CITY OF HAYWARD
COMMUNITY SERVICES COMMISSION
APPROVED 11/16/22
ARTICLE I PREAMBLE
SECTION 101. CONFLICTS.
In the event of any conflict between these bylaws and the Hayward City Charter, Hayward Municipal Code, and City Council Resolutions, then the Hayward City Charter, Hayward Municipal Code, and City Council Resolutions shall prevail.
SECTION 102. MISSION.
The Community Services Commission (“CSC” or “Commission”) serves as an advisory body to the City Council of the City of Hayward (“COH”). The mission of the CSC is to:
1. Provide advice and consultation to the Hayward City Council regarding the social, economic, and humanitarian aspects of community development issues within the City;
2. Encourage the development of a planned and orderly approach to the development of community services in the City;
3. Identify the needs for community services, for the coordinated delivery of such services to residents and to avoid duplication and conflict of effort;
4. Support City Council priorities to help solve community problems;
5. Serve as the citizen participation mechanism of federally funded, financed or aided projects; and
6. Create and sustain an environment which will encourage and bring about mutual understanding and respect and to discourage and prevent any and all recognized discriminations based upon race, sex, religion, national origin, age, handicap, sexual orientation, and all other protected categories of persons, if any, under federal and state law, and particularly those discriminations in the areas of housing, employment, and education.
ARTICLE II DUTIES AND RESPONSIBILITIES
SECTION 201. GENERAL DUTIES AND RESPONSIBILITIES.
The Community Services Commission (“CSC”) and its members shall have the duties and responsibilities to:
1. Regularly attend meetings and vote on items before the Commission.
2. Adopt rules and regulations for the conduct of its business and for the time and place of its meetings.
3. Assist in developing objectives and goals of the Commission.
4. Perform other related duties as directed by City Council.
SECTION 202. FUNDING RECOMMENDATION DUTIES AND RESPONSIBILITIES.
The Community Services Commission (“CSC”) and its members shall have the duties and responsibilities to:
1. Accept and review proposals for City-administered funding as directed by City Council, including but not limited to Community Development Block Grant (“CDBG”) and Social Services Program funding.
2. Develop criteria for Announcement of the availability of funds.
3. Develop application guidelines.
4. Review criteria used to make funding recommendations.
5. Prepare and submit priority recommendations to City Council.
ARTICLE III MEMBERS
SECTION 301. MEMBERS
The Community Services Commission shall consist of no fewer than seventeen (17) members, who are appointed by City Council.
SECTION 302. QUALIFICATIONS.
In order to be eligible for appointment to the Commission a person shall be a resident of the City of Hayward. The members of the Commission shall be appointed by the City Council.
SECTION 303. TERM LIMITS.
By City Resolution 73-235 C.S. the City Council established a policy of a limitation of not more than two and one-half (2 ½) consecutive full terms of four years apiece on any one board or commission for service thereon by members thereof.
SECTION 304. VACANCIES, ABSENCES, AND ATTENDANCE.
In City Resolution 87-323 C.S. the City Council repeated and implemented Section 905 of the City Charter:
1. DECLARING VACANCIES. If a member of a board or commission absents themself from three consecutive regular meetings of such board or commission, or ceases to be a Hayward resident, their office shall become vacant and shall be so declared by the Council.
2. EXCUSED ABSENCE. Boards and commissions shall not excuse or otherwise grant permission to their members to be absent from any regular meeting of the board or commission.
3. ATTENDANCE The City Council shall review the attendance records of all board and commission members in May of each year. Unless extraordinary conditions exist, the City Council shall remove all board or commission members who have not attended at least 75 percent of the meetings of the board or commission upon which they serve, which are subject to the Brown Act.
If a Commissioner misses two consecutive meetings, the Community Services Division will notify the City Clerk of said absences. The City Clerk will notify the Commissioner in writing (per Council direction) reminding them of the two consecutive meetings missed
and that one more meeting missed will result in automatic removal from the board or commission.
After three consecutive absences or in the event attendance at 75 percent of meetings is not maintained the Office of the City Clerk will notify the Mayor either of the automatic vacancy or recommending the Commissioner office be declared vacant because of attending less than 75 percent of meetings and requesting that an appointment be made to fill the vacant office.
SECTION 305. ROLL CALL.
To be counted as present, a Commissioner shall be in attendance during all action items listed on the agenda.
ARTICLE IV OFFICERS
SECTION 401. OFFICERS.
The Commission shall elect from the CSC members the Chairperson, Vice-Chairperson, and Parliamentarian at the September regular meeting and install them at the October meeting of every year to serve a term of one year or until their successors have been elected. Elected Officers may succeed themselves one or more times, but generally not more than twice.
ARTICLE V DUTIES OF OFFICERS
SECTION 501. CHAIRPERSON.
The Chairperson shall preside at the regular and special called meetings of the Commission.
They shall perform all duties incident to their office and such other duties as may be required by the Hayward City Charter, Hayward Municipal Code, City Council Resolutions and these Bylaws. The Chairperson shall appoint all committees and shall be an ex officio member of all committees.
SECTION 502. VICE-CHAIRPERSON.
The Vice-Chairperson shall act in the absence of the Chairperson or in the event of the Chairperson’s inability or refusal to act. The Vice-Chairperson shall also serve as the Chairperson of the Public Services Application Review Committee.
SECTION 503. PARLIAMENTARIAN.
The Parliamentarian shall act in the absence of the Chairperson and Vice-Chairperson, or in the event of the Chairperson or Vice-Chairperson refusal to act. The Parliamentarian shall provide expert guidance related to the bylaws and keep order within the CSC meetings.
ARTICLE VI STAFF
SECTION 601. STAFF.
The Community Services Manager or designated staff members shall provide staff support to the CSC and shall plan, organize and direct the activities of the staff in support of the mission of the CSC. As needed, the Community Services Manager shall work in coordination with the CSC Chairperson to prepare the agendas for CSC meetings.
ARTICLE VII MEETINGS
SECTION 701. REGULAR MEETINGS.
The regular meetings of this Commission shall be held on the third (3rd) Wednesday of every month unless the Commission is notified at least seventy-two (72) hours in advance of no meeting. All agendas for the CSC shall be posted at least seventy-two (72) hours before each regular meeting in the manner set forth in the Rules and Regulations of the CSC and in accordance with the Brown Act.
SECTION 702. SPECIAL MEETINGS.
Special meetings may be called at any time by the presiding officer or a majority of the Commission by delivering personally or by mail, a written notice. All members shall be notified at least forty-eight (48) hours prior to the special meeting. The call and notice shall specify the time and place of the special meeting and provide a copy of the agenda. All agendas for special meetings shall be posted at the place designated by City Council.
SECTION 703. QUORUM.
The quorum for a regular or special meeting shall be a majority of the currently seated membership of this Commission.
SECTION 704. VOTING.
Each member of the Commission shall be entitled to one vote and shall have the right to move or second on any agendized matters brought to a vote during a regular or special meeting at which the member is present. The affirmative or negative vote of a simple majority of the seated members shall be necessary for it to take any action.
SECTION 705. PUBLIC COMMENT.
In accordance with the Bagley-Keene Act and the Brown Act, the presiding officer shall make explicit mention of the public’s ability to comment on individual agenda items. Public comment shall be limited to 3 minutes.
ARTICLE VIII AMENDMENTS
SECTION 801. AMENDMENTS.
Proposed amendments to these Bylaws may be submitted in writing by any Commission member at a regular or special meeting. A copy of the proposed amendments shall be furnished to each Commission member at least 28 days prior to adoption or rejection. Approval by a two- thirds (2/3) affirmative vote shall constitute adoption of the amendment.
ARTICLE IX COMMITTEES
SECTION 901. AD HOC COMMITTEES.
The CSC Chairperson may create standing or ad hoc committees from time to time as circumstances warrant. Only CSC members may serve on committees, and the CSC Chairperson shall appoint the members who serve on the committees.
SECTION 902. INFRASTRUCTURE APPLICATION REVIEW COMMITTEE.
The Infrastructure Application Review Committee (ARC) shall consist of no less than five (5) Commissioners appointed by the Commission Chairperson. The duties of the Infrastructure ARC are: to review all Economic Development and Facilities applications for funding, to interview applicants and to develop recommendations of funding for the CSC.
SECTION 903. PUBLIC SERVICES APPLICATION REVIEW COMMITTEE.
The Public Services Application Review Committee (ARC) shall consist of no less than five (5) Commissioners appointed by the Commission Chairperson. The duties of the Public Services ARC are: to review the Social Services and CDBG Public Services applications for funding, to interview applicants and to develop recommendations of funding for the CSC.
SECTION 904. ARTS, MUSIC, AND CULTURAL EVENTS APPLICATION REVIEW COMMITTEE.
The Arts, Music, and Special/Cultural Events Application Review Committee (ARC) shall consist of no less than five (5) Commissioners appointed by the Commission Chairperson. The duties of the Arts, Music, and Special/Cultural Events ARC shall be: to review all related applications for funding, to interview applicants and to develop recommendations of funding for the CSC.
SECTION 905. APPOINTMENT LIMITATIONS.
Commissioners may be assigned to more than one Application Review Committee, however no one Commissioner shall be named to all three (3) Application Review Committees within a funding cycle.
ARTICLE X EFFECTIVE DATE
The foregoing bylaws of the CSC are adopted by the CSC on November 18, 2022 and made effective as of this date.
Drafted 11/16/2011
Updated 12/21/2011
Adopted 3/22/2012
New Draft: 3/18/2015
Revised Draft: 5/20/2015
Adopted: 7/15/2015
Revised Draft: 9/21/22
Adopted: 11/16/22
Hayward Police Department Year-End Report
1 Community Agency
Funding Process
Hayward Police Department Year-End Report
2 Background
• The CSC serves as an advisory body to the City Council • Makes recommendations to the Council for how a portion of the City’s General Fund and the City’s federal Community
Development Block Grant (CDBG) entitlement award should be allocated through the Community Agency Funding Process
Hayward Police Department Year-End Report
3 Community Agency Funding Process
• Notice of Funding Availability (NOFA) posted
• CSC and staff review all eligible applications
• CSC Chairperson appoints three Application Review Committees (ARCs) by funding category
• CSC interviews applicants in their respective ARCs
• Each ARC prepares preliminary funding recommendations for full CSC consideration
• On behalf of CSC, staff present final funding recommendations to Council at a Council Work Session and then Council Public Hearing
Hayward Police Department Year-End Report
4 The Community Agency Funding Process
Timeline
Notice of Funding
Availability (NOFA)
29 September 2023
Mandatory Bidders
Conference
1 November 2023
CSC Application
Review Committee
(ARC) Selection
15 November 2023
Application Due Date
12 December 2023
Applicant Interviews
20 January 2024
Applicant Interviews
27 January 2024
ARC Draft Funding
Recommendations
presented to full CSC
& public comment
period began
21 February 2024
CSC votes on
recommendations to
Council & public
comment period
ended
20 March 2024
Council
Work Session
2 April 2024
Council
Public Hearing
23 April 2024
Hayward Police Department Year-End Report
5 Application Review Committees
Typically held across two Saturdays in January
Public & Social Services
(CDBG & General Fund)
Infrastructure & Economic
Development
(CDBG)
Arts, Music, & Cultural Events
(General Fund)
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Community Services Commission
Community Agency Funding Best Practices
Community Agency Funding Process
Mandatory Bidder’s Conference
The Annual Funding Forum, organized by staff for potential applicants, is held each fall.
Staff holds an in-person meeting with all the potential applicants to discuss the released Notice of Funding Availability. Staff provides an overview of the application requirements and addresses any questions or concerns that arise. Staff makes themselves available for additional technical assistance throughout the application process.
Application Review Committees (ARCs)
Each year the CSC members self-select into one of the three available Application Review Committees: Arts & Music, Social Services, and Economic Development & Infrastructure.
The CSC Vice Chair will serve as the Chairperson of the Social Services ARC and CSC Chair appoints the Chairpersons for the remaining two ARCs.
Applicant interviews with the ARC are scheduled to take place on two weekends in January/February. During the interviews, each applicant is given the opportunity to briefly respond to ARC members’ follow-up questions pertaining to that applicant’s proposal for funding.
The ARC process is considered an excellent way for Commissioners to gain insight into the variety of programs funded through the Community Agency Funding process. It is generally required that all Commissioners serve on one ARC, and no more than two.
After the interviews, the ARC develops initial recommendations to be presented to the CSC.
The entire CSC is responsible for developing the CSC’s Final Recommendations for Funding, which is presented to City Council in April/May.
Preparation for ARCs
All CSC members should review all applications in City Data Services by the deadline provided by staff. Any questions submitted online for the agencies will be collated by staff and provided to the ARC members on the day of to be able to ask the agency.
All agencies will be asked the same preliminary questions and will receive these in advance of the ARC. Agencies are instructed to send their most knowledgeable staff to answer questions at the interview, as the agencies are instructed that no subsequent information can be provided beyond the scope of the interview.
2 of 3
Community Services Commission
Community Agency Funding Best Practices
Day of the ARCs
1. Time will be allocated at the beginning of the interview day with staff to provide an overview of what to expect, including an outline of the day and a reminder of decision- making criteria.
2. The Chairperson of the ARC will be predesignated by the CSC Chair and serve as the neutral facilitator. The ARC Chairperson will welcome the interviewee, explain the parameters of the interview, and then facilitate Commissioner questions.
FACILITATION GUIDE
A facilitator’s responsibility is to make a process easier. Good facilitators understand their group and adopt a customized approach while working in the group. Below are useful competencies to take into consideration when facilitating an ARC:
Communication Skills: A good facilitator encourages open communication and ensures inclusion whereby each member can participate. Useful skills include scanning for nonverbal cues and paraphrasing for clarification. The facilitator should ensure that the group is focused and not deviating from the topic.
Active Listening: A facilitator should use active listing to ensure comprehension of the message that the speaker is conveying. Useful skills include maintaining body language that makes the group feel assured (e.g. open posture, making eye contact, nodding).
Rapport Building: A facilitator should be able to connect with the group. Trust and empathy are essential for building a relationship with the group. Useful skills include finding common goals and interests, shared values, and outlook.
Developing Synergy: A skilled facilitator knows how to bring the participants together based on shared interests and goals. Useful skills include encouraging sharing of views, respect, and reaching consensus. When the facilitator wants to contribute ideas, it is recommended that they solicit feedback from the group and then contribute to not sway or overpower the conversation.
Effective Techniques of Questioning: Facilitators ask questions primarily to probe the understanding of the interviewees and the ARC members to help them in critical thinking and for evaluating information.
3 of 3
Community Services Commission
Community Agency Funding Best Practices
3. Each applicant will have an opportunity to present for 10 minutes, followed by 10 minutes of questions from the ARC members.
4. After meeting with all applicants, staff will facilitate a discussion with the ARC members to formulate preliminary recommendations before leaving for the day.
Recommendations for City Council
The City Council is best served by a unified set of recommendations from the CSC. Each Application Review Committee should aim to reach a consensus on their preliminary funding recommendations.
February: At the following CSC meeting, typically held in February, the Chair for each ARC will share their respective recommendations and rationale.
March: At the CSC meeting, all members will collectively review and make final funding recommendations for all the categories for Council’s review.
April: The standing CSC meeting is typically canceled, and CSC members are encouraged to attend the Council work session reviewing and commenting on the funding recommendations by Council. A strong attendance by the Commissioners helps to demonstrate how serious the CSC members take their responsibilities. Staff will provide a report to the Council about the CSC’s process and funding recommendations. CSC members are welcome to speak during public comment to emphasize key points and may be called upon to answer questions.
April/May: A few weeks after the initial work session, a Public Hearing is conducted in which staff integrate any feedback from the work session and Council finalizes the funding recommendations. CSC members are also encouraged to attend if they would like to emphasize any key points during the public comment period.
End of Year Debrief
During the summer after the funding process, the CSC debriefs on the funding process and discuss what worked well and what could be improved on:
• Encouraging new applicants
• Improving the CSC review process
• Improving the application process
• Additional pertinent components of Community Agency Funding process
CITY COUNCIL’S
APPOINTED OFFICIALS HANDBOOK
COMMISSIONS, COMMITTEES AND
KEEP HAYWARD CLEAN AND GREEN TASK FORCE
SEPTEMBER 2021
City’s Appointed Officials Handbook 2021 Page 2
On behalf of the City Council, we want to express our appreciation for your interest in serving the City of Hayward. We have developed this Handbook to help you understand the requirements for service on the City’s Commissions/Committees/Task Forces. In addition to the Handbook, the City’s website www.hayward-ca.gov provides useful information.
Welcome to the City! We look forward to working with you.
Office of the City Clerk
City’s Appointed Officials Handbook 2021 Page 3
Introduction to City Government 4
City of Hayward Organization 5
City of Hayward Charter 6
Hayward Strategic Priorities 7
City of Hayward Budget 8
General Information 9
Meeting Responsibilities 16
Conflict of Interest Guidelines 18
Resources 19
City’s Appointed Officials Handbook 2021 Page 4
The City of Hayward operates within a Council-Manager form of government. (City Charter Section 300)
The City of Hayward Council is composed of six Council Members and a Mayor who are elected by the qualified voters of the city at large. The Mayor is the official head of the city for all ceremonial purposes, presides at the meetings of the Council, and signs official documents of the Council. The powers of the Council are subject to the provisions of the City Charter and the Constitution of the State of California. The City Manager is the head of the administrative branch of the city government.
City commissions are established by the City Charter, the Municipal Code, and the City Council. The Planning Commission is established by the City Charter. All other commissions are established by ordinances. The City Council may also establish committees and task forces by resolution.
Special purpose Advisory Committees are formed at the discretion of the City Council to provide greater public participation in the development of plans and recommendations in relation to a committee's specific assignment. (City Charter 900)
City’s Appointed Officials Handbook 2021 Page 5
City Council members are elected directly by Hayward residents. The City Council is made up of one Mayor and six Council Members.
The Mayor and City Council adopt and implement legislation and policy, as well as appoint the City Manager, City Attorney, City Clerk, and the various commissions.
The City Manager is the City’s chief executive officer and appoints all other City staff including department heads. The City Manager is responsible for the daily administration of the City government and provides direction and leadership to the departments in implementing the policies of City Council.
Follow the link below for the City of Hayward’s Organizational Chart.
https://www.hayward-ca.gov/sites/default/files/pictures/COH-Org-210907.pdf
City’s Appointed Officials Handbook 2021 Page 6
The City of Hayward Charter was adopted on March 7, 1956. The Charter defines the form of government and its functions and regulations.
Follow the link below for the City of Hayward Charter.
https://www.hayward-ca.gov/your-government/codes-regulations
City’s Appointed Officials Handbook 2021 Page 7
In approving the annual budget for the City, the Council establishes priorities. In June 2021, the City Council adopted an updated Strategic Roadmap, created with input from the community, the City Council, and City staff, which defines a shared vision for the city and identifies the top priorities and projects that need to happen in the coming years to address current gaps in achieving that vision.
https://www.hayward-ca.gov/sites/default/files/Attachment%20III%20Strategic%20Roadmap.pdf
City’s Appointed Officials Handbook 2021 Page 8
The City Council adopts an annual City budget for all services. The Council holds budget work sessions in May and June, which are open to the public. The draft budget is also scheduled for a public hearing and adoption in June at a City Council meeting.
For comprehensive information regarding the city budget, follow the link below. http://www.hayward-ca.gov/your-government/documents/budget-documents
City’s Appointed Officials Handbook 2021 Page 9
Application Procedure and Membership:
Volunteer service provides a way for residents who have special experience or interest to participate in the City’s decision-making process by advising the City Council and staff on numerous topics.
Applications for service on any Commission, Committee, or Task Force (Council’s Appointed Officials) are valid for one year from the date of receipt and are public record. Applicants for service on the Community Services Commission are required to complete supplemental forms, which are also public documents.
State and local law require that selected members abstain from participation in decisions that may affect financial interests, including sources of income, interests in real property or investments. If appointed, certain members may be required to fill out a disclosure statement which identifies certain financial interests beginning with the immediate twelve-month period prior to the appointment.
The Community Services Commission supplemental forms will require applicants to identify any organizations, associations, or entities by which they are employed or associated that might be affected by decisions of these bodies.
Planning Commission and Community Services Commission applicants will be required to file the Fair Political Practices Commission Statement of Economic Interests (Form 700), which is a public record.
It is the City Council’s desire for applicants for the Planning Commission to have applicable experience on other elected/appointed legislative bodies.
Application forms and information that describe duties and time commitments are available from the Office of the City Clerk. Information about the number of vacancies is available from the Office of the City Clerk or on the City’s Commissions & Task Forces webpage.
The City Clerk conducts recruitments for the Council's appointed bodies from April to July annually, with interviews in July and appointments each September. Recruitment for the Hayward Youth Commission is conducted each April and May, with interviews and appointments annually in June.
City’s Appointed Officials Handbook 2017 Page 10
Passage of Measure OO in the November 2020 municipal election amended the Hayward City Charter to remove language restricting appointment to City commissions and other bodies to registered voters. The change opens service on City Council-appointed advisory bodies to City residents who are not registered or who are ineligible to be registered to vote.
To be eligible for appointment to any Commission, Committee or Task Force (Council’s Appointed Officials) a person shall be a resident of the incorporated area of the City of Hayward. (City Charter Section 900)
The City Council will interview eligible applicants at a special Council meeting and will confirm the selections made at a regular Council meeting which will be followed by the administration of Oath of Office by the City Clerk.
No member of any commission shall be a member of any other commission or hold any paid office or employment in the City government, (City Charter Section 900) The Council’s appointed officials serve without compensation but may receive reimbursement for necessary traveling and other expenses incurred on official duty when such expenditures have received authorization by the Council. (City Charter Section 905)
Before members can participate as voting members of their respective bodies, they must take the Oath of Office as required by law. The City Clerk or her designee administers the Oath of Office to appointed members.
Term of Office:
All members are appointed by the City Council, and they could be subject to removal by a motion of at least four affirmative votes of the Council. The Council’s appointed officials shall serve for no more than two and one-half consecutive full terms of four years on any one commission. (Resolution 73-235)
Section 902 of the Charter of the City of Hayward does not apply to the term of office for members of the Keep Hayward Clean and Green Task Force because the Task Force is not a board, commission, or committee as contemplated by the Charter. Its purpose is focused on improving the quality of life in the many diverse neighborhoods in the City through Saturday and other clean- up activities. The Task Force is not delegated with legal or jurisdictional responsibilities as are other boards, commissions, or committees created by the Council.
The term of office for the City’s appointed officials shall terminate when successors are appointed.
City’s Appointed Officials Handbook 2021 Page 11
Members who have successfully completed one term on one of the Council’s appointed bodies may be eligible to be re-appointed to a second term. The Council would only interview candidates seeking re-appointment who have failed to meet the required performance criteria. The performance criteria consist of the following: attending no less than seventy-five percent of all regular meetings held; complying with training and statutory requirements; being an active and focused participant; and being prepared for meetings, e.g., reviewing the materials in the agenda packet. The Council /Staff Liaison, in concert with the Chair, will provide performance data to the CityClerk, who in turn will forward it to the Council as part of the re-appointment process at the same time applications for new candidates are received. Current members, identified as necessitating an interview, would be invited to interview with the City Council at a special meeting preceding the interviews for prospective members.
Current commission members who have served a minimum of two full consecutive terms on the same body will be eligible to request consideration of appointment to a different body. Their request will be considered by City Council during the annual interviews.
Attendance and Vacancies
If a member of a commission absents themselves from three consecutive regular meetings of such commission, unless by permission of such commission expressed in its official minutes, or is convicted of a crime involving moral turpitude, or ceases to be a qualified resident of the City, their office shall become vacant and shall be so declared by the Council. (City Charter Section 905)
Members shall be required to attend no less than seventy-five percent of all regular meetings held. If a member misses two consecutive meetings, the staff liaison designated to the Council’s appointed body will notify the City Clerk of said absences. The City Clerk will notify the member in writing that failure by a member to attend three consecutive regular meetings of a commission will be cause for Council to declare the member’s position vacant. After three consecutive absences or in the event attendance at seventy-five percent of meetings is not maintained, the City Clerk will notify the Council. Attendance records will be reviewed by the City Clerk and will issue notices to members with attendance issues. The City Clerk will present an attendance record to the Council during the annual interview process for the Council’s appointed bodies.
The Keep Hayward Clean and Green Task Force considers its “Monthly Clean-Up Events” as an invaluable function and therefore equally important of its attendance policy; therefore, the attendance policy in City Resolution 87-323 C.S. related to regular meetings will be extended to the monthly clean-up events.
City’s Appointed Officials Handbook 2021 Page 12
A member wishing to resign shall submit a letter of resignation to the City Clerk. Once the letter is submitted, the City Clerk will prepare a recommendation for Council to accept the resignation.
Any vacancies in any commission shall be filled by appointment by the Council during the annual appointment process for the City’s Appointed Officials.
As the City Council finds more qualified candidates than available seats to appoint every year, the Council established an alternate list in 2020. The alternate list is valid for one year and expires at the beginning of the new recruitment process. The process for appointing from the alternate list involves two separate Council actions: adoption of a resolution accepting the resignation of a member; and adoption of a resolution recommending an alternate from the alternate list to fulfill the vacated position for the remainder of the unexpired term. The City Clerk would ensure the alternate continues to be interested in serving and would confirm the alternate’s eligibility status prior to recommending an alternate.
Government Code Section 54974 provides that whenever an unscheduled vacancy occurs, a special vacancy notice shall be posted in the office of the City Clerk, and as may be directed by the City Council, the City Clerk will conduct a special recruitment for the purpose of filling the unexpected vacancy.
The City Clerk shall, pursuant to Government Code Section 54972, prepare an appointments list of all regular and ongoing commissions which are appointed by the City Council, which shall contain the information required in said section. All efforts will be made to provide public information relative to vacancies prior to such appointments.
The Council’s appointed officials shall organize by electing one of its members to serve as the presiding officer at the pleasure of such commission. Each commission shall hold such regular and special meetings as such commission may require. All proceedings shall be open to the public. (City Charter Section 904)
Staff Liaison Role:
Staff support is available to commissions via staff members assigned as liaisons to each appointed body. The staff liaison is responsible for creating meeting schedules, preparing meeting agendas and reports, and notifying the City Clerk of attendance problems, resignations, and members’ change of contact information. The staff liaison is responsible for ensuring that appointed members are oriented about policies and procedures as they relate to the body.
Election of Officers:
City’s Appointed Officials Handbook 2021 Page 13
The staff liaison is also responsible for updating bylaws by working with members and the City Attorney and sending the original to the City Clerk after formal adoption by the commission.
All communications addressed to a specific appointed body are received by the staff liaison or their designee and relayed to the appointed body. In 2021, members of the Planning Commission were issued City email addresses to receive correspondence in their capacity as members of the Planning Commission. The roster of appointed officials is a public document available in the office of the City Clerk. The roster includes the name, residence or mailing address, and either a home or business telephone number for each member. Commissioners may interact with the public; however, if they are contacted by the public outside of a meeting, commissioners should encourage public members to send their comments to the staff liaison or their designee for distribution to all commissioners or come to a meeting and speak during public comment.
Council Liaison Role:
Every year, the Mayor will appoint Council Members to serve as liaisons to the Council’s appointed bodies. It shall be the responsibility of a Council liaison to attend as many commission meetings as possible in order to be aware of current issues, to listen and observe, and to bring back to the Council any needs, requests, or information from a commission. A Council liaison shall not take part in the deliberations of the commission.
Budget:
Budget allocations are not established for commissions; however, funds necessary for the routine business of commissions are included in the departmental budget for each City department which provides staff support to a commission.
The use of the City logo is restricted to communications generated from a City department. The City of Hayward does not provide business cards for members of appointed commissions.
Bylaws:
The Council’s appointed officials may adopt bylaws which are not inconsistent with the City Charter, or other policies that may be established by the Council. Bylaws must be filed with the City Clerk.
City staff provides annual trainings regarding the structure and the operation of City government and the legal and ethical duties and responsibilities of members of the Council’s appointed bodies.
All members of City commissions are required to attend Ethics and Harassment Prevention trainings either in person/virtual or by completing online training.
Orientation:
City’s Appointed Officials Handbook 2021 Page 14
This requirement must be fulfilled within six months of the appointment of any member. Record and compliance with this requirement will be maintained in the Office of the City Clerk.
Staff liaisons provide new members with pertinent materials which will assist new members in becoming fully functioning members of the body. Chairpersons are required to become familiar with parliamentary procedure of conducting and presiding over meetings.
Assembly Bill 1234, now California Government Code Section 53234, was signed into law on October 7, 2005. This law requires, among other things, that all local agencies that provide compensation, salary, or a stipend to, or reimburses the expenses of members of a legislative body must provide Ethics Training to local agency officials by January 1, 2007, and every two years thereafter. The Council has determined such training shall be extended to and include all employees and members of advisory bodies, such as commissions, and task forces.
Assembly Bill 1234 requires local officials who are compensated for their service or reimbursed for their expenses to complete ethics training on a biennial basis.
On September 16, 2008, the City Council adopted Resolution 08-130 which amended the Hayward Council Member Handbook by expanding the Ethics Training requirement to members of commissions, task forces, and committees established by Council.
AB 1825 and SB 1343, now California Government Code Section 12950.1, require immediate and continual Sexual Harassment Prevention Training for supervisors. This law increases the training obligations of all employers with employees within the State of California and extends their obligations beyond the training requirements discussed by the U.S. Supreme Court, the Equal Employment Opportunity Commission ("EEOC"), and other federal and state courts and legislative bodies. While AB 1825 and SB 1343 do not specifically define "supervisor," the definition contained in the California Fair Employment and Housing Act ("FEHA") will presumably apply. Under the FEHA, a supervisor is any individual having the authority "to hire, transfer, suspend, layoff, recall, promote, discharge, assign, reward, or discipline other employees, or the responsibility to direct them, or to adjust their grievances, or effectively to recommend that action be taken if the exercise of that authority is not merely routine or clerical in nature, but requires the use of independent judgment. Training is mandatory for all employees who become supervisors after January 1, 2006, within six months of assumption of a supervisory position and a once every two years thereafter.
Members of commissions, task forces and committees established by Council are also required to obtain the above-described training.
Ethics Training:
Harassment Prevention Training:
City’s Appointed Officials Handbook 2021 Page 15
On October 12, 2010, the City Council adopted Resolution 10-159, which updated the City’s Harassment Policy by extending the policy against harassment and retaliation to City Council and all appointees.
Assembly Bill 1661, now California Government Code Section 53237, was signed into law on September 29, 2016. This law requires local agency officials to receive sexual harassment prevention training and education if the local agency provides any type of compensation to those officials. The law also requires an entity that develops curricula to satisfy this requirement to consult with the city attorney regarding its sufficiency and accuracy.
Notwithstanding the foregoing limitations, the Council requires such training for all employees and members of advisory bodies including commissions, committees, and task forces.
City’s Appointed Officials Handbook 2021 Page 16
Public Meetings:
The Brown Act or “Open Meeting Law” is officially known as the Ralph M. Brown Act and is found in the California Government Code § 54950 et seq. The Brown Act was enacted in 1953 to guarantee the public’s right to attend and participate in meetings of local legislative bodies. A legislative body is defined as “A commission, committee, board, or other body of a local agency, whether permanent or temporary, decision-making or advisory, created by charter, ordinance, resolution, or formal action of a legislative body.” (Government Code § 54950 (b))
All meetings must be properly noticed under the Brown Act. Meetings include retreats, workshops, and similar types of events. A meeting can be in person, via telephone, or video conference.
According to the Brown Act, the agenda for a regular meeting must be posted in “a location that is freely accessible to members of the public” at least 72 hours before the meeting. Any meeting not on the regular meeting schedule is a special meeting. Notice of a special meeting must be posted at least 24 hours prior to a meeting. Agendas are posted on the bulletin board in front of City Hall, on the bulletin board in the Office of the City Clerk, and on the City’s website.
Meetings that are not noticed are considered serial meetings, which are illegal. “A majority of the members of a legislative body shall not, outside a meeting authorized by the Act, use a series of communications of any kind, directly or through intermediaries, to discuss, deliberate, or take action on any item of business that is within the subject matter jurisdiction of the legislative body.” (Government Code § 54952.2 (b))
A type of unintentional serial meeting could result from improper use of email. To avoid this, members of legislative bodies should never use the “reply to all” function to an email that may be addressed to a quorum of the legislative body. The Brown Act’s 2021 amendments (via AB 992) include messaging via social media as a form of communications that could constitute serial meetings.
Attendance at a public conference is permissible as long as a quorum of the body do not discuss among themselves specific business that is within the subject matter of the jurisdiction. Purely social events are not considered meetings as long as the members do not discuss among themselves business of a specific nature that is within the subject matter jurisdiction of the local agency. (Government Code § 54952.2 (c) (5))
Government Code 54954 requires that each legislative body of a local agency, except for advisory committees or standing committees, provide the time and place for holding regular meetings.
City’s Appointed Officials Handbook 2021 Page 17
Government Code 54953 allows meetings to be conducted by teleconferencing under procedures including the requirement that each location be identified in the agenda and made accessible to the public, that all votes must be by roll call, and public comment may be made at any of the noticed locations.
Government Code 54954.3 requires that public comment for regular meetings be allowed on any item of interest to the public that is within the subject matter jurisdiction of the city. At special meetings the public comments can be restricted to the subject matter to be considered at the special meeting.
Government Code 54954.2 allows members of the legislative body or its staff to make brief responses to comments made at public comment but cannot be used to start a discussion between commissioners or to take action in response to comments.
When a meeting is canceled a notice of cancellation shall be posted at all the locations where the notice and the agenda are regularly posted. Interested members of the public shall be noticed as soon as possible.
It is recommended that the Council’s appointed officials follow the procedures for the conduct of meetings as established in the Parliamentary Procedure and Robert’s Rules of Order. In instances where Robert’s Rules of Order are inconsistent with the provisions of the City Charter, the Charter shall take precedence.
While the appointed body is in session, the members should not interrupt the proceedings, any commissioners, or any member of the public who has the floor. Persons attending the meeting should observe the rules and procedures of the legislative body. Members who do not follow the rules for decorum may be asked to leave the meeting.
Council liaison and members of the Council’s appointed bodies have a mutual obligation to accord the utmost courtesy to one another and shall refrain from rude and derogatory remarks, abusive comments, or other chastising, particularly in public.
If a Council liaison has a specific concern about the behavior and/or statements of an individual commission member, they should bring it first to the attention of the commission Chairperson in private. If no resolution is affected, then the matter should be brought to the attention of the Mayor for their action.
Conversely, commission members should discuss a concern about a Council liaison with their respective Chairperson and not go directly to the Mayor or to other Council Members.
Decorum among commission members shall be the same as applicable to the Council.
Copies of rules, bylaws, and meeting minutes of each one of the Council’s appointed bodies shall be kept on file in the Office of the City Clerk where they shall be available for public inspection.
City’s Appointed Officials Handbook 2021 Page 18
According to Government Code 81000, also known as the “Political Reform Act,” public officials should perform their duties in an impartial manner, free from bias, caused by their own financial interest. The regulation prohibits a commissioner from making, participating in making, or influencing a governmental decision, if the commissioners knows that the decision will have a material financial effect on interests of the Appointed official.
The State Fair Political Practices Commission (FPPC) enforces these prohibitions. Members are encouraged to consult with the City Attorney or the FPPC before participating in a matter that would create a possible conflict of interest. Public officials specified in Government Code 87200, such as planning commissioners, must publicly identify the economic interest that creates the conflict, step down from the dais, and must then leave the room. The identification of the conflict of interest must be made orally and as part of the official record.
The State of California requires that designated individuals who make or participate in making governmental decisions that could affect their personal economic interests file Statements of Economic Interests, Form 700s The Hayward Conflict of Interest Code, Administrative Rule 9.1 specifies the Council’s appointed bodies that are subject to the disclosure requirement. Designated members have 30 days after the date of appointment to file an Assuming Office Statement of Economic Interests with the City Clerk. If a member resigns or is terminated, a Leaving Office Statement of Economic Interests must be filed within 30 days of termination. All designated members are required to file annual statements and will be routinely advised of the deadlines by the City Clerk.
The City of Hayward has a free filing system, NetFile, that allows individuals to create and electronically file their Statements of Economic Interests disclosure reports mandated by the FPPC.
Incompatible Public Offices:
The common law doctrine of incompatible public offices prohibits a public official from occupying two public offices which are incompatible in terms of their duties.
Conflict of Interest:
City’s Appointed Officials Handbook 2021 Page 19
Application
https://www.hayward-ca.gov/your-government/commissions-task-forces
Commissions, Committees, and Task Forces
https://www.hayward-ca.gov/your-government/commissions-task-forces
Council Standing Committees
https://www.hayward-ca.gov/your-government/council-standing-committees
California Law
http://leginfo.legislature.ca.gov/faces/codes.xhtml
Conflict of Interest Code – Admin Rule 9.1
http://static.netfile.com/agency/hwd/AdministrativeRule9.1ConflictofInterestCode.pdf
List of Current Council’s Appointed Officials
https://www.hayward-ca.gov/your-government/boards-commissions
NetFile
https://public.netfile.com/pub/?aid=hwd
Robert’s Rule of Order
http://www.robertsrules.org/
Statement of Economic Interest – Form 700
http://www.fppc.ca.gov/Form700.html
Strategic
Roadmap
Fiscal Years 2024 to 2025+
V Vision
What are we trying to achieve with this and future Roadmaps? The City of Hayward is a place where people want to be. It has a growing economy, good housing options, cradle-to-career educational opportunities, and an inviting downtown. Its diverse and inclusive community is well supported with robust city services, and is kept healthy and safe through innovative programs. It continues to be a leader in climate resilience and environmental justice to prepare residents to face the impacts of climate change. City staff have what they need to thrive in their work and take pride in helping Hayward continually improve.
1 A About the Roadmap
Why do we have a Strategic Roadmap?
This Strategic Roadmap outlines where we see our highest priorities in the next few years and a roadmap of specific actions to get us there. We designed this Roadmap to be bold in its vision for the future but also grounded in a realistic assessment of existing staff capacity and resource constraints.
In the future, Hayward continues to grow in population and stature, becoming a destination city in the East Bay. Existing residents are proud to call Hayward home, and it is becoming a community of choice for new families and employers.
Hayward attracts new, higher-paying jobs, allowing existing and new residents to live and work in the same community. Hayward’s attractive downtown and neighborhood business corridors draw people from across the region, featuring unique and locally-owned restaurants, music and art, attractive retail, outdoor dining, and inviting public spaces.
Diverse families live in healthy, inclusive ‘complete communities’ with stable housing, safe streets, excellent schools, cultural attractions, and community services. The city celebrates its diversity openly with cultural events, and protects that diversity with its commitment to equitable development. Hayward leads by developing important service partnerships between local and regional agencies.
Families are proud to live in an ‘education city,’ where the city actively supports them in taking advantage of the many local educational opportunities available. All residents know they will have a pathway from ‘cradle to career’ in Hayward.
Hayward has started construction of thousands of new housing units at all income levels. To reduce displacement of existing residents, the City is especially focused on making housing accessible and affordable to all, with new high density developments located near transit. The few who are unhoused are able to access the services necessary to thrive. Because demand is high, blighted properties throughout the city are re-developed and occupied.
Hayward continues to be a leader in climate resilience and environmental justice, reducing its carbon footprint, improving its sustainable practices, increasing green spaces, and preparing residents to face the impacts of climate change. Clean, leafy and landscaped corridors are more walkable and bikeable. Hayward and its neighboring cities have prioritized active transportation and multi-modal corridors over a reliance on cars and roads. As a result, the City sees less traffic, less pollution, and less speeding.
Through innovative programs, Hayward has also aligned public safety with community expectations for effectiveness, response times, and engagement, leading to an overall reduction in harm, improved mental health, and better relationships within Hayward’s diverse community.
Internally, employees feel city-wide priorities are aligned to their work and are able to grow and thrive in their roles. Employees from diverse backgrounds are recruited, retained and celebrated, and staff provide culturally informed services to our community. The City continues to develop innovative revenue sources and maintains a well-staffed and well- resourced workforce. The City is streamlining processes, using technology more effectively, and improving cross-department collaboration to provide better customer service.
Overall, there is a rising sense of pride among employees and residents alike. While there is much more to do, the City of Hayward is a place where people want to be.
E Expanded Vision Statement
2 3
S Strategic Priorities
Creating the Six Priorities
In order to achieve the vision, what must the City prioritize? In answer to this question, we arrived at the six overarching focus areas, or Strategic Priorities, that structure this Roadmap. The Strategic Priorities provide a framework to focus on the most pressing special projects and process improvements, as well as a structure for the work that happens in the Council subcommittees.
The next page shows subcategories under each Strategic Priority.
4 S Strategic Priorities
Enhance Community
Safety & Quality of Life
Strengthen
Organizational Health
Invest in
Infrastructure
• Reduce greenhouse gases and
dependency on fossil fuels
• Promote a circular economy
• Mitigate climate impacts through
resilient design, emphasizing frontline
communities
Confront Climate Crisis &
Champion Environmental
Justice
Preserve, Produce, &
Protect Housing for All
Grow the
Economy
• Invest in community-based crime response
and enforcement models
• Strengthen Emergency preparedness
• Invest in cleanliness and blight reduction
• Implement Community Enrichment
• Activate Public Spaces
• Invest in community-wide internet access
• Strengthen justice and belonging
• House and support people experiencing
homelessness
• Incentivize housing production for all
• Protect the affordability of existing housing
• Invest in multi-modal transportation
• Invest in City-owned facilities & property
• Invest in water supplies, sanitation, &
sewers
• Invest in business support services
• Create thriving commercial corridors
• Grow workforce development pipelines
• Strategically dispose of City property
• Strengthen fiscal sustainability
• Streamline customer service & access
• Strengthen retention & recruitment
• Invest in a safe work environment
• Optimize workforce technology
5 R Racial Equity Lens
We strive to build a culture of equity to ensure that we are meeting the needs of all residents.
The City is committed to providing equitable services that improve the lives of all residents and take into consideration past inequities and injustices. We know achieving this vision requires tackling tough issues like institutional racism and implicit bias. We also know it takes continuous listening, learning, and improvement.
Questions we ask when we apply a racial equity lens to a service or project:
• What problem is this service/project seeking to address? • Who benefits from this service/project? Are some community members impacted by the problem more than others? Do we have demographic information about this group(s)?
• Who does this service/project not benefit? Do we have demographic information about this group(s)?
• Who is currently accessing this service?
• Who is not accessing this service? Do we know why? Are there barriers that makes it more difficult for some community members to use or access this service?
• How are we communicating about this service/project? What barriers are there for people to find up-to-date information?
• What racial, cultural, and/or ethnic groups experience disparities related to this program? How does this program benefit them or further exacerbate their disparities?
Throughout this plan, we have identified
projects with this icon that have a racial equity
focus or services/projects that we are
reviewing though a racial equity lens.
6 E Education City Lens
We strive to build a city where all residents have access to quality educational opportunities and cradle-to-career support so they can achieve their life goals.
The City is committed to working alongside our educational and community partners to support the academic success and future employment of Hayward’s students. The City does this by actively participating in collaborations like the Hayward Promise Neighborhoods, growing the economy, facilitating pathways for both private and public sector careers, partnering to provide education and employment services, and communicating about educational opportunities and successes.
Questions we ask when we apply an ‘Education City’ lens to a service or project:
• Have we communicated with our educational and community partners to align service offerings and create a more seamless service experience for Hayward families?
• How will this service, project, or policy support or expand educational and/or economic opportunities for people in Hayward? How are we collaborating with partners to facilitate and develop educational and/or employment pathways accessible to all Hayward youth and residents?
• How are we communicating education and economic opportunities in and around Hayward to Hayward families? What barriers do we need to remove for people to access this information or educational opportunities? • How will we know this service, project, or policy is improving educational and/or economic opportunities for Hayward youth and residents? • Transportation specific: Does this project make it easier for families and students to get to their campuses and other educational resources? Throughout this plan, we have identified
projects with this icon that have an ‘Education
City’ focus or services/projects that we are
reviewing though an ‘Education City’ lens.
7 P Projects
Creating the Roadmap Projects
The initial project list for this Roadmap was created by surveying each City Council Member and key staff whose work tasks closely align with the six Strategic Priorities. Council then prioritized the projects through a dot voting exercise. The following pages detail the projects by priority area. Below is a key to the organization of information.
Departments Legend
CM City Manager
DS Development Services
FR Fire
FN Finance
HR Human Resources
IT Information Technology
MS Maintenance Services
LB Library
PD Police
PW Public Works
Priority Area
The timeline shows if staff will work on this project
in Year 1 (FY24) or start work in Year 2+ (FY25+).
It also shows if staff anticipates completing work in
FY24 or continuing to future years.
Subcategory
Shows which
departments have
primary responsibility for
project implementation
Y1 Y2+ Departments
Invest in Community-Centered Crime Response and Enforcement Models Q1 Continue to implement and measure the HEART Pilot Program CM, FD, PD Q2 Implement the recommendations from the Dispatch Assessment CM, FD, PD Q3
Conduct an assessment of the Jail and other Community Services Officer functions. Convene quarterly meetings with residents and the Police Department to foster better communications.
PD
Q4 Seek and implement CALEA accreditation for the Police Department PD Q5 Conduct an analysis of the Community Advisory Panel for the Police Department CM, PD Q6 Enhance background checks for gun ownership and gun storage rules PD Q7 Provide a report on coordination around human trafficking, truancy, and child abuse PD Strengthen Emergency Preparedness, Planning, and Response Q8 Update comprehensive Emergency Management Plan FD
Q9 Reestablish the Hazardous Materials Response Team and research funding options for equipment FD
Q10 Explore solutions for ambulance transfer FD
Invest in Cleanliness and Blight Reduction
Q11 Roll out a permanent illegal dumping prevention program MS Q12 Engage owners of vacant building properties to encourage activation, starting in the downtown, and enforce against owners of empty storefronts CM, DS Q13 Finalize community preservation ordinance to combat blight and enhance neighborhood livability DS
Q14 Create an analysis of the staffing and funding needs to create a public art program CM Q15 Expand litter collection services (like the Downtown Streets Team) to pick up litter through the City PW, MS
Implement Community Enrichment and Social Support Programming Q16 Continue to provide educational, cultural, and social support programs at the Hayward Library LB
Q17 Continue to provide family support programs through the Youth and Family Services Bureau PD
Support Safe and Clean Neighborhoods
Support Vibrant Communities
Strategic Roadmap
FY2024 to FY2025+ Project List
= Racial Equity Focus Project = Education Focus Project Projects
Enhance Community Safety and Quality of Life
Y1 Y2+ Departments
Strategic Roadmap
FY2024 to FY2025+ Project List
= Racial Equity Focus Project = Education Focus Project Projects
Enhance Community Safety and Quality of Life
Q18 Continue to implement Hayward's People's Budget projects CM Q19 Continue to work with HARD on understanding recreational programs through the Master Lease CM
Activate Public Spaces
Q20 Design and Install Heritage Plaza Art Pieces to Honor Indigenous and Russell City Heritage CM, LB Q21 Work with partners to design programming for the future Stack Center Community Event Plaza CM, LB
Q22 Increase the access to community meeting rooms and facilities across the city by collaborating with HUSD and HARD to have 2-3 campuses open for public use LB Invest in Community-Wide Internet Infrastructure and Access Q23 Continue to provide internet connected devices and hotspots through the Library LB Q24 Work with partners to identify funding for a strategic plan for Broadband CM, IT, PW Strengthen Justice and Belonging
Q25 Continue to implement an internal racial equity training program CM Q26 Use the Racial Equity Toolkit to implement pilots across departments, and assess and pilot inclusive recruitment, retention, and promotion practices CM Q27 Work with the survivors and descendants of Russell City to determine appropriate restitution CM
Y1 Y2+ Departments
H1 Support development of St. Regis Behavioral Health Campus to provide health and housing services to people experiencing homelessness and mental health crises CM H2 Continue to oversee operations of the Navigation Center Annex CM H3 Piloting a flexible funding pool for preventing homelessness, including a shallow subsidy program CM
H4 Continue to explore safe parking options along with encampment management CM H5 Leverage partnerships to support acquisition and rehabilitation projects through State Homekey funding CM
H6 Create objective residential development standards & update zoning regulations to align with the General Plan DS
H7 Explore Social Impact Bond Program to convert tax-defaulted or vacant and blighted properties into wealth building ownership opportunities DS H8 Continue to create marketing materials to incentive housing production DS H9 Continue work on updating the Affordable Housing Ordinance DS H10 Amend the Municipal Code to address Housing Element Actions related to housing for a variety of income levels and housing types DS
HC11 Work with BART to encourage Transit Oriented Development at the two Hayward stations CM H12 Continue to pilot Tenant Relocation Emergency Fund DS H13 Continue to implement the Foreclosure Prevention Program inclusive of loan restructuring, modification, and financial assistance DS
H14 Evaluate available funding to issue a Notice of Funding Availability (NOFA) DS H15 Amend the Municipal Code to establish residential replacement requirements pursuant to State Law (AB 1397) DS
H16 Provide creative financing like down payment assistance to help more buyers get unrestricted- deed properties DS
Protect the Affordability of Existing Housing
Incentivize Housing Production for All
Invest in Programs to House and Support People Experiencing Homelessness Strategic Roadmap
FY2024 to FY2025+ Project List
Preserve, Protect, and Produce Housing for All
= Racial Equity Focus Project = Education Focus Project Projects
Y1 Y2+ Departments
C1 Implement Year 1 Programs from the adopted GHG Roadmap (Climate Action Plan) PW C2 Continue to collaborate with EBCE to provide public EV charging facilities PW C3 Present a plan on EV charging for city facilities to CIC (for fleet and employee commuters) MS C4 Continue to transition City facilities from natural gas to electric, with a focus on HVAC systems MS C5 Explore a partnership with EBCE to offer incentives to purchase electric appliances to encourage community members make the transition from gas to electric PW C6 Improve e-bike adoption through the creation of an e-bike rebate program and ensuring that electric transit infrastructure such as EV chargers also serve e-bike and not just electric cars PW C7 Continue to identify opportunities for compost hubs and other distribution mechanisms for compost in Hayward PW
C8 Continue to partner with Alameda County All In Eats to encourage food recovery CM C9 Prepare an ordinance to create smoke-free multifamily housing DS C10 Plant 1,500 trees annually, directly and in partnership with community groups MS C11 Update Tree Preservation Ordinance DS, MS
C12 Implement Year 1 Programs from the adopted General Plan Environmental Justice Element, with a focus on mitigating the impact on frontline communities PW C13 Work with HASPA partners to seek grant funding to implement the Shoreline Master Plan and provide an update to Council DS
C14 Continue to pursue water conservation measures like increasing recycled water supplies PW Mitigate climate crisis impacts through resilient design and community engagement Projects
Strategic Roadmap
FY2024 to FY2025+ Project List
Confront Climate Crisis & Champion Environmental Justice = Racial Equity Focus Project = Education Focus Project Reduce Greenhouse Gases and Dependency on Fossil Fuels
Reduce waste by promoting a circular economy
Y1 Y2+ Departments
N1 Continue to implement major corridor traffic calming initiatives PW N2 Develop a micro-mobility policy (eBikes, eScooters) PW N3 Complete construction of Mission Boulevard phase 3 PW N4 Implement Safe Routes for School, with a focus on Cesar Chavez and Palma Ceia PW N5 Implement six intersections for Safe Route for Seniors in the downtown area PW N6 Continue to add approximate 10 miles of bike lanes annually, with a focus on protected bike lanes and intersections that have high traffic/incidents PW N7 Work with AC Transit to beautify bus shelters and construct more seating at bus stops to improve the ridership experience PW
N8 Evaluate the alternatives to the Downtown Loop PW
N9 Break ground on the Stack Center and continue fundraising for project needs PW, LB N10 Construct La Vista Park PW
N11 Complete Jackson Corridor landscape beautification. Replace and relocate the existing monument gateway sign located on Jackson Street and Silva Avenue MS, PW N12 Continue City parking lot upgrades, with a focus on parking lots 7, 8, and 11 PW N13 Continue Corporation Yard safety upgrades (ARPA project) MS, PW N14 Continue upgrades to Fleet facilities (ARPA project) MS N15 Continue upgrades to Animal Control facilities (ARPA project) MS, PD, PW N16 Provide CIC a needs assessment/preliminary feasibility report on a new Corporation Yard MS, PW N17 Provide CIC a needs assessment/preliminary feasibility report on a new Police Building, including a funding mechanism CM, MS, PW, PD
N18 Create a preliminary concept plan for the Weekes Library to be eligible for potential grants LB, MS, PW
N19 Replace an average of 2.5 miles of water pipelines annually PW N20 Replace an average of 2.5 miles of sewer lines annually PW N21 Design Water Pollution Control Facility Phase II upgrade PW N22 Develop a Recycled Water Master Plan PW
N23 Implement Sustainable Groundwater Plan PW
Strategic Roadmap
FY2024 to FY2025+ Project List
Invest in Infrastructure
= Racial Equity Focus Project = Education Focus Project Invest in Multi-Modal Transportation
Projects
Invest in City Facilities & Property
Invest in Water Supplies, Sanitation Infrastructure & Storm Sewers
Y1 Y2+ Departments
E1 Work with the CEDC to identify priority sites and review concept plans, including downtown sites and Southland Mall CM
E2 Complete remaining “Restaurant Relaunch” and façade program projects CM E3 Continue to partner with DSAL to build and launch the commercial kitchen incubator program at the Stack Center CM
E4 Continue to roll out the Downtown District Activation pilot program which includes performance art CM
E5 Finalize Sidewalk Vendor Ordinance and provide a training on how to apply for a business license DS
E6
Provide an informational report to Council on older ordinances that may have an adverse impact on our local economy (such as the Cabaret Ordinance, the Alcohol ration, and Happy Hour), and offer recommendations to update them
CM, DS
E7 Provide cradle to career educational programs for all ages through cross-agency pathways, in partnership with the Hayward Promise Neighborhoods LB E8 Design and implement the ARPA Tuition Assistance program and job fair series with CSUEB, Chabot, EAROP and Hayward employers CM
E9 Continue the Fire Career Pathway Program with ROP and Chabot, and host 17 student fire fighters annually FD
E10 Continue the IT Department’s internship program IT E11 Collaborate with Hayward’s educational institutions to streamline and amplify partner communications and achievements CM
E12 Develop recommendations for encouraging development of worker-cooperatives in Hayward CM, FN
E13 Continue to work on Route 238 Corridor lands dispositions and development CM E14 Release solicitation for City Center disposition and development CM E15 Study the options for disposing of Successor Agency parcels on Mission Blvd CM Grow Educational Pathways and Workforce Development Pipelines Strategically Dispose of City Property
Invest in Programs that Support Hayward Business and Workers Strategic Roadmap
FY2024 to FY2025+ Project List
Grow the Economy
= Racial Equity Focus Project = Education Focus Project Invest in Plans and Programs that Create Thriving Commercial Corridors Projects
Y1 Y2+ Departments
R1 Hold a work session with the Council to provide an overview of the updated General Fund Long Range Financial model FN
R2 Expand financial transparency and data sharing through platforms like OpenGov FN R3 Prioritize Hayward's involvement in the creation of a Public Bank FN R4 Conduct a language access assessment CM
R5 Conduct a post-COVID assessment of on-line and in-person customer service needs, including Access Hayward CM
R6 Assess hybrid meeting model for Board and Commissions and explore options to add additional meeting locations with hybrid capacity CM, IT R7 Develop systems for tracking and responding to constituent requests for Council, such as using a ticketing system and having more informational updates online CM R8 Develop talent acquisition plan for citywide and critical positions HR R9 Audit existing policies and HR processes for compliance including areas for revision and general enhancement HR
R10 Develop a citywide compensation philosophy with internal benchmarks in alignment with the comparator marketplace HR
R11 Implement 360 evaluations for all department heads and simultaneously implement executive coaching HR, CM
R12 Conduct a workplace safety assessment for all workplace locations and implement phased improvements HR, PD, FR, MS
R13 Develop the Police Department’s Wellness program PD R14
Ensure up to date technologies and processes including the City's procurement system by optimizing ERP solution through use of different modules FN, IT
R15 Implement an IT Governance workgroup to ensure business alignment with technology solutions
IT
Invest in a Safe Work Environment
Optimize Access to Workforce Technology
Projects
Strategic Roadmap
FY2024 to FY2025+ Project List
Strengthen Organizational Health
= Racial Equity Focus Project = Education Focus Project Strengthen and Streamline Customer Service and Access
Strengthen Employee Engagement, Professional Development, and Retention Strengthen Fiscal Sustainability and Transparency
Community Events (Tabling/Booth)
Date Date Location Events
January 01/23/25
February *2/20/25
(3rd Thurs.) 2/22/2025 Rancho Arroyo Park (2121 Depot Rd. 94545) March 03/27/25
April 4/24/2025 4/26/2025 Earth Day Event (KHCG Support) Staging @ Weekes Park 2782 Patrick Ave. 4/26/24 Earth Day Event May 05/22/25
June 06/26/25 6/28/2025 Weekes Park (Weekes Park 2782 Patrick Ave.) **June 19 DT Street Party Juneteenth Event
July **July 17 DT Street Party
August *8/21/25
(3rd Thurs) 8/23/2025 Eden Greenway
(Eden Greenway Park @ 25625 Cypress Ave.) 8/16/25 Senior Front Yard Assistance Event September 09/25/25 9/24/24 Hayward Executive Airport Open House Coastal Cleanup Day (TBA)
October *10/16/25
(3rd Thurs)
10/18/2025 Mt. Eden Park (2451 W. Tennyson Rd.) Science in the Park (Even Years) *November *11/20/25
(3rd Thurs)
December
Beautiful Yard Contest Awards & Recognition
TBA
(City Council Meeting)
* Special Meeting 3rd Thursday
As of 10/2024
Unscheduled: 2025 Volunteer Recognition & Awards Dinner Event Schedule is subject to change.
None
None
None None
**Downtown Street Parties PENDING Confirmaiton (third Thursday of Jun, Jul, Aug): Tentative 6/19, 7/17, 8/21) None
None
RECESS RECESS
2025 KHCG MEETINGS, CLEANUP/BEAUTIFICATION EVENTS,
AND COMMUNITY EVENTS
Month
Meetings Cleanup/ Beautification
None
27182