous City Council Approved Appropriations (increase of $11.8 million)  Appropriation of California State Library Grant Funds (increase of $233,984).  Appropriation of various Local Grants for the Fire Department (increase of $139,020).  Appropriation of Friends of Hayward Library donations (increase of $161,000).  Appropriation of FY 2024 Budgets for Landscape and Lighting Assessment Districts and Maintenance Districts (increase of $2.6 million).
 Appropriate funds for the purchase of 1069 B Street, LLC’s leasehold interest in the Cinema Place property (increase of $8,600,000).
 Appropriate received funds for the Hayward Youth Commission (increase of $3,102).  Appropriation to establish budget balances from Byrne Grant 2022 and 2023 award years (increase of $83,572).

Page 9 of 13 ends

Proposed Mid-Year Requests (increase of $6.8 million)
 Measure D Recycling Fund (increase of $91,966): Budget correction to appropriately allocate funds for the Senior Sustainability Specialist.  Rental Housing Program Fund (increase of $60,508): Increased translation services expenses.
 Affordable Housing Fund (increase of $13,950): Administrative budget correction, increase appropriate funds for housing programs to sustain baseline budget.  Community Development Block Grant Fund (increase of $504,877): Increase CDBG expenditure to program revenue received in FY 2023 and FY 2024.  Water Fund (decrease of $45,983): Budget correction to appropriately allocate funds for the Senior Sustainability Specialist
 Sewer Fund (decrease of $45,983): Budget correction to appropriately allocate funds for the Senior Sustainability Specialist
 Facilities Management Fund (increase of $336,775): Increase in security services contract and expansion of security service hours at the Watkins parking garage, City Hall, and Downtown facilities, replacement of the backflow preventer at Fire Station #1; PG&E costs at Fire Station #6 Training Center; major backup emergency generator repairs at Fire Station #9; fuel polishing to maintain diesel fuel for fire engines and emergency backup generators; and additional security services needs at the various library branches.  Landscape & Lighting and Maintenance District Funds (increase of $79,872): Increased water utility needs.
 Fleet Management Fund (increase of $600,000): Increase in fleet fuel budget due to projected increases in fuel costs; and increase in budget for deferred maintenance and repairs of City fleet.
 Federal Grants Fund (increase of $505): Adjustment to match actual FY 2024 HOME grant allocation.
 General Liability Insurance Fund (increase of $399,862): Reflect the cost of the increased insurance premiums in the FY 2024 Adopted Budget. This expense is an Internal Service Fund, which is supported by allocations and transfers from General Fund, Measure C, and various operating funds.
 Transfer-Out to the General Fund from other funds for the reallocation of ISF charges from Special Revenue (increase of $26,482)
 Transfer-Out to the General Liability Insurance Fund from other funds for the allocation of costs contributing to the increase in general liability insurance premium cost (increase of $94,617).
 Transfer-Out to Fleet Maintenance Fund from other funds for the allocation of cost contributing to the increase in operating expenses related to fleet fuel and deferred maintenance of citywide fleet (increase of $163,756).
 Transfer-Out from Worker’s Compensation Fund (Fund 705) for reimbursement from over allocation to Workers’ Compensation Fund (increase of $5,400,000)  Transfer-In to Enterprise Funds (Water Fund, Sewer Fund, Stormwater Fund) for reimbursement from over allocation to Workers’ Compensation Fund (increase in revenue of $902,299)

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CAPITAL IMPROVEMENT FUNDS

Total adjustments for FY 2024 Capital Improvement Funds include FY 2023 carryforwards, previous Council approved appropriations, and mid-year requests. The FY 2024 Capital Improvement Budget expenditures total a net increase of $138.1 million. Of this amount, FY 2023 carry forwards total $136.1 million; and prior Council authorized, and approved appropriations total $1.2 million. Proposed mid-year adjustments reflect an increase in projected expenditures in the amount of $815,767. Table 6 provides detail of the proposed FY 2024 CIP mid-year changes.

TABLE 6: PROPOSED FY 2024 MID-YEAR CIP CHANGES
Mid-Year CIP Changes
FY 2024
Mid-Year
Changes
Capital Projects (Fund 405) – Replacement of a freezer to support operational needs within animal control requires additional $11,000 $11,000
Facilities Capital (Fund 726) – Replacement of exterior doors at the Corp Yard to accommodate new access control door readers; new service maintenance contract for access control system; electrical infrastructure upgrade to provide adequate power for EV charging stations in City Hall basement garage; and Watkins garage security enhancements $203,920
Special Gas Tax (Fund 210) – Transfer-out: Budget correction of FY 2023 Mid-Year Transfer- Per the FY 22 TDA Audit, the auditor's recommended Project 05307 (Patrick/Gading Complete Street) should be expensed out of Fund 210 instead of Fund 213 $350,226
Measure BB (Fund 212) - Administrative adjustment of expense budget; reducing budget due to ACTC prohibition of non-ACTC funds being expensed in Measure BB (Fund 212); funds will be appropriated in Street Systems Improvement (Fund 450) ($300,000)
Street Systems Improvement (Fund 450) - Administrative adjustment of expense budget to utilize developer deposit revenue; funds incorrectly appropriated to Measure BB (Fund 212) $300,000 Fleet Management Enterprise (Fund 737) – Use of fund balance to fund the gap for valve truck replacement $200,000
Fleet Management Capital (Fund 736) – Appropriate received revenue from insurance claim and auction of two fire vehicles $50,621
Total Net Change $815,767

AMERICAN RESCUE PLAN ACT (ARPA) STATE AND LOCAL FISCAL RECOVERY FUNDS On March 11, 2021, the American Rescue Plan Act (ARPA) of 2021 was signed into law. A major component of ARPA was the State and Local Fiscal Recovery Fund (SLFRF), which included $65 billion in direct federal relief to cities to address the impacts of COVID-19 and aid in recovery. The City of Hayward was allocated approximately $38.3 million in fiscal recovery funding, to be disbursed in two tranches. The first tranche of 50% of the City’s allocation was disbursed in late May 2021, with the second half was disbursed in May of 2022.

On July 13, 2021, Council approved a plan for use of the City’s ARPA $38.3 million. To date, the City has received the full $38.3 million in ARPA funding. Council appropriated $18.9 million in FY 2022, and $16.4 million FY 2023. The use of ARPA funds is governed by the SLFRF Interim Final Rule issued by the US Treasury Department in May 2021. City Staff developed the ARPA expenditure plan based on community needs, the City’s operational response, and Council feedback. The expenditure plan was also presented to the Council Infrastructure Committee, the Homelessness-

Page 11 of 13 ends

Housing Task Force, the Council Economic Development Committee, and the Community Services Commission for further refinement prior to Council approval in July.

The ARPA expenditure plan is comprised of 37 projects across four major expenditure categories:
support for public health expenditures and investments in pandemic operational needs; addressing negative impacts cause by the public health emergency; replacement of lost public sector revenue; and investment in water, sewer, and broadband infrastructure. Projects commenced in FY 2022 and will continue through FY 2024.

Table 7 provides an overview of total expenditures in FY 2023 and the revised budget in FY 2024.

TABLE 7: ARPA EXPENDITURE PLAN OVERVIEW ($ THOUSANDS)
Expenditure Category Total
Budget
FY 2022
Actuals
FY 2023
Actuals
FY 2024
Revised
Budget*
Support public health expenditures,
including capitalizing investments in
public facilities to meet pandemic
operational needs
$6,940 $799 $897 $5,244
Address negative economic impacts
caused by the public health
emergency
$15,700 $3,915 $4,270 $7,515
Replace lost public sector revenue $14,500 $7,250 $7,250 $0 Invest in water, sewer, and
broadband infrastructure $1,238 $80 $323 $835
TOTAL ARPA EXPENDITURES $38,378 $12,043 $12,740 $13,595 *Includes unspent FY 2023 appropriated expenditures (carried forward into FY 2024)

In accordance with the U.S. Treasury guidelines, ARPA recipients must obligate funds by December 31, 2024, and fully expend all ARPA dollars by December 31, 2026. The obligation of funds may include entering into contract and/or securing a purchase order or requisition for supplies, services, and/or equipment that are considered eligible expenses. The City has the option to reallocate any unspent and/or unobligated ARPA dollars to fund potential projects that meet the eligibility requirements of ARPA dollars. Currently, the majority of projects are expected to fully obligate or expend all ARPA dollars by the funding deadlines.

As of February 2024, it is estimated that there may be approximately $1.2 million in funding from the unspent funds allocated to the Regional Fire Training Center project that may be considered for reallocation. In December 2023, staff presented the Council Budget and Finance Committee with an update on ARPA projects and funding status, and discussed the requirements of obligated and expending ARPA dollars. Should the City not be in a position to obligate any unspent ARPA dollars, the City could consider reallocation to support other projects. Below is the list of potential projects and/or programs that were presented to the Committee for consideration and feedback.

Page 12 of 13 ends

Potential Projects Description Estimated Cost
Replacement of Lost
Revenue
There is flexibility and capacity to reallocate the
entire balance of unobligated ARPA funds to the
General Fund for the replacement of lost revenue
during the pandemic.

Homelessness Public
Education Campaign
Develop a public education campaign to educate the
Hayward community about ongoing homelessness
efforts and how the homeless system of care
operates. (LHH 1.3a).

$75,000
FY25 Funding for South
Hayward Parish Year-
Round Operations
Continued funding for extended operations of
emergency shelter at South Hayward Parish, which
was expanded beyond a Winter Warming Shelter
through the City's first ARPA allocation (2.1e).

$1,000,000
Calendar Year 2025 Safe
Parking Pilot
Leverage County land use committee convening to
identify land for safe parking pilot to serve mid-
county residents (2.2b).

$1,000,000
Additional Navigation
Center Funding for On-Site
Meals and Operational
Expenses
Increase operational funding to Hayward Navigation
Center to add more on-site meals and cover existing
operating gaps due to increased costs (2.1a).
$500,000
FY 2025 Motel Voucher
Program
Allocate funding to enable continued operations of
motel voucher program, which provides brief motel
stays for individuals who are unsheltered and on the
waitlist for the Navigation Center or who need
temporary shelter during dangerous weather events
when alternative shelter is not available.
$50,000
Affordable Housing
Development
Apply available ARPA funding to the next Affordable
Housing Notice of Funding Availability (NOFA) to
fund affordable housing development loans. To
ensure funds are expended prior to the deadline,
funds could be used for shovel-ready projects, pre-
development costs, or acquisition costs. Applicable
projects would include new construction,
preservation of affordable housing or adaptive re-
use. The additional $5 million in funding may
possibly fund another one or two projects.
$5,000,000
Expansion of Together for
Hayward eGift Card
Program
The Together for Hayward eGift Card Program is one
of the most successful and impactful economic
recovery programs the City offers. The program
injects dollars into small businesses using ARPA
funds which are then matched by consumers. Staff
are well versed in administering this program and
would be able to expend the funds prior to the
deadline.

Any available
amount

Page 13 of 13 ends

The Committee was supportive of all the potential projects and/or programs, and supported staff in moving forward to the full City Council for consideration when deemed appropriate by staff.

STRATEGIC ROADMAP

This agenda item is a routine operational item and does not specifically relate to any of the six priorities outlined in the Council’s Strategic Roadmap.

FISCAL IMPACT

The overall fiscal impact of the proposed mid-year adjustments is an increase in General Fund revenue of $10.1 million, and an increase to General Fund expenditures of $17.9 million. Of this amount, an increase of $1.99 million is attributed to newly requested adjustments; with $15.9 million attributed to carryforwards, and previously approved appropriations. All Other Funds (including Measure C) proposed adjustments will result in a net increase of $7.6 million in newly requested expenditures; and Capital Improvement Funds will result in a proposed net increase in expenditures of $0.8 million in newly requested expenditures.

SUSTAINABILITY FEATURES

The actions in this report do not have an impact on sustainability. Sustainability elements are more directly identified with specific projects as they are carried out.

PUBLIC CONTACT/NEXT STEPS

Upon approval by Council of the recommendations contained herein, staff will post the budget amendments per the approved resolutions. Staff will continue to refine the Five-Year General Fund Financial Model as part of the upcoming FY 2025 budget process.

Prepared by: Nicholas Mullins, Management Analyst II
Nicole Gonzales, Director of Finance

Recommended by: Nicole Gonzales, Director of Finance

Approved by:

_________________________________________
Kelly McAdoo, City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-

Introduced by Council Member

RESOLUTION AMENDING RESOLUTION 23-147 AS AMENDED, THE BUDGET

RESOLUTION FOR THE CITY OF HAYWARD OPERATING BUDGET FOR FISCAL YEAR 2024, RELATING TO AN APPROPRIATION OF FUNDS

BE IT RESOLVED by the City Council of the City o f Hayward that Resolution No. 23- 147, as amended, the Budget Resolution for the City of Hayward Operating Budget for Fiscal Year 2024, is hereby amended by approving the changes indicated below.

BE IT FURTHER RESOLVED by the City Council of the City of Hayward that the following revenue estimate amounts are hereby amended:

1. CHANGE OF REVENUE ESTIMATE TO THE GENERAL FUND AND OTHER F UNDS AS DISPLAYED IN EXHIBIT A.

BE IT FURTHER RESOLVED by the City Council of the City of Hayward that the following expenditure estimate amounts are hereby amended:

II. CHANGE OF EXPENDITURE ESTIMATE TO THE GENERAL FUND AND OTHER FUNDS

AS DISPLAYED IN EXHIBIT B

The Director of Finance is hereby authorized and directed to distribute the above revised revenue estimates and revised expenditure estimates to the various accounts of the City in accordance with generally accepted accounting principles and consistent with the purposes and objectives as outlined in the approved budget.

ATTACHMENT II

Page 2 of 2 ends

HAYWARD, IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2024.

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 2024 Mid‐Year Operating Revenue Adjustments ATTACHMENT IIA ‐ EXHIBIT A Fund # Fund Name Adopted Budget
Total
Amendment
Total Adjusted
Budget
100 General Fund $199,883,428 $4,890,419 $204,773,847
101 Measure C 21,850,493 ‐ 21,850,493 102 Economic Development Fund 350,000 - 350,000 103 ARPA - - - 214 Measure BB Paratransit 2,079,130 - 2,079,130 220 Federal Grants 934,595 - 934,595 225 Community Dev. Block Grant 1,527,801 504,877 2,032,678 230 State Grants 40,000 233,984 273,984 231 Used Oil 27,555 - 27,555 232 Recycling/Measure D 1,205,138 - 1,205,138 240 Local Grants - 248,000 248,000 245 Housing Authority 90,000 - 90,000 246 Affordable Housing 5,500 - 5,500 250 Donations - 195,843 195,843 255 Park Dedication - Zone A 1,300,000 - 1,300,000 256 Park Dedication - Zone B 11,953 - 11,953 257 Park Dedication - Zone C 575,000 - 575,000 258 Park Dedication - Zone D 337,000 - 337,000 259 Park Dedication - Zone E 11,953 - 11,953 266 LLD 1 - 6,941 6,941 267 LLD 2 - 11,377 11,377 268 LLD 3 - 157,388 157,388 269 LLD 4 - 21,940 21,940 270 Maintenance District #1 - 42,442 42,442 271 Maintenance District #2 - 17,705 17,705 272 LLD 5 - 9,929 9,929 273 LLD 6 - 13,069 13,069 274 LLD 7 - 220,766 220,766 275 LLD 8 - 5,101 5,101 276 LLD 9 - 2,717 2,717 277 LLD 10 - 171,372 171,372 278 LLD 12 - 37,391 37,391 279 LLD 11 - 242,204 242,204 281 LLD 13 - 238,483 238,483 282 LLD 14 - 122,723 122,723 284 LLD 16 - 79,454 79,454 285 Inclusionary Housing 274,000 - 274,000 286 Rental Housing Program - - - 288 Local Housing Trust Program 2,784,380 - 2,784,380 290 LLD17 - 56,347 56,347 291 LLD18 - 117,915 117,915 295 South Hayward BART JPA 421,280 - 421,280 605 Water 60,328,741 382,076 60,710,817 606 Regional Inter-Tie - - - 610 Sewer 30,435,914 435,398 30,871,312 615 Stormwater 2,902,000 84,825 2,986,825 620 Airport 4,153,482 - 4,153,482 630 Recycled Water 1,470,641 - 1,470,641 705 Worker's Compensation 9,866,339 - 9,866,339 710 General Liability Insurance 7,319,319 398,634 7,717,953 720 Retiree Medical Benefits Fund 7,447,061 - 7,447,061 725 Facilities Management 5,499,149 196,243 5,695,392 730 Information Technology 9,839,798 - 9,839,798 735 Fleet Management 4,558,903 600,000 5,158,903 815 RDA Successor Agency 3,510,542 - 3,510,542 820 Byrne Grant - 83,572 83,572 830 Hayward Economic Development Corporati o - 8,600,000 8,600,000 851 Hayward Area Shoreline JPA 208,000 - 208,000 860 Cannabis Community Fund 63,552 - 63,552 Other Funds Total 181,429,21 9 13,538,716 194,967,935 Change to General Fund $4,890,419
Net Change to Non‐General Fund 13,538,716
Total Change to City Revenues $18,429,135
FY 2024 Mid‐Year Operating Expendiutre Adjustments ATTACHMENT IIA ‐ EXHIBIT B Fund Expenditure Adopted Budget Total Amendment
Total Adjusted
Budget
100 Net Change to General Fund 204,978,128 17,908,432 222,886,560 101 Measure C Fund 22,953,218 792,289 23,745,507 102 Economic Development Fund 350,000 125,000 475,000 103 ARPA Fund 3,031,000 11,151,147 14,182,147 214 Paratransit Fund - Measure BB 1,515,000 750,000 2,265,000 217 Paratransit Fund - Measure B 1,488,676 277,365 1,766,041 220 Grants Fund 933,809 919,573 1,853,382 225 Community Development Block Grant Fund 1,908,359 2,522,632 4,430,991 230 Recycling Fund 580,878 2,884,700 3,465,578 231 Used Oil Fund 25,315 17,304 42,619 232 Recycling/Measure D Fund 782,635 227,123 1,009,758 240 Local Grants - 405,908 405,908 245 Housing Authority 178,879 707,987 886,866 246 Affordable Housing Fund 97,162 47,438 144,600 250 Donation Fund - 825,026 825,026 265 Asset Forfeiture - - - 255 Park Dedication - Zone A - - - 256 Park Dedication - Zone B - - - 257 Park Dedication - Zone C - - - 258 Park Dedication - Zone D - - - 259 Park Dedication - Zone E - - - 266 LLD Zone 1 - 14,318 14,318 267 LLD Zone 2 - 19,849 19,849 268 LLD Zone 3 - 254,553 254,553 269 LLD Zone 4 - 46,764 46,764 270 MD 1 - 50,092 50,092 271 MD 2 - 257,366 257,366 272 LLD Zone 5 - 14,673 14,673 273 LLD Zone 6 - 16,489 16,489 274 LLD Zone 7 - 413,812 413,812 275 LLD Zone 8 - 12,533 12,533 276 LLD Zone 9 - 5,160 5,160 277 LLD Zone 10 - 418,399 418,399 278 LLD Zone 12 - 57,226 57,226 279 LLD Zone 11 - 331,268 331,268 281 LLD Zone 13 - 347,003 347,003 282 LLD Zone 14 - 144,002 144,002 284 LLD Zone 16 - 101,450 101,450 285 Inclusionary Housing 468,545 2,351,619 2,820,164 286 Rent Review Program Fund 929,941 61,122 991,063 288 Local Housing Trust Program 27,869 3,258,161 3,286,030 290 LLD Zone 17 - 61,184 61,184 291 LLD Zone 18 - 108,763 108,763 295 So. Hayward B.A.R.T. JPA 566,220 468,204 1,034,424 300 Certificate of Participation 2,574,824 - 2,574,824 301 Measure C Debt Service 5,411,738 - 5,411,738 605 Water 65,749,036 156,590 65,905,626 606 Regional Intertie - 77,629 77,629 610 Wastewater 30,616,121 220,063 30,836,184 615 Stormwater 3,369,938 46,482 3,416,420 620 Airport 5,476,477 29,193 5,505,670 630 Recycled Water 1,133,520 2,291 1,135,811 705 Worker's Compensation 6,848,822 5,470,746 12,319,568 710 Risk Management 7,349,965 1,462,099 8,812,064 720 Employee Benefits 7,447,061 - 7,447,061 725 Facilities 5,015,823 341,644 5,357,467 730 Information Technology 10,055,937 429,671 10,485,608 735 Fleet 4,396,573 629,144 5,025,717 805/810 Special Assessment District 1,070,237 - 1,070,237 815 Hawyard Redevelopment Successor Agency 4,417,893 58,433 4,476,326 820 Byrne Grant 103,377 103,377 830 Hayward Economic Development Corporation 8,600,000 8,600,000 850 Hayward Trust & Agency Fund - 6,432 6,432 851 Hayward Shoreline JPA 12,000 33 12,033 Net Change to Non‐General Fund 196,783,471$ 48,101,329$ 244,884,800$ Total Change to City Expenditures 401,761,59 9$ 66,009,761$ 467,771,360$

ATTACHMENT III

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member________________

RESOLUTION AMENDING RESOLUTION 23-148, AS AMENDED, THE BUDGET

RESOLUTION FOR THE CITY OF HAYWARD CAPITAL IMPROVEMENT PROJECTS FOR FISCAL YEAR 20 24, RELATING TO AN APPROPRIATION OF FUNDS

BE IT RESOLVED by the City Council of the City o f Hayward that Resolution No. 23- 1148, as amended, the Budget Resolution for the City of Hayward Capital Improvement Projects for Fiscal Year 20 24, is hereby amended by approving the Capital Improvement Fund changes indicated below.

BE IT FURTHER RESOLVED by the City Council of the City o f Hayward that the following revenue estimate amounts are hereby amended:

1. CHANGE OF REVENUE ESTIMATE TO THE FOLLOWING CIP FUNDS AS DISPLAYED IN

EXHIBIT A

BE IT FURTHER RESOLVED by the City Council of the City of Hayward that the following expenditure estimate amounts are hereby amended:

II. CHANGE OF EXPENDITURE ESTIMATE TO THE FOLLOWING CIP FUNDS AS

DISPLAYED IN EXHIBIT B

ATTACHMENT III

Page 2 of 2 ends

HAYWARD, IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2024.

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 2023 Mid-Year CIP Revenue Adjustments ATTACHMENT IIIA ‐ EXHIBIT A Fund # Fund Name
Adopted
Budget
Total
Amendment
Total Adjusted
Budget
210 Special Gas Tax 196,496 - 196,496
219 Measure BB-CIP Paratransit 750,000 - 750,000
405 Capital Projects 1,600,000 318,401 1,918,401
406 Capital Projects Measure C 11,000,000 2,030,000 13,030,000 450 Street System Improvement 1,981,440 - 1,981,440
460 Transportation System Improvement 500,000 - 500,000 603 Water Replacement 7,000,000 - 7,000,000
604 Water Improvement 3,910,000 - 3,910,000
611 Sewer Replacment 6,700,000 - 6,700,000
612 Sewer Improvement 4,520,000 - 4,520,000
621 Airport Capital 2,820,000 - 2,820,000
726 Facilities Capital 710,000 100,000 810,000
731 Information Technology Capital 1,100,000 166,544 1,266,544 736 Fleet Management Capital 4,000,000 - 4,000,000
737 Fleet Management Enterprise 23,567 (360,000) (336,433) CIP Funds Total $46,811,503 $2,254,945 $49,066,448
FY 2023 Mid-Year CIP Expenditure Adjustments ATTACHMENT IIIA ‐ EXHIBIT B Fund Expenditure Adopted Budget
Total
Amendment
Total Adjusted
Budget
209 Special Gas Tax 181,496 181,496
210 Special Gas Tax 5,184,000$ 2,044,275$ 7,228,275$
211 RRAA (SB1) 4,000,000 - 4,000,000
212 Measure BB-Local Transportation 6,455,000 999,928 7,454,928 213 Measure BB-Ped & Bike 2,019,000 - 2,019,000
215 Measure B-Local Transportation 226,000 - 226,000
216 Measure B-Ped & Bike 15,000 21,809 36,809
218 Vehicle Registration 900,000 135,700 1,035,700
219 Measure BB Tax Fund (Paratransit) 750,000 1,438,062 2,188,062 401 Strategic Initiative - 7,685 7,685
405 Capital Projects 13,428,000 28,023,468 41,451,468
406 Capital Projects Measure C 8,971,000 6,814,839 15,785,839 410 Rte 238 Corridor Improvements 1,010,000 23,035,537 24,045,537 411 Rte 238 Settlement Admin 771,000 906,629 1,677,629
450 Street System Improvement 5,356,000 6,217,883 11,573,883 460 Transportation System Improvement 615,000 1,469,328 2,084,328 603 Water Replacement 10,551,265 14,966,142 25,517,407
604 Water Improvement 10,714,775 (772,852) 9,941,923
611 Sewer Replacement 10,223,390 33,183,323 43,406,713
612 Sewer Improvement 21,475,314 8,067,623 29,542,937
621 Airport Capital 8,727,000 5,744,252 14,471,252
726 Facilities Capital 1,190,000 1,969,717 3,159,717
731 Information Technology Capital 1,440,000 4,121,715 5,561,715 736 Fleet Management Capital 5,270,000 4,677,497 9,947,497 737 Fleet Management Enterprise 530,000 1,885,157 2,415,157 Total Change to CIP Expenditures 120,003,240$ 144,957,717$ 264,960,957$

CURRENT FORECAST GENERAL FUND HISTORICAL SUMMARY
FY2017
Actuals
FY2018
Actuals
FY2019
Actuals
FY2020
Actuals
FY2021
Actuals
FY2022
Actuals
FY2023
Actuals
FY2024
Adopted
FY 2024
Mid-Year
FY 2024
Revised
FY2025
Forecast
FY2026
Forecast
FY2027
Forecast
FY2028
Forecast
FY2029
Forecast
FY2030
Forecast
FY2031
Forecast
FY2032
Forecast
FY2033
Forecast
FY2034
Forecast
FY2035
Forecast
FY2036
Forecast
FY2037
Forecast
FY2038
Forecast
FY2039
Forecast
FY2040
Forecast
FY2041
Forecast
FY2042
Forecast
Property Tax $47,196 $51,236 $54,468 $58,432 $61,196 $63,524 $68,458 $67,498 $2,200 $69,698 $72,959 $75,601 $78,353 $81,226 $84,023 $86,733 $90,211 $93,871 $97,733 $101,584 $105,680 $109,802 $113,983 $119,414 $125,452 $132,303 $139,960 $149,197 Sales Tax 34,839 33,389 36,011 39,680 40,075 44,028 44,051 46,439 $46,439 47,423 48,728 47,650 47,794 50,311 52,967 55,735 57,280 58,866 57,550 57,700 60,704 63,862 67,181 69,023 70,912 69,304 69,461 Utility Users Tax 20,754 17,488 16,935 16,066 17,268 17,308 25,945 18,000 3,000 $21,000 21,000 21,420 21,848 22,285 22,731 23,186 23,649 24,122 24,605 25,097 25,599 26,111 26,633 27,166 27,709 0 0 0 Transient Occupancy Tax 2,560 2,808 2,823 2,187 1,552 1,979 2,359 2,000 $2,000 2,060 2,122 2,079 2,090 2,204 2,324 2,450 2,524 2,600 2,548 2,560 2,700 2,847 3,002 3,092 3,185 3,121 3,137 Cannabis Tax 0 0 0 3 442 843 804 1,100 $1,100 1,122 1,144 1,167 1,191 1,214 1,239 1,264 1,289 1,315 1,341 1,368 1,395 1,423 1,451 1,480 1,510 1,540 1,571 Emerg Svcs Facilities Excise Tax 2,100 2,131 2,186 2,030 1,831 1,829 2,045 2,075 $2,075 2,096 2,117 2,138 2,159 2,181 2,203 2,225 2,247 2,269 2,292 2,315 2,338 2,362 2,385 2,409 2,433 2,457 2,482 Business License Tax 2,591 2,752 2,833 2,755 2,677 3,171 3,287 2,811 $2,811 2,839 2,868 2,896 2,780 2,739 2,833 2,931 3,032 3,062 3,093 2,969 2,925 3,026 3,130 3,238 3,270 3,303 3,171 Property Transfer Tax 8,350 9,168 12,256 12,150 17,120 21,226 12,357 17,600 $17,600 17,776 17,954 17,236 16,977 17,563 18,169 18,796 18,983 19,173 18,406 18,130 18,756 19,403 20,072 20,273 20,476 19,657 19,362 Franchises 9,646 9,648 9,730 10,582 10,624 10,516 11,907 12,179 $12,179 12,423 12,671 12,924 13,183 13,447 13,716 13,990 14,270 14,555 14,846 15,143 15,446 15,755 16,070 16,391 16,719 17,054 17,395 Permits & Fees 14,917 14,777 15,966 12,074 13,300 12,738 14,297 14,099 $14,099 14,381 14,668 14,746 14,936 15,337 15,750 16,177 16,500 16,830 16,919 17,138 17,598 18,072 18,561 18,932 19,311 19,414 19,665 Interest 253 57 488 460 (9) (735) 427 300 $300 530 437 295 102 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Other Revenue 11,319 10,902 10,751 9,725 14,597 8,629 7,663 11,591 436 $12,027 11,636 11,681 11,728 11,775 11,822 11,870 11,919 11,969 12,019 12,070 12,122 12,175 12,228 12,282 12,337 12,392 12,448 12,506 Transfers In 4,037 4,045 17,357 3,964 3,967 11,571 17,123 4,192 4,498 $8,690 4,256 4,320 4,386 4,454 4,522 4,592 4,664 4,737 4,811 4,887 4,964 5,043 5,124 5,206 5,290 5,375 5,462 5,551 Total Revenues 158,561 158,401 181,804 170,107 184,641 196,625 210,724 199,883 10,134 210,017 210,500 215,731 217,447 220,951 228,093 235,581 244,010 250,824 257,839 260,634 265,689 274,992 284,716 295,920 305,626 287,886 293,720 303,497 Salaries/Wages 67,624 69,065 72,803 73,459 73,817 77,837 81,762 98,419 1,689 100,108 102,144 105,845 108,212 110,631 113,104 115,633 118,218 120,861 123,568 126,336 129,166 132,059 135,017 138,041 141,133 144,294 147,526 150,831 Overtime 9,254 10,370 9,574 9,767 11,903 13,903 14,919 3,370 3,370 3,500 3,570 3,641 3,714 3,789 3,864 3,942 4,020 4,101 4,183 4,266 4,352 4,439 4,528 4,618 4,711 4,805 4,901 Retirement 23,021 23,366 26,951 30,183 33,051 36,742 40,016 42,846 42,846 46,944 49,399 51,648 53,639 57,479 58,780 60,031 58,410 58,532 56,751 56,337 55,394 53,258 52,267 51,187 50,506 52,246 48,281 Health 11,840 11,723 11,533 11,639 11,765 11,994 12,410 16,200 16,200 16,382 16,873 17,379 17,901 18,438 18,991 19,560 20,147 20,752 21,374 22,015 22,676 23,356 24,057 24,779 25,522 26,288 27,076 Retiree Medical 2,847 2,794 3,020 3,107 3,059 3,248 3,241 3,465 3,465 3,552 3,641 3,722 3,806 3,891 3,978 4,067 4,158 4,251 4,347 4,445 4,545 4,647 4,752 4,858 4,968 5,080 5,194 Workers Compensation 6,307 6,228 6,815 6,816 8,106 8,526 9,001 5,418 5,418 5,553 5,692 5,820 5,951 6,084 6,221 6,361 6,503 6,649 6,799 6,952 7,108 7,268 7,432 7,599 7,770 7,945 8,124 Other Benefits 3,007 3,270 1,831 2,065 2,347 2,299 2,492 1,233 1,233 1,280 1,328 1,357 1,388 1,419 1,451 1,484 1,517 1,551 1,586 1,622 1,658 1,695 1,734 1,773 1,812 1,853 1,895 Personnel Charge Out (4,069) (5,213) (3,803) (5,031) (3,500) (4,168) (5,336) (6,371) (6,371) (6,515) (6,661) (6,811) (6,964) (7,120) (7,280) (7,444) (7,611) (7,782) (7,957) (8,136) (8,319) (8,506) (8,698) (8,893) (9,094) (9,298) (9,507) Vacancy Savings - - - - - - - (5,881) (5,881) (4,076) (4,208) (4,291) (4,377) (4,464) (4,553) (4,644) (4,736) (4,830) (4,927) (5,025) (5,125) (5,227) (5,332) (5,438) (5,547) (5,677) (5,810) Subtotal Personnel 119,831 121,604 128,724 132,005 140,546 150,382 158,506 158,699 1,689 160,388 168,764 175,479 180,678 185,688 192,619 197,084 201,574 203,271 206,792 208,492 211,641 214,347 215,947 218,780 221,615 224,943 230,767 230,984 Maintenance & Utilities 787 715 797 920 804 1,210 1,092 1,687 1,687 1,738 1,790 1,843 1,899 1,956 2,014 2,075 2,137 2,201 2,267 2,335 2,405 2,477 2,552 2,628 2,707 2,788 2,872 Services & Supplies 9,326 10,335 11,441 12,105 11,880 10,069 12,593 10,901 778 11,679 11,173 11,453 11,739 12,033 12,333 12,642 12,958 13,282 13,614 13,954 14,303 14,661 15,027 15,403 15,788 16,183 16,587 17,002 Internal Service Charges 14,413 11,863 15,504 16,858 14,048 14,890 16,813 19,951 19,951 19,951 20,450 21,064 21,696 22,347 23,017 23,707 24,419 25,151 25,906 26,683 27,483 28,308 29,157 30,032 30,933 31,861 32,817 Capital Outlay 0 85 5,427 12 257 657 68 0 0 250 258 265 273 281 290 299 307 317 326 336 346 356 367 378 389 401 413 Transfers Out-Debt 3,640 3,348 2,857 2,015 2,993 2,544 2,742 2,708 2,708 2,715 2,715 2,715 734 734 508 281 281 281 281 281 281 281 281 281 281 281 281 Transfers Out-CIP 1,769 2,898 3,357 5,814 2,117 6,309 4,811 2,560 916 3,476 2,637 2,716 2,797 2,881 2,968 3,057 3,148 3,243 3,340 3,440 3,544 3,650 3,759 3,872 3,988 4,108 4,231 4,358 Transfers Out-Liability/Other 9,193 4,257 8,500 5,624 6,252 8,217 9,244 8,473 297 8,770 8,642 8,815 8,991 9,171 9,354 9,542 9,732 9,927 10,126 10,328 10,535 10,745 10,960 11,179 11,403 11,631 11,864 12,101 Budget Additions/Appropriations - - - - - - - - 4,629 4,629 - - - - - - - - - - 7,158 7,337 7,521 7,709 7,902 8,099 8,302 8,509 Budget Cuts - - - - - - - - 0 - - - - - - - - - - - - - - - - - - Total Expense 158,957 155,105 176,608 175,353 178,897 194,277 205,868 204,978 8,309 213,286 215,871 223,674 230,093 234,374 242,593 248,153 253,775 256,867 261,821 264,995 276,816 281,256 284,638 289,300 294,015 299,274 307,082 309,337 GF Reserves - Surplus/(Use) (396) 3,296 5,196 (5,246) 5,743 2,348 4,857 (5,095) (3,269) (5,371) (7,943) (12,646) (13,423) (14,500) (12,572) (9,764) (6,042) (3,983) (4,361) (11,127) (6,265) 78 6,620 11,611 (11,388) (13,362) (5,840) ACFR Adjustment (752) (592) (702) (785) (461) (612) - - - - - - - - - - - - - - - - - - - - Beginning Fund Balance 30,829 29,681 32,385 36,879 30,847 36,130 37,866 42,723 42,723 39,454 34,083 26,139 13,494 70 (14,430) (27,001) (36,766) (42,808) (46,791) (51,152) (62,279) (68,544) (68,465) (61,846) (50,235) (61,623) (74,985) Ending Fund Balance 29,681 32,385 36,879 30,847 36,130 37,866 42,723 37,628 39,454 34,083 26,139 13,494 70 (14,430) (27,001) (36,766) (42,808) (46,791) (51,152) (62,279) (68,544) (68,465) (61,846) (50,235) (61,623) (74,985) (80,825) Bal as % of Expenses 18.7% 20.9% 20.9% 17.6% 20.2% 19.5% 20.8% 18.4% 18.5% 15.8% 11.7% 5.9% 0.0% -5.9% -10.9% -14.5% -16.7% -17.9% -19.3% -22.5% -24.4% -24.1% -21.4% -17.1% -20.6% -24.4% -26.1% Employee Home Loan Program 1,000 1,000
ED Corp Loan / Repayment 8,600 8,600 (575) (575) (575) (575) (575) (575) (575) (575) (575) (575) (575) (575) (575) (575) (550) Net Ending Fund Balance 29,681 32,385 36,879 30,847 36,130 37,866 42,723 37,628 29,853 24,482 17,113 5,043 (7,806) (21,731) (33,727) (42,917) (48,384) (51,792) (55,578) (66,130) (71,820) (71,166) (63,972) (51,786) (62,624) (75,986) (81,826) Net Bal as % of Expenses 18.7% 20.9% 20.9% 17.6% 20.2% 19.5% 20.8% 18.4% 14.0% 11.3% 7.7% 2.2% -3.3% -9.0% -13.6% -16.9% -18.8% -19.8% -21.0% -23.9% -25.5% -25.0% -22.1% -17.6% -20.9% -24.7% -26.5% ($ in Thousands)

ATTACHMENT IV

Hayward City CouncilMarch 12, 2024

Hayward City Council
March 12, 2024