Agenda Packet — Hayward City Council, December 17, 2024 (part 1 of 3)

Tuesday, December 17, 2024
7:00 PM

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

December 17, 2024City Council Agenda

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
City Hall, Council Chambers
NOTICE: The City Council will hold a hybrid meeting in the Council Chambers and virtually via Zoom.

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:

Participate in the Council Chambers or click link below to join the meeting:
https://hayward.zoom.us/j/86990386519?pwd=EdBdStDLJKbTyos6L8eA343hETPtxq.1 Meeting ID: 869 9038 6519
Password: C12/17@7pm
or
Dial: +1 669 900 6833 or +1 646 931 3860
Meeting ID: 869 9038 6519
Password: 8426948427

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
City Hall, Council Chambers
CALL TO ORDER: Mayor Salinas
Pledge of Allegiance: Council Member Goldstein

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December 17, 2024City Council Agenda
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 . ration and may be referred to staff.

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.

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 City Council Minutes of the Meeting on December 3, 2024
MIN 24-1301.

Attachments: Attachment I Draft Minutes of 12/3/2024
Adopt an Ordinance of the City of Hayward Amending Chapter 12, Article 2 of the Hayward Municipal Code Relating to Tenant Relocation Assistance
CONS 24-6412.

Attachments: Attachment I Staff Report
Attachment II Summary of Published Ordinance

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December 17, 2024City Council Agenda
Adopt a Resolution Authorizing the City Manager to Amend and Extend an Agreement with the Alameda County Probation
Department to Provide Delinquency Prevention Network
Services, and to Accept and Appropriate $140,065 from
Alameda County to Fund the Extension
CONS 24-6363.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to: Award a Construction Contract to Redwood Painting Co., Inc., for the Water Resource Recovery Facility (WRRF) North Vacuator
Rehabilitation Project in a Not-to-Exceed Amount of $358,481; Enter into a Professional Services Agreement with Coating Specialists and Inspection Services, Inc., in a Not-to-Exceed Amount of $44,080; and Appropriate Funds in the Amount of $402,561
CONS 24-6374.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Negotiate and Execute a Cooperative Procurement Contract with Dell Technologies for Microsoft Software, Subscriptions, and Services for a Three-Year Contract in a Not-to-Exceed Amount of $412,341.90 Annually, and 5% Contingency of $61,851.28 for a Total Contract Amount of $1,298,876.98
CONS 24-6385.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Sanbell for a
Not-to-Exceed Amount of $685,000 for Final Design Services for the Safe Routes to School Implementation Project, Project No. 06941
CONS 24-6476.

Attachments: Attachment I Staff Report
Attachment II Resolution

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December 17, 2024City Council Agenda
Adopt a Resolution Reappointing Council Member Syrop to the Alameda County Mosquito Abatement District Board of
Trustees for a Two-Year Term Beginning January 6, 2025, Through December 31, 2026
CONS 24-6487.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt Resolutions Approving the Revised Plans and
Specifications and Call for Bids for the La Vista Park Project, Project No. 06914; Authorizing the City Manager to Execute Amendment No. 3 to the Professional Services Agreement with Surface Design, Inc.; and Authorizing the City Manager to Execute a Memorandum of Understanding with the Hayward
Area Recreational District for the Funding, Operation and Maintenance of La Vista Park
CONS 24-6498.

Attachments: Attachment I Staff Report
Attachment II Resolution - SDI PSA
Attachment III Resolution - HARD MOU
Adopt Resolutions Authorizing the City Manager to (1) Amend the FY 2025 Agreement with Eden I&R, Inc. for Transportation Network Company (TNC) Paratransit Services by $180,000 for a Not-to-Exceed Amount of $452,619; (2) Execute an
Agreement with Onward Health, Inc. to Develop and Pilot New Paratransit Services for the Remainder of FY 2025 for a Not-to-Exceed Amount of $235,438; and (3) Execute an
Agreement with Onward Health, Inc. for Paratransit Services for FY 2026 for a Not-to-Exceed Amount of $880,613
CONS 24-6519.

Attachments: Attachment I Staff Report
Attachment II Resolution - FY25 Agreement Amendment
Attachment III Resolution - FY25 Agreement
Attachment IV Resolution - FY26 Agreement

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December 17, 2024City Council Agenda
Adopt a Resolution Authorizing the City Manager to Transfer and Appropriate $128,150 from the General Fund to the
Facilities Capital Improvement Fund Project No. 07222, for the Security and Infrastructure Repairs to Old City Hall Located at 22738 Mission Boulevard
CONS 24-65210.

Attachments: Attachment I Staff Report
Attachment II Resolution
Authorize the City Manager to Execute Agreements with the California Department of Tax and Fee Administration (CDTFA) for Implementation of a Local Transactions and Use Tax; and Approve Authorization for the Examination of Sales or
Transactions and Use Tax Records
CONS 24-65811.

Attachments: Attachment I Staff Report
Attachment II Resolution CDTFA
Attachment IIA Exhibit A
Attachment IIB Exhibit B
Attachment III Resolution Sales or Transactions and Use Tax Adopt a Resolution: (1) Declaring a City Council Recess from December 23, 2024 through January 5, 2025 for the City’s Annual Holiday Business Closure; and (2) Authorizing the Interim City Manager, or their Designee, to Take Action on Administrative Matters as Necessary During the Recess
CONS 24-66112.

Attachments: Attachment I Staff Report
Attachment II Resolution

WORK SESSION
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.

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December 17, 2024City Council Agenda
Let’s House Hayward Strategic Plan: Implementation Update and Discussion of Next Steps (Report from Assistant City Manager Youngblood)
WS 24-03813.

Attachments: Attachment I Staff Report
Attachment II Let's House Hayward! Strategic Plan
Attachment III Implementation Status Update
Attachment IV Hayward Navigation Center Update
Attachment V HEART Program Update
Attachment VI Hayward PIT 2024 Infographic

LEGISLATIVE BUSINESS
Electrification Reach Code: Adopt a Resolution Finding and Determining the Need for Adoption of Modifications to the 2022 California Building Standards Code; Introduce a Revised Electrification Reach Code Ordinance with Amendments
Related to EV Charging; and Finding that the Action is Exempt from CEQA (Report from Public Works Director Ameri)
LB 24-03014.

Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Ordinance Amending Reach Codes
Attachment IV Table Charging Requirements
FY 2025 Salary Plan Amendment: Adopt a Resolution
Approving an Amendment to the City of Hayward Salary Plan for Fiscal Year 2025 (Report from Human Resources Director Frye)
LB 24-03115.

Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Revised FY25 Salary Plan Effective July 29, 2024 Attachment IV Revised FY25 Salary Plan September 23, 2024 Attachment V Revised FY25 Salary Plan December 30, 2024

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December 17, 2024City Council Agenda
Unrepresented Salary and Benefits: Adopt a Resolution
Amending the Salary and Benefits Resolution for
Unrepresented Employees (Report from Human Resources
Director Frye)
LB 24-03216.

Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Revised Salary & Benefits Resolution
City Manager: Adopt a Resolution Appointing Ana Alvarez as City Manager of the City of Hayward Effective January 9, 2025; Approving the Employment Agreement between Alvarez and
the City of Hayward; and Authorizing the Mayor to Execute the Agreement (Report from Mayor Salinas)
LB 24-03317.

Attachments: Attachment I Staff Report
Attachment II Agreement
Attachment III Resolution

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 REFERRALS
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
December 24, 31, 2024 and January 7, 2025 Council Meetings - CANCELLED - NEXT MEETING, January 21, 2025, 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

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December 17, 2024City Council Agenda
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.

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 24-130
DATE: December 17, 2024
TO: Mayor and City Council
FROM: City Clerk Lens

SUBJECT
Approve the City Council Minutes of the Meeting on December 3, 2024

RECOMMENDATION
That the City Council approves the City Council meeting minutes of December 3, 2024.

SUMMARY
The City Council held a meeting on December 3, 2024.

ATTACHMENTS
Attachment I Draft Minutes of 12/3/2024
CITY OF HAYWARD Printed on 12/13/2024Page 1 of 1
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CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/87197958358?pwd=sKEsD8wehiOs0ZeaYl0h3DpDLxymEE.1 Tuesday, December 3, 2024, 7:00 p.m.

The City Council meeting was called to order by Mayor Salinas at 7:00 p.m. The City Council held a meeting in the Council Chambers.

Pledge of Allegiance: Council Member Bonilla Jr.

ROLL CALL

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 December 3, 2024, at 5:30 p.m., with all members present and no public speakers, regarding two items: 1) conference with legal counsel pursuant to Government Code section 54956.9(d)(2) regarding anticipated litigation (one case); and 2) public employment pursuant to Government Code section 54957 to consider the appointment or employment of the City Manager. City Attorney Lawson indicated that the Council met, but took no reportable action related to both matters. The closed session adjourned at 6:50 p.m.

PRESENTATION

Mayor Salinas announced the 2024 Keep Hayward Clean and Green (KHCG) Beautiful Yard Contest Award presentation and introduced KHCG Task Force Members Ferreira, Milleman, Melnikov, and Mansel. KHCG Task Force Member Melnikov announced the three award recipients: 1st place winner Monica Gloria; 2nd place winner Mary Jane; and 3rd place winner Jamie Mejia. Mayor Salinas presented certificates of recognition to award recipients and Council Member Andrews handed off gift cards.

PUBLIC COMMENTS

There were none.

CITY MANAGER’S COMMENTS

Interim City Manager Claussen announced that the Weekes Library is closed until March for renovations and updates and encouraged residents to access the Downtown Library for resources such as AV equipment and meeting rooms.

2 | D e c e m b e r 3 , 202 4

CONSENT

Consent Items 2 and 3 were removed from the Consent Calendar for comment.

1. Approve the City Council Minutes of the Meeting on November 19, 2024 MIN 24-126 It was moved by Council Member Andrews, seconded by Council Member Syrop, and carried by the following roll call vote, to adopt the City Council meeting minutes of November 19, 2024.

2. Adopt a Resolution Accepting the Resignation of Task Force Member Leah Madonich Martinez from the Keep Hayward Clean and Green Task Force, Effective Immediately CONS 24-623

Staff report submitted by City Clerk Lens , dated December 3, 2024, was filed.

Council Member Andrews expressed gratitude to Keep Hayward Clean and Green Task Force Member Martinez for her impactful contributions to the task force and wished her well in future endeavors.

It was moved by Council Member Andrews, seconded by Council Member Syrop, 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 24-238, “ Resolution Accepting the Resignation of Ms. Leah Madonich Martinez from the Keep Hayward Clean and Green Task Force”

3. Adopt a Resolution Accepting the Resignation of Member Jadesola Edwards from the Personnel Commission, Effective Immediately CONS 24-624

Staff report submitted by City Clerk Lens , dated December 3, 2024, was filed.

Council Member Syrop thanked Personnel Commissioner Edwards for her significant contributions to the Personnel Commission during its transition and encouraged residents to apply for vacancies on the commission to support the City's governance and improvement efforts.

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

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/87197958358?pwd=sKEsD8wehiOs0ZeaYl0h3DpDLxymEE.1 Tuesday, December 3, 2024, 7:00 p.m.

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

Resolution 24-239, “Resolution Accepting the Resignation of Ms. Jadesola Edwards from the Personnel Commission”

4. Adopt a Resolution Accepting Transmittal of the Annual Mitigation Fee Act Report (AB 1600) CONS 24-611

Staff report submitted by Finance Director Gonzales, dated December 3, 2024, was filed.

It was moved by Council Member Andrews, seconded by Council Member Syrop, 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 -240, “ Resolution Accepting the Report and Adopting Findings Related to Fees Collected for the Development Projects Subject to the Requirements of the Mitigation Fee Act”

5. Adopt a Resolution Authorizing the City Manager to Negotiate and Execute an Amendment to an Agreement with Allied Universal Technology to Integrate Additional Facilities for Purchase and Phase III Implementation of a Consolidated Access Control System in an Increase of $660,000 and an Amount Not to Exceed $2,305,588.24 CONS 24- 619

Staff report submitted by Maintenance Services Director Rullman, dated December 3, 2024, was filed.

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

4 | D e c e m b e r 3 , 202 4
AYES: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño
MAYOR Salinas
NOES: None
ABSENT: None
ABSTAIN: None

Resolution 24 -241, “ Resolution Authorizing the City Manager to Negotiate and Execute an Amendment to an Agreement with Allied Universal Technology to Integrate Additional Facilities for Purchase and Phase III Implementation of a Consolidated Access Control System in an Increase of $660,000 and an Amount Not to Exceed $2,305,588.24”

6. Adopt a Resolution Authorizing the City Manager to Execute an Agreement with Iteris, Inc., in an Amount of $132,814 to Purchase Video Detection Systems for Tennyson & Winton Signal Timing Upgrade Project No. 05342 CONS 24-620

Staff report submitted by Public Works Director Ameri , dated December 3, 2024, was filed.

It was moved by Council Member Andrews, seconded by Council Member Syrop, 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 24-242, “Resolution Authorizing the City Manager to Execute an Agreement with Iteris, Inc., in the Amount of $132,814 to Purchase Video Detection Systems for the Tennyson and Winton Signal Timing Upgrade, Project No. 05342”

7. Adopt a Resolution Approving the Reallocation of Unobligated ARPA Funds to the General Fund CONS 24-625

Staff report submitted by Finance Director Gonzales, dated December 3, 2024, was filed.

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

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/87197958358?pwd=sKEsD8wehiOs0ZeaYl0h3DpDLxymEE.1 Tuesday, December 3, 2024, 7:00 p.m.

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

Resolution 24 -243, “ Resolution Authorizing the Transfer and Appropriation of $4,005,527 Dollars of Unobligated American Rescue Plan Act (ARPA) Funds to the General Fund”

8. Adopt a Resolution Authorizing the City Manager to Execute Professional Service Agreements with Kittelson & Associates, Inc., Hexagon Transportation Consultants, Inc., and Kimley-Horn & Associates, Inc., for On -call Public Works Transportation Consulting Services CONS 24-626

Staff report submitted by Public Works Director Ameri, dated December 3, 2024, was filed.

It was moved by Council Member Andrews, seconded by Council Member Syrop, 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 -244, “ Resolution Authorizing the City Manager to Negotiate and Execute Professional Services Agreements with Kittelson & Associates, Inc.; Hexagon Transportation Consultants, Inc.; and Kimley- Horn & Associates, Inc., for Three Years for On -Call Transportation Consulting Services”

9. Adopt a Resolution Approving the Terms of the Employee Home Loan Program CONS 24- 627

Staff report submitted by Finance Director Gonzales, dated December 3, 2024, was filed.

6 | D e c e m b e r 3 , 202 4
It was moved by Council Member Andrews, seconded by Council Member Syrop, 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 -245, “ A Resolution of the City Council of the City of Hayward Approving the Employee Home Loan Program Loan Agreement and Setting the Terms for Repayment”

10. Adopt a Resolution Appropriating Funds from the Wastewater Operating Fund to 1) Prepay the 2016 Clean Water State Revolving Fund Loan Related to the Financing of the Recycled Water Project in a Not -to-Exceed Amount of $14.1 million and 2) Establish an Interfund Loan to Finance the Prepayment CONS 24-633

Staff report submitted by Public Works Director Ameri, dated December 3, 2024, was filed.

It was moved by Council Member Andrews, seconded by Council Member Syrop, 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 24-246, “Resolution Appropriating Funds from Wastewater Operating Fund To 1) Prepay the 2016 Clean Water State Revolving Fund Loan Related to the Financing of the Recycled Water Project in an Amount Not to Exceed $14.1 Million And 2) Establish an Interfund Loan to Finance the Prepayment”

11. Adopt a Resolution Approving the Plans and Specifications and Call for Bids for the Water Resource Recovery Facility’s (WRRF) New Administration and Laboratory Project, Project No. 07786 CONS 24-632

Staff report submitted by Public Works Director Ameri, dated December 3, 2024, was filed.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/87197958358?pwd=sKEsD8wehiOs0ZeaYl0h3DpDLxymEE.1 Tuesday, December 3, 2024, 7:00 p.m.

It was moved by Council Member Andrews, seconded by Council Member Syrop, 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 24-247, “Resolution Approving the Plans and Specifications for the Water Resource Recovery Facility’s (WRRF) New Administration Building and Laboratory Project, Project No. 07786, and Calling for Bids to Be Received by January 28, 2025”

Resolution 24-248, “Resolution Approving the Use of Certain Sole Source Products in the Plans and Specifications for the Water Resource Recovery Facility’s (WRRF) New Administration Building and Laboratory Project, Project No. 07786”

WORK SESSION

12. Recommended FY 2026 to FY 2030 Sewer Rates and Connection Fees (Report from Public Works Director Ameri) WS 24-037

Staff report submitted by Public Works Director Ameri, dated December 3, 2024, was filed.

Public Works Director Ameri announced the item and introduced Consultant Nancy Phan, Management Analyst Trang Nguyen , and Consultant Christian Sprunger who provided a synopsis of the staff report.

Discussion ensued among member of the City Council, City staff, and Consultants Phan and Sprunger and the following clarifications were made: the proposed 12% annual revenue increase does not mean all customers face a 12% rate hike ; residential customers may see smaller increases, while some businesses might pay slightly more; the necessity of maintaining the $34 million utility fund reserve was explained as a requirement for council policy, debt service coverage, and emergency preparedness; Hayward offers assistance programs to reduce utility costs for qualifying residents; sewer delinquencies are a small fraction of total revenue, contrasting with larger waste management delinquencies ; extending the timeline for implementing rate increases could result in even higher long -term rates; the high proposed sewer connection fees were justified by the decision to avoid residential ratepayer subsidies for 8 | D e c e m b e r 3 , 202 4
large business users, aligning with policy and Proposition 218 requirements ; while comparisons of commercial sewer rates with other jurisdictions were not included in the presentation, staff offered to provide this data upon request; the San Francisco Bay Regional Water Quality Control Board mandated nutrient removal requirements for wastewater agencies in the Bay Area; rate increases are not aimed at generating revenue but are necessary to comply with environmental requirements and service debt related to these projects ; connection fees are a one-time charge applied when new properties or developments are built and connected to the sewer system; commercial customers, such as restaurants, have the option to pay connection fees over time (up to 10 years) instead of upfront ; t he two-year timeline for implementing the proposed connection fee increases is aimed at providing predictability for developers planning new projects; the proposed rate increases of up to 12% annually are set for the next five years, with a new cost-of-service study planned afterward to determine future adjustments; maintaining reserves equivalent to one year of operational revenue is an optimal target for ensuring creditworthiness and managing unforeseen financial fluctuations; and the rates outlined in the discussion represent the maximum, and adjustments to lower them may still be possible before the Proposition 218 notice is published, based on Council’s concerns raised.

There being no public speakers, Mayor Salinas opened and closed public comment at 8:03 p.m.

PUBLIC HEARING

13. Tenant Relocation Assistance Ordinance: Introduction of an Ordinance Amending Chapter 12, Article 2 of the Hayward Municipal Code Simplifying Requirements for Relocation Assistance; Adopt a Resolution Amending the FY 2025 Master Fee Schedule; and Adopt a R esolution Appropriating Revenue Funds Received from Landlords Reimbursing the City for Relocation Assistance Cases (Report from Development Services Director Buizer) PH 24-046

Staff report submitted by Development Services Director Buizer and Development Services Deputy Director Morales, dated December 3, 2024, was filed.

Development Services Director Buizer announced the item and introduced Management Analyst Patel who provided a synopsis of the report.

Discussion ensued among members of the City Council , Management Analyst Patel and Development Services Deputy Director Morales and the following clarifications were made:
relocation assistance fees are required under state law only in cases where there is an official order to vacate, and local fees may also apply in such circumstances; state-mandated relocation fees are set at two times the fair market rent plus a utility allowance; if a landlord cannot or will not pay the required relocation assistance, the City will make the payment to the tenant and later collect reimbursement from the landlord; tenants are not required to submit receipts for expenses; the funds are intended to provide financial support for emergency relocation, such as covering first and last month’s rent, to prevent homelessness; a penalty fee may be applied

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/87197958358?pwd=sKEsD8wehiOs0ZeaYl0h3DpDLxymEE.1 Tuesday, December 3, 2024, 7:00 p.m.
to incentivize landlords to pay on time and to help cover City administrative costs; the $30,000 represents funds the City previously paid to tenants for relocation assistance when landlords failed to comply with orders to vacate ; t he initial payments were covered using ARPA (American Rescue Plan Act) funds; the recovered funds do not automatically go into a revolving relocation assistance fund; specific authorization is required to reuse them for similar purposes; the funds should logically be allocated to a revolving relocation assistance fund to support similar cases in the future; landlords are required to notify tenants of their rights under the Residential Rent Stabilization Ordinance and Tenant Relocation Assistance Ordinance; the City provides additional notification in cases involving code enforcement orders to vacate; if a landlord fails to pay relocation assistance, the city issues a failure-to-pay notice and informs the tenant of their rights; the City works to ensure landlord compliance through follow-up actions; landlords must submit proof of payment to the city within 30 days of the required payment; the City actively monitors cases to ensure compliance, even if tenants are unaware of their rights or fail to report nonpayment ; the ordinance has successfully helped tenants relocate from uninhabitable housing conditions and provided them with resources to secure alternative housing; the complexity of the payment structure has caused misunderstandings between landlords and staff; the City’s ability to advance relocation payments when landlords fail to act has expedited the process of finding safe housing for tenants; and the ordinance has led to more tenants reporting unsafe conditions, highlighting the importance of the City’s role in enforcing housing standards.

Mayor Salinas opened the public hearing at 8:22 p.m.

Ro Aguilar commended the City for its tenant relocation ordinance and inquired whether the City tracks the long-term success of relocated tenants, including their ability to secure stable, affordable housing, avoid homelessness, and manage potential challenges in temporary arrangements such as hotels.

Mayor Salinas closed the public hearing at 8:25 p.m.

Council Member Goldstein made a motion to approve the staff’s recommendation.

Mayor Salinas thanked staff and acknowledged his colleagues on the H ousing Policy & Resource Committee (HPRC) for their efforts in improving the ordinance to support tenants, highlighting the City’s commitment to preventing homelessness and assisting families during housing development or renovation; and supported the motion.

Council Member Bonilla Jr. emphasized the importance of relocation assistance as a homelessness prevention strategy and advocated for creating a sustainable revolving relocation assistance fund ; and appreciated the effort to streamline services, protect vulnerable renters, and ensure safe housing conditions for residents. 10 | D e c e m b e r 3 , 202 4
Council Member Syrop commended staff for simplifying the ordinance and making it more efficient for tenants, landlords, and City staff, framing it as a fiscally responsible and moral approach to preventing homelessness ; and echoed support for a revolving fund and suggested incorporating metrics to evaluate the program’s effectiveness.

Council Member Roche praised the ordinance’s clear language and proactive checks and balances to ensure compliance by landlords while providing tenants with necessary resources; and appreciated efforts to simplify processes and penalize noncompliance, ensuring better support for tenants in difficult circumstances.

Council Member Andrews commended the HPRC for driving proposed changes and highlighted the ordinance as a community investment to prevent homelessness and retain families; and stressed the importance of making the ordinance accessible in multiple languages.

Council Member Zermeño supported the ordinance as a critical tool for preventing homelessness and addressing community concerns about housing issues, adding it to the City's broader strategy to tackle homelessness and protect residents.

It was moved by Council Member Goldstein, seconded by Council Member Syrop, and carried by the following roll call vote, to adopt the resolutions and introduce the ordinance.

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

Resolution 24 -249, “ Resolution Authorizing the Amendment to Resolution 24-197, the Resolution for the City of Hayward Fiscal Year 2025 Master Fee Schedule Associated with the Administration of Chapter 12, Article 2 of the Hayward Municipal Code Regarding the Tenant Relocation Assistance Ordinance”

Resolution 24 -250, “ Resolution Authorizing the Appropriation of $29,858 in Revenue Funds from Landlord Reimbursements to the City for Tenant Relocation Assistance Due to a Governmental Agency’s Order to Vacate After Landlords’ Failure to Pay”

Introduction of Ordinance 24-_, “An Ordinance of the City of Hayward, California, Amending Chapter 12, Article 2 of the Hayward Municipal Code Relating to Tenant Relocation Assistance”

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/87197958358?pwd=sKEsD8wehiOs0ZeaYl0h3DpDLxymEE.1 Tuesday, December 3, 2024, 7:00 p.m.

COUNCIL REPORTS AND ANNOUNCEMENTS

Council Member Andrews announced upcoming events, including "Light Up the Season" at City Hall on December 7, 2024; the Bay Philharmonic Holiday Spectacular show on December 14 and 15, 2024, at Chabot College, and a K -pop event in collaboration with the Downtown Hayward Improvement Association and the Asian Art Museum on December 15, 2024, in downtown Hayward.

Council Member Syrop praised a community -organized street cleanup led by Pearl’s Café, highlighting the success of the event and encouraging other neighborhoods to organize similar efforts, with support from the Keep Hayward Clean and Green Task Force.

Council Member Zermeño suggested adding decorative holiday lights on Foothill Boulevard to enhance the area’s festive appeal and potentially slow traffic. Development Services Director Buizer confirmed existing holiday lighting and committed to exploring additional options for future years.

Mayor Salinas invited the public to a special City Council meeting on December 10, 2024, for the swearing -in of re -elected council members, and highlight ed the significance of community ceremony in marking important milestones.

COUNCIL REFERRALS

There were none.

ADJOURNMENT

Mayor Salinas adjourned the City Council meeting at 8:43 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 24-641
DATE: December 17, 2024
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Adopt an Ordinance of the City of Hayward Amending Chapter 12, Article 2 of the Hayward Municipal Code Relating to Tenant Relocation Assistance

RECOMMENDATION
That the Council adopts the Ordinance introduced on December 3, 2024.

SUMMARY
This item entails adoption of an Ordinance amending Chapter 12, Article 2 of the Hayward Municipal Code relating to Tenant Relocation Assistance, introduced on December 3, 2024, by Council Member Goldstein.

ATTACHMENTS
Attachment I Staff Report
Attachment II Summary of Published Ordinance
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DATE: December 17, 2024

TO: Mayor and City Council

FROM: City Clerk

SUBJECT: Adopt an Ordinance of the City of Hayward Amending Chapter 12, Article 2 of the Hayward Municipal Code Relating to Tenant Relocation Assistance

RECOMMENDATION

That the Council adopts the Ordinance introduced on December 3, 2024.

SUMMARY

This item entails adoption of an Ordinance amending Chapter 12, Article 2 of the Hayward Municipal Code relating to Tenant Relocation Assistance , introduced on December 3, 2024, by Council Member Goldstein.

BACKGROUND

The Ordinance was introduced by Council Member Goldstein at the December 3, 2024, meeting of the City Council with the following vote:

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

STRATEGIC ROADMAP

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

FISCAL IMPACT

There is no fiscal impact associated with this report.

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PUBLIC CONTACT

The summary of the Ordinance was published in the Daily Review c/o Bay Area News Group- East Bay on Friday, December 13, 2024. Adoption, at this time, is therefore appropriate.

NEXT STEPS

The Hayward Municipal Code and other related documents will be updated accordingly.

Prepared and Recommended by: Miriam Lens, City Clerk

Approved by:

_____________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

PUBLIC NOTICE OF AN INTRODUCTION OF AN ORDINANCE BY THE

CITY COUNCIL OF THE CITY OF HAYWARD

AN ORDINANCE OF THE CITY OF HAYWARD, CALIFORNIA AMENDING CHAPTER 12, ARTICLE 2 OF THE HAY WARD MUNICIPAL CODE RELATING TO TENANT R ELOCATION

ASSISTANCE

THE CITY COUNCIL OF THE CITY OF HAYWARD DOES ORDAIN AS FOLLOWS:

Section 1 . Chapter 12, Article 2 of the Hayward Municipal Code is hereby repealed in its entirety and replaced as follows:

SEC. 12-2.01 TITLE
This Article shall be known and may be referred to and cited as the Tenant Relocation Assistance Ordinance. (Amended by Ordinance 20-15, adopted July 21, 2020) SEC. 12-2.02 DEFINITIONS
SEC. 12-2.03 PERMANENT RELOCATION ASSISTANCE.

SEC. 12-2.04 TEMPORARY RELOCATION ASSISTANCE.

SEC. 12-2.05 GOVERNMENTAL AGENCY’S ORDER TO VACATE & NATURAL DISASTERS.

SEC. 12-2.06 APPEALS.

SEC. 12-2.07 PROHIBITION AGAINST AGREEMENTS AND WAIVER OF RIGHTS UNDER THIS ARTICLE.

SEC. 12-2.08 COORDINATION WITH OTHER RELOCATION REQUIREMENTS.

SEC. 12-2.09 REMEDIES.

SEC. 12-2.10 RECOVERY OF COSTS/PENALTY CHARGES.

SEC. 12-2.11 EXCEPTIONS.

SEC. 12-2.12 NOTICE OF ORDINANCE.

SEC. 12-2.13 ADMINISTRATIVE REGULATIONS.

Section 2. California Environmental Quality Act (CEQA).

The City Council independently finds and determines that this action is exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines, as an activity that is covered by the general rule that CEQA applie s only to projects which have the potential for causing a significant effect on the environment. The general exemption applies in this instance because it can be seen with certainty that there is no possibility that the Attachment II 2 of 3 proposed amendments could have a significant effect on the environment, and thus are not subject to CEQA. Thus, it can be seen with certainty that the proposed project would not have a significant effect on the environment.

Section 3. If any section, subsection, paragr aph or sentence of this Ordinance, or any part thereof, is for any reason found to be unconstitutional, invalid or beyond the authority of the City of Hayward by a court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Ordinance.

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Section 4. Pursuant to Section 620 of the Charter of the City of Hayward, this Ordinance shall become effective thirty (30) days from the date of its adoption by the City Council.

Introduced at a regular m eeting of the City Council of the City of Hayward, held th e 3rd day of December 2024, by Council Member Goldstein.

This Ordinance will be considered for adoption at a meeting of the Hayward City Council, to be held on December 17, 2024, at 7:00 p.m. Please note the City Council will hold a hybrid meeting which will allow for participation in the Council Chamber and virtually via the Zoom platform. The full text of this Ordinance is available for examination by the public by contacting the City Clerk’s office at [email protected] or (510) 583-4400.

Dated: December 13, 2024
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 24-636
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Chief of Police

SUBJECT
Adopt a Resolution Authorizing the City Manager to Amend and Extend an Agreement with the Alameda County Probation Department to Provide Delinquency Prevention Network Services, and to Accept and Appropriate $140,065 from Alameda County to Fund the Extension

RECOMMENDATION
That the City Council: (1) adopts a resolution (Attachment II) authorizing the City Manager to extend an agreement with the Alameda County Probation Department through June 30, 2025, to provide Delinquency Prevention Network services and (2) accepts and appropriates $140,065 from Alameda County to fund the extension.

SUMMARY
Since the 1970s, the Youth and Family Services Bureau (YFSB) has had contracts with the Alameda County Probation Department to provide mental health services to youth who are justice system- involved or at elevated risk of system involvement. In 2019, the City was awarded a three-year contract to begin providing additional services beyond mental health counseling and implemented new Diversion, Life Skills, and Restorative Justice programming.

In 2022, the contract was extended through February 29, 2024. In February 2024, the County again extended the contract adding an additional 10 months to the term (through December 2024). In April 2024, the City’s request for additional funding in the amount of $233,441 for the 10-month extension was approved, reflecting an 18% increase over the amount originally awarded for the extension. In October 2024 the County advised the City of their intention to extend the contract a further 6 months and grant an additional funding of $140,065 to carry the contract out to June 2025.

Council approval is requested to authorize the City Manager to accept and appropriate the additional revenue from the Alameda County Probation Department to continue the important work of providing Diversion, Life Skills and Restorative Justice services to youth who are system-involved or at elevated risk of justice system involvement.

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ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: December 17, 2024

TO: Mayor and City Council

FROM: Chief of Police

SUBJECT: Adopt a Resolution Authorizing the City Manager to Amend and Extend an Agreement With the Alameda County Probation Department to Provide Delinquency Prevention Network Services and to Accept and Appropriate $140,065 From Alameda County to Fund the Extension

RECOMMENDATION

That the City Council: (1) adopts a resolution (Attachment II) authorizing the City Manager to extend an agreement with the Alameda County Probation Department through June 30, 2025, to provide Delinquency Prevention Network services and (2) accepts and appropriates $140,065 from Alameda County to fund the extension.

SUMMARY

Since the 1970s, the Youth and Family Services Bureau (YFSB) has had contracts with the Alameda County Probation Department to provide mental health services to youth who are justice system-involved or at elevated risk of system involvement. In 2019, the City was awarded a three-year contract to begin providing additional services beyond mental health counseling and implemented new Diversion, Life Skills, and Restorative Justice programming.

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BACKGROUND

YFSB’s central mission is to ensure Hayward’s richly diverse youth and families feel safe, supported, and experience community connectedness and general wellbeing. YFSB’s groundbreaking model of integrating youth serving systems across Hayward, including embedding mental health clinicians in a police department setting, allows YFSB to meaningfully improve the well-being of youth and families by maintaining alignment across the systems with which families have contact. This is achieved through offering comprehensive, culturally responsive services and opportunities that promote family stability and prevent juvenile justice involvement through empowering families to build on their strengths, supplement needs and create pathways to achieving goals. For nearly 45 years, the Bureau has successfully done this supporting thousands of families to address challenges and improve their individual and family functioning. Less than 10% of youth who participate in YFSB’s services are arrested or re-arrested within one year.

Since the 1970s, YFSB’s core service of providing mental health counseling to youth and families who are either system-involved or at elevated risk of system involvement has been primarily funded through a contract with the Alameda County Probation Department for Delinquency Prevention Network (Youth Service Center) services. In April of 2018, the Probation Department in partnership with the Alameda County General Services Agency released a Request for Proposals (RFP) to expand the Delinquency Prevention Network beyond the mental health counseling that had always been offered and begin funding Diversion, Life Skills, and Restorative Justice Services. As part of a competitive bid process to identify the most qualified service providers to deliver these services in specified geographic regions Countywide, Hayward was identified as Service Area Two. Through the RFP, the County outlined both general and specific requirements for contractors.

The general requirements specified that services utilize evidence-based practices and incorporate the following approaches:

- Trauma Informed Care Approach, which recognizes the long-lasting impact of trauma, including historical trauma, and implements services and interventions accordingly; - Positive Youth Development Approach, which values and honors the strengths that youth and families possess as the basis of what is needed to achieve their goals; and - Cultural Responsiveness Approach, which emphasizes the importance of developing policies, systems and structures that are relevant for families across racial/ethnic identities as well as gender, sexual orientation, language capacity, socioeconomic status, exposure to trauma, migration, and other factors that directly impact culture.

Additionally, an emphasis was placed on the provision of services that were developmentally appropriate for youth and focused on utilizing social support and building coping strategies to encourage success.

The specific requirements of the RFP sought contractors to provide the following services:

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- Diversion services and programs specifically structured to prevent formal entry into the juvenile justice system and work with local school districts to develop site-specific alternatives to suspension programming;
- Life Skills and Support Services to enhance a youth’s ability to live independently and provide skills and opportunities that are critical to success, such as tangible life skill development, and pro-social engagement. These programs include service coordination/system navigation and case management services; and - Restorative Justice programs that utilize restorative practices to facilitate accountability strategies, which encourage youth to take responsibility and make amends for the harm caused within their communities. Services are intended for youth both in and out of custody.

In Summer 2018, YFSB completed the application and interview process to provide the services outlined above to 115 youth annually. In November 2018, annual funding in the amount of $237,500 was awarded to provide the proposed services. In May 2019, the City received a Standard Services Agreement from the County specifying a three-year contract award (March 1, 2019 through February 28, 2022) for $712,500 in total funding with an option to extend an additional two years. The contract extension was executed in January 2022 bringing the total amount of funding over the five-year contract term (through February 29, 2024) to $1,187,500. In February 2024 a further extension was secured for an additional 10 months and the total amount of the contract increased to $1,420,941.

In October 2024, the City was notified by the County of their intent to extend the contract for an additional 6 months and increase the total amount of funding by an additional $140,065.

This funding will offset the cost of the 1.5 Full Time Equivalent (FTE) Service Coordinators (Lead Program Assistants), 0.2 Full Time Equivalent (FTE) Family Counselor, 0.3 Full Time Equivalent (FTE) Counseling Supervisor, and 0.5 (FTE) other administrative support required to provide the contracted services.

Research clearly shows that being arrested in adolescence significantly increases the likelihood of subsequent arrests.1 Consistent with best practices on the most effective ways to serve youth and families and prevent escalating contact with the juvenile justice system, the YFSB Delinquency Prevention Network (Programs) services address the root causes underlying youth behaviors that result in contact with law enforcement. Program evaluation of YFSB’s Diversion, Life Skills and Restorative Justice Services shows that 80.6% of clients served during the initial five years of the contract reached their target outcomes as measured using the Partners for Change Outcome Management System (PCOMS).

1 The Annie E. Casey Foundation. (2020). Research in Brief to Transform Juvenile Probation: Expand the Use of Diversion from the Juvenile Justice System. Baltimore, MD: Author. Retrieved from https://www.aecf.org/resources/expand-the-use-of-diversion-from-the-juvenile-justice-system/

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DISCUSSION

The Youth and Family Services Bureau programs have successfully served Hayward youth and families from within the police department for more than four decades. At a time when the needs of families are only increasing, it is more important than ever to maintain critical mental health and other support services for youth. Moreover, as the field of law enforcement strives to be responsive to the needs of the community, programs like YFSB that prioritize the use of social services can be part of the solution. The services that will be provided under the recommended agreement have been developed in partnership with the Alameda County Probation Department. They reflect best practices for keeping youth positively engaged in the community and preventing involvement with the juvenile justice system.2,3 Moreover, the program model allows for universal access to services with all City of Hayward residents being eligible to participate at no cost, regardless of insurance or immigration status. Services like those provided by YFSB have been shown to mitigate the negative impacts of arresting youth during adolescence, including reducing the likelihood of future arrest or incarceration and increasing school enrollment and graduation rates.4 Consistent with this research, less than 10% of youth who participate in YFSB’s services are arrested or re-arrested within one year.

Components of YFSB Delinquency Prevention Network (Programs) Services – January 1, 2025 through June 30, 2025

- Diversion services and programs to prevent formal entry into the juvenile justice system. Program components include individual and group diversion meetings for youth who are arrested for first time or minor offenses or who receive citations for marijuana use pursuant to Proposition 64 and Alternative to Suspension group services delivered at Hayward Unified School District middle schools; - Life Skills and Support Services to enhance a youth’s ability to live independently and provide skills and opportunities that are critical to their success, such as tangible life skill development, and pro-social engagement;
- Service coordination/system navigation and case management services, including Educational Support Services and participation in Coordination of Services Teams (COST) to connect youth and families to community resources, address basic needs and remove barriers to program success; and
- Restorative Justice programs for youth who are in custody at Camp Sweeney and Juvenile Hall, or are returning to the community after time in custody, that utilize restorative practices to facilitate accountability strategies, which encourage youth to take responsibility and make amends for the harm caused within their communities.

Program Sustainability

2 Josh Weber, Michael Umpierre, and Shay Bilchik, Transforming Juvenile Justice Systems to Improve Public Safety and Youth Outcomes (Washington, DC: Georgetown University Center for Juvenile Justice Reform, 2018). 3 The Annie E. Casey Foundation. (2018). Transforming Juvenile Probation: A Vision for Getting it Right. Baltimore, MD: Author. Retrieved from https://www.aecf.org/resources/transforming-juvenile-probation/ 4 Cauffman, E., Beardslee, J., Fine, A., Frick, P.J., & Steinberg, L. (2020). Crossroads in Juvenile Justice: The Impact of Initial Processing Decision on Youth Five Years after First Arrest. Development and Psychopathology.

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It is anticipated that these programs will be able to continue for many years to come. County financing comes from state allocations for Juvenile Probation Activities Funding and is a recurring expenditure in the County’s operating budget.

The services that will be provided under the recommended agreement are part of the YFSB’s overarching strategy to reduce and prevent juvenile involvement in the justice system by linking youth to services and opportunities that help them stay positively connected with the community. Addressing the root causes underlying youth behavior problems, such as mental health challenges, family functioning issues, school engagement problems, and insufficient access to positive activities and supports are critical components to encourage youth success and prevent contact with law enforcement. For youth who do encounter law enforcement, these services give officers more options and minimize formal processing in the juvenile justice system. This has a clear nexus with public safety and contributes to the overall wellbeing of Hayward families.

ECONOMIC IMPACT

As stated under DISCUSSION, above, improving community safety and keeping youth out of the juvenile justice system by supporting them to lead productive and healthy lives will have a positive economic impact for the Hayward community, as it addresses many of the factors that underlie poverty and a lack of economic opportunity. Moreover, the positive impact this program has on overall public safety contributes to a safe and thriving City which attracts residents and local businesses.

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority of Enhance Community Safety and Quality of Life. Specifically, this item relates to Project Q17: Continue to provide family support programs through the Youth and Family Services Bureau.

FISCAL IMPACT

With the acceptance and appropriation of $140,065 awarded as part of the recommended amendment, the City will have received a total of $1,561,006 for DPN Program services from March 2019 through June 2025, spanning six fiscal years. The 2.5 FTE that support services discussed in this staff report are included in the City’s FY 2025 Operating Budget. Accepting and appropriating these funds will help to offset the cost of these budgeted positions. While the revenue from these agreements does not fully cover the cost of the positions, the costs are further offset by additional revenue from the Medical Administrative Activities (MAA) program. Any remaining net costs to the City’s General Fund are included in the annual operating budget.

NEXT STEPS

If the Council authorizes this action, staff will work to: 1) amend the agreement with Alameda County Probation Department for Delinquency Prevention Network (Programs) services

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through June 2025; and 2) accept and appropriate $140,065 and 3) continue providing essential mental health services to Hayward youth and families.

Prepared by: Perla O’Shea, Management Analyst
Emily Young, YFSB Administrator

Recommended by: Bryan Matthews, Chief of Police

Approved by:

_____________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____
Introduced by Council Member______________

RESOLUTION AUTHORIZING THE CITY MANAGER TO AMEND AND EXTEND

AN AGREEMENT WITH THE ALAMEDA COUNTY PROBATION DEPARTMENT

TO PROVIDE DELIQUENCY PREVENTION NETWORK SERVICES AND TO ACCEPT AND APPROPRIATE $ 140,065 FROM ALAMEDA COUNTY TO FUND

THE EXTENSION

WHEREAS, the Hayward Police Department’s Youth and Family Services Bureau (YFSB) has a long -standing history of providing delinquency prevention services to youth and families at risk of juvenile justice involvement; and

WHEREAS, in 201 9, the YFSB was awarded a three -year contract with the Alameda County Probation Department to provid e Diversion, Life Skills and Restorative Justice services as part of the Delinquency Prevention Network; and

WHEREAS, in 2022, the contract was extended through February 29, 2024; and

WHEREAS, in February 2024, the contract was extended through December 31, 2024; and

WHEREAS, In October 2024 the County advised the City of their intention to extend the contract a further 6 months and grant an additional funding of $140,065 to carry the contract out to June 2025; and

WHEREAS, amending the agreement with the Probation Department is necessary to continue to provide these services and generate the associated revenue.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to negotiate and execute contracts, and any supporting documents, with the Alameda Coun ty Probation Department for services provided by the Hayward Police Department’s Youth and Family Services Bureau ; and hereby approves the amendment of the City of Hayward Budget Resolution by accepting and appropriating grant funds in the amount of $140,065.

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 24-637
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to: Award a Construction Contract to Redwood Painting Co., Inc., for the Water Resource Recovery Facility (WRRF) North Vacuator Rehabilitation Project in a Not- to-Exceed Amount of $358,481; Enter into a Professional Services Agreement with Coating Specialists and Inspection Services, Inc., in a Not-to-Exceed Amount of $44,080; and Appropriate Funds in the Amount of $402,561

RECOMMENDATION
That Council adopts the attached resolution (Attachment II) authorizing the City Manager to award a construction contract to Redwood Painting Co., Inc., (Redwood) for the Water Resource Recovery Facility (WRRF) North Vacuator Rehabilitation Project in an amount not-to-exceed $358,481; enter into a professional services agreement with Coating Specialists and Inspection Services Inc., in an amount not- to-exceed $44,080; and appropriation of funds in the amount of $402,561 from the Sewer System Replacement Fund (Fund 611).

SUMMARY
The North Vacuator at the WRRF has been out of service for close to a year and is in need of repair. The approximately 50-foot-diameter, 20-foot-tall concrete structure was built in 1958 and includes mechanical components and a self-supported concrete dome roof. In January 2024, the North Vacuator was shut down after a failure of the internal rotating sludge/scum collector occurred. Subsequent inspections by WRRF staff revealed severe corrosion of the internal rotating mechanism with subsequent failure of internal parts, as well as some degradation of the interior dome concrete surfaces due to coatings failure and exposure to hydrogen sulfide.

Coating Specialists and Inspection Services, Inc., (CSI) was engaged to perform a condition assessment of the North Vacuator. CSI conducted a maintenance inspection on April 25, 2024 and presented the results of their findings in a report dated June 21, 2024. Overall, CSI judged the exterior of the North Vacuator to be in a satisfactory condition, while determining the interior needs repairs. The underside of the concrete dome was found to be in poor condition with heavy to severe corrosion including structural loss and localized areas of exposed rebar. The metallic elements within the tank, including the piping, were found CITY OF HAYWARD Printed on 12/13/2024Page 1 of 2
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to be heavily corroded with some structural loss. In addition, CSI noted that the tank lining was at the end of its service life and in need of replacement.

Staff prepared a request for quote (RFQ#25-019) package for the repairs that was subsequently posted for bids on November 5, 2024 by the Purchasing Division. On November 22, 2024, four (4) bids were received ranging from $341,410 to $594,355. Redwood submitted the low bid of $341,410, which was 21% below the Engineer’s Estimate of $430,000. Staff reviewed the bids, and have determined the low bidder, Redwood to be responsive and qualified to perform this work. Because the nature of this work involves retrofit of an existing structure, and because additional issues may be uncovered during surface preparation (sand blasting) of existing surfaces, a change order contingency of 5% is recommended in the event of unforeseen conditions or if additional coatings or repairs are necessary over and above what was identified in the RFQ package. Staff recommend awarding the construction contract to the lowest responsive and responsible bidder, Redwood, in an amount not-to-exceed $358,481, including Administrative Change Orders.

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

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: December 17, 2024

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Authorizing the City Manager to: Award a Construction Contract to Redwood Painting Co., Inc., for the Water Resource Recovery Facility (WRRF) North Vacuator Rehabilitation Project in an amount not-to- exceed $358,481; Enter into a Professional Services Agreement with Coating Specialists and Inspection Services, Inc., in an amount not-to-exceed $44,080; and Appropriation of Funds in the amount of $402,561

RECOMMENDATION

That Council adopts the attached resolution (Attachment II) authorizing the City Manager to award a construction contract to Redwood Painting Co., Inc., (Redwood) for the Water Resource Recovery Facility (WRRF) North Vacuator Rehabilitation Project in an amount not-to-exceed $358,481; enter into a professional services agreement with Coating Specialists and Inspection Services Inc., in an amount not-to-exceed $44,080; and appropriation of funds in the amount of $402,561 from the Sewer System Replacement Fund (Fund 611).

SUMMARY

The North Vacuator at the WRRF has been out of service for close to a year and is in need of repair. The approximately 50-foot-diameter, 20-foot-tall concrete structure was built in 1958 and includes mechanical components and a self-supported concrete dome roof. In January 2024, the North Vacuator was shut down after a failure of the internal rotating sludge/scum collector occurred. Subsequent inspections by WRRF staff revealed severe corrosion of the internal rotating mechanism with subsequent failure of internal parts, as well as some degradation of the interior dome concrete surfaces due to coatings failure and exposure to hydrogen sulfide.

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exposed rebar. The metallic elements within the tank, including the piping, were found to be heavily corroded with some structural loss. In addition, CSI noted that the tank lining was at the end of its service life and in need of replacement.

Redwood submitted the low bid of $341,410, which was 21% below the Engineer’s Estimate of $430,000. Staff reviewed the bids, and have determined the low bidder, Redwood to be responsive and qualified to perform this work. Because the nature of this work involves retrofit of an existing structure, and because additional issues may be uncovered during surface preparation (sand blasting) of existing surfaces, a change order contingency of 5% is recommended in the event of unforeseen conditions or if additional coatings or repairs are necessary over and above what was identified in the RFQ package.

Staff recommend awarding the construction contract to the lowest responsive and responsible bidder, Redwood, in an amount not-to-exceed $358,481, including Administrative Change Orders.

BACKGROUND

The City owns and operates the WRRF that treats approximately 11 million gallons per day (MGD) of wastewater from Hayward residences and businesses prior to discharge to the San Francisco Bay. The liquid stream treatment process at the WRRF includes influent pumping followed by the use of a vacuator as part of the preliminary treatment process, primary clarification, secondary treatment via trickling filters/solid contact basins, secondary clarification, and disinfection prior to discharge to the East Bay Dischargers Authority (EBDA) outfall. There are two Vacuator structures at the WRRF (North and South); however, both structures are currently out of service. The much smaller South Vacuator has been out of service for over 11 years, while the North Vacuator has been out of service for nearly a year.

When in use, the vacuator removes grit and floating debris (grease/scum) from raw wastewater prior to primary treatment. Grit that is removed in the vacuator process is sent to a grit washing facility that cleans the grit prior to discharge to a bin that ultimately is hauled to a landfill for disposal. Floating debris is skimmed off the top of the water surface and directed to the sludge blending tank before sending to the digesters for further processing. When the vacuator process is out of service, WRRF staff must bypass flows directly to the primary clarification process where in addition to removing primary sludge, grit and grease must also be removed. Grit removal in the primary clarifiers results in increased sludge flows and other maintenance issues related to handling grit including increased wear and tear on the primary sludge pumps and rotary lobe pumps used in the solids thickening process. In addition to wear and tear, increased grit loading to the

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primary clarifiers can cause pipes to clog causing the need to remove the clarifiers from service to clear out the sludge lines. The possibility of clogging is increased during wet weather events when grit loading to the plant increases.

The Phase II Project at the WRRF includes plans for a new grit facility to replace the vacuator process. However, these Phase II upgrades won’t be operational for at least 8 to 10 years.

Because of the maintenance and operational issues caused by not having a grit removal system, it is necessary to make the repairs needed to get the North Vacuator back online so that the WRRF treatment system can continue to perform as intended, and to minimize maintenance issues.

Specifically, the repairs include the following project elements - coating of interior metal components
- coating of interior concrete surfaces
- interior concrete surface repairs
- interior steel component repairs
- grinding of edges of sludge and scum collector equipment

DISCUSSION

A Request for Quotation (RFQ#25-019) for coatings and concrete repairs for the North Vacuator Rehabilitation project was posted to the online bidding platform OpenGov on November 5, 2024 with a bid due date of November 22, 2024.

Due to the complexity of the coatings and repair work, the RFQ requires contractors to be certified by the Society for Protective Coatings (SSPC) QP-1 as qualified to apply industrial coatings, as well as being licensed Painting and Decorating Contractor (C-33) in the State of California. In addition, the contractors were required to demonstrate they have regularly been engaged in the application of similar coatings on concrete for at least five years immediately prior to this work.

The City received four (4) qualified bids for the Project, ranging from $341,410 to 594,355.

Redwood submitted the low bid in the amount of $341,410, which is approximately 21% below the Engineer’s Estimate of $430,000. Because the project involves repairs of an existing facility, and additional $17,071 (or 5% of the contract amount) is included for administrative change orders in the event additional funds are needed for unforeseen conditions and changes during construction. Therefore, the contract limit requested is $358,481.

Special inspection services are required for the planned rehabilitation scope of work.

Coatings and concrete repairs of the nature needed for this Project fall outside the expertise of City inspection staff. Application of coatings and concrete repairs require National Association of Corrosion Engineers (NACE) certified inspectors with specialty training and expertise in application of coatings to ensure proper procedures are followed. The City issued a request for proposal (RFP) to CSI on November 15, 2024 to perform special inspection and consulting services during construction of the North Vacuator rehabilitation

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project. CSI submitted a proposal to furnish inspection services based on an hourly rate, with a total not-to-exceed budget of $44,080. Services covered by the proposal include review of contractor submittals, surface preparation activities, field coating inspection services, and preparation of inspection records, reports, and other documentation. The fee for inspection is 12% of the Construction Contract which is reasonable for the scope of services provided. Staff is requesting the Project include special inspection services performed on a time and materials basis with a total not-to-exceed budget of $44,080.

ECONOMIC IMPACT

The modifications and continued upkeep of the existing treatment processes at the WRRF are essential to continue to maintain effective treatment of the City’s wastewater. By rehabilitating the North Vacuator, the City can restore an existing component of the treatment facility that will improve plant performance and reliability, as well as reduce maintenance/repairs on existing sludge pumping systems until the new Grit Facility constructed as part of the WRRF Improvements - Phase II Project is operational.

The community will enjoy the benefits of the project, including maintaining effective treatment that provides environmental protection of the San Francisco Bay.

FISCAL IMPACT

The total estimated costs for the North Vacuator Rehabilitation Project are as follows:

Project Tasks Cost
Construction Contract (including administrative change orders) $358,481 Special Inspection & Engineering Services (CSI, Services, Inc.) $ 44,080

Total $402,561

Appropriation of Funds

The adopted FY 2025 CIP does not have funds identified for the North Vacuator Rehabilitation Project. The Project is necessary due to an unanticipated outage caused by corrosion and subsequent failure of the internal rotating mechanism. Subsequent inspection determined additional concrete repairs and coatings are necessary to return the process to reliable operation. Repairs and coatings are necessary to keep the vacuator process operational until the new Grit Facility, constructed as part of the WRRF Improvements – Phase II Project, is operational (anticipated to be 2032-2034).

Staff recommends that Council authorize the City Manager to appropriate funds in the amount of $402,561 from the Sewer System Replacement Fund (Fund 611) to fully fund the project in FY 2025. Sufficient fund balance is available to cover the necessary appropriation. There will be no impact to the General Fund.

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STRATEGIC ROADMAP

This agenda item supports the various goals of Council’s Strategic Roadmap. The North Vacuator Rehabilitation project at the WRRF increase the reliability of the City’s treatment plant in advance of the upgrades of the Phase II Project, while supporting the goals of Council. Specifically, this item relates to the implementation of the following strategic objectives:

Invest in Infrastructure
o Invest in City-owned facilities & property
o Enhance local water supplies and wastewater systems

SUSTAINABILITY FEATURES

All project work is related to operations and maintenance of the existing WRRF aged facilities; therefore, no sustainability features are included in this project.

PUBLIC CONTACT

All project work will be within the WRRF plant boundary and should have no impact on area businesses or the public at large; therefore, no public contact is necessary for this project.

SCHEDULE/NEXT STEPS

The following schedule has been developed for this project:

Award Construction Contract December 17, 2024
Notice to Proceed January 6, 2025
Project Completion June 23, 2025

The Project is tentatively scheduled to start in January 2025 and anticipated to be completed within 168 calendar days (24 weeks) from the contractor’s Notice to Proceed date.

Prepared by: Steven Wolfe, Associate Civil Engineer
Suzan England, Utilities Engineering Manager

Recommended by: Alex Ameri, Director of Public Works

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Approved by:

_______________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO AWARD A CONTRACT TO REDWOOD PAINTING CO., INC., FOR THE WATER RESOUR CE RECOVERY

FACILITY (WRRF) NORT H VACUATOR REHABILIT ATION PROJECT IN AN AMOUNT NOT -TO-EXCEED $358,481; ENTER INTO A PROFE SSIONAL

SERVICES AGREEMENT W ITH COATING SPECIALI STS AND INSPECTION SERVICES, INC., IN AN AMOUNT NOT-TOEXCEED $44,080 ; AND APPROPRIATION OF FUNDS IN THE AMOUNT OF $402,561

WHEREAS, the City of Hayward (City) owns and operates the Water Resource Recovery Facility (W RRF), which treats an average flow of approximately eleven million gallons per day; and

WHEREAS, the North Vacuator structure , originally constructed in 1958 , is a key component of the wastewater treatment system at the W RRF. The North Vacuator facility has provided grit removal from raw wastewater for more than sixty years and needs interior repairs to return to operation; and

WHEREAS, on April 23 , 2024 , the City entered into an agreement with Coating Specialists and Inspection Services, Inc. , (CSI) to perform Maintenance Inspection of the North Vacuator at the WRRF.; and

WHEREAS, on April 25, 2024, CSI conducted a maintenance inspection of the North Vacuator. The results of the inspection were presented in a Final Report dated June 21, 2024.

The report evaluated the existing conditions of the North Vacuat or and recommended concrete repairs and new coatings for the interior metallic components and concrete surfaces.; and

WHEREAS, on November 5, 2024 , staff prepared and issued a request for quote (RFQ#25-019) for the WRRF North Vacuator Rehabilitation Project, and called for bids to be received by November 22, 2024; and

WHEREAS, on November 22, 2024 , four (4) bids were received ranging from $341,410 to $ 594,355. The low bid, submitted by Redwood Painting Co., Inc ., is approximately 21% below the Engineer’s Estimate of $430,000; and

WHEREAS, the City reviewed the bid forms submitted by all 4 bidders and that Redwood Painting Co., Inc ., was determined to be the lowest responsive and responsible bidder having provided with their bid evidence of their qualifications and project references of similar type and comparable value; and

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WHEREAS, the project is challenging involving concrete repairs and the application of specialty coatings with potential unforeseen conditions uncovered by coatings activities, an administrative change order contingency of $17,071 (5% of the bid amount) is requested bringing the contract limit to be awarded to $358,481 including administrative change orders; and

WHEREAS, on November 15, 2024, staff prepared and issued a request for proposal to CSI to perform special inspection and consulting services during construction of the WRRF North Vacuator Rehabilitation Project; and

WHEREAS, on November 22, 2024, CSI submitted a proposal for special inspection and consulting services in an amount not-to-exceed $44,080.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that Redwood Painting Co., Inc ., of Pittsburg, CA, is hereby award ed the contract for the North Vacuator Rehabilitation Project in accordance with the plans and specifications included in the RFQ package , at and for the price named and stated in the final proposal of the hereinabove specified bidder, and all other bids are hereby rejected.

BE IT FURTHER RESOLVED that the C ity Manager is hereby authorized and directed to execute an agreement with Redwood Painting Co., Inc on behalf of the City of Hayward, in an amount not-to-exceed $358,481 (including administrative change orders), in a form to be approved by the City Attorney.

BE IT FURTHER RESOLVED by the City Council of the City of Hayward that the City will enter into a Professional Services Agreement with CSI for special inspection and consulting services for the North Vacuator Rehabilitation Project in an amount not-to-exceed $44,080, in a form to be approved by the City Attorney.

BE IT FURTHER RESOLVED that the City Council of the City of Hayward approves the appropriation of funds in the amount of $402,561 from the Sewer Replacement Fund (Fund 611) to fully fund the project in FY 2025.

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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 24-638
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Acting CIO/Director of Informational Technology

SUBJECT
Adopt a Resolution Authorizing the City Manager to Negotiate and Execute a Cooperative Procurement Contract with Dell Technologies for Microsoft Software, Subscriptions, and Services for a Three-Year Contract in a Not-to-Exceed Amount of $412,341.90 Annually, and 5% Contingency of $61,851.28 for a Total Contract Amount of $1,298,876.98

RECOMMENDATION
That Council adopts the attached resolution (Attachment II) authorizing the City Manager to negotiate and execute a three-year cooperative procurement contract between the City and Dell Technologies for the acquisition of Microsoft Software, Subscriptions and Services for an amount not to exceed $1,298,876.98, which includes a 5% contingency of $61,851.28, for a term of three years, effective March 1, 2025 through February 28, 2028 under the terms of the contract.

SUMMARY
The City’s current Microsoft Enterprise License Agreement (ELA) for Microsoft Enterprise Software Licenses will expire on February 28, 2025. This agreement includes licensing for Windows 11, Office 365, servers, other Microsoft applications, and professional services that are critical to the daily operations of the city. Staff is in negotiations to continue these services and is requesting authorization to fund the contract at the conclusion of negotiations.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 12/13/2024Page 1 of 1
powered by Legistar™

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DATE: December 17, 2024

TO: Mayor and City Council

FROM: Acting CIO/Director of Information Technology

SUBJECT: Adopt a Resolution Authorizing the City Manager to Negotiate and Execute a Cooperative Procurement Contract with Dell Technologies for Microsoft Software, Subscriptions, and Services for a Three-Year Contract in an Amount Not-to-Exceed $412,341.90 annually, and 5% contingency of $61,851.28 for a Total Contract Amount of $1,298,876.98

RECOMMENDATION

That Council adopts the attached resolution (Attachment II) authorizing the City Manager to negotiate and execute a three-year cooperative procurement contract between the City and Dell Technologies for the acquisition of Microsoft Software, Subscriptions and Services for an amount not to exceed $1,298,876.98, which includes a 5% contingency of $61,851.28, for a term of three years, effective March 1, 2025 through February 28, 2028 under the terms of the contract.

SUMMARY

The City’s current Microsoft Enterprise License Agreement (ELA) for Microsoft Enterprise Software Licenses will expire on February 28, 2025. This agreement includes licensing for Windows 11, Office 365, servers, other Microsoft applications, and professional services that are critical to the daily operations of the city. Staff is in negotiations to continue these services and is requesting authorization to fund the contract at the conclusion of negotiations.

BACKGROUND

The City’s core software infrastructure is based on Microsoft desktop, server, collaboration, and development products. The execution of this contract will ensure the continuity of current services provided by Microsoft, primarily the annual licenses necessary for Office 365 that provides the city-wide email services, SQL servers, SharePoint, a cloud infrastructure that helps the City share and organizes content and applications, and critical applications, such as Teams, Word, Excel and PowerPoint.

The City is receiving the best pricing available through the City of Riverside Enterprise Agreement (EA) ITARC-00934 (8084445), which was the best fit for the City. Dell

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Technologies has extended the pricing model and terms of the Riverside EA. As a result, staff is requesting authorization to negotiate and execute a new agreement with Dell Technologies under the pricing and terms of the Riverside EA. The Riverside EA is a cooperative purchasing program that was renegotiated.

DISCUSSION

The City’s core software infrastructure is based on Microsoft desktop, server, collaboration, and development products. The ELA positions the City to benefit from the next generation of Microsoft platform products seamlessly through ownership of Software Assurance.

Specifically, this agreement ensures that the City has access to the latest version of software for government and the technical support that is available. The current agreement term expires on February 28, 2025. The term of this agreement is three years and the price of these licenses remains constant throughout the term of the agreement which assists in financial planning of future years. The maximum term available for the ELA is three years.

These agreements have saved the City money through volume purchasing and greatly simplified licensing by requiring a single transaction to acquire licenses for the City. This agreement includes software assurance which will provide the City with the legal right to continue to receive the current version of Microsoft products used by the City, including the MS Office suite of products.

ECONOMIC IMPACT

There is no economic impact resulting from this action.

FISCAL IMPACT

Payments will be distributed over a three-year period in equal installments. Funding for this initiative has been allocated from the General Fund, aligning with the original budget projections based on the prior contract amount. As a result, no additional funding is required.

Payments
Year 1 $412,341.90
Year 2 $412,341.90
Year 3 $412,341.90
Total $1,237,025.70

STRATEGIC ROADMAP

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

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SUSTAINABILITY FEATURES

Upgrades to server software licensing allow for consolidation of servers and increased storage capacity to storage area networks and cloud storage with products such as Microsoft’s cloud storage products OneDrive and SharePoint. These moves increase the City’s goal of reducing energy consumption within City buildings and maintaining an environmentally sound information technology infrastructure.

PUBLIC CONTACT

Not applicable.

NEXT STEPS

Following approval, staff will execute an agreement with Dell Technologies, to procure and provide the Microsoft licensing recommended for the City.

Prepared by: Maritza Vargas, Information Technology Manager

Recommended by: Lisa Bolger, Acting CIO / IT Director

Approved by:

_____________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL
RESOLUTION NO. 24- _____ _
Introduced by Council Member

RESOLUTION AUTHORIZING THE CITY MANAGER TO NEGOTIATE AND EXECUTE A

COOPERATIVE PROCUREMENT CONTRACT WITH DELL TECHNOLOGIES FOR

MICROSOFT SOFTWARE, SUBSCRIPTIONS, AND SERVICES FOR A THREE -YEAR CONTRACT IN AN AMOUNT NOT -TO-EXCEED $412,341.90 ANNUALLY, AND 5% CONTINGENCY OF $61,851.28 FOR A TOTAL CONTRACT AMOUNT OF $1,298,876.98

WHEREAS, the City through its current Microsoft Enterprise Agreement receives access to Microsoft software that is the primary software used daily by City staff in the operation and delivery of information technology services, including Microsoft Office 365, and Windows software; and

WHEREAS, the County of Riverside, California has a Licensing Solution Provider Agreement, No. ITARC -00934, and a Master Microsoft Enterprise Agreement, No. 8084445 with Dell Marketing L.P. (together the “Riverside Agreements”); and

WHEREAS, the City’s participation in the Riverside Agreem ents will facilitate timely acquisition of the Microsoft product licenses and support services as well as provide considerable cost benefits to the City; and

WHEREAS, if the City had to utilize a formal bid process rather than participating in the Riverside Agreements , the City would be required to incur considerably more in costs; and

WHEREAS, in lieu of a competitive bid process, and based on the pricing from the County of Riverside Agreement, the City now seeks approval to enter into a cooperative procurement contract with Dell Technologies for a term of three years beginning March 1, 2025 with a total not to exceed value of$1,298,876.98.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Hayward that the City Manager is hereby authorized to execute, on behalf of the City of Hayward, the Cooperative Procurement Contract between the City and Dell Technologies for the acquisition of Microsoft Software, Subscriptions and Services for an amount not to exceed $1,298,876.98 for a term of 3 years, effective March 1, 2025, in a form approved by the City Attorney.

BE IT FURTHER RESOLVED that the City Council of the City of Hayward hereby approved in the amount of $412,341.90 in the fund 730-30-0000- 0001-17300-62120 per year for the duration of the contract plus 5% contingency of $61,851.28 for a total not to exceed $1,298,876.98.

ATTACHMENT II

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IN COUNCIL, HAYWARD, CALIFORNIA, December 17,2024
ADOPTED BY THE FOLLOWI NG VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCI L MEM BERS:

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 24-647
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Sanbell for a Not-to-Exceed Amount of $685,000 for Final Design Services for the Safe Routes to School Implementation Project, Project No. 06941

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to execute a Professional Services Agreement (PSA) with Sanbell in the amount not-to-exceed $685,000 for final design services for the Safe Routes to School Implementation Project, Project No. 06941

SUMMARY
On November 12, 2024, the City received four (4) valid proposals for the Project Plans, Specifications, and Estimates (PS&E) for the Safe Routes to School Implementation Project. The Project proposes to enhance safety and the walking and bicycling environment at 30 intersections near 12 schools in Hayward.

Sanbell’sproposal ranked the highest with an average score of 87.3/100 based on criteria established in the published Request for Proposals 25-028. The negotiated cost proposal is $685,000, which includes $96,000 of contingency and optional services that will only be spent after authorization from the City.

Staff recommend awarding a PSA to Sanbell in the amount described above.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 12/13/2024Page 1 of 1
powered by Legistar™

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DATE: December 17, 2024

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Sanbell in the Amount Not-to-Exceed $685,000 for Final Design Services for the Safe Routes to School Implementation Project, Project No. 06941

RECOMMENDATION

That Council adopts a resolution (Attachment II) authorizing the City Manager to execute a Professional Services Agreement (PSA) with Sanbell in the amount not-to-exceed $685,000 for final design services for the Safe Routes to School Implementation Project, Project No. 06941

SUMMARY

On November 12, 2024, the City received four (4) valid proposals for the Project Plans, Specifications, and Estimates (PS&E) for the Safe Routes to School Implementation Project.

The Project proposes to enhance safety and the walking and bicycling environment at 30 intersections near 12 schools in Hayward. Sanbell’s proposal ranked the highest with an average score of 87.3/100 based on criteria established in the published Request for Proposals 25-028. The negotiated cost proposal is $685,000, which includes $96,000 of contingency and optional services that will only be spent after authorization from the City.

Staff recommend awarding a PSA to Sanbell in the amount described above.

BACKGROUND

The goal of the SR2S program in Hayward is to make it safer and more convenient for kids to walk and bike to school. This helps to alleviate congestion and pollution in school areas related to school pick-up and drop-off and also helps to build healthy and sustainable habits in students at an early age.

As part of the Alameda County Safe Routes to School program, the Alameda County Transportation Commission (ACTC), in partnership with cities and the school districts,

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conducts School Safety Assessments at schools in Hayward and throughout the County.

Between 2016 and 2020, assessments were conducted at a number of schools and the City implemented improvements at one school, Cesar Chavez Middle School.

In 2024, the City was selected for a California Air Resources Board (CARB) Clean Mobility in Schools Program Grant that includes infrastructure improvements for 12 schools that had received safety assessments, but have yet to implement improvements. The CARB Clean Mobility Grant provides funding to design and construct the recommended improvements. Staff reviewed and updated the recommendations in the safety assessment in summer 2024 to ensure that they addressed current conditions at the school sites and reflected best practices.

DISCUSSION

On October 15, 2024, the City advertised a Request for Proposals (RFP) for Project PS&E.

This includes data collection, topographic survey, submittals for 30%, 60%, 90%, and 100% design, and design support during construction.

On November 12, 2024, the City received four (4) valid proposals from Parametrix, Sanbell, Toole Design, and Wilsey Ham. Sanbell’s proposal was ranked the highest based on the criteria set forth in the RFP with an average score of 87.3/100. The remaining rankings were Parametrix second (82.3), Wilsey Ham third (82), and Toole Design fourth (81).

Negotiations with Sanbell resulted in a revised cost proposal of $685,000, including $96,000 of contingency and optional services to be spent only at the City’s discretion.

The execution of this contract will allow the City to proceed with the Project PS&E. The anticipated completion is in December 2025 to allow construction to occur in Spring and Summer 2026.

The CARB Clean Mobility Grant also includes continued outreach to school communities, to be performed concurrently. The Project is designed to incorporate findings from this outreach to respond to challenges that may have emerged since the safety assessments were conducted. The improvements recommended include bulb-outs, raised crosswalks, speed humps, traffic circles, rectangular rapid flashing beacons, and signage and striping improvements. These types of improvements have minimal impact on existing parking and travel lanes.

The Safe Routes to School infrastructure improvements will be evaluated with pre- and post-installation surveys of the school community to understand how the improvements have affected their school travel patterns.

ECONOMIC IMPACT

This item has no direct economic impact. However, the Project will provide improved safety and access for people walking, bicycling, and driving near schools throughout Hayward, helping residents to reduce their transportation costs.

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FISCAL IMPACT

The adopted FY 2025 CIP Budget has an appropriated project budget of $2.26 million in project 06941 for the Safe Routes to School Implementation Project. This funding includes design services, staff time, and construction. Council has also previously appropriated $270,000 in project 05333 for Safe Routes to School – Palma Ceia and $300,000 in project 05341 for Safe Routes to School – Harder. The funding for these two schools was pooled with the CARB grant to be delivered together as one project, to take advantage of efficiencies from delivering only one design and one construction project.

Staff anticipates that the $2.83 million from the three projects will be sufficient to design and construct the improvements at all twelve schools. The City will receive initial construction cost estimates through the Project and will return to Council, if construction cost estimates exceed available funding.

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority of Invest in Infrastructure. Specifically, this item relates to the implementation of the following project:

Project N4: Implement Safe Routes for School, with a focus on Cesar Chavez and Palma Ceia.

SUSTAINABILITY FEATURES

The Project will make travel to Hayward’s schools safer and more accessible for all modes of transportation. Parents driving kids to school contributes to congestion and air pollution. This Project will provide safer alternatives for parents and students. The Project may also include sustainability elements such as green stormwater management as opportunities arise during the design process.

PUBLIC CONTACT

No public contact has been made related to this agenda item.

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NEXT STEPS

If Council approves this request, the City Manager will execute a PSA with Sanbell for Final Design Services for Safe Routes to School Implementation Project, Project No. 06941 in a not-to-exceed amount of $685,000. Project schedule for the PS&E is below:

Task/Phase Anticipated Completion
Data Collection and Utility Mapping March 2025
30% Design and Cost Estimate May 2025
60% PS&E August 2025
90% PS&E October2025
Final Construction Documents December 2025
Construction Complete October 2026

Prepared by: Lucas Woodward, Senior Transportation Engineer Hugh Louch, Deputy Director of Public Works – Transportation

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_____________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member _________

AUTHORIZING THE CITY MANAGER TO EXECUTE A PROFESSIONAL

SERVICES AGREEMENT WITH SANBELL FOR CONSULTING SERVICES FOR

THE PRELIMINARY ENGINEERING PHASE OF THE SAFE ROUTES TO SCHOOL IMPLEMENTATION PROJECT, PROJECT NO. 06941 IN AN AMOUNT NOT -TO- EXCEED $685,000

WHEREAS, professional service assistance is needed for the Preliminary Engineering Phase of the Safe Routes to School Implementation Project, Project No. 06941; and

WHEREAS, the Preliminary Engineering Phase will provide final plans, specifications and estimates for safe routes to school improvements at twelve (12) schools in Hayward ; and

WHEREAS, on November 12, 2024, four (4) valid proposals were received and evaluated for the most qualified proposal with Sanbell ranked the highest with an average score of 87.3/100 based on criteria established in the Request for Proposals 25-028; and

WHEREAS, the negotiated cost proposal is in the amount of $685,000.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Council hereby authorize s the City Manager to execute a professional services agreement with Sanbell for consulting services in a no t-to-exceed amount of $685,000, in a form to be approved by the City Attorney.

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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 24-648
DATE: December 17, 2024
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Adopt a Resolution Reappointing Council Member Syrop to the Alameda County Mosquito Abatement District Board of Trustees for a Two-Year Term Beginning January 6, 2025, Through December 31, 2026

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) reappointing Council Member Syrop to the Alameda County Mosquito Abatement District (ACMAD) Board of Trustees for a two-year term beginning January 6, 2025, and ending December 31, 2026, in accordance with California Health and Safety Code, District 3 Pest Abatement, Chapter 1 Mosquito Abatement and Vector Control Districts, Article 3 Boards of Trustees and Officers, Section 2024(a).

SUMMARY
On May 16, 2023, the City Council appointed Council Member Syrop as the City of Hayward’s representative on the Alameda County Mosquito Abatement District (ACMAD) to fill the reminder term left by former Council Member Márquez which would run through December 31, 2024.

Council Member Syrop has served as the City of Hayward’s representative on the ACMAD Board of Trustees, bringing significant leadership and expertise to the role. During his tenure, Council Member Syrop has made valuable contributions in the areas of improved community outreach, labor relations, public education, and community representation-critical aspects of protecting Alameda County residents from the risks associated with mosquito-borne diseases.

In accordance with Health and Safety Code Section 2024(a), the term of office for a member of the ACMAD Board of Trustees shall be for a term of two or four years, at the discretion of the appointing authority. Terms commence at noon on the first Monday in January. ACMAD is requesting the City Council to reappoint Council Member Syrop to a two-year term beginning January 6, 2025, and ending December 31, 2026. This appointment ensures continuity of service and leadership on the ACMAD Board of Trustees.

CITY OF HAYWARD Printed on 12/13/2024Page 1 of 2
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ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: December 17, 2024

TO: Mayor and City Council

FROM: City Clerk

SUBJECT Adopt a Resolution Reappointing Council Member Syrop to the Alameda County Mosquito Abatement District Board of Trustees for a Two-Year Term Beginning January 6, 2025, Through December 31, 2026

RECOMMENDATION

That the City Council adopts a resolution (Attachment II) reappointing Council Member Syrop to the Alameda County Mosquito Abatement District (ACMAD) Board of Trustees for a two- year term beginning Janu ary 6, 2025, and ending December 31, 202 6, in accordance with California Health and Safety Code, District 3 Pest Abatement, Chapter 1 Mosquito Abatement and Vector Control Districts, Article 3 Boards of Trustees and Officers, Section 2024(a).

SUMMARY AND DISCUSSION

On May 16, 2023, the City Council appointed Council Member Syrop as the City of Hayward’s representative on the Alameda County Mosquito Abatement District (ACMAD) to fill the reminder term left by former Council Member Márquez which would run through December 31, 2024.

Council Member Syrop has served as the City of Hayward’s representative on the ACMAD Board of Trustees, bringing significant leadership and expertise to the role. During his tenure, Council Member Syrop has made valuable contributions in the areas of improved community outreach, labor relations, public education, and community representation—critical aspects of protecting Alameda County residents from the risks associated with mosquito-borne diseases.

In accordance with Health and Safety Code Section 2024(a), the term of office for a member of the ACMAD Board of Trustees shall be for a term of two or four years, at the discretion of the appointing authority. Terms commence at noon on the first Monday in January. ACMAD is requesting the City Council to reappoint Council Member Syrop to a two-year term beginning January 6, 2025, and ending December 31, 202 6. This appointment ensures continuity of service and leadership on the ACMAD Board of Trustees.

FISCAL IMPACT

There is no fiscal impact associated with this action.

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STRATEGIC INITIATIVES

The agenda item is a routine operational item and does not relate to one of the Council’s Strategic Initiatives.

Prepared and Recommended by: Miriam Lens, City Clerk

Approved by:

Dustin Claussen, Interim City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION No. 24-______

Introduced by Council Member ________________

RESOLUTION REAPPOINTING COUNCIL MEMBER SYROP AS THE CITY OF

HAYWARD REPRESENTATIVE TO THE ALAMEDA COUNTY MOSQUITO

ABATEMENT DISTRICT BOARD OF TRUSTEES FOR A TWO-YEAR TERM BEGINNING JANUARY 6, 2025, AND ENDING DECEMBER 31, 2026

WHEREAS, on May 16, 2023, the City Council appointed Council Member Syrop as the City of Hayward’s representative on the Alameda County Mosquito Abatement District (ACMAD) to fill the rem inder term left by former Council Member Márquez , which will end December 31, 2024; and
WHEREAS, Council Member Syrop has served as the City of Hayward’s representative on ACMAD Board of Trustees, providing exemplary service and leadership in areas such as community outreach, labor relations, education, and representation; and WHEREAS, the Alameda County Mosquito Abatement District plays a critical role in protecting Alameda County residents from the risks associated with mosquito -borne diseases; and
WHEREAS, in accordance with California Health and Safety Code, District 3 Pest Abatement, Chapter 1 Mosquito Abatement and Vector Control Districts, Article 3 Boards of Trustees and Officers, Section 2024(a), the term of office for a member of the ACMAD Board of Trustees shall be for a term of two or four years, at the discr etion of the appointing authority, with terms commencing at noon on the first Monday in January; and WHEREAS, Council Member Syrop’s reappointment for a two-year term will ensure continued r epresentation of the City of Hayward on the ACMAD Board of Trustees.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that Council Member Syrop is hereby reappointed as the City of Hayward representative to the Alameda County Mosq uito Abatement District Board of Trustees for a two-year term beginning January 6, 2025, and ending December 31, 2026.

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 24-649
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt Resolutions Approving the Revised Plans and Specifications and Call for Bids for the La Vista Park Project, Project No. 06914; Authorizing the City Manager to Execute Amendment No. 3 to the Professional Services Agreement with Surface Design, Inc.; and Authorizing the City Manager to Execute a Memorandum of Understanding with the Hayward Area Recreational District for the Funding, Operation and Maintenance of La Vista Park

RECOMMENDATION
That Council adopts resolutions:
(1) Approving the Revised Plans and Specifications for the La Vista Park Project, Project No. 06914, and Call for Bids to be received at a future date, and authorizing the City Manager to execute Amendment No. 3 to the Professional Services Agreement with Surface Design, Inc., (SDI) to Increase their Contract Amount by $359,000, for a total not-to-exceed amount of $ 1,114,975 (Attachment II); and
(2) Authorizing the City Manager to execute a Memorandum of Understanding with the Hayward Area Recreational District (HARD) for the Funding, Operations, and Maintenance of La Vista Park (Attachment III);

SUMMARY
Since 2017, the City and the Hayward Area Recreation and Parks District (HARD) have worked towards a shared vision of constructing and operating La Vista Park, a new destination park in South Hayward, east of the intersection of Mission Boulevard and Tennyson Road. The addition of a destination park will create a much-needed amenity and attraction for South Hayward, the City, and the entire region.

The La Vista Park Project was envisioned to construct a regional facility that will include a number of park and recreational facilities, including a sport field/amphitheater, basketball courts, a yoga lawn, a dog park, hiking trails, and other amenities.

On February 28, 2023, Council approved the plans and specifications and call for bids for the La Vista Park Project. The adopted FY23 CIP budget included a total project budget appropriation of $23.27M CITY OF HAYWARD Printed on 12/13/2024Page 1 of 2
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(Fund 405) for the design and construction of the La Vista Park Project.

On June 6, 2023, three (3) construction bids were received for the project ranging from $41,927,606 to $47,323,996. DeSilva Gates Construction LLC submitted the low bid in the amount of $41,927,606, which was 64.8% above the engineer's estimate of $25,438,301. Due to this significant budget shortfall, on June 27, 2023, Council adopted a resolution to reject all bids and directed staff to reevaluate the scope of the La Vista Park Project for future bidding possibilities.

On March 19, 2024, Council received a presentation and provided feedback on the revised scope and cost estimate for La Vista Park. In addition, Council further approved an additional $5.2M of project funding for construction of park equipment and amenities.

The proposed FY26 CIP budget includes a total project budget appropriation of $36.325 million (Fund 405) for the design and construction of La Vista Park.

The project California Environmental Quality Act (CEQA) addendum analysis for La Vista Park was completed and presented to the City Council on September 28, 2021 with no further action required per adopted resolution 21-195.

On November 15, 2016, Council passed a resolution authorizing a Community Workforce Agreement (CWA) with the Alameda County Building Trades Council (BTC), which applies to City projects with construction costs of $1,000,000 or more. The agreement requires contractors to use local union hiring halls, encourages contractors to employ Hayward residents or Hayward Unified School District graduates, and requires hired workers to pay union dues and other benefit trust fund contributions, etc. Because the construction cost estimate for the La Vista Park is more than $1,000,000, the CWA agreement applies to this project.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution - PSA with SDI
Attachment III Resolution - MOUR with HARD
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DATE: December 17, 2024

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt Resolutions Approving the Revised Plans and Specifications and Call for Bids for the La Vista Park Project, Project No. 06914 and Authorizing the City Manager to Execute Amendment No. 3 to the Professional Services Agreement with Surface Design, Inc., and Authorizing the City Manager to Execute a Memorandum of Understanding with the Hayward Area Recreational District for the Funding, Operation and Maintenance of La Vista Park

RECOMMENDATION

That Council adopts resolutions:

(1) Approving the Revised Plans and Specifications for the La Vista Park Project, Project No. 06914, and Call for Bids to be received at a future date, and authorizing the City Manager to execute Amendment No. 3 to the Professional Services Agreement with Surface Design, Inc., (SDI) to Increase their Contract Amount by $359,000, for a total not-to-exceed amount of $ 1,114,975 (Attachment II); and (2) Authorizing the City Manager to execute a Memorandum of Understanding with the Hayward Area Recreational District (HARD) for the Funding, Operations, and Maintenance of La Vista Park (Attachment III);

SUMMARY

Since 2017, the City and the Hayward Area Recreation and Parks District (HARD) have worked towards a shared vision of constructing and operating La Vista Park, a new destination park in South Hayward, east of the intersection of Mission Boulevard and Tennyson Road. The addition of a destination park will create a much-needed amenity and attraction for South Hayward, the City, and the entire region.

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On February 28, 20231, Council approved the plans and specifications and call for bids for the La Vista Park Project. The adopted FY23 CIP budget included a total project budget appropriation of $23.27M (Fund 405) for the design and construction of the La Vista Park Project.

On June 6, 2023, three (3) construction bids were received for the project ranging from $41,927,606 to $47,323,996. DeSilva Gates Construction LLC submitted the low bid in the amount of $41,927,606, which was 64.8% above the engineer's estimate of $25,438,301. Due to this significant budget shortfall, on June 27, 20232, Council adopted a resolution to reject all bids and directed staff to reevaluate the scope of the La Vista Park Project for future bidding possibilities.

The proposed FY26 CIP budget includes a total project budget appropriation of $36.325 million (Fund 405) for the design and construction of La Vista Park.

On November 15, 20163, Council passed a resolution authorizing a Community Workforce Agreement (CWA) with the Alameda County Building Trades Council (BTC), which applies to City projects with construction costs of $1,000,000 or more. The agreement requires contractors to use local union hiring halls, encourages contractors to employ Hayward residents or Hayward Unified School District graduates, and requires hired workers to pay union dues and other benefit trust fund contributions, etc. Because the construction cost estimate for the La Vista Park is more than $1,000,000, the CWA agreement applies to this project.

BACKGROUND

In 2005, the La Vista residential development included 179 new single-family homes to be built at the South Hayward site east of (and up the hill from) the terminus of Tennyson Road and Mission Boulevard was approved. The original project included construction of a new approximately thirty-acre public park. The original thirty-acre park site on land donated from the developer was expanded to almost fifty acres in size by the addition of twenty acres of the former Caltrans Route 238 property right-of-way acquired by the City.

The adopted FY23 CIP budget included a total project budget appropriation of $23.27M (Fund 405) for the design and construction of the La Vista Park Project. At the time of the first bidding, the engineer’s estimated cost for construction of the La Vista Park without

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contingency was $25M. With construction contingency, project design, administration, inspection and testing, the total estimated project cost was over $35M, which was greater than the appropriated budget. To work around this, staff prepared alternate bids with the bid package that would have allowed the project to be phased into multiple phases depending on how the bids were received. It was intended that at least the first phase would be awarded in 2023 to construct a majority of the park features and the subsequent phases would be constructed in the future when additional funding is obtained.

However, as detailed above, the construction bids received in June 2023 far exceeded the available budget making the project fiscally infeasible. As a result, Council directed staff to reevaluate and revise the scope of the project to allow a project with a reduced scope to proceed.

DISCUSSION

At Council’s direction to reevaluate the scope of La Vista Park Project to reduce both the scope and the cost, staff worked with the project designer and presented to Council on March 19, 2024, a menu of revisions to reduce the construction cost and project duration including:

 Reduce the overall work area by 18% from approximately 47.3 acres to approximately 38.9 acres by avoiding encroachment into the mapped landslide and wetland areas;
 Shorten the lower keyway by approximately 50% and eliminate the upper keyway entirely due to the reduction of work area and avoidance of the landside and wetland areas mentioned above;
 Eliminate the switchback road on the north side of the park;  Redesign significant grading changes to balance the cut and fill on site with no soil off haul expected;
 Reduce decorative boulder quantity by 75%;
 Change all pathways and roadways to conventional asphalt instead of integral colored asphalt;
 Eliminate the lower parking lot, reducing parking count from 316 spaces to 126 spaces while still meeting requirements in the approved CEQA documents; and  Replace specialty Park-Tread paving with conventional asphalt paving, decomposed granite paving, and playground mulch.

With the reduction of the project scope detailed above, staff defined the following items as the scope of the first phase of the project using the initial FY23 available budget of $23.27M:

 Site grading and construction of the lower keyway
 Installation of on-site utilities including water lines, sewer lines, and storm water lines
 Installation of new electrical service and infrastructure only with no fixtures  Installation of irrigation system, trees, and hydroseeding of the entire project site  Installation of dog park
 Installation of basic non-automated restroom

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 Installation of offsite asphalt and concrete sidewalk on Tennyson Road  Installation of Foothill trail

Council further approved additional funding of $5.2M to allow construction of the following items:

 Installation of on-site asphalt, decomposed granite, and gravel paving  Installation of additional quantities of decorative boulders  Installation of park signage, vehicular swing gates, and bollards  Installation of picnic tables, BBQs, benches, and Big Belly trash and recycle receptacles
 Installation of bike racks and drinking fountains
 Installation of turf sod at the soccer field and amphitheater  Installation of concrete slide structures, exercise equipment, play equipment, and zipline
 Installation of fencing and shade trellises
 Installation of pedestrian lights
 Installation of automated restrooms and maintenance shed

On April 1, 2024, a similar presentation was made to the HARD Board of Directors regarding the revisions made to the La Vista Park scope. The HARD Board of Directors requested execution of a Memorandum of Understanding (MOU) between HARD and the City to solidify project fun ding, park operations, and maintenance, including capital replacement of park improvements. Staff has worked with HARD to discuss the terms of the MOU. The final draft from the City is currently under review by the HARD executive team.

The project re-design has been completed and bid documents have been prepared. The project plans are currently under review by HARD. If HARD provides relatively minor changes and comments, staff will update the plans accordingly. However, if the changes are significant, Staff will return to Council for further direction. Staff requests Council approval of the resolution approving plans and specifications and call for bids on a future date for the La Vista Park Project upon execution of the final MOU.

Consultant Design Funding Adjustment
On March 26, 20194, Council approved Resolution No. 19-054, authorizing the City Manager to enter into a Professional Services Agreement with SDI for design services and technical support during construction in an amount not-to-exceed $467,417.

On March 22, 20225, Council approved Resolution No. 22-066, adopting Amendment No. 1 to the PSA with SDI, increasing the contract amount by $122,975 with a total not-to-exceed amount of $637,975.

On June 27, 20236, Council approved Resolution No. 23-190, adopting Amendment No. 2 to the PSA with SDI, increasing the contract amount by $118,000 with a total not-to-exceed

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amount of $755,975.

Therefore, staff also recommends execution of Amendment No. 3 to increase the value of the PSA with SDI for additional services related to the redesign, value engineering, and construction administration of La Vista Park by $359,000 for a total not-to-exceed contract amount of $1,114,975.

ECONOMIC IMPACT

The addition of a destination park to the South Hayward community will create a much-needed amenity and attraction for this part of the City. This will likely result in increased visitors to the area as well as more dollars spent on local businesses. In addition, there have been numerous studies that indicate that the addition of open space or parkland has a positive impact on home values in the surrounding areas.

FISCAL IMPACT

The estimate project costs are:

Construction of Reduced Scope Park $25,460,000
Construction Contingency (12%) $3,055,200
Construction Subtotal $28,515,200

Design $1,996,064
Administration $1,604,520
Geotechnical Inspection, Testing and Reporting $2,281,216 Previously Incurred City Costs $1,928,000
Total Project Cost $36,325,000

STRATEGIC ROADMAP

This agenda item supports the Strategic Roadmap of Invest in Infrastructure. Specifically, this item relates to the implementation of the following project:

Project N14, Part N14b: Construct La Vista Park

SUSTAINABILITY FEATURES

The La Vista Park has been designed to be the most environmentally sustainable park within the City. As part of the design, park areas will require less irrigation and native grasses and plants will be used throughout the park. Park structures will be constructed from natural materials versus traditional fabricated structures. Bio-retention filtration areas will collect and retain stormwater runoff prior to exiting the park into the storm drainage system.

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PUBLIC CONTACT

After construction work for the La Vista Park Project has been scheduled, signs will be posted prior to commencement of work indicating the date and time of work.

NEXT STEPS

The following is the tentative schedule for this project:

Begin Construction Spring 2025
Complete Construction Summer 2026

Prepared by: Sammy Lo, Senior Civil Engineer
Kathy Garcia, Deputy Director of Public Works

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-_____

Introduced by Council Member ________________

RESOLUTION APPROVING THE REVISED PLANS AND SPECIFICATIONS AND

CALL FOR BIDS FOR THE LA VISTA PARK , AND AUTHORIZING THE CITY MANAGER TO EXEC UTE AMENDMENT NO. 3 TO THE PROFESSIONAL SERVICES AGREEMENT WITH SURFACEDESIGN, INC. , FOR THE LA VISTA PARK PROJECT, PROJECT NO. 06914

WHEREAS, those certain plans and specifications for the La Vista Park Project No. 06914, on file in the office of the Cit y Clerk, are hereby adopted as the plans and specifications for the project; and

WHEREAS, the City Clerk is hereby directed to cause a notice calling for bids for the required work and material to be made in the form and manner provided by law; and

WHEREAS, sealed bids therefor will be received by the City Clerk’s office at City Hall, 777 B Street, First Floor, Hayward, California 94541, up to the hour of 2:00 p.m. on a future date and immediately thereafter publicly opened and declared by the City Clerk in the Rotunda, First Floor, at City Hall; and

WHEREAS, the City and SurfaceDesign, Inc. have entered into that certain Agreement dated the 30th day of April, 2019, entitled " Agreement for Professional Services between the City of Hayward and SurfaceDesi gn, Inc." for the La Vista Park Project for a total not-to-exceed amount of $467,417; and

WHEREAS, the Parties subsequently amended the contract on the 7th day of April, 2022, titled “Amendment No. 1 to Agreement for Professional Services between the Cit y of Hayward and SurfaceDesign, Inc.,” in the amount of $122,975 for a total not -to-exceed amount of $637,975; and

WHEREAS, the Parties subsequently amended the contract on the 10th day of November, 2023, titled “Amendment No. 2 to Agreement for Professional Services between the City of Hayward and SurfaceDesign, Inc.,” in the amount of $1 18,000 for a total not -to- exceed amount of $755,975; and

WHEREAS, the City and SurfaceDesign, Inc, desire to amend the Agreement in certain respects to provide additio nal engineering services and construction support for the La Vista Park Project.

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NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that those certain plans and specifications for the La Vista Park Project No. 06914, on file in the office of the City Clerk, are hereby adopted as the plans and specifications for the project.

BE IT FURTHER RESOLVED that the City Clerk is hereby directed to cause a notice calling for bids for the required work and material to be made in the form and manner provided by law; sealed bids therefor will be received by the City Clerk’s office at City Hall, 777 B Street, First Floor, Hayward, California 94541, up to the hour of 2:00 p.m. on a future date and immediately thereafter publicly opened and declared by the City Clerk in the Rotunda, First Floor, at City Hall.

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

BE IT FURTHER RESOLVED that the City Council of the City of Hayward hereby authorizes the City Manager to execute Amendment No. 3 to the Agreement with SurfaceDesign, Inc., for additional services in an amount not -to-exceed $359,000, thereby increasing the total contr act amount to a total not -to-exceed $ 1,114.975 associated wit h the La Vista Park Project, in a form approved by the City Attorney

BE IT FURTHER RESOLVED the California Environmental Quality Act (CEQA) addendum analysis for La Vista Park was completed and presented to Council on September 28, 2021, with no further action required per the adopted Resolution 21-195.

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

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-_____

Introduced by Council Member ________________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A MEMORANDUM

OF UNDERSTANDING WITH THE HAYWARD AREA RECREATIONAL AND PARK

DISTRICT FOR T HE FUNDING, OPERATION S, AND MAINTENANCE OF LA VISTA PARK, PROJECT NO. 06914

WHEREAS, since 2017, the City and the Hayward Area Recreation al and Park District (HARD) have worked towards a shared vision of constructing and operating La Vista Park, a new destination park in South Hayward . The addition of a destination park will create a much -needed amenity and attraction for South Hayward, the City, and the entire region; and

WHEREAS, on April 1, 2024, Staff, along with the project designer, made a presenta tion to the HARD Board of Directors regarding the updated La Vista Park des ign and project cost estimate; and

WHEREAS, the HARD Board of Directors requested the execution of a Memorandum of Understanding (MOU) between the City and HARD for project funding , park operations, and maintenance of La Vista Park; and

WHEREAS, staff has worked with HARD to discuss and agree upon the terms of the MOU.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby autho rized and directed to execute a new Memorandum of Understanding with the Hayward Area Recreation and Park District for the funding, operations, and maintenance of La Vista Park, in a form approved by the City Attorney.

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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 24-651
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Assistant City Manager

SUBJECT
Adopt Resolutions Authorizing the City Manager to (1) Amend the FY 2025 Agreement with Eden I&R, Inc. for Transportation Network Company (TNC) Paratransit Services by $180,000 for a Not-to-Exceed Amount of $452,619; (2) Execute an Agreement with Onward Health, Inc. to Develop and Pilot New Paratransit Services for the Remainder of FY 2025 for a Not-to-Exceed Amount of $235,438; and (3) Execute an Agreement with Onward Health, Inc. for Paratransit Services for FY 2026 for a Not-to-Exceed Amount of $880,613

RECOMMENDATION
That Council adopts resolutions (Attachments II, III, and IV) authorizing the City Manager to:

1. Amend the Agreement with Eden I&R, Inc. by $180,000 for a not-to-exceed amount of $452,619 in order to support expanded curb-to-curb transportation network company (TNC) paratransit service hours through the end of FY 2025;

2. Execute an Agreement with Onward Health, Inc. for a not-to-exceed amount of $235,438 in order to pilot new and necessary paratransit services through the end of FY 2025; and

3. Execute an Agreement with Onward Health, Inc. for a not-to-exceed amount of $880,613 to operate all paratransit direct transportation services for FY 2026.

SUMMARY
As part of addressing findings from an evaluation of the Hayward Operated Paratransit (HOP) program, the City increased its outreach efforts to potential riders, resulting in the enrollment of 444 new riders and a 37% increase in rides provided to the community between FY 2023 and FY 2024. Additionally, in February 2024, HOP to weekdays from 8:15am to 9:00pm and weekends from 8:00am to 4:00pm. Given demand for expanded hours, as well as increased ridership, staff recommends executing an amendment to increase the amount of the existing FY 2025 agreement with Eden I&R by $180,000, for a total not-to- exceed amount of $452,619.

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File #:CONS 24-651
On September 5, 2024, the Community Services Division published a Request for Proposals (RFP) for Paratransit Services. Staff recommend executing agreements with Onward Health, Inc. to offer new services and implement a self-service app in FY 2025 and to operate direct transportation services in FY 2026. The FY 2025 agreement would pilot door-through-door, WAV, group trip, and app-based ride services targeting a spring timeframe, for an amount not-to-exceed $235,438. The FY 2026 agreement would include the above services as well as curb-to-curb TNC and travel training services for an amount not-to-exceed $880,613.

ATTACHMENTS
Attachment I Staff Report
Attachment II Eden I&R FY25 Agreement Amendment Resolution CITY OF HAYWARD Printed on 12/13/2024Page 2 of 2
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DATE: December 17, 2024

TO: Mayor and City Council

FROM: Assistant City Manager

SUBJECT: Adopt Resolutions Authorizing the City Manager to (1) Amend the FY 2025 Agreement with Eden I&R, Inc. for Transportation Network Company (TNC) Paratransit Services by $180,000 for a Not-to-Exceed Amount of $452,619; (2) Execute an Agreement with Onward Health, Inc. to Develop and Pilot New Paratransit Services for the Remainder of FY 2025 for a Not-to-Exceed Amount of $235,438; and (3) Execute an Agreement with Onward Health, Inc. for Paratransit Services for FY 2026 for a Not-to-Exceed Amount of $880,613

RECOMMENDATION

That Council adopts resolutions (Attachments II, III, and IV) authorizing the City Manager to:

2. Execute an Agreement with Onward Health, Inc. for a not-to-exceed amount of $235,438 in order to pilot new and necessary paratransit services through the end of FY 2025; and

3. Execute an Agreement with Onward Health, Inc. for a not-to-exceed amount of $880,613 to operate all paratransit direct transportation services for FY 2026.

SUMMARY

The Hayward Operated Paratransit (HOP) program, administer ed by the City’s Community Services Division and funded through the Alameda County Measure BB sales tax, provides transportation to senior and disabled Hayward and unincorporated mid-County residents who are unable to use public transit. Historically, the HOP program included seven (7) services:
subsidized taxi or TNC rides; door-through-door assisted rides; wheelchair accessible vehicle (WAV) rides; transportation to and from adult day programs; group trips; travel training; and meal delivery to homebound individuals. Due to staffing and operational challenges at provider agencies, the door-through-door, WAV, and group trip programs are not currently offered. As of FY 2025, the only available direct transportation service is subsidized rides through TNC companies, which can only serve able-bodied riders who can independently meet vehicles at the curb. Since 2020, Eden I&R has served as the ride scheduling provider for HOP’s TNC ride service.

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An external evaluation of the HOP program performed between 2022 and 2024 recommended expanding HOP’s services and restoring these programs to meet the needs of Hayward’s seniors and adults with disabilities. As part of addressing findings from the evaluation, the City increased its outreach efforts to potential riders, resulting in the enrollment of 444 new riders and a 37% increase in rides provided to the community between FY 2023 and FY 2024. This significant increase in ridership resulted in an increase in ride subsidies beyond what was originally budgeted for based on prior year rider data. Additionally, in February 2024, Eden I&R secured additional funding from Caltrans, enabling extended service hours. HOP program hours were extended from Monday through Friday from 8:15am to 5:30pm to include evenings until 9:00pm and weekends from 8:00am to 4:00pm. However, in October 2024 Eden I&R informed HOP staff that the funding supporting expanded operations was no longer available. Given the demonstrated demand for expanded hours, as well as the increased fare costs from increased ridership, staff recommends executing an amendment to increase the amount of the existing FY 2025 agreement with Eden I&R by $180,000, for a total not-to-exceed amount of $452,619. This increase 1) accounts for increases in fare costs resulting from increased ridership and 2) maintains expanded hours previously funded through Caltrans funding.

On September 5, 2024, the Community Services Division published a Request for Proposals (RFP) for Paratransit Services. The RFP called for proposals both to continue operation of existing services and to implement new and returning paratransit services. Firms were invited to bid on multiple services. Based on an evaluation of the responsive proposals submitted, staff recommend executing agreements with Onward Health, Inc. to restore discontinued services and implement a self-service app in FY 2025 and to operate both existing and returning direct transportation services in FY 2026. The FY 2025 agreement would pilot door-through-door, WAV, group trip, and app-based ride services targeting a spring timeframe, for an amount not- to-exceed $235,438. The FY 2026 agreement would include the above services as well as curb- to-curb TNC and travel training services for an amount not-to-exceed $880,613.

BACKGROUND

The HOP program, administered by the City’s Community Services Division, provides transportation and related services to seniors ages 70 and over and residents with certified disabilities who live in Hayward and the surrounding unincorporated areas. The HOP program serves as a complement to the East Bay Paratransit (EBP) system mandated by the Americans with Disabilities Act (ADA). EBP is required to provide pre-scheduled, fixed-route services to individuals with a disability residing within three-quarters of a mile from a designated Alameda County Transit (AC Transit) or Bay Area Rapid Transit (BART) stop. Local paratransit programs such as HOP provide service to qualifying residents who live outside of a three-quarter mile radius of a transit stop.

HOP is funded through Alameda County Measure BB, a one cent transportation sales tax .

Measure BB provides funding for local transportation projects, including bicycle and pedestrian projects; street and roads construction and improvement; and paratransit programs operated by both countywide transit services and individual cities. Sales taxes collected from Measure BB

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are administered and distributed to local programs by the Alameda County Transportation Commission (ACTC) through Direct Local Distributions (DLDs).

Historically, the HOP program has included seven (7) services: subsidized curb-to-curb rides through taxi services or Transportation Network Companies (TNCs) such as Uber and Lyft ; door-through-door rides with trained assistance; wheelchair-accessible vehicle (WAV) rides; transportation to and from day programs for individuals with Alzheimer’s disease or dementia; group trips; travel training; and meal delivery for homebound individuals. Of these services, all but meal delivery are considered “direct transportation services,” offering residents alternatives to public transit. The HOP program has also allocated funding to support the Safe Routes for Seniors road and sidewalk improvement program. Due to the pressures created by the COVID- 19 pandemic, including staffing shortages and operational challenges, the agencies providing door-through-door assisted rides. WAV rides, group trips, and day program transportation have either permanently closed their business or discontinued these services since 2020.

In response to these changes, in 2022, the City engaged Nelson\Nygaard Consulting Associates to evaluate HOP services and the mobility needs of Hayward’s senior and disabled populations.

The evaluation was completed in March 2024 and made the following recommendations:

 Recommit to providing direct transportation services , including expanding existing services and reestablishing discontinued services;  Revitalize outreach and engagement, to ensure that eligible residents are aware of the HOP program, particularly among low-income residents;  Increase program knowledge and use in the community , in order to increase enrollment to levels comparable to those of other programs in the County;  Deploy appropriate personnel resources for success, including addition of a dedicated Community Programs Specialist allocated primarily to the HOP program;  Expand service parameters of the TNC program, increasing the daily use of the City’s subsidized Uber and Lyft services and filling unmet need f or reliable WAV service;
 Reestablish a Door-through-Door Program, to address the transportation needs of eligible riders who cannot travel independently; and
 Maintain rigorous standards for funding non -traditional programs , to ensure that at least half of the program expenses are dedicated to direct transportation services.

On April 2 3, 2024 1, Staff detailed the plan to implement the recommendations from Nelson\Nygaard as part of the annual request for authorization to submit the City’s Paratransit Program Plan to ACTC for Paratransit DLD funding.

DISCUSSION

1 April 23, 2024, Meeting of the City Council
https://hayward.legistar.com/LegislationDetail.aspx?ID=6642373&GUID=CEEEAA69-15DF-42EF-BD97- A8F19A561EDE&Options=&Search=

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Eden I&R, Inc. Amendment to FY 2025 Agreement

Eden I&R has served as the provider for HOP’s TNC program since FY 2020 . Eden I&R is responsible for receiving calls from enrolled riders, requesting pre-scheduled and on demand rides from participating rideshare companies , communicating with drivers , and collecting payment for the rider’s portion of TNC ride. In February 2024, Eden I&R received new funding from the California Department of Transportation (Caltrans). This allowed Eden I&R to increase staffing and extend HOP service hours. HOP TNC program hours were expanded from weekdays from 8:15am to 5:30pm to include weekdays from 8:15am to 9:00pm and weekends from 8:00am to 4:00pm. This service expansion has proven successful in driving increases in both enrollment and ridership and has received positive feedback from community members.

In addition to the expanded ho urs offered by Eden I&R , the HOP program experienced significant growth over the course of FY 2024, thanks to revamped outreach and community engagement efforts. The number of TNC rides grew by 37% from 6,021 in FY 2023 to 8,233 for FY 2024. FY 2025 shows the trend continuing, with 3,257 rides provided to seniors and adults with disabilities provided in the first quarter of the fiscal year. Rider enrollment has also grown substantially, from 653 all-time enrollments at the end of FY 2023 to 868 by the end of FY 2024.

To date, an additional 228 new community members have been enrolled in FY 2025. Taken in tandem with expanded operating hours, both Eden I&R’s workload and the rider subsided paid by the City through the FY 2025 agreement have grown beyond the original agreement budget.

In FY 2025, Eden I&R’s contract with HOP was revised to reflect these expanded hours. As the expansion was funded through an outside contribution, the contract did not increase the existing FY 2024 not-to-exceed amount of $ 272,619. Due to rapid ridership growth from both the expanded hours and the increased outreach efforts, Eden I&R and HOP staff closely monitored rider data to determine if additional funds for ride subsidies would be required. Following the first quarter of FY 2024, it was clear that ridership demand would exceed the budgeted amount for ride subsidies. Additionally, on October 29, 2024, Eden I&R informed staff that the Caltrans funding that had supported the hours expansion was no longer available. Staff met with Eden I&R to determine the amount necessary to maintain expanded services and meet rider demand, negotiating an amount and adjusted hours (weekdays from 8:15am to 7:00pm and weekends 8:00am to 4:00pm) that will account for the loss in Caltrans funding and the increase in ridership.

Staff recommends executing an amendment to increase the amount of the existing FY 2025 agreement with Eden I&R by $180,000, for a total not-to-exceed amount of $452,619. Due to the pandemic-related drop in ridership and reduction in services, there is fund balance available for this amendment. With this funding, Eden I&R will be able to offer services weekdays from 8:15am to 7:00pm and weekends 8:00am to 4:00pm while supporting a growing number of riders.

Paratransit Services Request for Proposals

On September 5, 2024, the Community Services Division published a Request for Proposals (RFP) for Paratransit Services. This RFP requested bids to operate the City’s existing TNC, travel

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training, and meal delivery programs ; restore WAV, door -through-door, and group trip programs; and implement a self-service, app-based ride request option. Bidders were asked to provide proposals for at least one service and encouraged to provide proposals for multiple services, based on their expertise and capacity.

A total of eight responsive proposals were submitted to the City’s procurement portal by the deadline of 5:00pm on October 18, 2024. Proposals were reviewed and scored by staff from the City Manager’s Office Community Services and Administration Divisions and the Development Services Department according to criteria included in the RFP packet. Three firms were selected for interviews based on the responsiveness of their proposals, experience in the field, proposed services, and cost.

Service Opportunities for Seniors (SOS), the provider for the City’s existing Meals on Wheels program, submitted the only responsive proposal for meal de livery service to homebound seniors and disabled individuals, and will continue to provide this service in FY 2026. The expected FY 2025 -2026 contract will fall under the $100,000 purchasing threshold.

Additionally, staff are in communication with two local agencies that submitted proposals but were not selected to develop and pilot a new HOP Mobility Management Program. These programs are allowed under ACTC guidelines but are not considered direct transportation services. These services would include providing referrals and program information, assistance with enrollment, and training in use of HOP services. Both contracts are expected to fall under the $100,000 purchasing threshold.

Onward Health, Inc. Recommended FY 2025 and FY 2026 Agreement

Staff recommends that Onward Health, Inc. (Onward) be awarded agreements for the remainder of FY 2025 and FY 2026. This agreement structure would allow the City to address unmet needs sooner and provide an implementation/pilot period prior to full launch in FY 2026. The FY 2025 agreement would pilot door-through-door, WAV, group trip, and app-based ride services from March 2025 to June 2025 for an amount not-to-exceed $235,438. The FY 2026 agreement would include all direct transportation services for an amount not-to-exceed $880,613.

Onward is a San Leandro -based transportation management company with a background in healthcare-related transportation. Onward’s business model combines three functional areas:

 A transportation customer relations management (CRM) platform with an integrated rider-facing app;
 Direct provision of door-through-door and non-emergency medical transport (NEMT) with call center support; and
 Integration with major curb -to-curb TNC providers including ride payment and ride subsidy management.

Staff’s recommendation aligns with the FY 2025 Paratransit Program Plan presented to Council and submitted to ACTC. The Plan calls for paratransit ridership of 10,000 curb-to-curb TNC rides; 2,000 door-through-door rides; and 1,000 WAV rides. Staff believes that Onward has the capacity to meet these objectives and will work closely with Onward staff to accomplish them.

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ECONOMIC IMPACT

HOP is supported exclusively by Alameda County Measure BB funds. The HOP program offers cost-effective transportation alternatives for eligible residents on fixed incomes , allowing participation in the local economy . Reliable mobility options for seniors and residents wit h disabilities may also allow for greater economic participation by caregivers.

STRATEGIC ROADMAP

This agenda item is a routine operational item and does not directly relate to any specific project outlined in the Strategic Roadmap. However, the HOP program supports quality of life for residents more generally.

FISCAL IMPACT

The proposed agreements with Eden I&R and Onward have no impact to the City’s General Fund. The program costs, including City staff and administrative costs, are entirely offset by the City’s Measure BB Paratransit reserves and special revenue funds derived from Measure BB sales tax revenues. No additional appropriation of Measure BB Paratransit funds is required to amend the agreement with Eden I&R or execute the FY 2025 agreement with Onward. Funding to support the FY 2026 agreement will be appropriated as part of the annual budget process.

SUSTAINABILITY FEATURES

HOP paratransit programs utilize shared vehicles, thereby reducing the number of vehicles on the road and associated emissions.

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NEXT STEPS

Staff recommends that Council adopts the attached resolutions authorizing the City Manager or their designee to negotiate and execute 1) an amendment to the agreement with Eden I&R, Inc. for FY 2025 curb-to-curb paratransit services; 2) an agreement with Onward Health, Inc. for self-service rides, WAV, door-through-door, and group trip paratransit services for the remainder of FY 2025; and 3) an agreement with Onward Health, Inc. for the above services as well as curb-to-curb rides with telephone customer service and travel training for FY 2026 .

Should Council adopt the resolution, staff will meet with representatives from each contracting agency to facilitate contract execution and will report on progress as part of the annual reporting process in calendar year 2026.

Prepared by: Rick Rivera, Management Analyst

Recommended by: Amy Cole-Bloom, Community Services Manager Regina Youngblood, Assistant City Manager

Approved by:

_____________________________________________
Dustin Claussen, Interim City Manager

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ATTACHMENT II

HAYWARD CITY COUNCIL
RESOLUTION NO. 24-
Introduced by Council Member

RESOLUTION AUTHORIZING THE CITY MANAGER TO AMEND THE FISCAL YEAR 2025 AGREEMENT WITH EDEN I&R INC. FOR NON -ADA
PARATRANSIT SERVICES BY $180,000 FOR A NOT -TO-EXCEED AMOUNT OF $452,619

WHEREAS, the City of Hayward provides non -ADA paratransit services to adults over age (70) and individuals with certified disabilities residing in Hayward and the surrounding unincorporated areas of Alameda County through the Hayward Operated Paratransit (HOP) program; and

WHEREAS, the City Council of the City of Hayward by Resolution 24 -072, dated April 23, 2024, authorized the City Manager to negotiate and execute all agreements necessary to carry out the HOP program as outlined in the FY 2025 Annual Paratransit Plan; and

WHEREAS, the City entered into an FY 2025 agreement with Eden I&R, Inc. for on - demand and prescheduled subsidized non -ADA paratransit services through transportation network companies (TNC) and accompanying telephone customer service for a not-to-exceed amount of $272,619; and

WHEREAS, beginning in FY 2020, Eden I&R offered HOP services Monday through Friday from 8:15am to 5:30pm; and

WHEREAS, in FY 2024, HOP TNC service hours were extended to Monday through Friday from 8:15am and 9:00pm and Saturday and Sunday from 8:00am to 4:00pm through a California Department of Transportation (Cal trans) grant provided to Eden I&R; and

WHEREAS, the Caltrans funding for extended hours will not be available to Eden I&R in FY 25; and

WHEREAS, the City desires to continue to offer night and weekend transportation services to its senior adult and disabled populations; and

WHEREAS, Eden I&R has the ability to offer services Monday through Friday from 8:15am and 7:00pm and Saturday and Sunday from 8:00am to 4:00pm if additional funding is made available; and

WHEREAS, funding to support this amendment was appropriated from Fund 214

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ATTACHMENT II

(Measure BB) as part of the annual budget process in anticipation of a potential need for additional rider subsidies.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby authorizes the City Manager or their designee to amend the Agreement with Eden I&R, Inc. to increase the non -ADA paratransit TNC service contract by $180,000 for a not- to-exceed amount of $452,619 to allow for the continuation of extended service hours through the end of Fiscal Year 2025.

IN COUNCIL, HAYWARD, CALIFORNIA , 2024
ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

APPROVED AS TO FORM:

ATTEST:

City Clerk of the City of Hayward

City Attorney of the City of Hayward

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ATTACHMENT III

HAYWARD CITY COUNCIL
RESOLUTION NO. 24-
Introduced by Council Member

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN
AGREEMENT WITH ONWARD HEALTH, INC. TO DEVELOP AND PILOT

WHEELCHAIR ACCESSIBLE VEHICLE RIDE, DOOR -THROUGH-DOOR

ASSISTED RIDES, GROUP TRIP, AND SELF-SERVICE APP RIDE FOR NON-ADA PARATRANSIT SERVICES THROUGH JUNE 30, 2025 IN AN AMOUNT NOT TO EXCEED $235,438

WHEREAS, the City of Hayward provides non -ADA paratransit services to adults over age (70) and individuals with certified dis abilities residing in Hayward and the surrounding unincorporated areas of Alameda County through the Hayward Operated Paratransit (HOP) program; and

WHEREAS, the City Council of the City of Hayward by Resolution 24 -072, dated April 23, 2024, authorized th e City Manager implement the FY 2025 Paratransit Program Plan submitted to the Alameda County Transportation Commission (ACTC); and

WHEREAS, the FY 2025 Paratransit Program Plan included a description of new and discontinued non-ADA paratransit services t he HOP program intended to implement in order to address unmet community needs; and

WHEREAS, on September 5, 2024, the HOP program published a Request for Proposals (RFP) inviting bids to implement new non-ADA paratransit services and restore previously discontinued HOP services in FY 2025, in addition to operating ongoing services beginning in FY 2026; and
WHEREAS, on October 1 8, 2024, eight (8) responsive proposals were received , reviewed and scored by City staff and three (3) were selected as finalists and invited to interview; and
WHEREAS, Onward Health, Inc. was selected by staff based on its ability to both operate existing Non -ADA paratransit direct transportation services and carry out all new and returning services requested in the RFP; and
WHEREAS, there is an immediate need among HOP’s enrolled users for wheelchair accessible vehicle rides , door-through-door assisted rides , and group trips , and the launch of a self-service ride request app would allow HOP to serve a greater number of riders; and WHEREAS, new and returning services will require a development and pilot period to ensure that these services are in place and functioning as needed prior to their full

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ATTACHMENT III

launch in FY 2026; and
WHEREAS, sufficient funds were appropriated from Fund 214 (Measu re BB) for pilot program implementation as part of the FY 2025 budget process in accordance with the Paratransit Program Plan submitted to ACTC.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby authorizes the City Manager or their designee to execute an agreement with Onward Health, Inc. to develop and pilot wheelchair accessible vehicle ride, door -through-door assisted ride, group trip, and self -service app Non -ADA paratransit services in the period between January 1, 2025 and June 30, 2025 for an amount not to exceed $235,438.

IN COUNCIL, HAYWARD, CALIFORNIA , 2024

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

APPROVED AS TO FORM:

ATTEST:

City Clerk of the City of Hayward

City Attorney of the City of Hayward

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ATTACHMENT IV

HAYWARD CITY COUNCIL
RESOLUTION NO. 24-
Introduced by Council Member

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN
AGREEMENT WITH ONWARD HEALTH, INC. FOR NON -ADA PARATRANSIT DIRECT TRANSPORTATION SERVICES FOR FY 2026 IN AN AMOUNT NOT TO EXCEED $880,613

WHEREAS, on September 5, 2024, the HOP program published a Request for Proposals (RFP) inviting bids expand the HOP program’s non -ADA paratransit services in FY 2025 as well as operated ongoing non -ADA paratransit services beg inning in FY 2026 ; and
WHEREAS, on October 18, 2024, eight (8) responsive proposals were received, reviewed and scored by City staff and three (3) were selected as finalists and invited to interview; and
WHEREAS, Onward Health, Inc. was selected by staff b ased on its ability to offer non-ADA paratransit direct transportation services consisting of curb-to-curb rides; door - through-door assisted rides; wheelchair accessible vehicle rides; group trips; and travel training to eligible residents via app, telephone or text message; and WHEREAS, Fund 214 (Measure BB) reserve balance is sufficient to support this agreement, and is expected to be augmented by the FY 2026 Measure BB Sales Tax Direct Local Distribution allocated by the Alameda County Transportation Commission; and WHEREAS, funding to support this agreement will be appropriated as part of the FY 2026 annual operating budget.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby authorizes the City Manager or their designee to execute an agreement with Onward Health, Inc. to provide FY 2026 non-ADA paratransit direct transportation services for an amount not to exceed $880,613.

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ATTACHMENT IV

IN COUNCIL, HAYWARD, CALIFORNIA , 2024

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

APPROVED AS TO FORM:

ATTEST:

City Clerk of the City of Hayward

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 24-652
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Director of Maintenance Services

SUBJECT
Adopt a Resolution Authorizing the City Manager to Transfer and Appropriate $128,150 from the General Fund to the Facilities Capital Improvement Fund Project No. 07222, for the Security and Infrastructure Repairs to Old City Hall Located at 22738 Mission Boulevard

RECOMMENDATION
That Council adopts resolution (Attachment II) authorizing the City Manager to transfer and appropriate $128,150 from the General Fund to the Facilities Capital Improvement Fund Project No. 07222, for the security and infrastructure repair to Old City Hall located at 22738 Mission Blvd.

SUMMARY
The City of Hayward’sOld City Hall on Mission Blvd. has remained vacant for over 40 years, and while staff has been diligent in maintaining its exterior facade, its deteriorating condition presents significant safety concerns. Multiple decades of its known vacancy have led to vandalism, structure fires and water intrusion caused by broken windows, the damaged roof and the fact that it is located directly on the Hayward Fault has led to the building being deemed unsafe for city staff and emergency personnel to access or maintain. Given the deteriorating state of the structure, coupled with the likelihood of its ultimate demolition, it is crucial that a series of minimal repairs are made to ensure the building's security and address immediate infrastructure needs.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 12/13/2024Page 1 of 1
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DATE: December 17, 2024

TO: Mayor and City Council

FROM: Todd Rullman, Director of Maintenance Services

SUBJECT: Adoption of a Resolution Authorizing the City Manager to Transfer and Appropriate $128,150 from the General Fund to the Facilities Capital Improvement Fund Project No. 07222, for the Security and Infrastructure repairs to Old City Hall located at 22738 Mission Boulevard.

RECOMMENDATION

That Council adopts resolution (Attachment II) authorizing the City Manager to Transfer and Appropriate $128,150 from the General Fund to the Facilities Capital Improvement Fund Project No. 07222, for the Security and Infrastructure repair to Old City Hall located at 22738 Mission Blvd.

SUMMARY AND BACKGROUND

The City of Hayward’s Old City Hall on Mission Blvd. has remained vacant for over 40 years, and while staff has been diligent to maintain its exterior façade, its deteriorating condition presents significant safety concerns. Multiple decades of its known vacancy have led to vandalism, structure fires and water intrusion caused by broken windows, the damaged roof and the fact that it is located on directly on the Hayward Fault has led to the building being deemed unsafe for city staff and emergency personnel to access or maintain. Given the deteriorating state of the structure, coupled with the likelihood of its ultimate demolition, it is crucial that a series of minimal repairs are made to ensure the building's security and address immediate infrastructure needs.

DISCUSSION

The Old City Hall, located at 22738 Mission Blvd, was constructed in the 1930s and sits directly atop the Hayward Fault, which has contributed to significant structural damage over the years. Jagged cracks have formed in the walls, mortar has come loose between bricks, windows have become misaligned, and staircases have begun to separate from their anchors.

Several engineering studies over the years have determined that retrofitting and repairing the building would not be a cost-effective solution. In the mid-1990s, it was determined that the building was uninhabitable and should be demolished. However, a group of community

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members successfully advocated for its preservation, and in 1996, the City Council agreed to grant the building historic status allowing it to remain as a historic monument in the city. This building is not on any State or National registry, its historic status is namely ceremonial,

The Maintenance Services Facilities Division is responsible for the preventative maintenance and component replacement of the Old City Hall. Regular and timely maintenance, along with a capital replacement schedule, is essential for ensuring the building's security and longevity until a more comprehensive plan for its demolition and future plans for the site can be developed.

In recent years, the condition of Old City Hall has deteriorated further, particularly with a marked increase in vandalism and unauthorized entries that resulted in structure fires. Over the last five years, there has been a notable uptick in break-ins and acts of vandalism, leading to severe structural damage. More concerning is the impact these incidents have on life-safety of first responders and City maintenance staff, who may need to enter the building during emergency situations. In 2024, three major fires were intentionally set inside the building, causing substantial structural damage to the first and third floors, including severe damage to sections of the roof. These incidents underscore the growing risks associated with the building's continued neglect.

Due to the frequent and unauthorized entry of transients into the building, both the Maintenance Services Department, Hayward Fire Department and the Hayward Police Department have been regularly responding to mitigate safety risks and prevent further damage. The increasing frequency of these events has raised serious concerns about the safety of City staff and the likelihood of additional property damage.

Given the ongoing challenges and risks, it is imperative that immediate actions be taken to address the building’s immediate security and infrastructure needs, including repairs to ensure its safety and to prevent further damage and vandalism.

Three key recommendations for repairing and securing the Old City Hall are outlined below:

1. Securing First Floor Windows:

The glass windows on the ground floor have been boarded up over time and currently serve as the most frequent point of entry for unauthorized access. To minimize this vulnerability for illegal entry through these windows, it is recommended to secure and apply stucco coating over the first-floor windows. This will mirror the existing color and texture of the building, providing a seamless appearance that maintains the historic integrity of the structure. By stuccoing these windows, the entry points will be permanently secured, ensuring minimal ongoing maintenance while effectively preventing unauthorized access. This repair is a long- term, cost-effective solution to enhance the security of the building.

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2. Roof Repair:

The recent fires have caused extensive damage to the Old City Hall, particularly to the roof structure. Specifically, the following issues have been identified:
 A 12’x12’ hole in the flat section of the roof.
 Two 4’x4’ holes on the sloped portion of the roof.
 Structural damage to the cross members of the supporting roof, raising concerns about potential water damage and the risk of roof collapse.

Given the severity of the damage, immediate repairs are necessary to prevent further deterioration and safeguard the building from additional risks. The roof must be temporarily repaired to limit large scale water infiltration, which could exacerbate structural issues and compromise the integrity of the building. The repairs will include patching the holes, reinforcing the damaged cross members, and ensuring that the roof is watertight to prevent further damage from the elements.

3. Doorway Repair:

In consultation with the Hayward Fire Department, it has been recommended that two specific doorways be left intact to provide safe entry and exit in emergency situations. These doorways are crucial for ensuring that first responders and City staff can access the building swiftly and safely during emergencies.

To enhance both security and functionality, the following repairs are proposed for these doorways:
 Retrofitting: The existing doorframes will be removed and reframed to accommodate the new doors.
 Vandal-Proof Metal Doors: Durable, metal doors designed to resist vandalism and unauthorized entry will be installed. These doors will provide a secure and long-lasting solution to the issue of break-ins and damage.

By making these repairs, the building will be better equipped to withstand further damage from vandalism, while maintaining safe and accessible entry points for emergency situations.

This upgrade will also contribute to the overall safety and security of the building, reducing the risk of future incidents.

Alquist Priolo Act Limitations:

The proposed building repairs comply with the Hayward General Plan 2040 Safety Element Policy HAZ-2.4, which prohibits construction of any new structure intended for human occupancy across the potential rupture zone of any ground trace of an earthquake fault zone and Policy HAZ- 2.5 which states that renovations to existing structures within this zone shall be as per the limitation set in the Alquist Priolo Act (not to exceed 50% of the structure’s value).

Page 4 of 4 ends

Staff believe that the proposed expenditure for the repairs do not exceed 50% of the current value of the structure, and therefore remain in compliance with both Alquist-Priolo Act and the Safety Element of the City’s General Plan.

FISCAL IMPACT

There is insufficient funding in the security and infrastructure repairs to Old City Hall. . Staff is requesting a transfer and appropriation from the General Fund to the Facilities Capital Fund – Project No. 07222 in the amount of $128,150 to fully fund the project.

SUSTAINABILITY FEATURES

The City of Hayward is committed to developing projects that are environmentally responsible. Therefore, staff will ensure that the work scope proposed by the contractor incorporates features that are in line with the City’s sustainability guidelines.

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority of Improve Infrastructure.

NEXT STEPS

If this item is approved, the City Manager will support Project No. #07222 and staff will transfer and appropriate $128,150 from the General Fund to the Facilities Capital Fund.

Prepared by: Rod Affonso, Deputy Direction of Maintenance Services Liz Moran, Management Analyst II

Recommended by: Todd Rullman, Director of Maintenance Services

Approved by:

_________________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

Page 1 of 2 ends

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Member _________

RESOLUTION AUTHORIZING THE CITY MANAGER TO AMEND THE FY 2025

BUDGET RESOLUTION IN ORDER TO APPROPRIATE AND TRANSFER
$128,150 FROM THE GENERAL FUND TO THE FACILITIES CAPITAL IMPROVEMENT FUND PROJECT NO. 07222 FOR THE SECURITY AND INFRASTRACTURE REPAIRS TO OLD CITY HALL LOCATED AT 22738 MISSION

BOULEVARD

WHEREAS, the Facilities Capital Improvement Program is created to fund facility infrastructure projects with a focus on providing safe, clean and green facilities for employees and the public; and

WHEREAS, built in (1930), the Old City Hall was constructed and sits directly atop the Hayward Fault, which has contributed to significant structural damage over the years; and

WHEREAS, in recent years, the condition of Old City Hall has deteriorated further, particularly with a marked increase of vand alism and unauthorized entries that resulted in structure fires; and

WHEREAS, to mitigate safety risks and prevent further damage , Old City Hall is in need of urgent repairs; and
WHEREAS, an additional appropriation is the amount of $ 128,150 is required to complete the Security and Infrastructure Repairs to Old City Hall.

BE RESOLVED, by the City Council of the City of Hayward that the City Council hereby approves the amendment to the FY 2025 budget resolution by authorizing the City Manager to transfer $128,150 from the General Fund, and appropriat e $128,150 to the Facilities Capital Improvement Fund for Project No. 07222 for the Security and Infrastructure repair to Old City Hall located at 22738 Mission Boulevard.

ATTACHMENT II

Page 2 of 2 ends

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 24-658
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Director of Finance

SUBJECT
Authorize the City Manager to Execute Agreements with the California Department of Tax and Fee Administration (CDTFA) for Implementation of a Local Transactions and Use Tax; and Approve Authorization for the Examination of Sales or Transactions and Use Tax Records

RECOMMENDATION
That Council adopts the following resolutions:

1. Resolution (Attachment II) authorizing the City Manager to sign implementation agreements with the California Department of Tax and Fee Administration (CDTFA) to administer the City’s extension of its existing half cent transaction and use tax.

2. Resolution (Attachment III) designating and authorizing “officers” to examine ‘confidential’ transactions and use tax information maintained by the CDTFA; and explicitly authorize access to the City’s transactions and use tax information, specific to Measure K1 maintained by CDTFA to Avenu Insights & Analytics.

SUMMARY
In June 2014, the voters of the City of Hayward passed a ballot measure (Measure C) to increase the City’s Transaction and Use (sales) Tax by half a percent for twenty years (sunset 2034).

During the November 2024 municipal election, the voters of the City of Hayward passed a ballot measure (Measure K1) to extend the current half cent sales tax for an additional twenty years beyond the current sunset to 2054.

In addition to the execution of agreements with CDTFA, authorization explicitly granting access to the City’s transactions and use tax (Measure K1) information is required.

ATTACHMENTS
CITY OF HAYWARD Printed on 12/13/2024Page 1 of 2
powered by Legistar™
File #:CONS 24-658
Attachment I Staff Report
Attachment II Resolution CDTFA
Attachment IIA Exhibit A
Attachment IIB Exhibit B
Attachment III Resolution Sales or Transactions and Use Tax CITY OF HAYWARD Printed on 12/13/2024Page 2 of 2
powered by Legistar™

Page 1 of 3 ends

DATE: December 17, 2024

TO: Mayor and City Council

FROM: Director of Finance

SUBJECT: Authorize the City Manager to Execute Agreements with the California Department of Tax and Fee Administration (CDTFA) for Implementation of a Local Transactions and Use Tax; and Approved Authorization for the Examination of Sales or Transactions and Use Tax Records

RECOMMENDATION

That Council adopts the following resolutions:

SUMMARY

In June 2014, the voters of the City of Hayward passed a ballot measure (Measure C) to increase the City’s Transaction and Use (sales) Tax by half a percent for twenty years (sunset 2034).

In addition to the execution of agreements with CDTFA, authorization explicitly granting access to the City’s transactions and use tax (Measure K1) information is required.

Page 2 of 3 ends

BACKGROUND & DISCUSSION

In June 2014, the voters of the City of Hayward passed a ballot measure (Measure C) to increase the City’s Transaction and Use (sales) Tax by half a percent for twenty years (sunset 2034).

CDTFA administers and collects all Transactions and Use Tax on behalf of the City and remits payment revenues to the City. In order for CDTFA to administer, collect, and remit the Transaction and Use Tax approved by the voters, the CDTFA requires that the City to enter into a Preparatory Agreement and an Administration Agreement to facilitate this process (Exhibits A and B to the Resolution). The City Council must explicitly authorize the City Manager to execute these documents.

Along with administering, collecting and remitting payment of half cent sales tax revenues to the City, CDTFA also maintains confidential registration information and monthly allocation data. To view or receive half cent sales tax related transactions and use tax revenue information, CDTFA requires that City Council explicitly designate and authorize by resolution the specific officers to be granted access. The following positions are recommended for designation as officers for the City for this purpose:

City Manager
Assistant City Manager
City Attorney
Director of Finance
Deputy Director of Finance
Revenue Manager
Chief Economic Development Officer

Access to this data will assist City staff in managing and projecting revenues throughout the year to assist with its long-term projections and the budget process.

In addition, the City also authorizes Avenu Insights & Analytics to be provided with the same level of access. The City is engaged with Avenu Insights & Analytics to provide audit, compliance and analytic services for the City’s Sales/Use Tax (including the Transactions and Use Tax), as well as the City’s Utility Users Tax, Transient Occupancy Tax and Business License Tax programs. Avenu Insights & Analytics has been provided with access to the City’s sales and use tax information including data specific to Hayward’s Transactions and Use Tax (Measure C tax revenues). This action will authorize access for the extension of the tax (Measure K1). Continued authorization this data will allow Avenu Insights & Analytics to provide the same audit, compliance and analytic services the City currently receives for the Sales and Use Tax.

Page 3 of 3 ends

STRATEGIC ROADMAP

There is no direct impact on the Strategic Roadmap.

ECONOMIC & FISCAL IMPACT

There is no direct fiscal impact related to the requested action. However, the revenues to be generated by the extension of the half cent transactions and use tax are estimated to be approximately $20-$23 million per year under current projections and economic conditions.

PUBLIC CONTACT

This agenda item was published in accordance with all Brown Act requirements.

NEXT STEPS

Upon approval by City Council, staff will proceed with executing agreements with CDFTA, an submit all necessary forms in accordance with requirements set forth by CDFTA.

Prepared & Recommended by: Nicole Gonzales, Director of Finance

Approved by:

____________________________
Dustin Claussen, Interim City Manager

ATTACHMENT II

Page 1 ends

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-

Introduced by Council Member

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HAYWARD

AUTHORIZING THE CITY MANAGER TO EXECUTE AGREEMENTS

WITH THE CALIFORNIA DEPARTMENT OF TAX AND FEE

ADMINISTRATION FOR IMPLEM ENTATION OF A LOCAL

TRANSACTIONS AND USE TAX

WHEREAS, on December 10, 2024, the City Council approved ME Ordinance No. 24- 01 amending the City Municipal Code and providing for a local transactions and use tax; and

WHEREAS, the California Department of Ta x and Fee Administration (Department) administers and collects the transactions and use taxes for all applicable jurisdictions within the state; and

WHEREAS, the Department will be responsible to administer and collect the transactions and use tax for the City; and

WHEREAS, the Department requires that the City enter into a “Preparatory Agreement” and an “Administration Agreement” prior to implementation of said taxes, and

WHEREAS, the Department requires that the City Council authorize the agreements.

NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Hayward that the “Preparatory Agreement” attached as Exhibit A and the “Administrative Agreement” attached as Exhibit B are hereby approved and the City Manager is hereby authorized to execute each agreement.

The foregoing resolution was introduced and adopted at a regular meeting of the City Council of the City of Hayward held on December 17, 2024, by the following vote, to wit:

Page 2 ends

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 IIA

EXHIBIT A
(Rev. 07/24) 1

AGREEMENT FOR PREPARATION TO ADMINISTER AND OPERATE

CITY'S TRANSACTIONS AND USE TAX ORDINANCE

In order to prepare to administer a transactions and use tax ordinance adopted in accordance with the provision of Part 1.6 (commencing with Section 7251) of Division 2 of the Revenue and Taxation Code, the City of Hayward, hereinafter called City, and the CALIFORNIA DEPARTMENT OF TAX AND FEE ADMINISTRATION , hereinafter called Department, do agree as follows:

1. The Department agrees to enter into work to pre pare to administer and operate a transactions and use tax in conformity with Part 1.6 of Division 2 of the Revenue and Taxation Code which has been approved by a majority of the electors of the City and whose ordinance has been adopted by the City.

2. City agrees to pay to the Department at the times and in the amounts hereinafter specified all of the Department's costs for preparatory work necessary to administer the City's transactions and use tax ordinance. The Department's costs for preparatory work include costs of developing procedures, programming for data processing, developing and adopting appropriate regulations, designing and printing forms, developing instructions for the Department's staff and for taxpayers, and other appropriate and necessar y preparatory costs to administer a transactions and use tax ordinance. These costs shall include both direct and indirect costs as specified in Section 11256 of the Government Code.

3. Preparatory costs may be accounted for in a manner which conforms t o the internal accounting and personnel records currently maintained by the Department. The billings for costs may be presented in summary form. Detailed records of preparatory costs will be retained for audit and verification by the City.

4. Any dispute as to the amount of preparatory costs incurred by the Department shall be referred to the State Director of Finance for resolution, and the Director's decision shall be final.

5. Preparatory costs incurred by the Department shall be billed by the Department periodically, with the final billing within a reasonable time after the operative date of the ordinance. City shall pay to the Department the amount of such costs on or before the last day of the next succeeding month following the month when the billing is received.

(Rev. 07/24) 2

6. The amount to be paid by City for the Department's preparatory costs shall not exceed one hundred seventy -five thousand dollars ($175,000) (Revenue and Taxation Code Section 7272.)

7. Communications and notices may be sent by fir st class United States mail or through email at [email protected]. If and when communications and notices may include confidential information, communications and notices must be sent through encrypted email at [email protected] or by mail. Communications and notices to be sent to the Department shall be addressed to:

California Department of Tax and Fee Administration
P.O. Box 942879 MIC: 27
Sacramento, California 94279-0027

Attention: Administrator
Local Revenue Branch

Communications and notices to be sent to City shall be addressed to:

_________City Manager____________________________

_________777 B Street_____________________________

__________Hayward, CA 94541___________________

8. The date of this agreement is the date on which it is approved by the Department of General Services. This agreement shall continue in effect until the preparatory work necessary to administer City's transactions and use tax ordinance has been completed and the Department has received all payments due from City under the terms of this agreement.

(Rev. 07/24) 2

CITY OF HAYWARD CALIFORNIA DEPARTMENT OF TAX

AND FEE ADMINISTRATION

By By
(Signature) Administrator
Local Revenue Branch
Dustin Claussen
(Typed Name) Date: _______________________________

Interim City Manager
(Title)

Date: _______________________________

ATTACHMENT IIB

EXHIBIT B

AGREEMENT FOR STATE ADMINISTRATION

OF CITY TRANSACTIONS AND USE TAXES

The City Council of the City of Hayward has adopted, and the voters of the City of Hayward (hereafter called “City” or “District”) have approved by the required majority vote, the City of Hayward Transactions and Use Tax Ordinance (hereafter called “Ordinance”), a copy of which is attached hereto. To carry out the provisions of Part 1.6 of Division 2 of the Revenue and Taxation Code and the Ordinance, the California State Department of Tax and Fee Administration, (hereinafter called the “Department”) and the City do agree as follows:

ARTICLE I

DEFINITIONS

Unless the context requires otherwise, wherever the following terms appear in the Agreement, they shall be interpreted to mean the following:

1. "District taxes" shall mean the transactions and use taxes, penalties, and interest imposed under an ordinance specifically authorized by Revenue and Taxation code Section 7285.91, and in compliance with Part 1.6, Division 2 of the Revenue and Taxation Code.

2. "City Ordinance" shall mean the City's Transactions and Use Tax Ordinance referred to above and attached hereto, Ordinance No. , as amend ed from time to time, or as deemed to be amended from time to time pursuant to Revenue an d Taxation Code Section 7262.2.

ARTICLE II

ADMINISTRATION AND COLLECTION

OF CITY TAXES

A. Administration. The Department and City agree that the Department shall perform exclusively all functions incident to the administration and operation of the City Ordinance. (Rev. 7/24) 2

B. Other Applicable Laws. City agrees that all provisions of law applicable to the administration and operation of the Department Sales and Use Tax Law which are not inconsistent with Part 1.6 of Division 2 of the Revenue and Taxation Code s hall be applicable to the administration and operation of the City Ordinance. City agrees that money collected pursuant to the City Ordinance may be deposited into the State Treasury to the credit of the Retail Sales Tax Fund and may be drawn from that Fu nd for any authorized purpose, including making refunds, compensating and reimbursing the Department pursuant to Article IV of this Agreement, and transmitting to City the amount to which City is entitled.

C. Transmittal of money.

1. For the period d uring which the tax is in effect, and except as otherwise provided herein, all district taxes collected under the provisions of the City Ordinance shall be transmitted to City periodically as promptly as feasible, but not less often than twice in each cale ndar quarter.

2. For periods subsequent to the expiration date of the tax whether by City’s self - imposed limits or by final judgment of any court of the State of California holding that City’s ordinance is invalid or void, all district taxes collected under the provisions of the City Ordinance shall be transmitted to City not less than once in each calendar quarter.

3. Transmittals may be made by mail or electronic funds transfer to an account of the City designated and authorized by the City. A st atement shall be furnished at least quarterly indicating the amounts withheld pursuant to Article IV of this Agreement.

D. Rules. The Department shall prescribe and adopt such rules and regulations as in its judgment are necessary or desirable for the a dministration and operation of the City Ordinance and the distribution of the district taxes collected thereunder.

E. Preference. Unless the payor instructs otherwise, and except as otherwise provided in this Agreement, the Department shall give no preference in applying money received for state sales and use taxes, state -administered local sales and use taxes, and district transactions and use taxes owed by a taxpayer, but shall apply moneys collected to the satisfaction of the claims of (Rev. 7/24) 3
the State, cities, counties, cities and counties, redevelopment agencies, other districts, and City as their interests appear.

F. Security. The Department agrees that any security which it hereafter requires to be furnished by taxpayers under the State Sales and Use T ax Law will be upon such terms that it also will be available for the payment of the claims of City for district taxes owing to it as its interest appears. The Department shall not be required to change the terms of any security now held by it, and City shall not participate in any security now held by the Department.

G. Records of the Department.

When requested by resolution of the legislative body of the City under section 7056 of the Revenue and Taxation Code, the Department agrees to permit authorized personnel of the City to examine the records of the Department, including the name, address, and account number of each seller holding a seller’s permit with a registered business location in the City, pertaining to the ascertainment of transactions and use taxes collected for the City. Information obtained by the City from examination of the Department's records shall be used by the City only for purposes related to the collection of transactions and use taxes by the Department pursuant to this Agreement.

H. Annexation. City agrees that the Department shall not be required to give effect to an annexation, for the purpose of collecting, allocating, and distributing District transactions and use taxes, earlier than the first day of the calendar quarter which commences not less than two months after notice to the Department. The notice shall include the name of the county or counties annexed to the extended City boundary. In the event the City shall annex an area, the boundaries of which are not cotermi nous with a county or counties, the notice shall include a description of the area annexed and two maps of the City showing the area annexed and the location address of the property nearest to the extended City boundary on each side of every street or road crossing the boundary.

(Rev. 7/24) 4

ARTICLE III

ALLOCATION OF TAX

A. Allocation. In the administration of the Department's contracts with all districts that impose transactions and use taxes imposed under ordinances, which comply with Part 1.6 of Division 2 of the Revenue and Taxation Code:

1. Any payment not identified as being in payment of liability owing to a designated district or districts may be apportioned among the districts as their interest appear, or, in the discretion of the Department, to all di stricts with which the Department has contracted using ratios reflected by the distribution of district taxes collected from all taxpayers.

2. All district taxes collected as a result of determinations or billings made by the Department, and all amounts refunded or credited may be distributed or charged to the respective districts in the same ratio as the taxpayer's self -declared district taxes for the period for which the determination, billing, refund or credit applies.

B. Vehicles, Vessels, and Airc raft. For the purpose of allocating use tax with respect to vehicles, vessels, or aircraft, the address of the registered owner appearing on the application for registration or on the certificate of ownership may be used by the Department in determining the place of use.

ARTICLE IV

COMPENSATION

The City agrees to pay to the Department as the State's cost of administering the City Ordinance such amount as is provided for by law. Such amounts shall be deducted from the taxes collected by the Department for the City.

(Rev. 7/24) 5

ARTICLE V

MISCELLANEOUS PROVISIONS

A. Communications. Communications and notices may be sent by first class United States mail to the addresses listed below, or to such other addresses as the parties may from time to time designate or through email at [email protected]. If and when communications and notices may include confidential information, communications and notices must be sent through encrypted email at [email protected] or by mail.
(Rev. 7/24) 6

Communications and notices to be sent to the Department shall be addressed to:

California State Department of Tax and Fee Administration P.O. Box 942879
Sacramento, California 94279-0027

Attention: Administrator
Local Revenue Branch

Communications and notices to be sent to the City shall be addressed to:

_____________City Manager_____________________________

_____________777 B Street______________________________

_____________Hayward, CA 94541______________________

Unless otherwise directed, transmittals of payment of Distric t transactions and use taxes will be sent to the address above.

B. Term. The date of this Agreement is the date on which it is approved by the Department of General Services. The Agreement shall take effect on July 1, 2024 . This Agreement shall contin ue until December 31 next following the expiration date of the City Ordinance, and shall thereafter be renewed automatically from year to year until the Department completes all work necessary to the administration of the City Ordinance and has received an d disbursed all payments due under that Ordinance.

C. Notice of Repeal of Ordinance. City shall give the Department written notice of the repeal of the City Ordinance not less than 110 days prior to the operative date of the repeal. (Rev. 7/24) 7

ARTICLE VI

ADMINISTRATION OF TAXES IF THE

ORDINANCE IS CHALLENGED AS BEING INVALID

A. Impoundment of funds.

1. When a legal action is begun challenging the validity of the imposition of the tax, the City shall deposit in an interest-bearing escrow account, any proceeds transmitted to it under Article II. C., until a court of competent jurisdiction renders a final and non -appealable judgment that the tax is valid.

2. If the tax is determined to be unconstitutional or otherwise invalid, the City shall transmit to the Department the moneys retained in escrow, including any accumulated interest, within ten days of the judgment of the trial court in the litigation awarding costs and fees becoming final and non-appealable.

B. Costs of administration. Should a final jud gment be entered in any court of the State of California, holding that City's Ordinance is invalid or void, and requiring a rebate or refund to taxpayers of any taxes collected under the terms of this Agreement, the parties mutually agree that:

1. Department may retain all payments made by City to Department to prepare to administer the City Ordinance.

2. City will pay to Department and allow Department to retain Department's cost of administering the City Ordinance in the amounts set forth in Article IV of this Agreement.

3. City will pay to Department or to the State of California the amount of any taxes plus interest and penalties, if any, that Department or the State of California may be required to rebate or refund to taxpayers.

(Rev. 7/24) 8

4. City will pay to Department its costs for rebating or refunding such taxes, interest, or penalties. Department's costs shall include its additional cost for developing procedures for processing the rebates or refunds, its costs of actually making these refunds, de signing and printing forms, and developing instructions for Department's staff for use in making these rebates or refunds and any other costs incurred by Department which are reasonably appropriate or necessary to make those rebates or refunds. These cost s shall include Department's direct and indirect costs as specified by Section 11256 of the Government Code.

5. Costs may be accounted for in a manner, which conforms to the internal accounting, and personnel records currently maintained by the Department. The billings for such costs may be presented in summary form. Detailed records will be retained for audit and verification by City.

6. Any dispute as to the amount of costs incurred by Department in refunding taxes shall be referred to the State D irector of Finance for resolution and the Director's decision shall be final.

7. Costs incurred by Department in connection with such refunds shall be billed by Department on or before the 25th day of the second month following the month in which the judgment of a court of the State of California holding City's Ordinance invalid or void becomes final. Thereafter Department shall bill City on or before the 25th of each month for all costs incurred by Department for the preceding calendar month. City sha ll pay to Department the amount of such costs on or before the last day of the succeeding month and shall pay to Department the total amount of taxes, interest, and penalties refunded or paid to taxpayers, together with Department costs incurred in making those refunds.

(Rev. 7/24) 9

CITY OF HAYWARD CALIFORNIA STATE DEPARTMENT OF

TAX AND FEE ADMINISTRATION

By By
(Signature) Administrator
Local Revenue Branch
Dustin Claussen
(Typed Name) Date: _______________________________

Interim City Manager
(Title)

(Date)

ATTACHMENT III

Page 1 ends

HAYWARD CITY COUNCIL

RESOLUTION NO. 24-______

Introduced by Council Member _________________

A RESOLUTION OF CITY COUNCIL OF THE CITY OF HAYWARD

AUTHORIZING EXAMINATION OF SALES OR TRANSACTIONS AND USE

TAXES RECORDS

WHEREAS, pursuant to Ordinance Nu mber [ City Ordinance Number] of City of Hayward (City), and Revenue and Taxation Code section 7270, the City entered into a contract with the California Department of Tax and Fee Administration (Department) to perform all functions incident to the administ ration and collection of transactions and use taxes; and

WHEREAS, the City Council deems it desirable and necessary for authorized officers, employees and representatives of the City to examine confidential sales or transactions and use tax records of the Department pertaining to transactions and use taxes collected by the Department for the City pursuant to that contract; and

WHEREAS, Section 7056 of the California Revenue and T axation Code sets forth certain requirements and condit ions for the disclosur e of Department records, and Section 7056.5 of the California Revenue and Taxation Code establishes criminal penalties for the unlawful disclosure of information contained in, or derived from, the sales or transactions and use tax records of the Department.

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

Section 1. That the City Manager, Assistant City Manager, City Attorney, Director of Finance, Deputy Director of Finance, Revenue Manager, and Chief Economic Develo pment Officer or other officer or employee of the City designated in writing by the City Manager to the California Department of Tax and Fee Administration is hereby appointed to represent the City with authority to examine sales or transactions and use ta x records of the Department pertaining to transactions and use taxes collected for the City by the Department pursuant to the contract between the City and the Department.

Section 2. The information obtained by examination of Department records shall be used only for purposes related to the collection of City transactions and use taxes by the Department pursuant to that contract, and for purposes related to the following governmental functions of the City:

Page 2 ends

(a) Review of data for revenue and budget projection purposes

(b) Review of data for economic development purposes

The information obtained by examination of Department records shall be used only for those governmental functions of the City listed above.

Section 3 . That Avenu Insights & Analytics is her eby designated to examine the sales or transactions and use tax records of the Department pertaining to transactions and use taxes collected for the City by the Department. The person or entity designated by this section meets all of the following conditio ns, which are also included in the contract between the City and the Avenu Insights & Analytics:

a) has an existing contract with the City to examine those sales or transactions and use tax records;

b) is required by that contract to disclose information conta ined in, or derived from, those sales or transactions and use tax records only to the officer or employee authorized under Section 1 of this resolution to examine the information.

c) is prohibited by that contract from performing consulting services for a re tailer during the term of that contract;

d) is prohibited by that contract from retaining the information contained in, or derived from those sales or transactions and use tax records, after that contract has expired.

BE IT FURTHER RESOLVED that t he informa tion obtained by examination of Department records shall be used only for purposes related to the collection of City transactions and use taxes by the Department pursuant to the contract between the City and the Department and for those purposes relating t o the governmental functions of the City listed in section 2 of this resolution.

Section 4 . That Avenu Insights & Analytics is hereby designated to examine the sales or transactions and use tax records of the Department pertaining to any petition or appeal for the reallocation /redistribution of sales or transactions and use taxes that was filed Avenu Insights & Analytics on behalf of the City pursuant to the contract between the Avenu Insights & Analytics and City. The person or entity designated by this section meets all of the following conditions, which are also included in the contract between the City and the Avenu Insights & Analytics:

a) has an existing contract with the City to examine those sales or transactions and use tax records;

b) is required by that contract to disclose information contained in, or derived from, those sales or transactions and use tax records only to the officer or employee authorized under Section 1 of this resolution to examine the information.

Page 3 ends

c) is prohibited by that contract f rom performing consulting services for a retailer during the term of that contract;

d) is prohibited by that contract from retaining the information contained in, or derived from those sales or transactions and use tax records, after that contract has expired.

Section 5.

That this resolution super sedes all prior resolutions of the City Council adopted pursuant to subdivision (b) of Revenue and Taxation Code section 7056.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2024

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 24-661
DATE: December 17, 2024
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Adopt a Resolution: (1) Declaring a City Council Recess from December 23, 2024 through January 5, 2025 for the City’s Annual Holiday Business Closure; and (2) Authorizing the Interim City Manager, or their Designee, to Take Action on Administrative Matters as Necessary During the Recess

RECOMMENDATION
That the City Council adopts a resolution (Attachment II): (1) Declaring a City Council recess from December 23, 2024 through January 5, 2025 (holiday business closure); and (2) Authorizing the Interim City Manager, or their Designee, to take action on administrative matters as necessary during the recess.

SUMMARY
Each year, the Hayward City Council authorizes a December holiday recess and business closure which provides the members’time to rejuvenate and spend time with family and loved ones. This year, the City Council will recess from December 23, 2024 through January 5, 2025. Any special meetings scheduled during the recess will comply with Brown Act noticing requirements.

Although the City Council does not schedule regular meetings during the holiday recess and business closure, there might still be matters that require administrative action in a timely manner, which cannot be deferred. Staff requests that the City Council authorize the Interim City Manager, or their designee, to take action on administrative matters as necessary during the recess. This would involve authority to execute documents, such as contracts, and authority to submit or file documents, that would normally require City Council action. Following the recess and business closure, the Interim City Manager or their designee will report to the City Council on any administrative approvals made during the recess.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: December 17, 2024

TO: Mayor and City Council

FROM: Interim City Manager

SUBJECT: Adopt a Resolution: (1) Declaring a City Council Recess from December 23, 2024 through January 5, 2025 for the City’s annual holiday business closure; and (2) Authorizing the Interim City Manager, or their Designee, to take Action on Administrative Matters as Necessary During the Recess

RECOMMENDATION
That the City Council adopts a resolution (Attachment II): (1) Declaring a City Council recess from December 23 , 2024 through January 5, 2025 (holiday business closure ); and (2) Authorizing the Interim City Manager, or their Designee, to take action on administrative matters as necessary during the recess.

BACKGROUND/DISCUSSION
Each year, the Hayward City Council authorizes a December holiday recess and business closure which provides the members’ time to rejuvenate and spend time with family and loved ones. This year, the City Council will recess from December 23, 2024 through January 5, 2025. Any special meetings scheduled during the recess will comply with Brown Act noticing requirements.

Following the recess and business closure, the Interim City Manager or their designee will report to the City Council on any administrative approvals made during the recess.

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FISCAL IMPACT
The recommendation in this report will have no fiscal impact.

NEXT STEPS
Upon adoption of the Resolution, the City Council will recess from December 23, 2024 through January 5, 2025. The Interim City Manager or their designee will have the authority to take action on administrative matters during the winter recess and will report back to the City Council when it reconvenes after January 5, 2025.

Prepared by: Michael Lawson, City Attorney
Recommended by: Dustin Claussen, Interim City Manager
Approved by:

________________________________________________________ Dustin Claussen, Interim City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 24-____

Introduced by Council Members ________________

RESOLUTION (1) DECLARING A CITY COUNCIL RECESS FROM DECEMBER 23, 2024 THROUGH JANUARY 5, 2025 FOR THE CITY’S ANNUAL HOLIDAY CLOSURE; and (2) AUTHORIZING THE INTERIM CITY MANAGER OR THEIR

DESIGNEE TO TAKE ACTION ON ADMINISTRATIVE MATTERS AS NECESSARY

DURING THE RECESS

WHEREAS, annually the City Council declares a holiday business closure and recess which provides members with time to rejuvenate and spend time with family and loved ones; and

WHEREAS, during the holiday closure certain administrative matters that typically require City Council approval may require action which cannot be deferred until after the holiday business closure and recess; and

WHEREAS, the Interim City Manager or their designee may be authorized by the City Council to take action on administrative matters involving execution, submission, or filing of documents, as necessary during the business closure and recess.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby declares that it shall be on recess from December 23, 2024 through January 5, 2025;

BE IT FURTHER RESOLVED, that the City Council hereby authorizes the Interim City Manager or their designee to take action on administrative matters requiring execution, submission, or filing of documents during the City Council’s 2024 recess which cannot be deferred until the next regularly scheduled City Council meeting; and

BE IT FURTHER RESOLVED, that all actions taken by the Interim City Manager or their designee pursuant to this resolution shall be reported to the City Council at the first regular City Council meeting following the 2024 holiday closure and winter recess.

ATTACHMENT III

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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: ____________________________
Miriam Lens, City Clerk

APPROVED AS TO FORM:

____________________________________
Michael Lawson, City Attorney

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: WS 24-038
DATE: December 17, 2024
TO: Mayor and City Council
FROM: Assistant City Manager

SUBJECT
Let’s House Hayward Strategic Plan: Implementation Update and Discussion of Next Steps

RECOMMENDATION
That the Council receives an update on the implementation of the Let’sHouse Hayward Strategic Plan to reduce homelessness and provides guidance to staff on approaching the City’sresponse to homelessness when the five-year plan concludes in Fiscal Year 2026.

SUMMARY
On January 28, 2020, Council approved the first iteration of the City’sStrategic Roadmap, which included the priority area to Protect, Preserve, and Produce Housing. That priority area included the project to create and implement a homelessness reduction strategic plan. Developing a strategic plan to address homelessness enables the City to proactively position and prioritize the City’s work toward helping to resolve this regional issue and prepare for accessing additional resources as they become available.

On September 22, 2020, Council authorized an agreement with Homebase to prepare the five-year Let’s House Hayward! (LHH) Strategic Plan. To develop the LHH Plan, Homebase conducted extensive best practice research and collected a wide range of data and input from City stakeholders, including Council.

Council adopted the five-year LHH plan on July 13, 2021, along with the City’sAmerican Rescue Plan Act (ARPA) expenditure plan, which included several projects identified in the LHH plan. Staff provided multiple updates on implementation of the plan, inviting LHH steering committee members and interested parties. One of these updates was provided directly to Council on June 28, 2022, and another was provided to the Homelessness-Housing Task Force on December 7, 2023.

The LHH plan spans from fiscal year 2021-2022 through 2025-2026, so there are approximately one and a half years remaining in its implementation. This work session item provides an updated summary of LHH implementation progress. It includes implementation accomplishments and highlights, as well as discussion of activities that are not on track based on the timeline established in the LHH plan. Staff request that Council review this update and direct staff to continue pursuing the strategic goals and CITY OF HAYWARD Printed on 12/13/2024Page 1 of 2
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File #:WS 24-038
priorities established in the plan following its conclusion.

ATTACHMENTS
Attachment I Staff Report
Attachment II Let’s House Hayward! Strategic Plan
Attachment III Implementation Status Update
Attachment IV Hayward Navigation Center Update
Attachment V HEART Program Update
CITY OF HAYWARD Printed on 12/13/2024Page 2 of 2
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DATE: December 17, 2024
TO: City Council
FROM: Assistant City Manager
SUBJECT: Let’s House Hayward Strategic Plan: Implementation Update and Discussion of Next Steps

RECOMMENDATION
That the Council receives an update on the implementation of the Let’s House Hayward Strategic Plan to reduce homelessness and provides guidance to staff on approaching the City’s response to homelessness when the five-year plan concludes in Fiscal Year 2026.

SUMMARY
On January 28, 2020, Council approved the first iteration of the City’s Strategic Roadmap, which included the priority area to Protect, Preserve, and Produce Housing. 1 That priority area included the project to create and implement a homelessness reduction strategic plan.

Developing a strategic plan to address homelessness enables the City to proactively position and prioritize the City’s work toward helping to resolve this regional issue and prep are for accessing additional resources as they become available.

On September 22, 2020, Council authorized an agreement with Homebase to prepare the five- year Let’s House Hayward ! (LHH) Strategic Plan. 2 To develop the LHH Plan, Homebase conducted extensive best practice research and collected a wide range of data and input from

1 January 28, 2020, City Council Meeting Agenda and Materials:
https://hayward.legistar.com/LegislationDetail.aspx?ID=4315589&GUID=1F328D58-C3FC-41E5-8BF7- A17E4E09DDCB&Options=&Search=
2 September 22, 2020, City Council Meeting Agenda and Materials:
https://hayward.legistar.com/LegislationDetail.aspx?ID=4646746&GUID=5852A012-464E-410B-85F2- 2C8F1CDB0400&Options=&Search=

City stakeholders, including Council.3,4 Council adopted the five-year LHH plan on July 13, 2021, along with the City’s American Rescue Plan Act ( ARPA) expenditure plan, which included several projects identified in the LHH plan.5 Staff provided multiple updates on implementation of the plan, inviting LHH steering committee members and interested parties. One of these updates was provided directly to Council on June 28, 2022, and another was provided to the Homelessness-Housing Task Force on December 7, 2023.6,7

The LHH plan spans from fiscal year 2021-2022 through 2025-2026, so there are approximately one and a half years remaining in its implementation. This work session item provides an updated summary of LHH implementation progress. It includes implementation accomplishments and highlights, as well as discussion of activities that are not on track based on the timeline established in the LHH plan. Staff request that Council review this update and provide guidance to staff on approaching the City’s response to homelessness when the five-year plan concludes in Fiscal Year 2026.

BACKGROUND
The homelessness crisis is a difficult and persistent regional issue. The comprehensive efforts needed to dramatically reduce homelessness in Hayward, the Bay Area, and the state require ongoing investment and collaboration to make homelessness a rare , brief, and one -time experience. The City of Hayward has long identified homelessness and housing affordability as key issues in the community and has supported local, regional, and state efforts to address these issues. The City’s Strategic Roadmap (Roadmap) includes the priority area to Preserve, Protect, and Produce Housing for All and the first iteration of the Roadmap included a project to create a City of Hayward plan to end homelessness. 8

Developed through extensive community and stakeholder engagement, the LHH Strategic Plan outlines both the current needs in the community in relation to homelessness and supportive services as well as goals and strategies to effectively address these needs. The plan uses a racial equity lens, aligns with existing regiona l plans, centers individuals with lived experience,

3 April 20, 2021, City Council Meeting Agenda and Materials:
https://hayward.legistar.com/LegislationDetail.aspx?ID=4916429&GUID=67261A4F-2AD6-499F-98DF- E3EFEC367E21&Options=&Search=
4 June 3, 2021, Homelessness-Housing Task Force Meeting Staff Report and Attachments:
https://hayward.legistar.com/LegislationDetail.aspx?ID=4969216&GUID=B883E7B0-B8DF-4846-958A- 7626624934F4&Options=&Search=
5 July 13, 2021, City Council Meeting Agenda and Materials:
https://hayward.legistar.com/MeetingDetail.aspx?ID=873400&GUID=3A966F19-3378-4C59-8EB8- EAF54D8C8478&Options=info|&Search=let%27s+house+hayward 6 June 28, 2022, City Council Meeting Agenda and Materials:
https://hayward.legistar.com/LegislationDetail.aspx?ID=5709698&GUID=55CE1563-86DB-4F2F-8D3E- F5ADBBB68E84&Options=&Search=
7 December 7, 2023, Homelessness-Housing Taskforce Agenda and Materials:
https://hayward.legistar.com/MeetingDetail.aspx?ID=1143002&GUID=F2DCC649-9C03-482D-999C- 3B2391F2F697&Options=info|&Search=
8 June 6, 2023, City Council Meeting Agenda and Materials:
https://hayward.legistar.com/LegislationDetail.aspx?ID=6247773&GUID=A6285074-C926-4906-A54B- 2BC0A8BA6466&Options=&Search=
leverages Hayward’s strengths and previous efforts, addresses the City’s unique needs, and establishes a pipeline of community-driven projects and programs.

Every two years, Alameda County leads the Point-in-Time (PIT) Count, a county-wide effort required by the Department of Housing and Urban Development (HUD) to conduct a visual count of individuals experiencing homelessness at a specific point in time. When the LHH plan was developed in 2020, the City had recently seen a 23% increase in homelessness from 2017 to 2019 according to PIT data. Of those experiencing homelessness, a disproportionate number were African American and people of color. Subsequent 2022 PIT data showed a 22% reduction in the number of people experiencing homelessness, though there was a 22% increase County- wide and people of color were still experiencing homelessness at a disproportionately high rate.

The County coordinated the most recent PIT Count in January 2024 and Hayward saw a 34% increase in homelessness from 2022 to 2024. The significant increase is primarily attributable to a 105% increase in sheltered homelessness, compared to only a 4% increase in unsheltered homelessness. Sheltered homelessness refers to people living in emergency shelter or transitional housing, while unsheltered homelessness refers to people living in places not meant for human habitation. The large increase in sheltered homelessness coupled with a small increase in unsheltered homelessness reflect efforts by City and its partners to bring people indoors into temporary or emergency solutions while continuing to focus on connecting them to permanent housing.9

Council prioritized the LHH plan in 2020 in recognition of the need to proactively position and prioritize the City’s work toward helping to resolve this regional issue and prepare for accessing additional resources as they become available. The LHH plan was adopted July 13, 2021, in conjunction with the City’s expenditure plan for ARPA funding. Priority projects from the LHH plan were included in the federal funding expenditure plan. The LHH plan is included as Attachment II.

DISCUSSION
The LHH plan contains three over-arching goals:

1. Formalize a coordinated and compassionate citywide response to homelessness and develop wider community understanding and engagement

2. Increase availability of and reduce barriers to homeless crisis response services

3. Ensure access to and retention of affordable permanent housing

Attachment III provides an a ctivity-specific implementation status update on each LHH activity associated with these goals. Several projects in the plan have been integrated as part of the City’s regular operations, such as implementation of the Residential Rent Stabilization and Tenant Protection Ordinance (LHH activity 3.1a), operation of the Hayward Navigation Center ( 2.1a; see Attachment IV for more information) , and internal and external

9 After this report was completed, the County released jurisdiction-specific data infographics. Hayward’s infographic is included as Attachment VI.
coordination across agencies and departments to respond to encampments and unsheltered homelessness (1.1a and 1.1c).

Notably, several projects that Council funded through the City’s ARPA allocation have concluded or are approaching their conclusion and do not have subsequent funding identified to maintain them. These include:
 Continue implementation of the Housing Navigation Center Hotel Annex (2.1b & 2.1c): The Annex operated for two years, serving primarily individuals who were homeless and medically fragile. It served 143 individuals and placed 73% of them into permanent housing.
 Expand Winter Warming Shelter to day center with year round operations (2.1e & 2.4a) : The South Hayward Parish emergency shelter received three years of funding to expand operations year-round with day center resources. As of the current fiscal year, there is no ongoing funding source to maintain these expanded hours.  One-time increase to Community Agency Funding process to support non-profit partners who provide homelessness prevention and supportive services (2.4b): The Commu nity Services Commission allocated an additional $500,000 to services agencies as part of the Community Agency Funding process in Fiscal Year 2023; however, there has been no subsequent increase to the General Fund allocation for service providers working to prevent and respond to homelessness.  Develop and implement a shallow rental subsidy program to prevent homelessness (3.1d): The shallow rental subsidy program is fully enrolled with 75 households receiving monthly rental subsidy for an 18 -month period while working with case managers to identify affordable housing and other resources to reduce cost- burden. There are no funds identified to continue this program.

The following Discussion section highlights the alignment between the Fiscal Year 2024 - 2025+ Strategic Roadmap and the LHH plan, then reviews key implementation accomplishments and challenges, with specific discussion of any projects that are not on track according to the timeline established in the LHH plan.

Table 1 below lists activities that are in both the LHH plan and the FY 2024-2025+ Strategic Roadmap.

Table 1. Strategic Roadmap and LHH Plan Activity Alignment Strategic Roadmap Project LHH Plan Activity
H2 Continue to oversee operations of
the Navigation Center

2.1a Continue oversight and
management of the Navigation
Center
H3 Piloting a flexible funding pool for
preventing homelessness, including
a shallow subsidy program

3.1d Identify funds for and develop a
shallow subsidy program/ongoing
rental assistance for extremely low-
income and high-rent- burden
households
Strategic Roadmap Project LHH Plan Activity
H4 Continue to explore safe parking
options along with encampment
management

2.2b Develop funding for and facilitate
the development of a safe parking
site with progressive engagement
services, including for those living in
RVs
H9 Continue work on updating the
Affordable Housing Ordinance

3.2f Evaluate the Affordable Housing
Ordinance’s effectiveness in
providing affordable housing
opportunities to prevent
displacement of Hayward residents
and create housing opportunities
for individuals experiencing
homelessness in connection with
analysis related to the private
sector's ability to produce such
units.

H10 Amend the Municipal Code to
address Housing Element Actions
related to housing for a variety of
income levels and housing types

3.2b As part of the Housing Element
development, identify zoning
barriers to implementing innovative
shelter and housing models, such as
tiny homes, safe parking, safe
camping, and multi-unit
development in City planning codes
and ordinances.

H14 Evaluate available funding to issue a
Notice of Funding Availability
(NOFA)

Additionally, some Strategic Roadmap projects were added after the development of the LHH plan, so they are not reflected as specific activities in the LHH plan. However, these projects do align with LHH strategies. Table 3 below lists projects from the Strategic Roadmap that align with broader strategies in the LHH Plan.

Table 2. Strategic Roadmap and LHH Plan Strategy Alignment Strategic Roadmap Project LHH Plan Strategy
H1 Support development of St. Regis
Behavioral Health Campus to
provide health and housing services
to people experiencing

2.1 Expand housing-focused shelter
capacity

3.2 Prioritize the development of
housing targeted to people
experiencing homelessness
Strategic Roadmap Project LHH Plan Strategy
homelessness and mental health
crises
H5 Leverage partnerships to support
acquisition and rehabilitation
projects through State Homekey
funding

1.2 Develop funding and evaluation
strategy reflecting community
priorities identified in this strategic
plan

3.2 Prioritize the development of
housing targeted to people
experiencing homelessness

Table 3 below highlights several exciting accomplishments achieved through implementation of the LHH plan.

Table 3. LHH Plan Implementation Accomplishments
LHH Activity Accomplishment

1.1a Continued cross-departmental and cross-jurisdictional collaboration efforts within the City and between the City and regional partners including the Hayward Area Recreation District (HARD), Hayward Unified School District, BART, Union Pacific, Caltrans Bay Area, neighboring cities, and Alameda County.

1.1c

2.1b Concluded implementation of the expanded Housing Navigation Center Annex, which served 143 individuals over two years and placed 73% of all individuals exiting the program into permanent housing. 2.1c

2.3c Continued staff participation in regional efforts, including Alameda County Mayors’ Homelessness Working Group, Continuum of Care Outreach and Accessibility Committee, and gaining access to the Homeless Management Information System (HMIS).

2.4c Continued operation of the Hayward Evaluation And Response Teams (HEART) program, which emerged from the Policy Innovations Workshops as a continuum of care that connects the right team or resource to the right call for service for individuals experie ncing mental health or medical issues, including those who are homeless (see Attachment V for more information).

2.4d Economic Development Division launched the Hire Hayward program to connect local businesses with talented job seekers, fostering employment opportunities and strengthening the community’s workforce , and t he Tuition Assistance Grant Program to provide Hayward residents with funding to upskill for high-demand careers. These programs do not target individuals who are homeless but play a key role in the City’s homelessness prevention efforts by linking training, education, and employment.

3.1d Continued implementation and data collection for the Shallow Rental Subsidy Program, which has enrolled 75 households since beginning operations in Fall 2022.

3.1f Completed comprehensive language access study to improve City -wide communications and to build the City’s language access infrastructure to advance equity and access for culturally and linguistically diverse communities through community and staff engagement.

3.2b Council adopted the Hayward 2023 -2031 Housing Element, which included actions related to expanding housing options for unhoused and other vulnerable populations and held a work session on proposed zoning changes related to this effort.10

3.2c State Homekey award to provide approximately 35 units of permanent housing for individuals experiencing homelessness through scattered site supportive housing; staff support and coordination with Bay Area Community Services for development of St. Regis project, which includes approximately 70 units of permanent supportive housing.

3.2d

3.2f Council adopted revisions to the Affordable Housing Ordinance, adjusting inclusionary requirements and fees to promote affordable housing development in Hayward.11

Table 4 below summarizes activities that have been adjusted or are behind schedule for implementation, along with notes regarding their status. Three projects have not been moved forward due to funding and capacity constraints. Additionally, at Council direction, staff have prioritized projects that are in the Strategic Roadmap.

Table 4. LHH Plan Implementation Key Status Updates
LHH Activity Status

1.1b
Provide quarterly updates on Let’s
House Hayward! Strategic Plan
progress, including updates from City
coordination groups and solicit ongoing
feedback and collaboration with non-
profit homeless service providers and
people with lived experience, including
peer-to-peer networking opportunities.

Not on track: Quarterly updates were
tied to Local Advisory Committee
meetings for Prop 47 grant and have
not been scheduled since LAC meetings
concluded. Moving forward, an annual
report will be provided to the HHTF.

1.1d Formalize partnership between the City
Manager’s Office and Hayward Unified
Not on track: Staff work with HUSD,
CSUEB, and Chabot partners on an ad

10 October 15, 2024 Council Work Session Agenda and Materials:
https://hayward.legistar.com/LegislationDetail.aspx?ID=6892956&GUID=4DDBC601-F514-4271-9A83- 2FA274C848DC&Options=&Search=
11 March 28, 2023, Council Public Hearing Agenda and Materials:
https://hayward.legistar.com/LegislationDetail.aspx?ID=6105686&GUID=95CC2ADE-D81C-422B-AFBB- DE2A13B21CF0
LHH Activity Status
School District to strengthen resources
for unhoused school-aged children and
their families.
hoc basis; however, no partnership has
been formalized through MOU. Staff
recommend continuing ad hoc work to
provide greater flexibility to
partnership.

1.1e Formalize partnership between the City
Manager’s Office and local community
colleges including California State
University (CSU) East Bay and Chabot
College to address youth homelessness.

1.3a Develop a public education campaign to
educate the Hayward community about
ongoing homelessness efforts and how
the homeless system of care operates.

On hold: This project requires additional
funding and staff capacity. Strategic
Roadmap projects have been prioritized
instead. This activity will be revisited at
next Strategic Roadmap update.

2.1e Expand existing winter shelter so it can
operate all year round.*
On track: While these projects are
currently on track, they were funded
through ARPA through the conclusion
of FY24. In FY25, staff identified some
one-time grant funds for support but
they may not be available for
subsequent years.

2.4a
Develop funding for and explore
feasibility of a supporting resource
center to expand drop-in/day use.*

2.2a
Develop funding for and explore
feasibility of a sanctioned camp site
with progressive engagement services
and community education campaign.

On hold: This project requires additional
funding and staff capacity. Strategic
Roadmap projects have been prioritized
instead. This activity will be revisited at
next Strategic Roadmap update.

2.2b
Develop funding for and facilitate the
development of a safe parking site with
progressive engagement services,
including for those living in RVs.

On hold: An initial capacity assessment
was conducted in 2021 and this project
is in the 2024-2025+ Strategic Roadmap
to be revisited in FY 2025.

2.3a
Provide trauma-informed training for
City staff and contracted service
providers with contact with residents
experiencing homelessness.

On hold: This project requires additional
funding and staff capacity. Strategic
Roadmap projects have been prioritized
instead. This activity will be revisited at
next Strategic Roadmap update.

3.1e
Develop and implement a program to
assist land trusts or non-profit orgs
acquire tax defaulted properties.*
On hold: The ARPA funding for this
project was reallocated in 2024 to the
General Fund.

3.2e
Leverage the City’s relationships with
landlords and providers to support
identification and reduction of barriers
to participation in Rapid Rehousing
programs.

Not on track: This project requires
additional funding and staff capacity.

Strategic Roadmap projects have been
prioritized instead. This activity will be
revisited at next Strategic Roadmap
update.

LHH Activity Status

3.2g
Continue prioritizing inclusion of
permanent supportive units for
extremely low-income households in
the City’s Notice of Funding Availability
(NOFA) and City-subsidized affordable
housing development
On hold: Insufficient funds has
prevented the issuance of a NOFA. The
City plans to issue a NOFA and establish
an affordable housing development
pipeline as funds become available. This
initiative will prioritize permanent
supportive units for extremely low-
income households in Hayward and
support projects addressing funding
gaps to enhance competitiveness for
funding opportunities.

ECONOMIC IMPACT
There is a positive economic impact from reducing homelessness and improving efforts to prevent homelessness.

FISCAL IMPACT
Council authorized over $9 million in ARPA funding to address homelessness in Hayward.

As described in this report, the majority of those funds have been fully expended. While this stimulus provided much-needed support to local non-profit organizations and City programs that prevent and respond to issues related to homelessness, a sustainable reduction in homelessness in Hayward requires ongoing funding sources.

In 2021, when the LHH plan was adopted by Council , s taff introduced several potential funding sources, which included the following:
 Parcel Group 7 sales tax revenue,
previously considered for other
services
 Parcel Group 6 sale proceeds, would
require Council action under one-time
funds policy
 General Fund (from reserves, from
increased revenue over projections, or
any one-time revenue sources)
 Measure C revenue, assuming funds
are available
 Lobbying for local or state
tax measure for homeless
services, would require a
50%+1 affirmative vote
 Measure W (Alameda County) once
current litigation resolved
 Allocation of funds resulting
from Policy Innovation
Workshops

Among the listed funding sources, proceeds from the sale of Parcel 238 could serve as a potential revenue option. However, utilizing these funds would require Council approval and would be considered a one -time funding source. Additionally, their use may necessitate an exception to the one-time revenue use policy.

Additionally, Council could consider authorizing the use of General Fund reserves, excess revenue from over -projections, one -time revenue sources, or available Measure C or Measure K1 funds. In doing so, Council would need to consider the City’s financial policies, including the one-time revenue policy, which prioritizes directing one-time revenues toward reserves when the reserve balance is below 20%. Council could choose to make exceptions based on pressing priorities while balancing immediate funding needs with the long -term goal of strengthening reserves.

The Mayor has signed letters of support endorsing state and federal legislation that would increase funding for housing and homelessness prevention and response and City staff are participating in Bay Area Housing Finance Authority work sessions to inform futur e bond measures. Measure W continues to be unavailable due to ongoing litigation. Finally, funds were allocated to the HEART program, as a result of the Policy Innovation Workshop efforts; however, those funds are based on salary savings from staff vacancies and are not considered a permanent source of funding.

STRATEGIC ROADMAP
This agenda item supports the FY 2024 -2025+ and FY 2021 -2023 Roadmap strategic priority of Preserve, Protect & Produce Housing. Specifically, this item relates to the implementation of the following FY 2021-2023 roadmap projects:

2a. Create a Homelessness Reduction Strategic Plan modeled on an empowerment approach and best practices, as well as after Alameda County’s EveryOne Home Plan

2b. Implement the Homelessness Reduction Strategic Plan

PUBLIC CONTACT
Homebase, City staff, and partners throughout the Hayward community worked together to engage a diverse set of stakeholders throughout the development of the LHH plan . Staff reports to Council and the HHTF during t hat process outline these community engagement activities. 12,13

12 June 3, 2021, Homelessness-Housing Task Force Meeting Staff Report and Attachments:
https://hayward.legistar.com/LegislationDetail.aspx?ID=4969216&GUID=B883E7B0-B8DF-4846-958A- 7626624934F4&Options=&Search=
13 July 13, 2021, City Council Meeting Agenda and Materials:
https://hayward.legistar.com/MeetingDetail.aspx?ID=873400&GUID=3A966F19-3378-4C59-8EB8- EAF54D8C8478&Options=info|&Search=let%27s+house+hayward

NEXT STEPS
Staff will continue to monitor implementation of the LHH plan and corresponding Strategic Roadmap projects through the implementation period of the LHH plan.

Prepared by: Amy Cole-Bloom, Community Services Manager

Recommended by: Regina Youngblood, Assistant City Manager

Approved by:

_____________________________
Dustin Claussen, Interim City Manager

Let’s House Hayward!

2021 City of Hayward Homelessness Reduction Strategic Plan

July 2021
Attachment II
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 2 Acknowledgements This Strategic Plan was drafted by Homebase on behalf of the City of Hayward. Homebase would like to thank the membership of the Strategic Planning Steering Committee for their partnership throughout the process of developing this Plan. Special thanks to the City of Hayward, Hayward City Council, Homelessness-Housing Task Force, Community Services Commission, Alameda County, and EveryOne Home for their assistance with gathering information and providing feedback, and to the many service providers, local government staff, and people experiencing homelessness who participated in interviews, focus groups, and community meetings, for sharing their experiences and providing invaluable insight. Strategic Planning Steering Committee Members Ja'Nai Aubry, EveryOne Home Kara Carnahan, Abode Services Denise Del Rio, Downtown Streets Team Kevin Hart, Hayward Area Recreation District Councilmember Sara Lamnin, City of Hayward City Council Dominic LiMandri, Downtown Hayward Improvement District Sergeant Faye Maloney, Hayward Police Department Jake Medcalf, First Presbyterian Melissa Moore, Tiburcio Vasquez Health Center Ellen Morris, Eden Housing Melesha Owen, Hayward Library Jonathan Russell, Bay Area Community Services Tiana-Joy Smith, Downtown Streets Team Courtney Welch, EveryOne Home Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 3 Executive Summary
The City of Hayward has long identified homelessness and housing affordability as key issues in the community and has supported local efforts to address these issues in conjunction with larger regional efforts. One of the City’s six priority areas for the next three years is to Preserve, Protect, and Produce Housing for All, which includes a project to create a City of Hayward plan to end homelessness. Developed through extensive community and stakeholder engagement, this Strategic Plan outlines both the current needs in the community in relation to homelessness and supportive services as well as goals and strategies to effectively address these needs. The City of Hayward saw a 23% increase in homelessness from 2017 to 2019 according to Point-in-Time Count data. Of those experiencing homeless, a disproportionate number are African American and people of color. With homelessness on the rise, and certain groups experience disproportionate rates of homelessness, the community has identified a need for more diverse services that reach all subpopulations of those experiencing homelessness. This includes increased number and breadth of services such as housing, shelter, outreach, prevention, and other support services (e.g., behavioral health, hygiene, job training, and transportation). Through the Strategic Plan process, the City of Hayward has identified three goals and connected strategies to prioritize over the next five years, summarized on the next page. These goals and strategies are supported by specific activities, which can be found in Addendum 1: Implementation Summary Table. The outcome and process indicators to be measured across Plan activities, as well as data sources for each, can be found in Addendum 2: Outcome Indicators. A current list of policies and programs to help residents maintain their housing and prevent displacement can be found in Addendum 3: City of Hayward Housing Stabilization and Anti-Displacement Strategies.

Our vision is for the City of Hayward to be a leader in ensuring an end to homelessness by empowering individuals through accessible, dignified treatment and services.

Let’s House Hayward! Vision Statement
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 4 Let’s House Hayward! Goals and Strategies

Goal 1: Formalize a Coordinated and Compassionate Citywide Response to Homelessness and Develop Wider Community Understanding and Engagement Strategy 1.1: Formalize Interdepartmental and Interjurisdictional Partnerships Strategy 1.2: Develop Funding and Evaluation Strategy Reflecting Community Priorities Identified in this Strategic Plan Strategy 1.3: Educate and Engage the Community Regarding the Homeless System of Care

Goal 2: Increase Availability of and Reduce Barriers to Homeless Crisis Response Services Strategy 2.1: Expand Housing-Focused Shelter Capacity Strategy 2.2: Develop Homeless Crisis Response Services to Protect Dignity and Health of Unsheltered Households Strategy 2.3: Develop and Test Innovations to Improve Outreach and Engagement Strategy 2.4: Increase Diversity and Availability of Holistic Supportive Services Strategy 2.5: Support Providers and Staff Capacity to Deepen Impact of Services

Goal 3: Ensure Access to and Retention of Affordable Permanent Housing Strategy 3.1: Continue to Invest in Eviction Prevention and Anti-Displacement Resources Strategy 3.2: Prioritize the Development of Housing Targeted to People Experiencing Homelessness

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 5 Table of Contents Executive Summary ................................................................................................................ 3 Let’s House Hayward! Goals and Strategies ...................................................................................... 4 Introduction ............................................................................................................................ 6 Background ...................................................................................................................................... 6 Vision Statement ............................................................................................................................. 7 Community Engagement Methodology ............................................................................................ 7 Current System and Needs Assessment ................................................................................... 9 Scope of Homelessness in Hayward ................................................................................................. 9 Who is Experiencing Homelessness in Hayward? ............................................................................. 9 Current State of the System of Care in Hayward ............................................................................ 13 What Housing and Homelessness Resources are Available and Needed? ....................................... 13 What Other Services Are Available and Needed? ........................................................................... 18 Goals for Effectively Addressing Homelessness ..................................................................... 21 Goal 1: Formalize a Coordinated and Compassionate Citywide Response to Homelessness and Develop Wider Community Understanding and Engagement ......................................................... 24 Goal 2: Increase Availability of and Reduce Barriers to Homeless Crisis Response Services ............ 31 Goal 3: Ensure Access to and Retention of Affordable Permanent Housing .................................... 38 Conclusion ............................................................................................................................ 42 Addendum 1: Implementation Summary Table ..................................................................... 43 Table 1. Implementation Strategy Legend ...................................................................................... 43 Table 2. Implementation Strategy .................................................................................................. 44 Addendum 2: Outcome Indicators ......................................................................................... 49 Addendum 3: City of Hayward Housing Stabilization and Anti-Displacement Strategies ........ 51 Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 6 Introduction Background The City of Hayward has long identified homelessness and housing affordability as key issues in the community, and has supported local efforts to address these issues in conjunction with larger regional efforts, as evidenced by the City’s recently approved Hayward Strategic Roadmap. One of the City’s six priority areas for the next three years is to Preserve, Protect, and Produce Housing for All. Within this priority are ten different projects to holistically address affordable housing and homelessness in the City, including the creation of a City of Hayward plan to end homelessness. Like other jurisdictions across the nation and world, the City of Hayward is responding to COVID-19 and the short and long-term fiscal and economic implications of the global pandemic. With drastic increases in unemployment, the potential for increased rates of housing instability and homelessness is imminent, while State, regional and local financial resources have diminished considerably. The City of Hayward sought to develop a five-year plan that would make homelessness in the City of Hayward rare, brief, and non-reoccurring. The plan was to utilize a racial equity analysis, align with the EveryOne Home Strategic Update, and address the unique challenges of a mid-sized City addressing a complex regional crisis. A significant number of stakeholders and partners were involved in the creation of this plan, and it thus reflects the community’s perceptions of its own strengths and weaknesses. Further, there was a strong emphasis on both the input of those with lived experiences of homelessness, as well as on racial equity, to pinpoint where there are disproportionate needs in the community and to focus efforts on strengthening access to housing and services.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 7 The goals, strategies, and activities included in Let’s House Hayward! reflect an actionable, community-led, data-driven Strategic Plan for the City of Hayward. The community goals are COVID-conscious and thus reflect a need for a large increase in housing and services that can be scaled back, over time, as the pandemic and its long-term impacts subside. The recommendations are locally tailored and employ national best practices as well as promising emerging models meant to help solve homelessness. The goals, strategies, and activities are also aligned with and informed by regional plans and reports outlined in the Methodology section below. Vision Statement Community Engagement Methodology The methodology for Let’s House Hayward! included engagement with multiple stakeholders, including people with lived experience of homelessness as well as extensive data and background research. Stakeholder Engagement • Monthly steering committee meetings O Variety of stakeholders and participation from individuals with lived experience • Lived Experience Interviews O Individuals with lived experience of homelessness • Focus groups O Business focus group § Participants from Downtown Hayward Improvement Association O Provider focus group § Participants from Ruby’s Place and Downtown Streets Team O Education focus group § Participants from Child Welfare and Attendance and Hayward Promise Neighborhood • Stakeholder interviews O City staff, providers, affordable housing developers, housing builders, and Alameda County staff “Our vision is for the City of Hayward to be a leader in ensuring an end to homelessness by empowering individuals through accessible, dignified treatment and services.” Let’s House Hayward! Vision Statement
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 8 • Engagement with participants at community and stakeholder meetings O Community Summit Kickoff and Working Groups O Homelessness-Housing Task Force O Community Services Commission O Homelessness Response Team O Homelessness Response Encampment Team Additional Data Collection and Background Research • EveryOne Home Strategic Update1 • EveryOne Home Consumer Focus Group Report2 • Oakland-Berkeley-Alameda County Centering Racial Equity in Homeless System Design Report3 • 2019 Alameda County Point in Time (PIT) Count4 • 2019 Alameda County Housing Inventory Count (HIC)5 • Hayward Citywide Strategic Roadmap6 • All Home Regional Action Plan7 • And numerous other documents and data related to City, County, State, and national program and provider policies, procedures, plans, and updates 1 https://everyonehome.org/wp-content/uploads/2018/12/EveryOne-Home-Strategic-Update-Report-Final.pdf 2 http://everyonehome.org/wp-content/uploads/2018/08/Focus-Groups-Summary-Report-180207.pdf 3 https://everyonehome.org/wp-content/uploads/2021/02/2021-Centering-Racial-Equity-in-Homeless-System-Design-Full-Report-FINAL.pdf 4 http://everyonehome.org/wp-content/uploads/2019/07/2019_HIRDReport_Alameda_FinalDraft_8.15.19.pdf 5 https://files.hudexchange.info/reports/published/CoC_HIC_CoC_CA-502-2019_CA_2019.pdf 6 https://www.hayward-ca.gov/sites/default/files/Attachment%20III%20Strategic%20Roadmap.pdf 7 https://www.allhomeca.org/2021/04/12/regional-action-plan-to-reduce-homelessness-by-75-in-three-years/ Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 9 Current System and Needs Assessment This section summarizes the findings of the needs assessment and provides an overview of the current system of care in Hayward. It identifies general homelessness numbers, the scope of the issue, and demographics, and includes summaries for each of the elements of the system of care including housing, emergency shelter, outreach, prevention, services, and governance. For each section, we cover the current system offerings, the estimated gap in meeting the current need, and racial equity consideration. Potential solutions follow in the subsequent section. Scope of Homelessness in Hayward In the 2019 Alameda County Point in Time (PIT) count,8 Hayward reported 487 persons experiencing homelessness, an increase of 23% from the 2017 PIT count, at which time there were 397 individuals experiencing homelessness in Hayward. In a 2020 random sample survey of Hayward residents, one in ten respondents had experienced a period of homelessness.9 To align with the EveryOne Home Strategic Update, Hayward needs to establish proportionate resources. However, considering that the PIT count and Housing Inventory Count (HIC) tend to underestimate the number of homeless individuals and the extent of need, and that the COVID-19 pandemic and current economic conditions that have created an increased need for services and supports in the City and County, Hayward may consider overshooting these proportionate marks. Who is Experiencing Homelessness in Hayward? The majority (88%) of people experiencing homelessness in Hayward are single adults, which includes 427 people in 352 households; the remaining 12% are families, including 59 people in 18 households. 8 All population data in this report is derived from the EveryOne Counts! City of Hayward Homeless Count & Survey Comprehensive Report 2019 unless otherwise specified. The report is available at: https://everyonehome.org/wp-content/uploads/2019/12/2019-Hayward-Final-Report.pdf 9 https://hayward.legistar.com/LegislationDetail.aspx?ID=4677304&GUID=52E170E7-7C7A-4B62-AEA8-32BB683AC71D&Options=&Search= Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 10 Of the 487 individuals counted during the 2019 PIT Count, 41% (202 individuals) are chronically homeless, which is defined as people who have been homeless for at least a year (or repeatedly) while struggling with a disabling condition such as serious mental illness, substance use disorder, or physical disability. 5% (24) are veterans, and 6% (30 individuals) are unaccompanied youth or young adults.

88% 88%
12% 12%050100150200250300350400450
Total peopleNo. of Households
Number of Single Adults vs. Families Experiencing Homelessness Single AdultsFamilies
41%
5%6%0
50 100
150
200
250
Chronically HomelessVeteransYoung Adults
Subpopulation Totals
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 11 Further, 39% (190 individuals) were experiencing their first episode of homelessness; of those, 40% (76 individuals) were experiencing homelessness for one year or more. Moreover, 56% (273 individuals) of those identified in the 2019 PIT count reported having a disabling condition. African Americans are 10% of the population of Hayward, yet they represent 24% of the people experiencing homelessness. The American Indian and Native Alaskan population makes up 5% of the homeless population in Hayward, but just 1% of the general population. Native Hawaiian/Other Pacific Islander make up 6% of homeless population in Hayward but just 2% of general Hayward population. The White population represents 40% of Hayward generally, and they make up 48% of Hayward’s homeless population. The chart below shows the racial and ethnic representation of homeless individuals in Hayward as compared to the general population of Hayward.

40%
10%7%2%1%
26%40%48%
24%14%6%5%2%
21%
0%10%20%30%40%50%60%
White
Black / African AmericanMultiple Races / Other
Native Hawaiian / Pacific IslanderAmerican Indian / Alaskan Native AsianLatinx/Hispanic
Racial and Ethnic Representation of Homelessness in HaywardGeneral PopulationHomeless Population 39% of those counted during the 2019 PIT Count were experiencing their first episode of homelessness; of those, 40% had been experiencing homelessness for one year or more.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 12 Racial Inequalities Reflected in Homelessness Populations Race is a strong correlate of poverty in the community, while poverty is a predictor of homelessness. Given that people experiencing poverty are at greater risk of homelessness due to increased housing cost burden, looking at racial inequities in poverty rates in Hayward is also an indicator of disparities in risk of homelessness.10 African Americans are the race most likely to experience poverty in Hayward (18%), followed by Hispanic or Latino populations (16%), and then White populations (14%). However, African Americans represent only 9.5% of the population in Hayward, while Hispanic individuals represent almost 41%, and White individuals make up 33% of Hayward’s population. African Americans thus have disproportionately high rates of poverty in Hayward, putting them at a disproportionately higher risk of homelessness. Racial Disparities in Homelessness in Alameda County The racial inequities present in Hayward are reflected across the County of Alameda: African Americans are 11% of the population of Alameda County, yet they represent 47% of the people experiencing homelessness. Further, the American Indian and Native Alaskan population makes up 4% of the homeless population in Alameda County, but just 1% of the general population. Alternatively, 31% of Alameda County’s homeless population identifies as white, yet they represent 43% of its general population.

Transition age youth (TAY) of color also disproportionately experience homelessness: almost 50% of unaccompanied TAY in Alameda County were African American. According to the SPARC report,11 a national sample of African American youth had an 83% higher risk of homelessness compared to youth of other races. TAY are also more 10 Roots, Race, and Place. https://belonging.berkeley.edu/rootsraceplace 11 https://c4innovates.com/wp-content/uploads/2019/03/SPARC-Phase-1-Findings-March-2018.pdf Underpinning these disparities are historical inequities in housing policies and practices, segregation, discriminatory laws and enforcement, and restricted economic opportunities. Communities of color, low-income households, people with disabilities, LGBTQ individuals, and survivors of violence and trauma, all experience homelessness at higher rates and face greater barriers to housing stability. Those with multiple at-risk identities likely face compounding risk for homelessness.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 13 likely to have a history of foster care (40%); 18% of youth under age 25 reported that aging out of the foster care system was the primary cause of their current homelessness. Current State of the System of Care in Hayward Reflections of People with Lived Experience In the 2018 EveryOne Home Consumer Focus Group Report,12 participants articulated their mistrust of the system and 211. They reflected that, in their experience, no matter what input they provide, it does not result in agencies or government meeting their basic needs. Many participants described reports of unsuccessful assistance, including receiving wrong or disconnected phone numbers, being hung up on by staff, and calls going unanswered. Similar feedback was shared by individuals with lived experience in Hayward who were interviewed for the development of this Strategic Plan. The EveryOne Home Consumer Focus Group Report also emphasized that the dignity and value of people experiencing homelessness must be honored, and the systemic discrimination faced by people who are homeless must end. People who are homeless need to be recognized as human beings, and not be discriminated against –whether by law enforcement, government, social services agencies, motels/hotels, employers, transit, security guards, and other people, without redress. What Housing and Homelessness Resources are Available and Needed? Permanent Supportive Housing As outlined in the EveryOne Home Strategic Update, EveryOne Home aspires to 5,000 PSH units available per year in Alameda County. Hayward’s proportionate share of this (6.1%) would be 305 units of PSH. There are currently 166 PSH units in Hayward. There are 15 units are through Meekland House13 that are specifically for disabled Transition Age Youth, though the number of beds was not specified. Rapid Rehousing EveryOne Home aspires to 1,400 RRH beds available per year; a resulting 86 beds are needed in Hayward per year. There are currently no known RRH units in the City of Hayward, though there are 606 RRH beds in Alameda County. However, the City of Hayward does have other 12 http://everyonehome.org/wp-content/uploads/2018/08/Focus-Groups-Summary-Report-180207.pdf 13 https://self-sufficiency.org/meekland/ Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 14 flexible fund programs, including Project Independence, which offers rental subsidies for 25 to 30 transition age youth and their families as they transition out of the foster care system annually, and flexible funding administered by Bay Area Community Services at the Hayward Housing Navigation Center, which covers first and last month’s rent. Emergency Shelter There are currently two emergency shelters in Hayward, sheltering approximately 115 persons (24% of Hayward’s identified homeless population) who identify with the following subpopulations: 50 Chronically Homeless; 1 Veteran; 1 Unaccompanied Youth; 2 TAY; 59 persons in Families; and 55 Single Adults. Hayward’s unsheltered population is 372 individuals identifying with the following subpopulations: 152 Chronically Homeless; 23 Veterans; 0 Unaccompanied Youth; 27 TAY; 0 persons in Families; and 372 Single Adults. These unsheltered individuals were living in the following places: street / outdoors; (124/25%); in an RV (113/23%); in a car or van (72/15%); in a tent (60/12%); in an abandoned building (3/1%). Housing Navigation EveryOne Home aspires to 800 housing navigation slots (meaning, the number of people who can be served by program) across the county; proportionally, Hayward would need to maintain 49 slots with an estimated annual capacity of 98-195 slots. Before the pandemic, the Hayward Housing Navigation Center capacity was at 45 slots, but due to the need to decompress congregate shelters, the capacity has been reduced to 33 slots. Once social distancing is no longer required, the Hayward Housing Navigation Center capacity will be at 60 housing navigation slots. Additionally, in response to the COVID-19 pandemic and the need to decompress local shelters, as well as provide individual shelter options for those with increased vulnerabilities to the coronavirus, the City opened the Hayward Navigation Center Hotel Annex program in February 2021. The Hotel Annex is a non-congregate navigation center projected to provide 105 individuals with temporary shelter and care coordination services to connect to permanent housing. Outreach The City of Hayward Community Needs Assessment14 described a need for increased and more effective communication between and among service centers combined with endeavors to increase awareness and access among community members. 14 https://hayward.legistar.com/LegislationDetail.aspx?ID=3906527&GUID=D2128B57-CE33-4736-A0F5-D14A618BE0B7&Options=ID%7CText%7C&Search=block+grant Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 15 Without effective and efficient communication between service centers and with the community, existing services are underutilized and some of the needs of individuals and families go needlessly unmet. Many Hayward residents are either unaware of, or seem overwhelmed by, the logistics of navigating the many services available to them: 61% reported much more focus is needed on additional outreach between City of Hayward and community service providers. Residents also reported that they need the City to provide more centralized services for people with disabilities and those experiencing homelessness (82% of respondents to the needs assessment reported that they believe “much more focus is needed” on increased outreach services for issues related to homelessness / homeless population). Outreach Workers When compared to communities with similar unsheltered populations, Alameda County has far fewer coordinated street outreach workers and teams. EveryOne Home aspires to at least 35 full-time equivalents, subject to reduction as unsheltered population declines. To be in proportion with Hayward’s homeless population, the City would need to partner with the County and local non-profits to deploy 2.1 FTEs as street outreach workers. Currently there are 15 full-time equivalent outreach positions countywide. The EveryOne Home Consumer Focus Group reported that outreach teams should include staff with expertise in mental health, substance use, physical health, housing, public benefits, and/or lived experience. Inequities among Unsheltered Homeless Populations Current data indicates the following populations are uniquely under-sheltered by Hayward (most trends correlate with Alameda County figures).

4%4%4%7%13%14%25%
96%96%
96%93%
87%86%75%
050100150200250300350400
DV SurvivorSMI/SUDVeteransTransition AgeYouthSingle AdultMaleSingle AdultFemaleChronicallyHomeless Total Number
Comparison of Sheltered vs. Unsheltered by Subpopulation ShelteredUnsheltered
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 16 Prevention As of November 2017, the Housing Crisis Response System (Alameda County’s overall system of housing services and programs that are coordinated to prevent and end homelessness) includes the following homelessness prevention services: • Brief and targeted housing problem solving available 24 hours per day over the phone by contacting Eden Information and Referral at 2-1-1. These conversations help households identify resources at their disposal (personal, familial, public benefits, financial) to immediately avoid homelessness, when possible, without on-going assistance. • Homelessness prevention, eviction prevention funds, and flexible funds offered to eligible households for one-time assistance to keep housing or move without an episode of homelessness. • A legal hotline and six full-time attorneys provide legal services that prevent housing loss and clear barriers to obtaining housing. • Housing workshops offered daily across all five regions of the county. Housing workshops include housing education and counseling that assist people to understand and access both the subsidized and private housing market, prepare paperwork and applications, connect to financial and legal services to reduce barriers to applying for housing, and provide peer-to-peer support. Within the City of Hayward, workshops are offered monthly on topics including fair housing, COVID-19 eviction moratoria and protections, tenant protections, and landlord rights and responsibilities. 8%16%19%41%
53%
92%
84%81%59%47%
0 50
100
150
200
250
WhiteAmerican Indian /Alaska NativeMultiple RacesNative Hawaiian /Pacific IslanderBlack Total Number
Comparison of Sheltered vs. Unsheltered by Race
ShelteredUnsheltered
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 17 Additional prevention resources exist within the County but are not formally linked with the Housing Crisis Response System. According to EveryOne Home, 18% of those who became homeless in 2017 could have had their homelessness prevented if they had been identified and served earlier. While Alameda County offers legal and financial services to prevent evictions, these services do not apply to everyone at risk of homelessness. Often, those most at risk live doubled up or “couch surf” before entering a shelter or being on the streets. Further, formerly homeless people may be at risk of returning to homelessness: Data collected since 2012 indicate that 16% of people in Alameda County who obtain a permanent home return to homelessness within 24 months. Persons with serious mental illness, especially those with compounding medical and substance abuse problems, are another group at greater risk when a family member who is housing them becomes ill or dies or their board and care or assisted living facility closes. EveryOne Home determined preventing first-time homelessness is one of the largest gaps in the current response to homelessness, and thus recommended a large expansion to prevention programs. Similarly, in their 2020 Regional Action Plan, All Home proposes that for every one unit of interim housing created, there be four preventative interventions to break the cycle of unsheltered homelessness in the Bay Area.15 Previously, 9.6% ($11 million) of the Housing Crisis Response System budget went toward homelessness prevention efforts in FY 2017/18, while an additional $20 million in new funding went, in part, to prevention efforts in Alameda County for FY 2018/19, though the exact amount was not specified in the Strategic Update. 15 http://www.allhomeca.org/wp-content/themes/allhome/library/images/plan/210413_Regional_Action_Plan_Final.pdf 18% of those who became homeless in 2017 could have had their homelessness prevented if they had been identified and served earlier.

Racial Equity in Prevention BIPOC (Black, indigenous, and/or people of color) are overrepresented in the homeless population. Economic insecurity is a primary driver of initial homelessness (57% of individuals in the PIT cited money issues as the primary event or condition that led to their homelessness) and can be addressed through targeted prevention efforts – see Strategy 3.1 for details.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 18 EveryOne Home proposed doubling the current number of prevention slots (bringing the total up to 5,000) in order to provide temporary financial assistance to those most at risk of homelessness, especially those without a lease, those with prior episodes of homelessness, and those with disabling conditions relying on ailing/aging family members for housing. This proposal is reinforced by All Home’s 1-2-4 model that emphasizes an increased investment in prevention resources to disrupt the cycle of individuals returning to or becoming homeless. Current recommendations from EveryOne Home included: (a) Local funders increase investments in temporary financial assistance and consider prioritizing for prevention assistance those who are particularly at risk of becoming homeless, such as couch surfers, people who have been homeless before, and those in permanent supportive housing, and (b) Funds should be coordinated with legal services and Coordinated Entry. To successfully serve 500 hundred additional at-risk households each year, at an average cost of $5,000 per household, EveryOne Home estimates needing an additional $2.5 million per year added to the flexible housing pool, reaching $10 million per year by 2023 (bringing the total prevention budget to over $20 million). The Goals and Strategies sections later in this report outline action steps to begin addressing the need for increased prevention efforts in Alameda County. What Other Services Are Available and Needed? Behavioral Health and Substance Abuse Alameda County Behavioral Health Care Services is the primary behavioral health center in the City. The rate of Severe Mental Illness Related Hospitalizations in Hayward (796.4) is significantly greater than that of Alameda County (695.0) and more than double the California rate (320.0).16 Further, 13% of homeless individuals in Alameda County indicated an experience of mental health or substance use issues as a cause of their homelessness (2019 PIT Count). The Hayward residents’ Substance Use ER Visit Rate per 100,000 population (2,419.1) is much higher than that of Alameda County (1,642.7) and nearly twice the California rate (1,275.4). 16 http://www.healthyalamedacounty.org/indicators/index/view?indicatorId=2475&localeId=132164 Individuals with serious mental health issues are more likely than the general population to experience co-occurring physical and substance use challenges. Integrated health services and improved access to co-occurring informed substance use treatment resources is critical for meeting the needs of this population.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 19 Showers and Laundry Services From surveys conducted during the Let’s House Hayward! Community Summit, 74.5% of participants reported that much more focus was needed on providing showers and laundry services. This reflects the 2018 EveryOne Home Consumer Focus Group Report, where people experiencing homelessness shared that the lack of access to basic sanitation (toilet access, shower and laundry services–including mobile toilets/shower units, garbage collection, and access to cooking facilities), is a primary health and safety concern. Safety Protections The EveryOne Home Consumer Focus Group Report found that people experiencing homelessness feel unsafe and request safety protections, including protection from harassment and mistreatment by law enforcement. In Hayward’s 2020 random sample survey on community safety, Hayward residents who have experienced homelessness were more likely to have also been a victim of a crime. Participants felt that police (included Cities’ police, UC Berkeley Police, Alameda County Sheriff, Fire Department, and security guards) move them from space to space, and often mistreat them, rather than offer to them the protection, help and support they deserve. In the 2020 community safety survey, people with experiences of homelessness were less satisfied with police interactions in Hayward. Further, residents were least satisfied with how the police respond to or treat unsheltered individuals with serious mental illness. Job Training and Employment Services Eighty-two percent (82%) of community members who responded to surveys during the Let’s House Hayward! Community Summit reported that much more focus was needed on increasing job training/employment readiness programs; 53% indicated “a lot more” employment or job training was needed in Hayward for at-risk populations. According to the EveryOne Home Consumer Focus Group Report, many people experiencing homelessness request access to income, employment training, and job opportunities.

Not having a safe and permanent space to sleep during the night and/or be during the day is a major stressor and makes individuals experiencing homelessness vulnerable to harassment, assault, and violence.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 20 Most people in these focus groups lost their homes because of inability to pay for high rents, and thus many participants requested that the system removes barriers to access more income and employment. This displacement pressure on renters in Hayward is amplified for people of color, as American Community Survey data show Black and Hispanic/Latino renter households have greater housing cost burden, meaning they are more likely spend at least 30% of their income on rent. The stated needs and suggestions ranged from addressing discrimination by employers, who do not hire people while experiencing homelessness; offering showers and clothes for those engaged in job seeking activities; life skills and meaningful vocational training; casual employment for those on SSI/SSDI; and opportunities to barter services with businesses and residents in exchange for safe spaces to sleep at night. Educational Activities Over two-thirds (69%) of Hayward Unified School District (HUSD) students live in low-income households, compared to 42% of students across the County.17 The Hayward Unified School District Child Welfare and Attendance office provides outreach workers under the McKinney-Vento Homeless Education Assistance Act, federal legislation that ensures the educational rights and protections of children and youth experiencing homelessness through homeless education liaisons.18 Transportation Though Hayward has two BART stations, the number of people who commute to work via Public Transit in Hayward (9.5%) is lower than the overall amount in Alameda County (14.2%). Fares have increased for public transportation making it prohibitively expensive for people to go to multiple locations (and/or appointments). Qualitative interviews revealed the population to be frustrated with changes made to AC Transit routes and times, and pedestrian issues at specific crosswalks. Hayward also experiences slightly longer commute times than the Alameda County averages (Hayward 31.8 minutes, Alameda County 31.6 minutes). Hayward also has a much higher percentage of workers who commute alone (71.0%) than does Alameda County (62.6%). Further, American Community Survey data shows a steady decline in households earning less than $50,000 living in Census tracts along the BART/880 corridor, meaning lower-income earning households have to travel further to reach main transportation corridors. On a positive note, more Hayward households have access to a vehicle (93%) than the Alameda County average (90%). 17 California Department of Education 18 https://www.husd.us/homeless Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 21 Goals for Effectively Addressing Homelessness

GOAL 1: Formalize a Coordinated and Compassionate Response to Homelessness and Develop Wider Community Understanding and Engagement GOAL 2: Increase Availability of and Reduce Barriers to Homeless Crisis Response Services GOAL 3: Ensure Access to and Retention of Affordable Permanent Housing The City of Hayward has made significant efforts towards addressing its growing homeless and at-risk population, including establishing a rent stabilization ordinance, overseeing the ongoing management and expansion of the Navigation Center, coordinating cross-departmental collaboration around encampment response, and managing over a dozen contracts with homeless service agencies providing prevention, shelter, and outreach services. The City has also leveraged COVID-19 related federal funding to provide rental assistance and foreclosure prevention counseling during the coronavirus pandemic. While these efforts are steps toward resolving and preventing homelessness for a portion of Hayward residents, significantly more coordination and investment is required to serve the existing and growing homeless population. Future homelessness solutions should be based on a strategic framework designed to address the distinct experiences of the homeless community and the gaps in needs and services within the City. Some of the major gaps identified by Hayward stakeholders include shelter, transitional housing, and permanent supportive housing capacity; lack of coordination amongst the City and providers; lack of services for families and specific subpopulations such as transition age youth, victims of domestic violence, and formerly incarcerated individuals; and the lack of homeless crisis response programs for unsheltered households. Through a review of local data regarding housing and homelessness and extensive engagement with a wide variety of community stakeholders and individuals with lived experience, the City of Hayward has identified three goals to prioritize over the next five years.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 22 GOAL 1: Formalize a Coordinated and Compassionate Response to Homelessness and Develop Wider Community Understanding and Engagement

While the City does have existing cross-departmental coordination focused on homelessness response, the City will formalize this collaboration by ensuring that all stakeholders essential to implementing the identified strategies in this Plan are at the table. The City will broaden this collaboration beyond City staff and invite Hayward homeless service providers and individuals with lived experience to participate in targeted discussion and feedback sessions. Further, the City will call upon the wider community to be a part of the homelessness solution through public education regarding the homeless system of care and the struggles of those experiencing homelessness to foster compassion and understanding for these individuals. GOAL 2: Increase Availability of and Reduce Barriers to Homeless Crisis Response Services

With the number of individuals experiencing homelessness overwhelmingly living in unsheltered environments (76%), the City needs to significantly invest in projects dedicated to low barrier crisis response services, including expanding shelter capacity and increasing outreach and engagement efforts to connect individuals to services. With only two shelters operating during the winter available to single households, the City plans to expand its shelter availability. In addition, the City will develop programs to provide low barrier support for unsheltered households living outside, in their RVs or cars, or in tents through programs such as safe parking and sanctioned camp sites. These programs will not only prioritize providing a safe space for individuals and families but encourage and support them in moving into permanent housing through progressive engagement services.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 23 GOAL 3: Ensure Access to and Retention of Affordable Permanent Housing

In order to tackle the growing homelessness crisis, the City will also increase efforts in both prevention and expansion of permanent housing options. In order to prevent further Hayward residents from becoming homeless, the City will invest in flexible funds to support diversion and problem-solving efforts as well as ongoing shallow subsidies for individuals whose income is insufficient to pay for high rental costs. The City will also explore the feasibility of expanding permanent housing options such as affordable housing units, tiny homes, and hotel conversion projects. In order to move forward with these projects, the City will coordinate with multiple departments and divisions such as Housing and Planning to identify and remove zoning barriers and further streamline development processes to accommodate these new projects. The City will also facilitate and support homeless service providers with its Rapid Rehousing programs by leveraging existing relationships with landlords to increase access to housing that already exists within Hayward. The above goals, strategies, and specific activities for each can be found in Addendum 1: Implementation Summary Table. The outcome and process indicators to be measured across Plan activities, as well as data sources for each, can be found in Addendum 2: Outcome Indicators. A current list of policies and programs to help residents maintain their housing and prevent displacement can be found in Addendum 3: City of Hayward Housing Stabilization and Anti-Displacement Strategies.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 24 Goal 1: Formalize a Coordinated and Compassionate Citywide Response to Homelessness and Develop Wider Community Understanding and Engagement The City has a number of existing interdepartmental and interjurisdictional efforts coordinating strategies and responses to homelessness, including the following meetings: • Weekly Alameda County Healthcare for the Homeless Provider Community meeting • Bi-Weekly all-city Alameda County meeting (Housing and Homelessness specific) • Monthly Alameda County Systems Coordination meeting • Monthly Alameda County Cities Hotel Working Group; • Monthly Mid-County Homeless Task Force • Monthly District 4 Homeless Outreach Providers meeting • Monthly Alameda County Mayors’ Homeless Working Group • Quarterly Regional Navigation Center Working Group • Ad-hoc City/County Homelessness Staff Working Group • Additionally, City staff meet regularly with County staff to discuss partnership and funding opportunities. In addition to continuing existing regular communication with Alameda County and identifying opportunities to increase collaboration, further formalizing of the current coordination is required to respond to the homelessness crisis. This existing interdepartmental partnership largely focuses on more immediate homelessness crisis response, for example, coordination between Police, Fire, and Maintenance around encampment response. In order to establish long-term housing solutions, the City must also establish broader interdepartmental partnerships across the City. In addition, a number of homeless service providers indicated a lack of communication and coordination between the City and other providers, suggesting a need to coordinate efforts amongst providers serving the Hayward homeless community.

Formalize Interdepartmental and Interjurisdictional Partnerships

Strategy 1.1
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 25 By formalizing these interdepartmental efforts and ensuring that all necessary stakeholders are invited to participate, the City can begin implementing the action steps in this Plan in a coordinated, transparent, and equitable manner. The following action steps are recommended for this strategy: a. Continue to leverage the City’s cross-departmental collaboration around encampment response. The City has been effectively coordinating efforts around homelessness response across multiple departments including Police, Fire, Code Enforcement, Maintenance, and the City Attorney’s Office. This interdepartmental response team focuses primarily on crisis related response to homelessness and responding to encampment needs and concerns. This Plan proposes that the Homelessness Response Team and Encampment Response Team continue to serve the community in a similar capacity. In addition, the teams shall partner with homeless service providers to share best practices and align and coordinate resources and services to reduce redundancy and re-traumatization. The response teams should also consult with individuals with lived experience to evaluate any gaps and needs in the city’s ongoing homelessness crisis efforts. By creating opportunities to include broader stakeholders including service providers and people with lived experience, the City will ensure that its efforts are efficient, impactful, and protect the dignity of the people it serves through trauma-informed compassionate care. b. Provide quarterly updates on Let’s House Hayward! Strategic Plan progress, including updates from City coordination groups and solicit ongoing feedback and collaboration with non-profit homeless service providers and people with lived experience, including peer to peer networking opportunities.

CORE PRINCIPLES OF TRAUMA-INFORMED CARE Safety: Throughout the organization, clients and staff feel physically and psychologically safe. Trustworthiness & transparency: Decisions are made with transparency, and with the goal of building and maintaining trust. Peer support: Individuals with shared experiences are integrated into the organization and viewed as integral to service delivery. Collaboration: Power differences – between staff and clients and among organizational staff – are leveled to support shared decision-making. Empowerment: Patient and staff strengths are recognized, built on, and validated – this includes a belief in resilience and the ability to heal from trauma. Humility & respect: Biases and stereotypes (e.g., based on race, ethnicity, sexual origination, age, geography) and historical trauma are recognized and addressed. Adapted from the Substance Abuse and Mental Health Services Administration’s "SAMHSA's Guidance for a Trauma-Informed Approach" Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 26 Numerous stakeholders identified the need for Hayward homeless service providers to communicate and coordinate amongst one another. In one focus group with participants from two different provider organizations, the participants revealed that they had not met or spoken to one another despite both having worked in Hayward for many years. The participants expressed having an opportunity to speak with other providers would be very beneficial to share best practices, challenges, leverage cross-training of staff, and coordinate available services. As such, this Plan proposes that the City facilitate the development of a peer-to-peer network to help build provider capacity by providing an opportunity for service providers to connect and learn from one another. In addition to including management-level staff, the peer-to-peer network should include front-line staff such as case managers who would benefit from sharing day-to-day challenges and solutions. In addition to knowledge sharing and coordination, the peer-to-peer network would also be fundamental in carrying out this Plan by providing the City with ongoing feedback regarding implementation and to help trouble shoot any hurdles in carrying out the action steps. By strengthening its partnership with service providers through this provider network, the City and providers would be able to tackle the homelessness crisis in Hayward in a united and coordinated manner. c. Utilize the Homelessness Response meeting to coordinate implementation and evaluation of the Strategic Plan across City departments, including advising on feasibility of projects. Increasing shelter and housing system capacity as proposed in this Strategic Plan means developing new projects that will require proper zoning, site planning, and overall feasibility studies. In order to streamline the development of such projects, the City should formalize a cross-departmental subcommittee including Community Services, Housing, Planning, Building, and Code Enforcement to advise on the feasibility of the applicable Strategic Plan projects. This collaborative subcommittee will ensure that the development of new projects meets the various requirements of each department any barriers are raised and addressed in a timely manner. d. Formalize partnership between the City Manager’s Office and Hayward Unified School District to strengthen resources for unhoused school-aged children and their families. The number of families with school-aged children at risk of homelessness is likely to rise after pandemic-related eviction moratoriums are lifted. Both people with lived experience of homelessness and HUSD stakeholders expressed a desire for the City and the HUSD to partner together to provide resources and services to families with school-aged children. HUSD stakeholders emphasized that their role was to ensure that Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 27 the children’s school experience was as stable as possible including providing before and after school programs and meals, but this is particularly challenging because there is a lack of resources within Hayward to support the families with shelter and housing. With the development of new services and projects in this Plan, the City has the opportunity to partner with HUSD to develop programming within these new projects to address the needs of unhoused children and their families. “I know a number of families who have lost their employment for the past 6-8 months. Some owe $10,000 - $14,000 in rent and [they are] getting notices from landlords…[It’s] possible that the increase in homeless families is going to rise after the pandemic. At that point, an eviction will be on their record.” – Hayward Promise Neighborhood, HUSD Staff e. Formalize partnership between the City Manager’s Office and local community colleges including California State University (CSU) East Bay and Chabot College to address youth homelessness. Stakeholders emphasized the need to strengthen available resources for youth experiencing homelessness. The number of youth experiencing homelessness is largely undercounted due to lack of available resources targeted to youth. Stakeholders also noted that youth homelessness can be “invisible” due to couch-surfing and doubling up. While PIT data related to youth is limited, a 2018 report, “Study of Student Basic Needs,” published by The California State University found that across its 23 campuses, 41.6% of students reported food insecurity and one in ten students reported experiencing homelessness in the last 12 months.19 The report also showed that students who reported being both first generation to attend college and Black/African American had the highest percentage of food insecurity (65.9%) and experience being homeless (18%) compared to other racial groups.20 19 Crutchfield, Rashida and Jennifer Maguire. (2018, January). Study of Student Basic Needs. California State University Office of the Chancellor. Available at https://www2.calstate.edu/impact-of-the-csu/student-success/basic-needs-initiative/Documents/BasicNeedsStudy_phaseII_withAccessibilityComments.pdf 20 Id.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 28 Similar to the school-aged youth population, the COVID-19 pandemic has exacerbated housing insecurity for CSU East Bay students as schools shifted to remote-learning and no longer had access to on-campus employment, access to food, and other resources.21 CSU East Bay data shows 35% of students were low-income in Fall 2019. There are currently strong CSUEB programs such as Pioneers for H.O.P.E. that help at-risk students find housing and meals22, but further collaboration is required to address youth homelessness. This Plan proposes that the City formalize its partnership with local Hayward college to further support existing and developing programs.

In order to implement the projects identified in this Strategic Plan, the City needs to develop a comprehensive funding and evaluation strategy. Dedicated efforts in identifying funding and partnership opportunities are necessary to launch new projects and maintain operating costs over time. In addition, in order to ensure that these new programs are efficient, impactful, and equitable, the City should set in place clear evaluation methodologies to monitor and adjust programming over time. The action steps recommended for this strategy are: a. Conduct further research on different revenue options, including state and federal funding and private philanthropy and apply for funding that aligns with Strategic Plan action steps. b. Align funding priorities with Strategic Plan priorities including federal entitlement funds, departmental budgets, and contracts with providers. c. Continue refining clear funding application, award, and oversight processes, including integrating racial equity and program evaluation metrics. d. Build infrastructure for data analysis to test efficacy of Strategic Plan projects. e. Ongoing evaluation and updating of goals to reflect changing community needs, including specific needs of subpopulations. f. Ongoing reporting on milestones to community stakeholders. g. Ongoing Plan updates to reflect evaluation findings and changing community needs, funding availability. 21 Patadia, Karishma. (2020, December 24). CSU East Bay Students Receive H.O.P.E. During Remote Learning. Available at https://www.kqed.org/news/11852792/csu-east-bay-students-receive-h-o-p-e-during-remote-learning 22 Id.

Develop Funding and Evaluation Strategy Reflecting Community Priorities Identified in this Strategic Plan

Strategy 1.2
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 29 The Strategic Update projects that in Alameda County an additional 4,000 households will need to be sustained every year with flexible subsidies at an estimated annual cost of $53.6 million dollars. Additional funding is essential to create this vital resource.

In order to strengthen citywide coordination in response to homelessness, the City should focus efforts on garnering the support of the wider community of Hayward residents, landlords, and businesses. Front-line homeless service provider staff expressed frustration due to a disconnect in understanding of the tireless efforts within the homeless system of care and how the wider community perceives the system and the individuals the system intends to serve. Such staff expressed that the work they do can take an emotional toll and the possibility of burnout is a reality that many of them encounter. Resistance or lack of understanding from the wider community only compounds these emotions. Relatedly, other stakeholders yearn for a cultural shift in how some in the community perceive individuals experiencing homelessness. The City can support in shifting the narrative of those experiencing homelessness away from stigmas and stereotypes through community education. Without the backing of the wider community in ongoing homelessness efforts, frontline staff morale will continue to wax and wane. As the City begins to implement the projects proposed in this Plan over the next five years, it’s even more important engage with the wider community. In support of this strategy, this Plan proposes the following action step: a. Develop a public education campaign to educate the Hayward community about ongoing homelessness efforts and how the homeless system of care operates. In order to encourage will for change throughout the Hayward community, this Plan proposes the rollout of a public education campaign. Some community members have little working knowledge of the complexities of a homeless system and are reliant on assumptions regarding the causes of homelessness and the challenges that individuals experiencing homelessness face. Other members express a desire to be a part of the solution or volunteer but are unsure of how to help. A public education campaign should educate community members on the basics of how the homeless system of care operates, including the fundamentals of coordinated entry Educate and Engage the Community Regarding the Homeless System of Care

Strategy 1.3
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 30 and the existing initiatives and efforts underway by homeless service providers. The campaign should also lift the voices and stories of individuals with lived experience and acknowledge that certain groups are more likely to face homelessness due to institutionalized racism and stigmatization. Front-line responders and providers expressed wanting to remind the community of the humanity and uniqueness of the homeless population. The campaign is also an opportunity to educate the community on current investments in homelessness response and prevention, such as identifying when housing developments are funded through City or County funding, such as Measure A1. “Community understanding is missing. Part of me really wants the community of Hayward to realize these are human beings with nowhere to go, who can’t afford rent, not a problem to be gotten rid of. I want more understanding about what this about. Yes, a lot of people use drugs, but that is to keep them alert and to cope.” – Outreach Provider Overall, the public education campaign is intended to reenforce the City’s commitment to ending homelessness, develop a common understanding of the strengths and challenges of homeless system of care, and to invoke compassion for the different individuals and families experiencing homelessness. In addition, the campaign will set the foundation of community buy-in that will be essential to implementing the other action steps in this Plan. Included in this campaign will also be continuous education in the community about new city-sponsored projects and initiatives related to this Plan and future efforts to end homelessness.

Public Education Campaign Topics The City’s public education campaign should prioritize the following topics: • Data regarding the makeup of the homeless population and causes of homelessness to correct misconceptions • Data on racial disparities for Black and Native American communities • Stories of individuals with lived experience, including barriers they faced due to racism. Stories should come from a variety of voices to reflect the diversity of races, households, and subpopulations that make up the homeless population. • Fundamentals of evidence-based practices including Housing First, low-barrier crisis response, coordinated entry, prevention and diversion, progressive engagement, etc. • How to navigate existing resources • How to help, including volunteer and donation opportunities Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 31 Goal 2: Increase Availability of and Reduce Barriers to Homeless Crisis Response Services One of the gravest gaps in the homelessness system of care in Hayward is the lack of shelter beds. Of Hayward’s total homeless population, 76% are unsheltered (372 of 487 total) according to the 2019 PIT Count. The City has recently expanded shelter bed capacity through the development of the Hayward Housing Navigation Center, but with only two other shelters dedicated to families and women survivors of domestic violence and their children in the area, there is still a large shelter bed shortage. The table below shows the total number of available beds in the City, which only accounts for 30% of the unsheltered population. Further, the COVID-19 pandemic has likely increased the number of unsheltered individuals causing greater disproportion and need for additional shelter beds. Organization Bed Capacity Target Population BOSS South County Homeless Shelter 24 beds Individuals with mental illness FESCO Le Marquis House 23 beds Families of all configurations Hayward Housing Navigation Center (in partnership with BACS) 45 beds Individuals only Love Never Fails I AM House of Restoration 16 beds Women and children who have experienced domestic violence or human trafficking Love Never Fails I AM Launch House 5 beds Men and their families Ruby’s Place 42 beds Women and children who have experienced domestic violence or human trafficking Expand Housing-Focused Shelter Capacity

Strategy 2.1
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 32 “The Navigation Center is for single people. I don’t even know how to access it. Most shelters don’t allow you if you have a son. Most shelters don’t allow families… The set-up is cruel, and most people don’t talk about it.” – Person with Lived Experience Interview In addition to the need to expand emergency shelters, stakeholders also expressed that warming centers should be expanded to operate all-year round. There are currently two winter warming shelters operated by South Hayward Parish and First Presbyterian Church. They currently only operate during winter months. This Plan proposes that the City expand emergency shelter and warming center capacity. These services are essential to providing people experiencing homelessness with a safe place to stay and to connect them to supportive services and housing opportunities. In line with evidence-based best practices, these emergency shelters and warming centers should be low-barrier and operate in alignment with Housing First principles.

Low-Barrier Shelter: A shelter or housing model that removes as many pre-conditions to entry as possible and responds to the needs and concerns of people seeking shelter. Low Barrier Best Practices: • Open 24/7, no curfews • No requirements for sobriety, background checks, employment, savings, income • No mandatory attendance at meals or workshops • Allow pets • Follow Harm Reduction philosophies https://endhomelessness.org/resource/emergency-shelter/ Housing First Principles: People are better able to move forward with their lives if they are first housed. Housing First Best Practices: • Immediate access to permanent housing with no housing readiness requirements. • Individual choice and self-determination. • Recovery orientation. • Individualized and client-driven supports. • Social and community integration. https://www.homelesshub.ca/solutions/housing-accommodation-and-support/housing-first

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 33 In support of this strategy, the Plan proposes the following action steps: a. Continue oversight and management of the Navigation Center. b. Continue oversight of Navigation Center Annex through current contract term. c. Expand Navigation Center Annex to provide up to 35 units of non-congregate shelter for medically vulnerable residents. d. Continue current City-sponsored shelter programming. e. Expand existing winter shelter so it can operate all year round. Housing focused shelter capacity should also consider the needs of special populations. This includes capitalizing on the partnerships that are recommended to be developed in Strategy 1.1 in order to: • Address the disproportionate rates of youth unsheltered homelessness, • Use veteran-specific programming and benefits to reduce unsheltered veteran homelessness, and • Use domestic violence (DV) survivor-specific programming and benefits to reduce unsheltered DV-survivor homelessness.

This Plan includes strategies and action steps to reduce the percentage of unsheltered homelessness in Hayward both through prevention and creating more available affordable and supportive housing. However, while those projects are underway, more immediate crisis response, such as safe parking and a sanctioned camp site, is necessary to protect the dignity and health and safety of unsheltered individuals and families in Hayward. “Give us a place to live and we'll live there... Give us a bathroom and a shower and a way to keep the place clean.” – Hayward Resident Experiencing Homelessness Low-barrier safe parking and a sanctioned camp site can provide immediate support to the 76% of unsheltered households in Hayward, many of whom either live on the street, tent, or RVs or cars. These types of programs are not currently available in the City of Develop Homeless Crisis Response Services to Protect Dignity and Health of Unsheltered Households

Strategy 2.2
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 34 Hayward, and current County programs are at capacity. People with lived experience of homelessness expressed frustration over the lack of these types of services in Hayward and having to travel to different Bay Area cities to access a safe parking program. The development of these programs would help alleviate fears associated with not having a safe space to sleep at night. In addition, combining these services with progressive engagement services to support households move into permanent housing would help tackle the unsheltered homelessness crisis in Hayward. In addition, City staff first responders convey that many of the people experiencing homelessness they attempt to connect to housing resources are untrusting and unwilling to accept those services and would rather “be off the grid and not live by anyone’s rules.” Thus, programs like safe parking or a sanctioned camp site that provide access to things like hygiene care would be essential in serving the more immediate needs of unsheltered households, including those that are initially apprehensive about being connected to more permanent resources, but could develop trust over time. As communities of color are more likely to face barriers to housing stability, low-barrier crisis response services that accommodate different types of family configurations such as safe parking, laundry, and hygiene services has also been identified as an opportunity to increase racial equity in the homeless system of care.23 23 EveryOne Home, “Centering Racial Equity in Homeless System Design” Final Report January 2021 What is Progressive Engagement? The practice of helping households end their homelessness as rapidly as possible, despite barriers, with minimal financial support and resources that are tailored to their most critical needs. More supports are applied to those households who struggle to stabilize. It does not depend on a “number” or “score” to determine what a household needs. Progressive engagement recognizes that there is no way to accurately predict how much help someone may need to end their homelessness and avoid a return to the streets or shelter. (https://safehousingpartnerships.org/node/224) Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 35 In alignment with the Alameda County EveryOne Home Strategic Update, the goal of these short-term interventions is not to normalize unsheltered homelessness, but to address the immediate health and safety concerns of unsheltered households and to provide supportive services to help them transition into permanent housing. In support of this strategy, this Plan proposes the following action steps: a. Develop funding for and explore feasibility of a sanctioned camp site with progressive engagement services and community education campaign b. Develop funding for and facilitate the development of a safe parking site with progressive engagement services, including for those living in RVs Stakeholders identified a need to shift outreach and engagement in Hayward from primarily police-involved and complaint-based to a trauma-informed empowerment approach. As such, this Plan proposes that the City explore options to alternative outreach services such as incorporating mental health training to City staff or partner with mental health specialists to conduct outreach services. In addition to adjusting the methodology of outreach and engagement with the homeless community, additional outreach capacity and resources are needed. Outreach staff expressed that burnout and exhaustion was a real concern and more staff was needed to lighten the load. Further, more resources are needed to equip outreach staff. City staff first responders conveyed that people experiencing homelessness were very Develop and Test Innovations to Improve Outreach and Engagement

Strategy 2.3
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 36 appreciative of immediate assistance that served their basic needs such as sweaters, hygiene kits, and pillows and blankets, which were essential in building trust and rapport. These items can play a significant role in helping to develop a positive trusting relationship between outreach staff and people experiencing homelessness. In support of this strategy, this Plan proposes the following action steps: a. Provide trauma-informed training for City staff and contracted service providers with contact with residents experiencing homelessness. b. Provide racial equity training for City staff with contact with residents experiencing homelessness. c. Increase City and County partnership for Coordinated Entry, including organizing providers to make HMIS/CES recommendations to the Continuum of Care (CoC).

One key principle that stakeholders wanted highlighted in this Strategic Plan is the fact that the needs of people experiencing homelessness are varied and a one-size fits all service model will not effectively address these distinct needs. In order to serve the diverse population of people experiencing homelessness in Hayward, the City should address not only the distinct demographics or subcategories of homelessness such as veteran or chronic homelessness status, but unique life experiences of each individual experiencing homelessness and the real human needs they have. For example, instead of just focusing on housing, providers should consider a wide range of services, including things like mail forwarding services and pet care that may seem less essential, but are really meaningful to serving the emotional and holistic needs of those experiencing homelessness. These types of services align with the City’s vision to provide human-centered dignified treatment to the homeless community.

Increase Diversity and Availability of Holistic Supportive Services

Strategy 2.4
Public Safety Policy Innovation Workshops The City of Hayward initiated an eight-week workshop as a part of the Hayward Public Safety Community Outreach Project on policing and public safety. Findings, lessons, and results were presented to City Council on May 28, 2021 to inform fiscal year 2022 budget decisions for policing and public safety in order to promote racial equity. https://hayward-ca.gov/haywardsafe Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 37 “We need to not [have] just blanket solutions, but instead work on individual needs.” – Participant from Community Services Commission meeting In addition to a broader and more holistic range of service types, stakeholders and people with lived experience expressed that more services were needed to target specific subpopulations including families, transitioned aged youth, formerly incarcerated individuals, domestic violence survivors, and those with substance use and mental health disorders. Therefore, this Plan proposes that the City increase its service capacity by expanding service types for specific target populations. In support of this strategy, this Plan proposes the following action steps: a. Develop funding for and explore feasibility of a supporting resource center to expand drop-in/day use. b. Continue General Fund and CDBG entitlement funding of non-profit agencies that provide homelessness prevention and supportive services. c. Support implementation of identified policy innovations workshop solutions for mental health response to improve outreach options for individuals who are homeless and experiencing mental health crises. d. Collaborate with the City’s Economic Development Division to increase access to employment services and support a local workforce pipeline. e. Use results of 2022 PIT to identify and prioritize supportive services (reentry, mental health, transition aged youth, mobile medical team, domestic violence, substance abuse, etc.) needs for future City-funded programs.

Front-line service providers who witness the suffering and struggles of their clients often experience stress, compassion fatigue, and secondary trauma. Agencies express that burnout and turnover amongst staff is a reality they must address. In order to ensure that providers have the capacity to show up and provide compassionate, trauma- Support Providers and Staff Capacity to Deepen Impact of Services

Strategy 2.5

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 38 informed treatment to clients, the mental and emotional wellbeing of providers must be prioritized. Secondary Trauma “Secondary trauma includes experiencing symptoms similar to those of post-traumatic stress such as being easily startled, having nightmares or flashbacks, and avoiding situations that remind one of the original trauma. This stress can seriously affect the mental health of those in health care professions, mental health counselors, first responders, and others who are involved in treating those who are exposed to traumatic events.”24 In support of this strategy, this Plan proposes the following action step: a. Explore opportunities to support contracted providers and City staff to deepen impact of services and support sustainability of providers by preventing burn-out and staff turnover. Goal 3: Ensure Access to and Retention of Affordable Permanent Housing In order to achieve the overall goal of reducing homelessness in Hayward, the City must expand its efforts in preventing households from entering the homeless system of care. The aim of prevention is to stabilize a household in their current living situation or move help them move into a new housing situation without requiring them to become literally homeless in order to receive assistance. Prevention may include one-time or short-term financial assistance or ongoing shallow subsidies to support households stabilize in their current housing situation. Over half of Hayward renters are “housing cost-burdened,”25 meaning the household spends over 30% of its total income on rent and one in four renters are “severely cost 24 HCH Clinician’s Network, Healing Hands (Vol. 15, No. 1, Winter 2012). Compassion Fatigue: The High Cost of Caring. Available at https://nhchc.org/wp-content/uploads/2019/08/Winter2012HealingHands.pdf 25 HUD Featured Article, Rental Burdens: Rethinking Affordability Measures. Available at https://www.huduser.gov/portal/pdredge/pdr_edge_featd_article_092214.html#:~:text=HUD%20defines%20cost%2Dburdened%20families,of%20one's%20income%20on%20rent.

Continue to Invest in Eviction Prevention and Anti-Displacement Resources

Strategy 3.1
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 39 burdened,”26 meaning the household spends over half of its income on rent.27 In addition, a higher proportion of Black/African American and Hispanic/Latino households rent rather than own their homes and have lower annual median incomes compared to Asian or white households.28 Given disproportionate inflow of people of color into homelessness, an important step in address racial disparity is to target prevention resources towards households most at risk of becoming homeless, which is often the Hayward households that are severely housing cost-burdened. The impacts of the COVID-19 pandemic will likely result in a higher percentage of tenants who cannot pay their rent or owe back rent and will face evictions when the statewide eviction moratorium is lifted. While the City has leveraged COVID-19 related funding to provide rent relief to at risk households, more prevention resources will be needed in light of the looming expiration of the eviction moratorium. The high percentage of housing cost-burdened and severely cost-burned households in Hayward points to the need for changes beyond increase of prevention services within the homeless response system. Overarching anti-displacement resources and housing and economic policy changes are required to make housing affordable for Hayward residents. The City has made some great strides in addressing housing policies that affect low-income households. For example, in 2019, the City passed and implemented the Residential Rent Stabilization and Tenant Protection Ordinance (RRSO), limiting the percentage that landlords can increase rent prices each year for certain units. In order to reduce the inflow of households entering the homeless system of care, the City will need to increase both targeted prevention services and resources and explore changes to housing and economic policies that will make the cost of housing more affordable for low-income households in Hayward. This aligns with the All Home Regional Action Plan, which advocates for the creation of four preventative interventions for every one unit of interim housing created.29 In support of this strategy, this Plan proposes the following action steps: a. Continue implementing Residential Rent Stabilization and Tenant Protection Ordinance. b. Continue implementing expanded COVID-19-related rent mediation services and connecting low-income residents and small landlords to County Emergency Rental Assistance Program. 26 Id. 27 American Community Survey 5-Year Estimates, 2012-2018. Sample sizes vary annually. 28 2018 American Community Survey 1-Year Estimates 29 http://www.allhomeca.org/wp-content/themes/allhome/library/images/plan/210413_Regional_Action_Plan_Final.pdf Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 40 c. Continue to provide resources for home repair to prevent displacement of very-low-income households, and mediation services, including expanding services as funding allows. d. Identify funds for and develop a shallow subsidy program/ongoing rental assistance for extremely low income and high rent burden households. e. Develop and implement a program to assist land trusts or non-profit orgs acquire tax defaulted properties. f. Provide flex funds, including one-time financial assistance for diversion and problem-solving program. g. Ensure that City’s prevention programs (rent relief, shallow subsidy, flex funds) are accessible in multiple languages and conduct outreach that meets people where they’re at to provide resources that prevent eviction and displacement.

One of the most important strategies to reducing homelessness is increasing the supply of housing for people experiencing homelessness. Permanent housing programs, such as Permanent Supportive Housing (PSH) and Rapid Rehousing (RRH) have been shown to be more cost-effective than public costs associated with crisis services such as, shelters, hospitals, maintenance, police, and jails. These programs combine affordable housing with case management and connect people experiencing homelessness to services that will improve their financial stability and overall wellbeing. For example, people experiencing homelessness can be connected to employment and public benefits; and medical, mental health, and substance use treatment. Affordable housing developer stakeholders expressed the need for city support, streamlining of the development process, and support with funding for ongoing operating costs for supportive services.

Tools for Targeting Prevention Resources The following website is a tool for targeted prevention resources, helping cities and counties see where they should target rental assistance and related services in order to prevent homelessness. https://www.urban.org/features/where-prioritize-emergency-rental-assistance-keep-renters-their-homes Prioritize the Development of Housing Targeted to People Experiencing Homelessness

Strategy 3.2
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 41 In addition to building traditional affordable housing units which may take years to develop, stakeholders also called for the City to explore newer program models such as tiny homes and motel/hotel conversion projects. Tiny home models could be built a lot faster than affordable housing units and offer residents a sense of independence and stability in having their own space. In addition, given the high cost of land in the Bay Area and opportunity to leverage federal and state funding, motel/hotel conversion projects can be a highly impactful method of getting people experiencing homelessness housed. In support of this strategy, this Plan proposes the following action steps: a. Continue streamlining development process for building affordable housing units, including those that are affordable by design, to reduce the need for a subsidy. b. As part of the Housing Element development, identify zoning barriers to implementing innovative shelter and housing models, such as tiny homes, safe parking, safe camping, and multi-unit development in City planning codes and ordinances. c. Continue leveraging partnerships between non-profit housing developers, County, and regional jurisdictions to support the creation of hotel conversion projects by community-based entities. d. Continue to support affordable housing projects that utilize innovative affordable housing strategies (i.e., tiny homes, factory built housing, and other models) and encourage developers to incorporate individuals with lived experience in the process. e. Leverage the City’s relationships with landlords and providers to support identification and reduction of barriers to participation in Rapid Rehousing programs. f. Evaluate the Affordable Housing Ordinance’s effectiveness in providing affordable housing opportunities to prevent displacement of Hayward residents and create housing opportunities for individuals experiencing homelessness in connection with analysis related to the private sector's ability to produce such units. g. Continue prioritizing inclusion of permanent supportive units for extremely low-income households in the City’s Notice of Funding Availability and City-subsidized affordable housing development. Affordable housing developments are often targeted to those earning 30-60% area median income and therefore are out of reach for most of the homeless population. Connecting subsidies to affordable housing developments can ensure that more new affordable housing will house people experiencing homelessness.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 42 Conclusion While homelessness is on the rise in the City of Hayward, the City is also committed to solving homelessness and the supportive services need to protect and uplift all community members in need. The Needs Assessment contained in this Plan found that homelessness has increased by 25% over the last few years in the City, and that certain groups experience disproportionate rates of homelessness, such as African Americans and people of color. Further, there is a need for a broader range and increased number of services that can reach and effectively support diverse populations. The City of Hayward has made significant efforts towards addressing its growing homeless and at-risk population, significantly more coordination and investment is required to serve the existing and growing homeless population. The goals, strategies, and activities included in Let’s House Hayward! reflect an actionable, community-led, data-driven Homelessness Strategic Plan for the City of Hayward. The community goals are COVID-conscious and reflect a need for a large increase in housing and services that can be adjusted over time, as the pandemic and its long-term impacts emerge. These goals and strategies will serve as a foundation from which to effectively address the growing needs in the community and are aligned with the City’s priority to Preserve, Protect, and Produce Housing for All. Implementation of this Plan requires a coordinated, cooperative, compassionate effort from the entire community that is flexible and enduring. While an effective end to homelessness may seem like a daunting undertaking, the outcomes will far outweigh the efforts required. Every person deserves to be empowered and receive accessible, dignified support when they are in need. The City of Hayward is already a leader in its efforts to end homelessness, and the current Strategic Plan is the next step forward in ensuring an end to homelessness in the community. “Our vision is for the City of Hayward to be a leader in ensuring an end to homelessness by empowering individuals through accessible, dignified treatment and services.” Let’s House Hayward! Vision Statement
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 43 Addendum 1: Implementation Summary Table The following Implementation Strategy Table summarizes the implementation strategy for the Let’s House Hayward! Strategic Plan. In addition to the Strategies and Action Steps for each Goal, it contains the following key components: • Two columns capture estimates of annual full-time effort (FTE) for City staff for each Strategy. The first column provides the estimated FTE for the Community Services Division, which is the lead City division implementing the Let’s House Hayward! Strategic Plan. The second provides the estimated FTE for other implementation partners within the City. • In some instances, a program or project includes both the staff time captured in the FTE columns as well as contracted vendor costs. For example, the City enters into agreements with community based agencies to provide the services described in Action Step 3.1c. The $300,000 for those agreements are listed in the Annual Services Costs column. Attachment II lists the contracted costs for each Action Step and the total costs for each Strategy. Some new projects may have one-time capital or implementation start-up costs, which will be determined during the research/planning phase. • The Action Steps vary in the amount of planning and start-up work required. They also start at different times or may be ongoing work that was established in a previous fiscal year. To illustrate this distinction, the timeline color-coded to visualize the different phases of implementation: 1) research/planning, 2) beginning implementation of a new or expanded project, and 3) ongoing work to ensure continued implementation and evaluation of success. Table 1. Implementation Strategy Legend Color/Symbol Meaning Research/Planning Phase Begin implementation of new or expanded activity Ongoing work to ensure continued implementation and evaluation Not currently active * While there are no contracted service costs, this Action Step still requires staff time and corresponding costs for staff time ** This Action Step has additional one-time costs, such as capital expenses or implementation start-up costs that are not captured in the annual estimates i This Action Step is an existing City project/activity that was part of the City’s work plan prior to development of the Let’s House Hayward! Strategic Plan ii This Action Step aligns with a project in the City’s Strategic Roadmap Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 44 Table 2. Implementation Strategy Strategy Annual Staff Effort Annual Contracted Services Costs Years CSD FTE Other City FTE Y1 Y2 Y3 Y4 Y5 Strategy 1.1: Formalize Interdepartmental and Interjurisdictional Partnerships .70 .85 Staffing costs only

1.1a Continue to leverage the City’s cross-departmental collaboration around encampment response. i *

1.1b Provide quarterly updates on Let’s House Hayward! Strategic Plan progress, including updates from City coordination groups and solicit ongoing feedback and collaboration with non-profit homeless service providers and people with lived experience, including peer to peer networking opportunities. *

1.1c Utilize the Homelessness Response meeting to coordinate implementation and evaluation of the Strategic Plan across City departments, including advising on feasibility of projects. *

1.1d Formalize partnership between the City Manager’s Office and Hayward Unified School District to strengthen resources for unhoused school-aged children and their families. *

1.1e Formalize partnership between the City Manager’s Office and local community colleges including California State University (CSU) East Bay and Chabot College to address youth homelessness. * Strategy 1.2: Develop Funding and Evaluation Strategy Reflecting Community Priorities Identified in this Strategic Plan 1.10 0.0 Staffing costs only

1.2a Conduct further research on different revenue options, including state and federal funding and private philanthropy and apply for funding that aligns with Strategic Plan action steps. *

1.2b Align funding priorities with Strategic Plan priorities including federal entitlement funds, departmental budgets, and contracts with providers. * 1.2c Continue refining clear funding application, award, and oversight processes, including integrating racial equity and program evaluation metrics. i * 1.2d Build infrastructure for data analysis to test efficacy of Strategic Plan projects. * Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 45 Strategy Annual Staff Effort Annual Contracted Services Costs Years CSD FTE Other City FTE Y1 Y2 Y3 Y4 Y5

1.2e Ongoing evaluation and updating of goals to reflect changing community needs, including specific needs of subpopulations. * 1.2f Ongoing reporting on milestones to community stakeholders. * 1.2g Ongoing Plan updates to reflect evaluation findings and changing community needs, funding availability. * Strategy 1.3: Educate and Engage the Community Regarding the Homeless System of Care .15 .15 $50,000 + Staffing Costs 1.3a Develop a public education campaign to educate the Hayward community about ongoing homelessness efforts and how the homeless system of care operates. $50,000 Strategy 2.1: Expand Housing-Focused Shelter Capacity .85 .10 $6.46M + Staffing Costs 2.1a Continue oversight and management of the Navigation Center. i, ii $2.3M 2.1b Continue oversight of Navigation Center Annex through current contract term. i $1M 2.1c Expand Navigation Center Annex to provide up to 35 units of non-congregate shelter for medically vulnerable residents. $2M 2.1d Continue current City-sponsored shelter programming. i $168,000 2.1e Expand existing winter shelter so it can operate all year round. $1M Strategy 2.2: Develop Homeless Crisis Response Services to Protect Dignity and Health of Unsheltered Households .70 .60 $1M 2.2a Develop funding for and explore feasibility of a sanctioned camp site with progressive engagement services and community education campaign. $500,000** 2.2b Develop funding for and facilitate the development of a safe parking site with progressive engagement services, including for those living in RVs. $500,000** Strategy 2.3: Develop and Test Innovations to Improve Outreach and Engagement .50 .90 $15,000 + Staffing Costs Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 46 Strategy Annual Staff Effort Annual Contracted Services Costs Years CSD FTE Other City FTE Y1 Y2 Y3 Y4 Y5

2.3a Provide trauma-informed training for City staff and contracted service providers with contact with residents experiencing homelessness. $15,000 2.3b Provide racial equity training for City staff with contact with residents experiencing homelessness. i * 2.3c Increase City and County partnership for Coordinated Entry, including organizing providers to make HMIS/CES recommendations to the Continuum of Care (CoC). * Strategy 2.4: Increase Diversity and Availability of Holistic Supportive Services .65 3.10 $180.000 + Staffing Costs 2.4a Develop funding for and explore feasibility of a supporting resource center to expand drop-in/day use. * 2.4b Continue General Fund and CDBG entitlement funding of non-profit agencies that provide homelessness prevention and supportive services. i $180,000

2.4c Support implementation of identified policy innovations workshop solutions for mental health response to improve outreach options for individuals who are homeless and experiencing mental health crises. *,**

2.4d Collaborate with the City’s Economic Development Division to increase access to employment services and support a local workforce pipeline. ii *

2.4e Use results of 2022 PIT to identify and prioritize supportive services (reentry, mental health, transition aged youth, mobile medical team, domestic violence, substance abuse, etc.) needs for future City-funded programs. * Strategy 2.5: Support Providers and Staff Capacity to Deepen Impact of Services .10 0 Staffing Costs Only

2.5a Explore opportunities to support contracted providers and City staff to deepen impact of services and support sustainability of providers by preventing burn-out and staff turnover. * Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 47 Strategy Annual Staff Effort Annual Contracted Services Costs Years CSD FTE Other City FTE Y1 Y2 Y3 Y4 Y5 Strategy 3.1: Continue to Invest in Eviction Prevention and Anti-Displacement Resources .80 .85 $1M + Staffing Costs

3.1a Continue implementing Residential Rent Stabilization and Tenant Protection Ordinance. i, ii $150,000

3.1b Continue implementing expanded COVID-19-related rent mediation services and connecting low-income residents and small landlords to County Emergency Rental Assistance Program. i

3.1c Continue to provide resources for home repair to prevent displacement of very-low-income households, and mediation services, including expanding services as funding allows. i $300,000

3.1d Identify funds for and develop a shallow subsidy program/ongoing rental assistance for extremely low income and high rent burden households. $500,000

3.1e Develop and implement a program to assist land trusts or non-profit orgs acquire tax defaulted properties. i, ii *

3.1f Provide flex funds, including one-time financial assistance for diversion and problem-solving program. $50,000

3.1g Ensure that City’s prevention programs (rent relief, shallow subsidy, flex funds) are accessible in multiple languages and conduct outreach that meets people where they’re at to provide resources that prevent eviction and displacement. *
Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 48 Strategy Annual Staff Effort Annual Contracted Services Costs Years CSD FTE Other City FTE Y1 Y2 Y3 Y4 Y5 Strategy 3.2: Prioritize the Development of Housing Targeted to People Experiencing Homelessness .10 1.25 Staffing Costs Only

3.2a Continue streamlining development process for building affordable housing units, including those that are affordable by design, to reduce the need for a subsidy. i *

3.2b As part of the Housing Element development, identify zoning barriers to implementing innovative shelter and housing models, such as tiny homes, safe parking, safe camping, and multi-unit development in City planning codes and ordinances. i, ii *

3.2c Continue leveraging partnerships between non-profit housing developers, County, and regional jurisdictions to support the creation of hotel conversion projects by community-based entities. i *

3.2d Continue to support affordable housing projects that utilize innovative affordable housing strategies (i.e. tiny homes, factory built housing, and other models) and encourage developers to incorporate individuals with lived experience in the process. *

3.2e Leverage the City’s relationships with landlords and providers to support identification and reduction of barriers to participation in Rapid Rehousing programs. *

3.2f Evaluate the Affordable Housing Ordinance’s effectiveness in providing affordable housing opportunities to prevent displacement of Hayward residents and create housing opportunities for individuals experiencing homelessness in connection with analysis related to the private sector's ability to produce such units. i,ii *, **

3.2g Continue prioritizing inclusion of permanent supportive units for extremely low-income households in the City’s Notice of Funding Availability and City-subsidized affordable housing development. i,ii * Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 49 Addendum 2: Outcome Indicators The Let’s House Hayward! Strategic Plan includes a structure for continual data-driven refinement of programs and activities following robust evaluation of process and outcome metrics. As part of ongoing project-level milestones, the larger initiatives include project design, funding development, evaluation development, pilot, and scaling of the intervention. Each intervention will contribute to a different set of process and outcome changes in the City of Hayward, and thus will have different indicators and metrics of success. The Plan’s commitment to data-driven decision-making is evident in the numerous Plan activities for developing data systems, ensuring ongoing alignment with Plan goals, City funding and project outcomes, as well as regular opportunities for reporting metrics to the community for accountability and transparency on progress toward outcomes. The below table summarizes the largest outcome and process indicators to be measured across Plan activities and identifies data sources for each. Outcomes & Processes Type Data Sources Reduction in average # times homeless Outcome PIT Count (# times homeless) Decrease in duration of homelessness Outcome PIT Count (# days homeless this episode) Increase in number of people connected to housing opportunities Outcome Program Data Increase in % interested in housing options Outcome Program Data Decrease in length of time from first contact to enrollment in services Outcome Program Data Decrease in length of time spent on waitlists for services Outcome Program Data/CE Increase in length of time housing is retained Outcome Program Data Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 50 Provide Shallow subsidy for up to 40 households each year, with associated decreases in % highly rent burdened Outcome Program Data/Census Reduction in the number of calls for public safety responses to encampments Outcome City Data Increase number of people served by Hayward Navigation Center by 70 people per year Outcome Program Data Evaluation systems established Process Administrative Data Individual action item milestones identified and tracked Process Administrative Data Annual reports completed Process Administrative Data Quarterly Let’s House Hayward! action meetings completed Process Administrative Data Increase in exits to and retention of permanent housing destinations Outcome Program and CoC Data Decrease in emergency response events for individuals experiencing homelessness Outcome City Data Increase in community-wide collaboration on homelessness solutions. Outcome Participation in CoC and Strategic Plan activities Increase in community-wide compassionate stance toward homelessness and solutions. Outcome Surveys, Focus Groups, Townhalls These are outcomes and processes that can be achieved if all the goals and activities in this Plan are fully funded and effectively implemented. These outcomes and their extensive impacts will take time to achieve and observe, and the Strategic Plan that supports them will need to be continuously reevaluated and expanded in order to support the long-term duration of these outcomes.

Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 51 Addendum 3: City of Hayward Housing Stabilization and Anti-Displacement Strategies The City of Hayward has several existing policies and programs in place to help residents maintain their housing and prevent displacement, which, in its most extreme form, can be homelessness. Prevention of Displacement • COVID-19 Rental Assistance. In response to COVID-19, the City programmed $1.73m in emergency and reallocated federal grant funds to a rent relief program, which is now closed but provided grants to over 600 households. • COVID Eviction Moratoria. In response to COVID-19, the City passed and extended Eviction Moratoria to protect tenants from eviction based on non-payment of rent or any no fault evictions. • Tenant Relocation Assistance Ordinance (TRAO). Passed in July 2020, the City’s TRAO requires that landlords provide temporary and permanent relocation assistance when tenants are displaced due to substantial repairs or a government order to vacate. There are some exceptions, including when the tenant is responsible for the need for repairs or if the need for repairs is caused by a natural disaster. • Local Preference Policy for Affordable Housing. The Affordable Housing Ordinance requires that projects with on-site affordable housing units apply a local occupancy preference for residents that live and work in Hayward. • Home Repair and Rehabilitation Grants. Annually, the City awards approximately $300,000 to two home repair and rehabilitation programs for substantial and minor repairs for low-income homeowners. This program allows individuals who otherwise would not be able to afford necessary repairs and risk displacement to continue living in their homes. Many grant recipients for these programs are older adults trying to age in place or adults with disabilities. • Legal Services. Annually, the City awards a range of funds to local non-profit legal services providers for tenant and landlord legal services to prevent evictions, including funds for Fair Housing administration. • Eviction Prevention Learning Lab. City staff and partners are participating in the National League of Cities and Stanford Legal Design Lab’s Eviction Prevention Learning Lab, an 18-month peer-to-peer network for cities to gain exposure to best practices, policies, and tools to prevent eviction. Housing Stabilization • Residential Rent Stabilization and Tenant Protection Ordinance (RRSO). Passed in July 2019, the City’s RRSO creates a rent increase threshold for covered rental units (broadly, multi-unit properties built before 1978) of 5% and a Let’s House Hayward! 2021 City of Hayward Homelessness Reduction Strategic Plan 52 rent dispute resolution process that allows tenants to petition potentially unlawful rent increases. It also includes just cause eviction and anti-harassment tenant protections for all rental properties. Increase Affordable Housing Supply • Implement multiple strategies (listed below) to increase the supply of affordable housing. The following number of units are in various stages of development. o 1026 rental units providing housing for extremely low to moderate-income households. o 70 ownership units proving housing to moderate income households. • Funding Development of Affordable Housing. In 2018, the City committed to providing development loans to 3 affordable housing developments that will create 259 units of housing affordable to extremely low and low-income households. City will seek additional projects in 2021. • Implementation of the City Affordable Housing Ordinance. The AHO requires that projects with on-site income-restricted units must be legally restricted to occupancy at the project-specified affordability level (extremely low, very low, low, and/or moderate income) and the affordable rent or cost in perpetuity. As a result, there are 175 units of affordable rental housing and 70 units of affordable ownership housing under various stages of development. • Prioritizing Development of Affordable Housing on Public Land. The City is working with two affordable housing developers to provide affordable housing on public land. As a result, there are approximately 280 units under development. • Facilitate the conversion of market rate housing to affordable housing. The City has entered into an agreement with the California Community Housing Agency which allows for Essential Housing Revenue Bonds issued by CalCHA to finance the acquisition or development of essential middle-income housing. Housing acquired using these bonds will be deed restricted for low-income and moderate-income households in Hayward. 1 property has been acquired to date that will provide 309 units of affordable housing to moderate and low income households. • Accelerating development of Affordable Housing through the implementation of State Housing Legislation and Density Bonus. The City continues to effectively implement new state housing legislation that is aimed to increase housing development, streamline the development approval process for affordable housing projects, incentivize housing production, and preserving existing housing.

Attachment III

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Hayward City CouncilDecember 17, 2024

Hayward City Council
December 17, 2024