Agenda Packet — Hayward City Council, January 28, 2025

Tuesday, January 28, 2025
7:00 PM

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

January 28, 2025City 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/81818593500?pwd=3eQLKvpvESTosLd4n8bW1WytV0AV1Y.1 Meeting ID: 818 1859 3500
Password: CC1/28@7pm
or
Dial: +1 669 900 6833 or +1 646 931 3860
Meeting ID: 818 1859 3500
Password: 0760877663

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

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January 28, 2025City Council Agenda
AB 2449 TELECONFERENCE NOTIFICATIONS AND CONSIDERATION

ROLL CALL

CLOSED SESSION ANNOUNCEMENT

PRESENTATION
Presentation by Alameda County Flood Control & Water Conservation District:

Revenue Enhancement

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.

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January 28, 2025City Council Agenda

CONSENT
Adopt a Resolution Authorizing the City Manager to Amend the Professional Services Agreement with St. Francis Electric, Inc., to Increase the Contract Amount by $300,000 for a Total Not-to-Exceed Amount of $1,200,000 to Continue On-Call
Traffic Signal and Streetlight Maintenance and Emergency Repair Support Services
CONS 25-0201.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Approving Garbage and Recycling Rate Adjustment for 2025-2026
CONS 25-0282.

Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Rates Comparison
Adopt an Ordinance Amending Chapter 10, Article 1 (Zoning Ordinance), Article 2 (Off-Street Parking Regulations), Article 24 (Mission Boulevard Code) and Article 28 (Downtown
Development Code) of the Hayward Municipal Code Associated with Implementation of the 2023-2031 Hayward Housing
Element
CONS 25-0313.

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

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.

South Bay Connect: Discuss and Provide Feedback to Capitol Corridor Joint Powers Authority Staff (Report from Public Works Director Ameri)
WS 25-0014.

Attachments: Attachment I Staff Report
Attachment II Aerial Map

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January 28, 2025City Council Agenda

LEGISLATIVE BUSINESS
Hayward Public Library: Adopt a Resolution Approving
Hayward Public Library’s 5-Year Strategic Plan 2025-2029 (Report from Library Services Director Addleman)
LB 25-0025.

Attachments: Attachment I Staff Report
Attachement II Resolution
Attachment III Library Strategic Plan 2025-2029
Attachment IV Strategic Plan on a Page

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
NEXT MEETING, February 4, 2025

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

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

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January 28, 2025City Council Agenda

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

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

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CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-020
DATE: January 28, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Amend the Professional Services Agreement with St.

Francis Electric, Inc., to Increase the Contract Amount by $300,000 for a Total Not-to-Exceed Amount of $1,200,000 to Continue On-Call Traffic Signal and Streetlight Maintenance and Emergency Repair Support Services

RECOMMENDATION
That Council adopts a resolution (Attachment II) authorizing the City Manager to Amend the existing Professional Services Agreement (PSA) with St. Francis Electric, Inc., (St. Francis) to increase the contract amount by $300,000, for a total amount not-to-exceed $1,200,000 to continue on-call support and emergency repair services for traffic signal and streetlight infrastructure, for the current three year term through June 30, 2026.

SUMMARY
The City entered into a three-year agreement with St. Francis Electric, Inc., (St. Francis) to provide on- call support and emergency repair services for traffic signals and streetlight infrastructure on June 28, 2023, with a total amount not-to-exceed $900,000. The compensation was set not to exceed $300,000 per fiscal year for a total of $900,000 for the contract term. Due to greater than expected maintenance and emergency repair needs, additional funding for fiscal year 2025 of $200,000 and fiscal year 2026 of $100,000 is requested for St. Francis to continue providing on-call support and services to the City for the remainder of the contract term. Staff recommends that Council adopt a resolution authorizing the City Manager to amend the existing agreement with St. Francis to increase the contract amount by $300,000 for a total not-to-exceed $1,200,000 to ensure continuity of services through the three-year contract term.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 1/23/2025Page 1 of 2
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File #:CONS 25-020
CITY OF HAYWARD Printed on 1/23/2025Page 2 of 2
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DATE: January 28, 2025

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Authorizing the City Manager to Amend the Professional Services Agreement with St. Francis Electric, Inc., to Increase the Contract Amount by $300,000 for a Total Amount Not-to-Exceed $1,200,000 to Continue On-Call Traffic Signal and Streetlight Maintenance and Emergency Repair Support Services

RECOMMENDATION

That Council adopts a resolution (Attachment II) authorizing the City Manager to Amend the existing Professional Services Agreement (PSA) with St. Francis Electric, Inc., (St. Francis) to increase the contract amount by $300,000, for a total amount not-to-exceed $1,200,000 to continue on-call support and emergency repair services for traffic signal and streetlight infrastructure, for the current three year term through June 30, 2026.

SUMMARY

The City entered into a three-year agreement with St. Francis Electric, Inc., (St. Francis) to provide on-call support and emergency repair services for traffic signals and streetlight infrastructure on June 28, 2023, with a total amount not-to-exceed $900,000. The compensation was set not to exceed $300,000 per fiscal year for a total of $900,000 for the contract term. Due to greater than expected maintenance and emergency repair needs, additional funding for fiscal year 2025 of $200,000 and fiscal year 2026 of $100,000 is requested for St. Francis to continue providing on-call support and services to the City for the remainder of the contract term. Staff recommends that Council adopt a resolution authorizing the City Manager to amend the existing agreement with St. Francis to increase the contract amount by $300,000 for a total not-to-exceed $1,200,000 to ensure continuity of services through the three-year contract term.

BACKGROUND

Hayward’s Public Works & Utilities Department is responsible for maintaining 146 traffic signals, over 8,000 streetlights, and additional devices such as flashing beacons, radar

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feedback signs, high intensity activated crosswalk beacons, and rectangular rapid flashing beacon signs. The City’s Traffic Signal Technician performs routine maintenance and repair services for the City’s traffic signals and streetlights, such as replacing signal detection, streetlight fixture repair, and overall inspection.

St. Francis, the On-Call Streetlight and Traffic Signal Maintenance and Emergency Repair contractor provides after-hours and weekend emergency services support, as well as support for Capital Improvement Program (CIP) projects, complex problem-solving, and other large labor-intensive projects. Services include, but are not limited to, repairing traffic signals and streetlights, testing and inspecting equipment, testing and locating detector loops and cameras, installing and modifying signal systems, painting, reviewing signal timing plans, assisting in the installation of a new traffic signal, installing and maintaining video detection systems, installing and troubleshooting the City’s fiber optics network, and providing training to City staff as needed in the use of certain equipment.

The current agreement for on-call services with St. Francis expires on June 30, 2026.

DISCUSSION

On March 2,2023, Staff prepared a Request for Proposal (RFP) for on-call streetlight and traffic signal maintenance and emergency repair services and released to six firms and posted on the City’s website. Staff evaluated two proposals received and determined that St.

Francis was the most qualified for the services needed. St Francis was selected based on their experience in providing quality services and timely response to the City of Hayward, familiarity with the City’s traffic signal system, and the firm’s competitive rate structure.

The current three-year agreement with St. Francis was executed on June 28, 2023 with an effective date of July 1, 2023, and terminates on June 30, 2026. The compensation was set not to exceed $300,000 per fiscal year for a total of $900,000 for the contract term. Due to additional work needed in FY2024 that had to be delayed and worked on in FY2024 and unforeseen CIP project support costs, the $300,000 per fiscal year is not sufficient to fund the streetlight and traffic signal maintenance and repair services needed for FY2025 and FY2026.

FY2025 has also seen increased demand for services from this contract. The City has seen increased traffic signal fiber communication damages that require repair. Due to the high demand for streetlight and traffic signal maintenance and emergency repair services, additional funding of $200,000 for FY2025 and $100,000 for FY2026 is requested for amendment of the contract with St. Francis.

ECONOMIC IMPACT

This contract provides significant benefits to Hayward residents, businesses, and patrons by facilitating the timely and efficient repairs to damaged streetlights, traffic signals, and other devices.

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FISCAL IMPACT

There will be no impact on the General Fund. The funding for these services will come from previously approved CIP budgets allocated for Streetlight and Traffic Maintenance in Fund 210 – Gas Tax Fund.

STRATEGIC ROADMAP

This agenda item is a routine operational item. Although St. Francis’ services do not directly support implementation of Council’s Strategic Roadmap, they support the implementation of the following planning documents and policies:

 The Hayward 2040 General Plan1 has a Mobility Element and several related goals, including implementation of the Hayward Complete Streets Policy,2 balancing multimodal systems, improving pedestrian facilities and bikeway, transportation demand management, and safe movement of goods throughout the City.  The Hayward Bicycle and Pedestrian Master Plan (BPMP)3 is consistent with the Hayward 2040 General Plan and outlines efforts to improve pedestrian safety. These include the installation and maintenance of rectangular rapid flashing beacons, signal improvements, and pedestrian hybrid beacons, which will be performed by the vendor.

SUSTAINABILITY FEATURES

This agenda item supports routine installation and maintenance of streetlight and traffic signal infrastructure, and supports the City’s sustainability initiatives by minimizing congestion, thereby reducing greenhouse gas emissions.

PUBLIC CONTACT

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

NEXT STEPS

If Council approves this request, the City Manager will amend the existing agreement with St. Francis Electric, Inc., to increase the contract amount by $300,000 for a total amount not- to-exceed $1,200,000 for the City to continue receiving on-call support and emergency repair services for traffic signal and streetlight infrastructure through June 30, 2026.

1 https://www.hayward-ca.gov/sites/default/files/Hayward_2040_General_Plan_FINAL.pdf 2 https://www.hayward-ca.gov/your-government/city-council/complete-streets-strategic-initiative . 3 https://www.hayward-ca.gov/content/bike-and-pedestrian-master-plan-update .

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Prepared by: Jade Kim, Assistant Transportation Engineer Byron Tang, Senior Transportation Engineer
Hugh Louch, Deputy Director of Public Works – Transportation

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________________
Dr. Ana M. Alvarez, City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO AMEND THE
PROFESSIONAL SERVICES AGREEMENT WITH ST. FRANCIS ELECTRIC, INC., TO INCREASE THE CONTRACT AMOUNT BY $300,000 FOR A TOTAL AMOUNT NOT-TO-EXCEED $1,200,000 TO CONTINUE ON-CALL TRAFFIC SIGNAL AND

STREETLIGHT MAINTENANCE AND EMERGENCY REPAIR SUPPORT

SERVICES

WHEREAS, the City is responsible for maintaining 146 traffic signals, over 8,000 streetlights, and additional devices such as flashing beacons, radar feedback signs, high intensity activated crosswalk beacons, and rectangular rapid flashing beacon signs; and

WHEREAS, the City entered a three-year agreement with St. Francis Electric, Inc., (“St.

Francis”) for On -Call Streetlight and Traffic Signal Maintenance services primarily in the after-hours and on weekends to support the City’s traffic signal technician and re pair streetlights and traffic signal equipment. The agreement is effective starting on July 1, 2023 and terminates on June 30, 2026; and

WHEREAS, the contract amount was set as $300,000 not-to-exceed per fiscal year for a total of $900,000 not-to-exceed for three-year contract terms; and

WHEREAS, due to the high demand for streetlight and traffic signal maintenance and emergency repair services, additional funding of $200,000 for fiscal year 2025 and $100,000 for fiscal year 2026 i s needed, for a total amended not-to-exceed amount of $1,200,000 is requested for St. Francis to continue their on-call services for the remainder of the contract term through June 30, 2026.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward that the City Manager is hereby authorized to amend the existing professional service agreement with St. Francis Electric, Inc. to increase the contract amount by $300,000 for a total amount not-to-exceed $1,200,000 in a form approved by the City Attorney.

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IN COUNCIL, HAYWARD, CALIFORNIA , 2025

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 25-028
DATE: January 28, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Approving Garbage and Recycling Rate Adjustment for 2025-2026

RECOMMENDATION
That Council adopts a resolution (Attachment II) approving the recommended garbage and recycling annual rate adjustment of 3.1% for all residential and commercial accounts effective March 1, 2025.

SUMMARY
Refuse rates typically increase on March 1 of each year, in accordance with the Franchise Agreement between the City and Waste Management of Alameda County (WMAC) that became effective on March 1, 2023, and expires February 28, 2033. Rate Year Three (RY3) of the Franchise Agreement will commence on March 1, 2025. Per the Franchise Agreement, the rates for RY3 shall be set based on a Consumer Price Index (CPI) adjustment to WMAC’s current revenues. The calculated RY3 increase is 3.1%.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Rates Comparison
CITY OF HAYWARD Printed on 1/23/2025Page 1 of 1
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DATE: January 28, 2025

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Approving Garbage and Recycling Rate Adjustment for 2025-2026

RECOMMENDATION

That Council adopts a resolution (Attachment II) approving the recommended garbage and recycling annual rate adjustment of 3.1% for all residential and commercial accounts effective March 1, 2025.

SUMMARY

Refuse rates typically increase on March 1 of each year, in accordance with the Franchise Agreement between the City and Waste Management of Alameda County (WMAC) that became effective on March 1, 2023, and expires February 28, 2033. Rate Year Three (RY3) of the Franchise Agreement will commence on March 1, 2025. Per the Franchise Agreement, the rates for RY3 shall be set based on a Consumer Price Index (CPI) adjustment to WMAC’s current revenues. The calculated RY3 increase is 3.1%.

BACKGROUND

The Franchise Agreement between the City and WMAC for garbage, recycling, and organics collection and processing was approved by Council on June 28, 20221. The Agreement includes Tri-CED continuing to provide residential recycling services to Hayward as a subcontractor to WMAC. The Agreement is in effect for ten years and details a specific rate adjustment process for each year. In the first year of the contract, rates were negotiated and agreed upon at an initial rate. The rates for years two through four are set by a CPI- based calculation. The Franchise Agreement requires the rates for RY5 be set by following a detailed cost-based adjustment to ensure that WMAC receives an after-tax return on its investment of 5.5%. Rate Years Six through Ten are to be set through an index-type of adjustment process considering the CPI, government fees, and other factors.

1 https://hayward.legistar.com/LegislationDetail.aspx?ID=5709695&GUID=E5867537-1E85-495D-95E4-BB7A6B590715&Options=&Search=

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DISCUSSION

Staff received WMAC’s rate adjustment application for RY3 in December 2024 and performed a detailed review of WMAC’s application and ensured all calculations were consistent with the procedures outlined in the Franchise Agreement and confirmed the validity of the proposal. The Agreement specifies that a minimum of 3% be used as a CPI floor in the rate calculation. The annual percentage change in CPI between 2023 and 2024 was 2.8%. After further contractual procedures that adjust for fees assessed by the State, County, and City, and for projected revenues for WMAC, the resulting increase applied to the RY3 rates is 3.1%.

ECONOMIC IMPACT

If approved, residents and businesses would pay 3.1% more for refuse and recycling services for the period of March 1, 2025, through February 28, 2026. With a 3.1% increase, the new monthly service charge for residential customers with the standard 32-gallon cart for garbage service would be $45.59, or $1.37 higher than the existing rate. For residents subscribing to the smaller 20-gallon cart, the new service charge would be $31.20, or $0.94 higher than the existing rate. A comparison of rates with several nearby communities is included as Attachment III.

FISCAL IMPACT

With the proposed increase, it is projected that City revenues related to this agreement, including those dedicated for street impacts and street cleaning, will increase by approximately $386,615 annually to the General Fund.

STRATEGIC ROADMAP

This agenda item is a routine operational item and does not relate to one of the Council’s six Strategic Priorities.

SUSTAINABILITY FEATURES

The rate increase will allow the City, WMAC, and Tri-CED to continue to provide Hayward residents and businesses with recycling and composting services, so they can maximize the diversion of waste from the landfill. Solid waste management involves the safe and responsible management of discarded material from generation through processing to disposal. Reducing waste landfilled by maximizing the reuse, recycling, and composting of materials increases diversion, conserves natural resources, and plays an important role in making a community sustainable. No additional programs are contemplated as part of RY3 services.

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PUBLIC CONTACT

The public was notified of the rate increase in 2022 as part of the new Franchise Agreement announcement mailed to all rate-payers. That notice provided an estimated increase for each year of the Franchise Agreement and indicated that the increase that would be effective on March 1, 2025, would not exceed 6%. If Council approves the proposed rate increase, customers will be notified of the actual increase through bill inserts included with their garbage bill and a message printed on their garbage bill.

NEXT STEPS

If Council approves the rate adjustment, it would be effective on March 1, 2025. Staff will work with WMAC to implement the new rates and advise customers. A brief statement regarding the fee increase will be included as a bill insert and printed on the customer’s garbage bills.

Prepared by: Jeff Krump, Solid Waste Program Manager
Erik Pearson, Environmental Services Manager

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________________
Dr. Ana M. Alvarez, City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member _____________

RESOLUTION APPROVING GARBAGE AND RECYCLING RATE
ADJUSTMENT FOR 2025-2026

WHEREAS, the current Franchise Agreement between the City of Hayward and Waste Management of Alameda County (WMAC) became effective on March 1, 2023; and

WHEREAS, garbage and recycling rates typically increase on March 1 of each year and Rate Year Three of the Franchise Agreement will commence on March 1, 2025; and

WHEREAS, the Franchise Agreement dictates that the rates for Rate Year Three shall be set at 3.1% based on a Consumer Price Index (CPI) adjustment to WMAC’s projected Rate Year Two revenues, which is calculated by using several factors including the CPI, government fees, and others; and

WHEREAS, the City completed the necessary review of WMAC’s rate adjustment application;

WHEREAS, calculations based on the methodology specified in the Franchise Agreement show that the increase is appropriate and warranted.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby approves the increase of 3.1% from March 1, 2025 through February 28, 2026 for garbage and recycling rates for residents and businesses in the City of Hayward that are served under the Franchise Agreement.

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IN COUNCIL, HAYWARD, CALIFORNIA , 2025

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

Comparison of Monthly Garbage & Recycling Rates
Table 1, Multi-family Dwelling Rates (assuming 1x per week service for 20 units) Municipality Expires Garbage (3cy) Recycling (1cy) Organics (1cy) Total Livermore June 30, 2025 $392.12 $100.85 $100.85 $593.82 Fremont Dec 31, 2025 $286.53 $10.99 per unit $116.99 $623.32 Hayward (current) Feb 28, 2025 $484.66 $9.46 per unit Included w/ Garbage $673.86
Hayward (proposed 3.1%) Feb 28, 2026 $499.68 $9.75 per unit Included w/ Garbage $694.75
Union City (Republic) June 30, 2025 $490.56 $112.31 $112.31 $715.18 City of Alameda (ACI) June 30, 2025 $575.40 $8.26 per unit $5.94 per unit $870.90 Castro Valley (ACI) June 30, 2025 $573.81 $158.53 $293.27 $1,025.61 Oakland (WMAC) June 30, 2025 $987.01 $18.67 per unit Included w/ Garbage $1,080.36

Table 2, Single-Family Dwelling Rates (Rates include organics and recycling services.) Municipality Expires Garbage (20 gallon) Garbage (30-35 gallon)* Garbage (60-64 gallon) Hayward (current) Feb 28, 2025 $30.26 $44.22 $78.87
Livermore June 30, 2025 $33.97 $44.60 $66.26
Union City (Republic) June 30, 2025 $36.04 $45.06 $90.19 Hayward (proposed 3.1%) Feb 28, 2026 $31.19 $45.59 $81.31 Fremont Dec 31, 2025 $45.93 $46.84 $51.02
City of Alameda (ACI) June 30, 2025 $39.89 $50.36 $82.73 Castro Valley (ACI) June 30, 2025 $35.80 $55.49 $96.38 Oakland (WMAC) June 30, 2025 $53.36 $60.57 $106.71
*Most common container size.

Table 3, Commercial Rates (assuming 1x per week service) Municipality Expires Garbage (3cy) Recycling (1cy) Organics (1cy) Total Fremont Dec 31, 2025 $283.62 $94.63 $116.99 $495.24
Livermore June 30, 2025 $392.12 $104.56 $104.56 $601.24 Hayward (current) Feb 28, 2025 $484.66 $94.06 $94.06 $672.78 Hayward (proposed 3.1%) Feb 28, 2026 $499.69 $96.98 $96.98 $693.64 Union City (Republic) June 30, 2025 $490.56 $112.31 $112.31 $715.18 City of Alameda (ACI) June 30, 2025 $575.40 $153.44 $153.44 $882.28 Castro Valley (ACI) June 30, 2025 $573.81 $158.53 $293.27 $1,025.61 Oakland (WMAC) June 30, 2025 $702.69 Open Market $221.30 -

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-031
DATE: January 28, 2025
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Adopt an Ordinance Amending Chapter 10, Article 1 (Zoning Ordinance), Article 2 (Off-Street Parking Regulations), Article 24 (Mission Boulevard Code) and Article 28 (Downtown Development Code) of the Hayward Municipal Code Associated with Implementation of the 2023-2031 Hayward Housing Element

RECOMMENDATION
That the Council adopts the Ordinance introduced on January 21, 2025.

SUMMARY
This item entails adoption of an Ordinance amending Chapter 10, Article 1 (Zoning Ordinance), Article 2 (Off-Street Parking Regulations), Article 24 (Mission Boulevard Code) and Article 28 (Downtown Development Code) of the Hayward Municipal Code, introduced on January 21, 2025, by Council Member Syrop.

ATTACHMENTS
Attachment I Staff Report
Attachment II Summary of Published Ordinance
CITY OF HAYWARD Printed on 1/23/2025Page 1 of 1
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DATE: January 28, 2025

TO: Mayor and City Council

FROM: City Clerk

SUBJECT: Adopt an Ordinance Amending Chapter 10, Article 1 (Zoning Ordinance), Article 2 (Off -Street Parking Regulations), Article 24 (Mission Boulevard Code) and Article 28 (Downtown Development Code) of the Hayward Municipal Code Associated with Implementation of the 2023-2031 Hayward Housing Element

RECOMMENDATION

That the Council adopts the Ordinance introduced on January 21, 2025.

SUMMARY

This item entails adoption of an Ordinance amending Chapter 10, Article 1 (Zoning Ordinance), Article 2 (Off-Street Parking Regulations), Article 24 (Mission Boulevard Code) and Article 28 (Downtown Development Code) of the Hayward Municipal Code , introduced on January 21, 2025, by Council Member Syrop.

BACKGROUND

The Ordinance was introduced by Council Member Syrop at the January 21, 2025, 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.

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FISCAL IMPACT

There is no fiscal impact associated with this report.

PUBLIC CONTACT

The summary of the Ordinance was published in the Daily Review c/o Bay Area News Group- East Bay on Friday, January 24, 2025. 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:

_____________________________________
Dr. Ana M. Alvarez, City Manager

ATTACHMENT II

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PUBLIC NOTICE OF AN INTRODUCTION OF AN ORDINANCE BY THE

CITY COUNCIL OF THE CITY OF HAYWARD

ORDINANCE AMENDING CHAPTER 10, ARTICLE 1 (ZONING ORDINANCE), ARTICLE 2 (OFF- STREET PARKING REGULATIONS), ARTICLE 24 (MISSION BOULEVARD CODE) AND ARTICLE 28 (DOWNTOWN DEVELOPMENT CODE) OF THE HAYWARD MUNICIPAL CODE ASSOCIATED WITH IMPLEMENTATION OF THE 2023-2031 HAYWARD HOUSING ELEMENT

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

Section 1. Provisions. The City Council incorp orates by reference the findings contained in Resolution 25-010 approving the Zoning Text Amendments to the Hayward Municipal Code as detailed in Exhibits A, B, C, and D.

Section 2. Chapter 10, Planning, Zoning, and Subdivisions of the Hayward Municipal Code, which establishes development standards and regulations for all zoning districts within City boundaries, is hereby amended to add certain text (as indicated by underline) and delete certain text (as indicated by strikethrough) in the attached Exhibits A thorough D, related to the following: allowing Single Room Occupancy (SROs) development within additional zoning districts in accordance with regulations outlined in Hayward Municipal Code (HMC) Section 10-1.2736(e); allowing Safe Parking in certain areas in accordance with regulations outlined in HMC Section 10 -1.2736(d); expanding allowances for licensed group homes; allowing Emergency Shelters in additional zoning districts in accordance with regulations outlined in HMC Section 10 -1.2736(a); allowing Psychiatric and Rehabilitation Care Facilities in certain zoning districts; and, miscellaneous revisions to Chapter 10 Article 1:

Zoning Ordinance, Article 2: Off -Street Parking Regulations, Article 24: Mission Boulevard Code and Article 28: Downtown Development Code, introduced herewith and as specifically shown in this Ordinance.

Section 4. Severance. Should any part of this Ordinance be declared by a final decision by a court or tribunal of competent jurisdiction to be unconstitutional, invalid, or b eyond the authority of the City, such decision shall not affect the validity of the remainder of this Ordinance, which shall continue in full force and effect, provided that the remainder of the Ordinance, absent the unexcised portion, can be reasonably in terpreted to give effect to the intentions of the City Council.

Section 4. Effective Date. In accordance with the provisions of Section 620 of the City Charter, the Ordinance shall become effective 30 days after the second reading on the Ordinance.

Introduced at a regular meeting of the City Council of the City of Hayward, held the 21 st day of January 2025, by Council Member Syrop.

ATTACHMENT II

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This Ordinance will be considered for adoption at the regular meeting of the Hayward City Council, to be held on the 28th day of January 2025, 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: January 24, 2025
Miriam Lens, City Clerk
City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: WS 25-001
DATE: January 28, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
South Bay Connect: Discuss and Provide Feedback to Capitol Corridor Joint Powers Authority Staff

RECOMMENDATION
That City Council provide feedback to Capitol Corridor Joint Powers Authority Staff on the South Bay Connect project.

SUMMARY
The South Bay Connect Project proposes to relocate the Capitol Corridor intercity passenger rail service between Oakland and Newark from the Union Pacific Railroad (UPRR) Niles Subdivision to the existing UPRR Coast Subdivision. While the project has potential regional benefits by creating a faster and more reliable passenger rail route between Oakland and San Jose, it comes at a local cost to Hayward. As a result of this project, the Capitol Corridor will no longer serve the Hayward station at 22555 Meekland Avenue.

The City elected officials, staff, and many residents have expressed strong concerns to Capitol Corridor Joint Powers Authority (CCJPA) staff during the planning and environmental phases of the project related to the closure of the station and the impact it would have on the City.

The proposed Project also includes constructing a new passenger rail station at the existing Ardenwood Park-and-Ride in Fremont on the Coast Subdivision to serve southern Alameda County passengers and create new transbay transit connections to the San Francisco Peninsula.

ATTACHMENTS
Attachment I Staff Report
Attachment II Aerial Map
CITY OF HAYWARD Printed on 1/23/2025Page 1 of 1
powered by Legistar™

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DATE: January 28, 2025

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: South Bay Connect: Discuss and Provide Feedback to Capitol Corridor Joint Powers Authority Staff

RECOMMENDATION

That City Council provide feedback to Capitol Corridor Joint Powers Authority Staff on the South Bay Connect project.

SUMMARY

The South Bay Connect Project proposes to relocate the Capitol Corridor intercity passenger rail service between Oakland and Newark from the Union Pacific Railroad (UPRR) Niles Subdivision to the existing UPRR Coast Subdivision. While the project has potential regional benefits by creating a faster and more reliable passenger rail route between Oakland and San Jose, it comes at a local cost to Hayward. As a result of this project, the Capitol Corridor will no longer serve the Hayward station at 22555 Meekland Avenue.

BACKGROUND

Capitol Corridor Joint Powers Authority (CCJPA) is the managing agency of the State- supported Capitol Corridor intercity passenger rail service that connects the greater Sacramento region and the San Francisco Bay Area. The Capitol Corridor serves 18 stations in eight (8) Northern California counties, and one of the stations in Alameda County is

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located in Hayward at 22555 Meekland Avenue. The service is operated by Amtrak on Union Pacific Railroad (UPRR) and Peninsula Corridor Joint Powers Board (operator of the Caltrain service) rights-of-way. Currently, the Capitol Corridor operates twelve (12) roundtrips on weekdays between Sacramento and Oakland, with six (6) of those roundtrips extending between Oakland and San Jose, and eleven (11) roundtrips on weekends between Sacramento and Oakland, with seven (7) of those extending between Oakland and San Jose. Service frequency and schedule is closely coordinated with Amtrak and UPRR and is constrained by State-owned rail equipment availability and shared rail corridor with freight.

One of the responsibilities of the CCJPA as managing agency is to plan the future of the Capitol Corridor service. From 2014 to 2016, CCJPA conducted a Vision Plan that lays out long-term visions for future Capitol Corridor service and high-level strategies to achieve those visions. One of the strategies to improve service between Oakland and San Jose identified in the 2014-2016 Capitol Corridor Vision Plan is to relocate the service between Oakland and Newark from the current UPRR Niles Subdivision to the shorter, more direct UPRR Coast Subdivision.1 This service shift, along with associated rail infrastructure improvements, is included in the project named South Bay Connect (Project). A map of the Project is included as Attachment II. The Project is also included in multiple iterations of the California State Rail Plan as part of the statewide vision to improve rail service (passenger and freight).2 .

According to CCJPA, South Bay Connect is expected to improve the service efficiency and reliability of the Capitol Corridor service overall by relocating service to a shorter and less congested rail corridor through Alameda County. The service relocation will discontinue Capitol Corridor service at the Hayward and Fremont-Centerville stations. The Project includes constructing a new station at the Ardenwood Park-and-Ride in Fremont to facilitate intermodal transfers between rail and transbay buses and shuttles serving communities on the Peninsula. Modeling indicates a net increase in ridership from the improved service and new station at Ardenwood. Ardenwood was identified as the preferred new station location based on quantitative and qualitative analysis comparing different potential station locations along the Coast Subdivision that allowed for convenient transbay access, however, the Project does not preclude additional stations from being developed along the Coast Subdivision in the future, as supported by local municipalities.

In addition to the proposed new station, rail infrastructure improvements are proposed on the Coast Subdivision between Oakland and Newark to ensure adequate capacity for existing freight rail service and proposed new passenger rail service, including installation of an additional track, replacement of existing rail and ties, and upgrade and slight shifts of existing tracks to allow higher trains speeds, among others. The Project also proposes improvements at 25 existing at-grade crossings and at seven (7) grade-separated crossings.

Existing railroad bridges would be replaced or modified to accommodate the addition of a track between Oakland and Newark. Retaining walls would be required at specific locations

1 Capitol Corridor Vision Plan
2 California State Rail Plan

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to accommodate railroad improvements on the Coast Subdivision. Actual rail infrastructure improvements may be less in scope, as details are determined through continuing discussions with UPRR.

Capitol Corridor operations on the Coast Subdivision would not affect the frequency of existing passenger or freight rail services along the rail line. The project does not include any changes to freight rail service operations on the Niles and Oakland subdivisions.

Capitol Corridor service to the existing Hayward and Fremont-Centerville stations on the Niles Subdivision would be discontinued, but Altamont Corridor Express (ACE) would continue to stop at the Fremont-Centerville station. The Project does not propose the demolition of the Hayward station; it would remain as is. The City owns the parking lot serving this station and would separately determine future use of this parcel.

On May 29, 2024, CCJPA released the Draft Environmental Impact Report (EIR) of the Project for public review and comment for a period of 45 days, in accordance with the requirements of the California Environmental Quality Act (CEQA). When the public comment period closed on July 15, 2024, a total of 310 commenters submitted comments on the Draft EIR, including the City and several residents and organizations in Hayward.

CCJPA prepared formal responses to all comments, which are included as part of the Final EIR. A Mitigation Monitoring and Reporting Program and a summary of clarifications and revisions to the Draft EIR as a result of public comments received are also included in the Final EIR. The Final EIR and the Mitigation Monitoring and Reporting Program were presented before the Capitol Corridor Joint Powers Board on November 20, 2024, and the CCJPA Board certified the Final EIR and approved the Project to continue to the next phase.

DISCUSSION

CCJPA staff have heard and acknowledge concerns from the Hayward community about the proposed discontinuation of Capitol Corridor service at the Hayward Station. While nearby BART service provide s connections to the Capitol Corridor at Oakland Coliseum and Richmond Stations, the Coliseum connection point has room for improvement and the Richmond connection is a long distance from Hayward, making it impractical for most riders.

During the CCJPA Board meeting certifying the Final EIR, CCJPA Board members suggested that CCJPA staff look into enhancing t he connection to BART at the Coliseum station to help facilitate connectivity to the regional rail network for residents of Hayward.

This work session was set up at the request of CCJPA staff to present the regional case for the South Bay Connect project directly to Council and to respond to Council member and public requests received during the environmental phase of the project to conduct outreach about the Project in Hayward. CCJPA staff are seeking public and elected official s comments and questions from the Council about the South Bay Connect Project and Capitol Corridor services in general and welcome continued engagement with the Hayward community as the Project proceeds.

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ECONOMIC IMPACT

This is a work session to discuss a proposed project led by the Capitol Corridor Joint Powers Authority. There is no economic impact as a result of this item. However, as mentioned before, the project will result in the loss of the station in Downtown Hayward, which could have a yet unknown economic impact on the City.

FISCAL IMPACT

This is a routine item and has no fiscal impact. The project, as envisioned, is expected to cost $700 to $900 million. The planning and environmental phases of this work were funded by the State through the State Rail Assistance (SRA) program and the competitive Transit and Intercity Rail Cooperative Program (TIRCP). Design is fully funded through TIRCP.

The Project would need to seek Federal, State, and regional funding for the right-of-way and construction phases. The voter approved Measure BB expenditure plan includes $40 million for Capitol Corridor Service Expansion, which could be used for this or other projects along the Capitol Corridor in Alameda County. The Project will likely require significant Federal funding, with the future of Federal funding for railroad projects uncertain in the short term.

STRATEGIC ROADMAP

This project is not a City of Hayward project and is not directly related to the City’s Strategic Roadmap.

SUSTAINABILITY FEATURES

There are no sustainability features associated with this action. Loss of the Capitol Corridor station in Hayward would reduce residents access to regional transit, which could increase use of automobile modes.

PUBLIC CONTACT

CCJPA has conducted public engagement and outreach as part of the South Bay Connect project since the project officially kicked off in 2019 and continuing throughout the CEQA EIR process.

In 2019, the project team worked with various City staff to determine potential station locations in Hayward along the Coast Subdivision for consideration to be included in the project. CCJPA initiated the project’s public environmental scoping process on June 29, 2020 with the distribution of a Notice of Preparation (NOP). Public notices about the project and the scoping comment period were posted on the Capitol Corridor website as well as on a dedicated project website, supplemented by posts on CCJPA’s social media channels. Public notices were published in various newspapers in English, Spanish, and

Page 5 of 6 ends

Mandarin and a postcard mailer was mailed out to 15,095 homeowners within 1,000 feet of the project corridor and regional stakeholders. A virtual/online public scoping meeting was available during the 45-day public comment period at www.SouthBayConnect.com to allow for participation in a safe environmental while social distancing. Two telephone town halls were hosted during the scoping period where members from the public could hear about the project, speak with project team members, ask questions and submit formal comments.

Both telephone town halls were held in English, Spanish, and Mandarin.

To continue public engagement after the public scoping period, the project team convened a Corridor Working Group in 2021 consisting of representatives from various community organizations and associations from cities along the project corridor (Oakland, San Leandro, Hayward, Union City, and Fremont) to share and distribute project information.

Organizations and associations from Hayward included the Eden Shores Community, Cherryland Neighborhood Association, Community Resources for Independent Living (CRIL). Three (3) online Community Work Group meetings were held throughout 2021.

Following a period of project development from 2021 to 2024 during which preliminary engineering design and environmental impact analyses were conducted, a Notice of Availability (NOA) of the draft Environmental Impact Report (EIR) was released on May 29, 2024, announcing the commencement of a 45-day public review and comment period that ended on July 15, 2024. Using the established project website and Capitol Corridor’s social media following, the project team posted key information online. The team also reached out to local and regional media publications, mailed out notices to a large corridor-wide property owner/stakeholder database (over 15,900 property owners within 500 feet of the project corridor), sent multiple electronic notices, and conducted public and stakeholder meetings to share project updates and collect comments. An online, joint Community Working Group meeting was held in May 2024 before the release of the draft EIR as a curtesy to Working Group members.

CCJPA staff have notified Hayward residents who have been involved in the South Bay Connect project in the past about this work session. The City also sent notifications to residents through the City’s online newsletter and social media channels. City Council also received a verbal update at the January 21, 2025 about this item and received an email with information to share with constituents.

NEXT STEPS

Capitol Corridor will review the input received from this work session.. In 2025, CCJPA plans to continue preliminary engineering design of the Project, which requires close coordination with UPRR, the owner of the railroad right-of-way, and work with the Federal Railroad Administration to include the Project as part of the Corridor Identification Program for federal funding toward NEPA analysis and preliminary design. Additional public outreach and coordination by the CCJPA for the Project is expected once NEPA analysis begins.

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The following graphic presents a draft Project milestone schedule as of December 2024.3

Prepared by: Hugh Louch, Deputy Director of Public Works – Transportation Shirley Qian, Capitol Corridor Principal Planner

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_____________________________________
Dr. Ana M. Alvarez, City Manager

3 https://southbayconnect.com/

ATTACHMENT II

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: LB 25-002
DATE: January 28, 2025
TO: Mayor and City Council
FROM: Director of Library Services

SUBJECT
Hayward Public Library: Adopt a Resolution Approving Hayward Public Library’s5-Year Strategic Plan 2025-2029

RECOMMENDATION
That Council adopts a Resolution (Attachment II) approving Hayward Public Library’s5-Year Strategic Plan.

SUMMARY
In September of 2019, the City of Hayward opened its new and state-of-the-art 21st Century Library and Community Learning Center. The plan was to create a strategic plan for the Library incorporating the opportunities offered by the new facility. Six months after opening, the pandemic hit and the Library had to close its doors temporarily. Post-pandemic, the Library contracted with Baton Global to create a strategic plan for the next 5-years of service.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Hayward Public Library Strategic Plan 2025-2029 Attachment IV Strategic Plan on a Page
CITY OF HAYWARD Printed on 1/23/2025Page 1 of 1
powered by Legistar™

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DATE: January 28, 2025

TO: Mayor and City Council

FROM: Director of Library Services

SUBJECT: Adopt a Resolution Approving Hayward Public Library’s 5-Year Strategic Plan 2025-2029

RECOMMENDATION
That Council adopts a Resolution (Attachment II) approving Hayward Public Library’s 5-Year Strategic Plan

BACKGROUND
In September of 2019, the City of Hayward opened its new and state-of-the-art 21st Century Library and Community Learning Center. The $60,000,000+ facility, which was built with Measure C funds is much larger than the previous Main Library and includes many new features and service opportunities. For example, the new facility (popularly referred to now as the Downtown Library) is 58,000 square feet as compared to the previous 35,000 square feet. Library holdings and public computers have increased considerably. Public meeting rooms were added, as well as technology classrooms, a Makerspace, public service desks, expanded teen and children’s areas, a homework center, and more. Though, construction was still ongoing at that time, the plan was to create a new strategic plan that maximizes the opportunities the building offered and also provide solutions for the challenges the building presented – no staffing increases were planned to support the additions when the building was planned.

Six months after the Downtown Library opened, the pandemic hit. Both the Downtown Library and the Weekes Branch were closed in March of 2020. The Library pivoted and reimagined services, but the strategic plan was put on hold. By 2021, pandemic time services had stabilized, construction was close to complete, and a new bookmobile was being added as

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a Library service point. The Library decided to look ahead and started a pre-strategic planning process during which staff were introduced to the process of strategic planning, were introduced to the vocabulary and steps in the planning process, as well as to how their skills could support strategic planning.

In 2023, both a community needs assessment of the Weekes Branch and an architectural assessment were completed. By this time, the Library’ s Bookmobile had also been deployed in the South Hayward community, serving historically marginalized communities that faced challenges in accessing Library services. It was clear that it was time for the Library to have a new strategic plan. An RFP was posted in November of 2023 seeking a consultant to lead the Library’s strategic planning process, and the project was awarded to Baton Global on December 21, 2023.

The Library worked closely with Baton Global throughout 2024 to complete the much-needed strategic plan. Committees were created and met regularly, an employee survey was successfully completed, community and stakeholder surveys were successfully completed in English, Spanish and Chinese. The consultants performed on-site visits and stakeholder interviews; they conducted focus groups for adults and teens, analyzed library best practices from across the nation, and collected input from children through drawings of their “Dream Libraries.”

In Fall of 2024, Hayward Public Library’s 5-Year Strategic Plan, including new Mission and Vision statements was created, along with implementation and communications plans. The consultants utilized and added information to the City’s automated platform, ClearPoint. The Strategic Plan was presented to, and accepted by, the Library Commission on October 21, 2024. On the recommendation of Baton Global, the Strategic Plan will be treated as a living document which will be updated as projects are completed, and to respond to changing community needs or available resources.

ECONOMIC IMPACT
A Strategic Plan will provide guidance in planning effective and needed services to residents throughout Hayward. It will guide long-term planning and will be considered during budget planning, and should have a collective positive impact on the community by enhancing community safety and quality of life.

STRATEGIC ROADMAP
This project supports the City’s Strategic Roadmap priority areas of Invest in Infrastructure, Strengthen Organizational Health, Cultivate Vibrant Neighborhoods, and Grow the Economy.

It also supports the Education City and Racial Equity lenses of the Strategic Roadmap.

FISCAL IMPACT
The Strategic Plan has no direct fiscal impact on the General Fund but will result in maximizing available resources.

NEXT STEPS
Upon Council’s approval, the Library will begin the implementation of the Strategic Plan.

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Prepared by: Melissa Burkley, Management Analyst I

Recommended by: Jayanti Addleman, Director of Library Services

Approved by:

_______________________________________
Dr. Ana M. Alvarez, City Manager

ATTACHMENT II

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HAYWARD CITY COUNCIL
RESOLUTION NO. 25-____
Introduced by Council Member __________

RESOLUTION TO APROVE HAYWARD PUBLIC LIBRARY’S 5 -YEAR
STRATEGIC PLAN FY 2025-FY 2029

WHEREAS, the Hayward Public Library has not implemented a strategic plan since the new 21st Century Library and Community Learning Center facility was completed in September of 2019; and

WHEREAS, the new features and service opportunities offered by the new facility, along with the 2021 launch of a bookmobile and the 2023 results of the Community Needs and Architectural Assessment s of the Weekes Branch, highlighted the need for a new Strategic Plan to fully leverage these opportunities and address identified challenges; and

WHEREAS, a request for proposals (RFP) was posted for a Strategic Plan consultant in November of 2023 and Baton Global was selected to lead the Library’s Strategic Planning process in December of 2023; and

WHEREAS, the consultants gathered information and data throughout 2024 by utilizing staff, community, and stakeholder surveys , on-site visits and interviews, and focus groups to complete the Library’s Strategic Plan in the Fall of 2024; and

WHEREAS, the new Strategic Plan includes new Mission and Vision statements, and implementation and communication plans; and

WHEREAS, the Library Commission accepted the Strategic Plan on October 21, 2024.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby approves the Hayward Public Library’s 5 -year Strategic Plan that shall span Fiscal Year 2025 through Fiscal Year 2029.

ATTACHMENT II

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IN COUNCIL, HAYWARD, CALIFORNIA ________________, 2025.

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

STRATEGIC PLAN
2025 – 2029
Attachment III
LIBRARY DIRECTOR’S FOREWORD 3
ACKNOWLEDGMENTS 4
LIBRARY INSIGHTS 5
STRATEGIC PLAN DESIGN 8
PLAN HIGHLIGHTS 9
STRATEGIC PRIORITIES 10
ABOUT HAYWARD PUBLIC LIBRARY 16
2 TABLE OF

CONTENTS

LIBRARY
DIRECTOR’S

FOREWORD
Five years ago, on a beautiful September day, and to the pounding of taiko drums, our 21st Century Library & Community Learning Center opened its doors. The building was not even complete, but we had the essentials - books, computers, water, and restrooms - so what was holding us back? Nothing! Hayward was delighted and, thus, started a 5-year love affair between our community and the gorgeous Downtown Library, as it is popularly and affectionately called.

However, just six months after the Downtown Library opened, the pandemic forced us to shut our doors. But your Hayward Public Library team rose to the challenge. We pivoted, and in 24 hours we set up a system for issuing online cards, and within days, we launched new services like curbside delivery and pre-packaged book bundles to replace browsing the shelves.

Much has happened since then. We are out of the pandemic, our Downtown Library is ﬁnally complete, we have acquired a bookmobile and have another one on the way, we have introduced a very popular Makerspace, we are refurbishing the Weekes branch, and we are building a satellite branch in the new Stack Center. We have welcomed over a million guests, we have hosted more than a thousand story times and programs for children, and we have introduced many new programs and services responding to the evolving needs of our community. Yet, this has all been done without a long-term, comprehensive plan.

Recognizing the need for a clear vision, we embarked on an ambitious strategic planning process last year. We interviewed and surveyed hundreds of community leaders, organizational partners, and library users and non-users to ﬁnd out what our community desires. We compared our services with those of similar-sized and highly successful libraries around the Bay Area and across the country. With the dedicated support of our consultant partner, Bâton Global, who guided us every step of the way, and the tireless efforts of our staff, who poured hours of thoughtful planning into this endeavor, we have crafted a plan that reﬂects our shared aspirations.

It is with much gratitude to everyone who participated that I present to you our Strategic Plan 2024-2029. I look forward to working with each and every one of you to successfully implement our very ambitious goals. I know that Hayward Public Library, which is already a star by any measure, will continue to grow and thrive along with our beautiful city.

Jayanti Addleman
Director of Library Services
3 4

ACKNOWLEDGMENTS
A special thank you to these individuals who have contributed their valuable insights, energy, and leadership to Hayward Public Library and this strategic plan.

Library Strategic Planning Committee
Jayanti Addleman,
Director of Library Services
Lindsey Vien,
Deputy Director of Library
Services
Ricardo Antoni
Melissa Burkley
Reina Escovedo
Clio Hathaway
Mike Joyce
Kelsey Molina
Ari Nussbaum
Wenny Wallace
Support Groups
Hayward Library Commission
Friends of the Hayward Public Library
Hayward Literacy Plus Council
Strategic Planning Consultants
Bâton Global, LLC
Jeffrey Kappen, Ph. D
David Foster
Hayward City Council
Mark Salinas, Mayor
Francisco Zermeño,
Mayor Pro Tempore
Angela Andrews
Ray Bonilla, Jr.

Dan Goldstein
Julie Roche
George Syrop

LIBRARY INSIGHTS
To shape our strategic plan, the Library
embarked on an extensive listening
process. This began with a reﬂection
session among Library staff to review
past strategic goals and envision the
future of the Library. Personal interviews
were conducted with government
leaders, Library Commission members,
Friends of the Hayward Public Library
leadership, the Library’s leadership
team, and other Library partners.

Our listening efforts included detailed
surveys to capture the priorities of our
community, community partners, and
Library staff. Focus groups were
conducted with community members
and Library partners to delve deeper
into the themes that surfaced from the
interviews and surveys. Additionally,
Directors from aspirational peer libraries
around the country, similar to HPL in
size and structure, were surveyed for
their most impactful tactics and
perspectives on future trends in the
library sector.

In total, nearly 1,000 individuals shared
their ideas about the Library and its
contribution to the Hayward
community. Here are the major themes
that emerged:

Youth Library users were asked to envision
a dream library and share their ideas in a
drawing and a short description.

Uninhibited and uplifting visualizations
were received from 31 youth.

DESIGN YOUR

DREAM LIBRARY
“Library with garden and ﬂying books.”
“My dream library should have a lot of
plants and ﬂowers. Resting zone and
soft music.”
~ Ella Lee (10-12)
~ Ahrin Oh (5)
5 Patron satisfaction of the HPL is strong, as
conﬁrmed by a high Net Promotor Score®. This
high satisfaction was consistent across the Library’s
various demographic groups. People identifying as
LGTBQ+ or as Black / African American reported
the highest satisfaction levels. Those identifying as
having limited mobility or as Native Hawaiian /
Paciﬁc Islander also reported as satisﬁed, but at the
lower end of the continuum.

Library stakeholders believe that service to families
is good to excellent and also recognize there are
opportunities to improve services to college-age
and early-career individuals.

Weekes branch is widely viewed as
unsatisfactory for a combination of
reasons including:

Rejuvenation efforts are underway at
Weekes Branch and funding for a
replacement building will be considered
in a future voter referendum. (strike on
the November ‘24 ballot.)
Patron safety
Unsheltered population, camping,
drug use
Lack of physical separation of youth
and adult areas
Parking
Program availability
Meeting room space
PATRON

SATISFACTION
Traditional library materials (e.g., books,
eBooks, audiobooks, magazines, etc.)
continue to be the largest service provided
by the Library. Despite being the favorite
service area, patrons said increased
availability of materials and larger
collections are still needed.

In 2021, HPL’s collection expenditures per
capita were $1.93 compared to an average
of $3.81 for U.S. libraries serving between
100K & 200K patrons, and $3.95 for all
California libraries.

HPL’s downloadable eBooks continue to
grow in popularity which parallels the
national trend.

LARGER

COLLECTION
WEEKES
BRANCH
The primary reasons people don’t visit the
Library more frequently are “Visiting the
library doesn’t cross my mind” and “I do not
have the time.” Many people were surprised
by the extent of Library services available to
them.

Hayward users cited email, HPL’s website,
other organizations, and social media as the
best ways to keep them informed of Library
happenings. Peer libraries have coordinated
marketing plans to leverage these
communication paths and are increasingly
relying on social media to communicate
upcoming events. Some libraries host large
events that widely engage the community
which concurrently broadens the
awareness of the library.

LOW LIBRARY

AWARENESS
6 Focus group participants conﬁrmed that
HPL’s stafﬁng constraints are limiting the
Library’s services.

On a per capita basis, HPL has near the
lowest stafﬁng levels of any library in the Bay
Area and is staffed well below
high-performing peer libraries from across
the U.S.

STAFFING
Peer library directors are widely planning to
expand partnerships as a tactic to increase
their library’s impact on the communities
they serve.

Many organizations across Hayward desire
to strengthen their relationship with HPL
including:

PARTNERSHIPS
Some Library patrons face challenges related
to mental health, being unsheltered, and
overall well-being. Disruptive behavior can
adversely affect the patron experience of
others when visiting the Library.

There is a wide array of social services
available to people residing in Hayward. As
a trusted organization and venue, HPL is
well-positioned to help those in need
connect with the social services that are
already available to them through partner
organizations. HPL is planning to open a
Community Hub at the Downtown Library in
Fall of 2024 to increase access options.

SOCIAL

SUPPORT
Increasing the Library’s hours was
recommended as one of the best ways to
increase patron usage of the Library. The
Library is currently open for 9 hours on
Monday to Wednesday; 7 hours Thursday to
Saturday, and closed on Sundays.

LIBRARY
HOURS
School districts
Multi-cultural / ELL organizations
Homeless organizations
Parent support groups
Home school groups
Foster care organizations
7 STRATEGIC PLAN DESIGN
The strategic plan was developed by a
Strategic Planning Committee (SPC)
comprised of veteran team members
representing all operational areas of the
Library. The SPC collaboratively
developed the plan in a series of
workshops and individual assignments.

This plan articulates HPL’s vision for the future and how we will deploy our resources to achieve our vision over the next ﬁve years. It aims to sustain the Library’s existing strengths while fostering thoughtful innovation for the future. Having this plan will align our team and external stakeholders so we can more efﬁciently deploy our limited resources.

Below is the strategy’s framework and how the various components will work together to help us achieve our vision:

The Library’s aspirational North Star Vision
What the Library does to achieve the VisionMission
Core principles underpinning all activitiesValues
Focus areas to support
the Library’s MissionPriorities
Speciﬁc paths to achieve the priorities
Key performance
indicators of goal success
Goals
Measures
Initiatives to achieve
the goalsProjects
8 Service – Meeting our users’ needs in a
caring and timely manner
Learning – Encouraging discovery and
knowledge
Inclusivity – Valuing, hearing, and serving
everyone
Collaboration – Working with partners to
provide innovative services
Equity – Providing free and unfettered
access to information, materials, and
resources

PLAN HIGHLIGHTS
A vibrant community
hub for lifelong learning,
empowerment through
information, and strong
cultural connections.

VISION
Hayward Public Library
provides diverse programming
and resources, supports
personal and educational
growth, inspires creativity, and
contributes to the health and
success of a thriving Hayward.

MISSION

OUR VALUES
9 Education and literacy are foundational
purposes of public libraries, and HPL excels at
accomplishing these core activities. HPL’s
storytime, homework help centers, and adult
reader programs are all highly regarded.

These programs provide essential support to
various age groups and foster reading skills
and learning from an early age through
adulthood.

Recognizing need is signiﬁcant; the City of
Hayward envisions becoming an “Education
City,” where all residents have access to
quality educational opportunities. By
achieving the Library’s education and literacy
goals, HPL plays a crucial role in
strengthening the community and bringing
the City’s vision to reality.

Provide the information and resources
that the community needs and wants.

Provide programming that inspires,
educates, informs, and entertains.

Advance the literacy and STEM / STEAM
needs of individuals.

Narrow the digital divide.

Support the launch of a satellite branch in
the Stack Center.

GOALS

STRATEGIC PRIORITIES
All residents are literate, and their
educational and personal goals are
supported.
10 Total collections uses
Total program attendance
Library visits

KEY MEASURES

KEY PROJECTS

EDUCATION & LITERACY
Weekes Branch rejuvenation
Library driven partnerships
Removing barriers through virtual
program delivery
Collection alignment to community needs
New ILS System
Weekes Branch new building
(pending Meas. C extension)
Re-evaluate homework centers at
school sites
More equitable camp registration & more
drop-in camps
Secure FY26+ funding
Increase technology / digital learning
classes
Hayward serves as a gateway city to the United
States and California, with people arriving from
around the world. Its cultural landscape beneﬁts
from a wide range of ethnic backgrounds and
spoken languages.

Hayward Public Library has been a champion in
celebrating this diversity and will expand these
efforts over the next ﬁve years. The Library will
build community pride through frequently viewed
exhibits, continued cultural festivals & displays,
and an expanded collection of non-English
materials. These initiatives aim to celebrate
Hayward’s multicultural fabric and ensure all
residents feel represented and included.

Foster understanding, respect, and
inclusivity among Hayward's diverse
cultures and communities.

Nurture Hayward’s cultural and ethnic
diversity.

GOALS
# of inclusivity & diversity foyer
placemaking displays
Cultural festival public event attendance
Circulation of non-English materials

KEY MEASURES
Four anchor events per year
Community-driven, culturally responsive
program topics

KEY PROJECTS
Cherishing Hayward’s shared
diversity and history.

HAYWARD CULTURE
& HERITAGE
11 12
The Library, in conjunction with our dedicated
partners, serves community members beyond
our walls. We support homework centers at
schools, participate in community events, and
provide online programming. Our mobile
library, Curbie, visits partner agencies, schools,
after-school programs, daycares, parks, and
more, with an emphasis on underserved or
disadvantaged areas. A large number of HPL
programs are available virtually as well.

Despite these efforts, there are still
community members who are hindered from
using the Library due to physical limitations,
lack of transportation, and other personal
circumstances. Working with the City and
community partners, the Library will expand
our outreach services with a particular focus
on Hayward public schools, California State
Univ., and Chabot College. A new mobile tech
library will start providing technology
instruction, Wi-Fi access, technology loans,
and technology classes outside of the Library.

Many community members are surprised
when they learn about the Library’s extensive
services. To address this, the Library will
reinvigorate our marketing efforts by
enhancing our social media presence,
expanding the website’s functionality, and
working with partners to spread the message.

We will work to ensure everyone in our
community knows about, and can access, the
Library’s valuable resources and services.

Deliver HPL resources and services outside
of Library locations.

Partner with community organizations to
enhance combined services.

Build relationships & pathways with City
departments to increase the reach and
impact of our community services.

Connect community members, students,
and faculty to the Library's offerings.

GOALS
Bookmobile patron visits
Outreach event attendance
# of active Library community partnerships

KEY MEASURES
Tech mobile acquisition
Outreach level set
Expand patron communication modes
Increase collaboration with CSUEB &
Chabot
Increase HPL awareness across COH
departments

KEY PROJECTS
Meeting community members
where they are and connecting
them to the Library's offerings.

OUTREACH

Hayward Public Library is a trusted
organization within our community. The staff
has earned this trust over time by delivering
Library services objectively, conﬁdentially, and
equitably. When individuals seek to improve
their situation, many turn to the library.

HPL currently provides an array of services to
help individuals in need or in transition. These
services are provided in conjunction with our
generous partners. Examples of such services
include medical clinics, summer food
distribution, resume workshops, job fairs, and
citizenship classes.

Recognizing that the needs in Hayward are
many, the Library will expand our successful
career and business programs to increase their
reach. We will launch a Community Hub that
will increase the coordination of various social
outreach partners which will lead to improved
services to the users. Such efforts will ensure
HPL continues to be a trusted resource that
supports the community’s growth and
well-being.

Connecting vulnerable patrons with
services that promote their health &
well-being.

GOALS
Community Hub visits
Career and business program
attendance
# of patrons served with health &
wellness services

KEY MEASURES
Community Hub launch
Career & business program expansion

KEY PROJECTS
Supporting individuals seeking to
improve their circumstances.

SOCIAL SERVICES &

ECONOMIC

DEVELOPMENT
13 14
The Library enjoys a high Net Promotor
Score® based on the community survey and
stakeholder feedback. People close to the
Library are very complimentary of the Library’s
responsiveness to ever-changing community
needs.

Satisfaction of the Library stems from the
staff’s hard work, teamwork, and effective
leadership. Maintaining the Library’s level of
service and achieving the goals of this
strategic plan largely depend on the Library
team.

While implementing the goals of this plan, we
must be realistic about our capacity to serve
and make stafﬁng or service adjustments so
our team members are able to maintain a
good work-life balance. We will help our team
members grow professionally and personally
while implementing improvements to our
workspaces and scheduling practices.

Ultimately, a well-supported and balanced
team will enable the Library to continue
meeting the community’s needs effectively.

Team members are satisﬁed, fulﬁlled, and
safe at HPL.

HPL team members are lifelong learners
who are growing their professional skills.

GOALS
Staff satisfaction
% of staff engaged in enrichment training
beyond required training

KEY MEASURES
Staff workspace optimization
Staff recognition program
Enhanced staff scheduling & staff
expansion
Internal training & professional
development

KEY PROJECTS
Hayward Public Library brings out
the best in everyone.

HPL TEAM CULTURE

Like most municipalities, Hayward has limited
resources. Hayward taxpayers have been
generous in their support of the Library by
approving a sales tax referendum to fund the
new Downtown Library, among other projects,
while continuing to support day-to-day library
operations.

Everyone at the Library values the trust Hayward
voters and taxpayers have placed in us. We will
continue to be good ﬁscal stewards of taxpayer
funds as we balance improving our services
while operating within our allocated budgets.

Hayward residents believe the Library
rocks.

HPL is a good steward of taxpayer funds.

Continue to pursue grants and donations.

GOALS
Citizen survey results
Median daily door counts
Operating within budget (+/- 5%)

KEY MEASURES
Reﬁne daily door-counting process
Streamlined onboarding process

KEY PROJECTS
Hayward Public Library makes wise
use of public resources.

HPL STEWARDSHIP
15 Some of my fondest memories of this
library began soon after I was married and
began raising my family in Hayward. I took
my preschoolers to Bedtime Stories and, as
they got older, they were always involved in
the Summer Reading Program. This
tradition continues with my grandchildren
too. These programs and the library
certainly helped foster their love of reading.
“
“
Janet McDonald
HPL is a municipal library operated
by the Library Services Department
of the City of Hayward. Through its
programs and services, HPL has
become a well-respected and
trusted institution.

In 2019 the Library opened a new
LEED-Platinum, 60,000 sf, 21st
Century Library and Community
Learning Center in Downtown
Hayward. The new “Downtown
Library” is home to a beautiful
children’s room and story time area,
community meeting rooms, study
rooms, a makerspace, a digital media
lab, an after-school homework
support center, a technology
classroom, and beautiful art displays.

HPL has one branch library, the
“Weekes Branch”, which serves the
South Hayward/Jackson Triangle
neighborhoods. The 8,000 sf
Weekes Branch opened in 1964 and
is located adjacent to the Weekes
Community Center Park.

Library Visits
Total Borrowers

KEY MEASUREMENTS
JULY 2022 – JUNE 2023
ABOUT

HAYWARD
PUBLIC

LIBRARY
16 404,283
152,099
455,913
Circulation
Items Checked Out
Physical Items
Digital Items
371,613
84,300
40,540
Programs
Total Program Attendance
Adult Programs
Teen Programs
Children’s Programs
481
45 496
2,110
Education Services
1:1 Tutoring Hours
Adult Literacy & ESL Learners
Volunteer Tutors
Volunteer Hours
342
77 1,215
Adults
369Homework Sessions
Summer Learning Camp Participants 169
Children’s
8Registered
Graduated 1
Career Online High School (COHS)
207English
French 10
Conversation Circles
33,363Internet Sessions
Database Uses 75,732
Education Services
1,048Devices Checked Out
Registered Users 477
Tech Lending Library

THIS PAGE IS INTENTIONALLY LEFT BLANK
17 888 C Street
Hayward, CA 94541
Prepared by,

Service – Meeting our users’ needs in a caring and timely manner Learning – Encouraging discovery and knowledge
Inclusivity – Valuing, hearing, and serving everyone
Collaboration – Working with partners to provide innovative services Equity – Providing free and unfettered access to information, materials, and resources VALUES
A vibrant community hub for lifelong
learning, empowerment through
information, and strong cultural
connections.
2025 - 2029 Strategic Plan
VISION
Hayward Public Library provides diverse
programming and resources, supports
personal and educational growth,
inspires creativity, and contributes to the
health and success of a thriving Hayward.

MISSION
Weekes Branch
rejuvenation &
replacement
Library-driven
partnerships
Removing barriers
through virtual program
delivery

EDUCATION
& LITERACY
Goals
Key Measures
Key Projects
Provide the information
and resources that the
community needs and
wants.

Provide programming
that inspires, educates,
informs, and entertains.

Advance the literacy
and STEM / STEAM
needs of individuals.

Narrow the digital
divide.

Support the the launch
of a satellite branch in
the Stack Center.

Total collections uses
Total program attendance
Library visits
Meeting community
members where they are
and connecting them to
the Library’s offerings.

Tech mobile acquisition
Outreach realignment &
level set
Expand patron
communication modes
Increase collaboration with
CSUEB & Chabot

OUTREACH
Goals
Key Measures
Key Projects
Deliver HPL resources and
services outside of Library
locations.

Partner with community
organizations to enhance
combined services.

Build relationships with
City departments to
increase the reach and
impact of our community
services.

Connect community
members, students, and
faculty to the library's
offerings.

Bookmobile patron visits
Outreach event attendance
# of active library
community partnerships
Cherishing Hayward's shared
diversity and history.

Four anchor events per
year
Community-driven,
culturally responsive
program topics

HAYWARD CULTURE
& HERITAGE
Goals
Key Measures
Key Projects
Foster understanding,
respect, and inclusivity
amoung Hayward’s
diverse cultures and
communities.

Nurture Hayward's
diverse ethnicity.
# of inclusivity & diversity
foyer placemaking displays
Cultural festival public event
attendance
Circulation of non-English
materials
Supporting individuals
seeking to improve
their circumstances.

Community Hub launch
Career & business program
expansion

SOCIAL SERVICES
& ECONOMIC

DEVELOPMENT
Goals
Key Measures
Key Projects
Connecting vulnerable
patrons with services
that promote their
health & well-being.

Community Hub visits
Career and business
program attendance
# patrons served with
health & wellness services
Hayward Public Library brings
out the best in everyone.

Staff workspace optimization
Staff recognition program
Enhanced staff scheduling &
staff expansion
Internal training &
professional development

HPL TEAM CULTURE
Goals
Key Measures
Key Projects
Team members are satisﬁed,
fulﬁlled, and safe at HPL.

HPL team members are
lifelong learners who are
growing in their professional
skills.

Staff satisfaction
% of staff engaged in
enrichment training beyond
required training
Hayward Public Library
makes wise use of public
resources.

Daily door-counting process
Streamlined onboarding
process

HPL STEWARDSHIP
Goals
Key Measures
Key Projects
Hayward residents
believe the library rocks.

HPL is a good steward of
taxpayer funds.

Continue to pursue
grants and donations.

Citizen survey results
Median daily door counts
Operating within budget
(+/- 5%)
All residents are literate and
their educational and
personal goals are supported.

Attachment IV

Hayward City CouncilJanuary 28, 2025

Hayward City Council
January 28, 2025