Saturday, March 8, 2025
9:00 AM
CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
Conference Room 2A
City Council
Agenda
March 8, 2025City Council Agenda
SPECIAL CITY COUNCIL MEETING
STRATEGIC ROADMAP RETREAT
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. Zoom Webinar. Information on how to join provided below.
2. YouTube Live stream: https://www.youtube.com/user/cityofhayward How to submit written Public Comment:
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2. Send an email to [email protected] by 3:00 p.m. the day prior to 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/89035344977?pwd=EBkBAEHijFNUqSZzyXZRF3Lx2oK6WQ.1 Meeting ID: 890 3534 4977
Password: CCm3/8@9am
or
Dial: +1 669 900 6833 or +1 646 931 3860
Meeting ID: 890 3534 4977
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SPECIAL CITY COUNCIL MEETING
STRATEGIC ROADMAP RETREAT
777 B Street, Hayward, CA 94541
City Hall, Conference Room 2A
CALL TO ORDER: Mayor Salinas
Pledge of Allegiance: Council Member Roche
March 8, 2025City Council Agenda
ROLL CALL
PUBLIC COMMENTS
Limited to Items on the Agenda
WORK SESSION
Hayward’s Strategic Roadmap Fiscal Year 2024-25: Strategic Planning Work Session Part 1 (Report from City Manager Dr.
Ana M. Alvarez)
WS 25-0111.
Attachments: Attachment I Staff Report
Attachment II Agenda
Attachment III FY24-25 Strategic Roadmap
ADJOURNMENT
NEXT MEETING, March 18, 2025, 7:00 PM
PUBLIC COMMENT RULES
Any member of the public desiring to address the Council shall limit their comments to three (3) minutes unless less or further time has been granted by the Presiding Officer or in accordance with the section under Public Hearings. The Presiding Officer has the discretion to shorten or lengthen the maximum time members may speak. Speakers will be asked for their name before speaking and are expected to honor the allotted time.
PLEASE TAKE NOTICE
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.
March 8, 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.
CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: WS 25-011
DATE: March 8, 2025
TO: Mayor and City Council
FROM: City Manager
SUBJECT
Hayward’s Strategic Roadmap Fiscal Year 2024-25: Strategic Planning Work Session Part 1
RECOMMENDATION
This is a work session to engage in exploring the interest and priorities of the City Council to inform the development of next year’s Strategic Roadmap and budget. No formal action will be taken at this meeting.
SUMMARY
Each year since 2020, the City Council has participated in strategic planning sessions to set priorities for the following fiscal year. This process informs the budget formation and culminates in the adoption of a Strategic Roadmap document that is included in the annual budget.
This year’s strategic planning process will be conducted at two different work sessions to better align strategic planning with the City’soperations, budget and City Council priorities. The first part, on March 8, 2025, will include highlights of the City’s operations from this fiscal year and a brief discussion on pressing issues and/or key priorities from City departments. Additionally, staff will provide a mid-year review of the FY 2024-25 Strategic Roadmap that was approved by the City Council as part of this year’s Adopted Budget. The agenda for the March 8 work session is attached, as well as the FY 2024-25 Strategic Roadmap for reference.
ATTACHMENTS
Attachment I Staff Report
Attachment II Agenda
Attachment III Strategic Roadmap FY 2024-25
CITY OF HAYWARD Printed on 3/6/2025Page 1 of 1
powered by Legistar™
DATE: March 8, 2025
TO: Mayor and City Council
FROM: City Manager
SUBJECT: Hayward’s Strategic Roadmap Fiscal Year 2024-25: Strategic Planning Work Session Part 1
RECOMMENDATION
This is a work session to engage in exploring the interest and priorities of the City Council to inform the development of next year’s Strategic Roadmap and budget. No formal action will be taken at this meeting.
SUMMARY
Each year since 2020, the City Council has participated in strategic planning sessions to set priorities for the following fiscal year. This process informs the budget formation and culminates in the adoption of a Strategic Roadmap document that is included in the annual budget.
This year’s strategic planning process will be conducted at two different work sessions to better align strategic planning with the City’s operations, budget and City Council priorities. The first part, on March 08, 2025, will include highlights of the City’s operations from this fiscal year and a brief discussion on pressing issues and/or key priorities from City departments. Additionally, staff will provide a mid-year review of the FY 2024-25 Strategic Roadmap that was approved by the City Council as part of this year’s Adopted Budget. The agenda for the March 8 work session is attached, as well as the FY 2024-25 Strategic Roadmap for reference.
DISCUSSION
This special meeting of the City Council will be held in a work session format to encourage City Council members’ comments and discussion. However, per the requirements of the Brown Act, no formal actions may be taken at the Strategic Planning Work Session Part I.
Therefore, any items requiring formal City Council action will be referred to future City Council meeting for consideration.
As stated above, this year’s strategic planning process will be conducted in two different work sessions. At the March 8 session, staff will frame the upcoming year and seek feedback and questions from the City Council. Staff will take detailed notes, with a particular focus on each City Council Member’s thoughts and priorities for the coming year.
Part two of the strategic planning process will occur in April. At that session, staff will summarize the City Council’s feedback received in March in terms of the seven Strategic Priority Areas and seek further input from the City Council on priorities and interests. This input will finalize the development of the FY 2025-26 Strategic Roadmap that will inform the development of the City’s budget for next year.
Lastly, this year’s process will include an introduction to the work that has occurred over the past year to create a public dashboard to report on the progress of Strategic Roadmap projects and metrics. Staff spent several months inputting data into new software to prepare for the dashboard, but the project was subsequently halted due to completing priorities and the transition in leadership. Staff recently relaunched this effort and will share a preview of the dashboard at the March 8 work session with the goal of going live by June of this year.
Of the 79 projects in the FY24-25 Strategic Roadmap, 37 (47%) are either complete or on track to be completed by June. An additional 28 (35%) are actively meeting project milestones but are multi-year efforts that will continue through to next year. Ten projects are on hold status due to staff vacancies or lack of funding. Finally, four projects are not on the work plan for this year due to operational capacity but may be included next year pending further analysis and/or resources.
Midyear Status of FY 2024-25 Strategic Roadmap Projects
FISCAL IMPACT
There is no fiscal impact as a result of this work session.
Prepared by: Mary Thomas, Assistant to the City Manager
Approved by:
________________________________________
Dr. Ana M. Alvarez, City Manager
City Council Strategic Planning Work Session Part I
Goals
Review the City’s operational highlights from this fiscal year and discuss pressing issues that will inform priority setting in a time of uncertainty. Conduct a Midyear review of the City’s FY 2024-25 Strategic Roadmap Receive City Council feedback on new reporting out structure for Strategic Roadmap objectives.
Explore City Council’s priorities in alignment with the Strategic Roadmap to inform the development of proposed FY 2025-2026 City budget.
Agenda
I. Welcome Mayor Mark Salinas
II. Public Comments Mayor Mark Salinas
III. Work Session Introduction City Manager Dr. Ana M. Alvarez IV. FY 2024-25 Strategic Roadmap Asst. to City Manager Mary Thomas Midyear Review
V. City Operations by Department Respective Department Directors VI. Wrap up and Next Steps
When: March 8, 2025, 9:00 AM – 2:00 PM
Where: Hayward City Hall / Conference Room 2A and on Zoom
Attachment II
Strategic
Roadmap
Fiscal Year 2024-25
Attachment III
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, an inviting downtown, and vibrant neighborhoods across the city. Its diverse and inclusive community is well supported with robust city services and is kept healthy and safe through innovative programs. It is a regional leader in addressing the housing & homelessness crises. It is also 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 Seven Priorities
In order to achieve the vision, what must the City prioritize? In answer to this question, we arrived at the seven 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.
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
M
Metrics and Projects
ENHANCE COMMUNITY SAFETY
Objective 1: Provide first-rate emergency response services
# Proposed Metrics Dept/Division
SM1 # of Police incidents and types Police
SM2 Police response time Police
SM3 # Fire incidents and types Fire
SM4 Fire response time Fire
# Proposed Special Projects Dept/Division
SP1 Expand physical dispatch space Police & Fire
SP2 Implement Emergency Medical Dispatch Police & Fire SP3 Fill vacant Dispatch positions Police & Fire
Objective 2: Strengthen Community Resilience
# Proposed Metric Dept/Division
SM5 % of City of Hayward employees trained to FEMA standards for emergency positions Fire SM6 # of Community Emergency Response Team (CERT) members trained annually Fire # Proposed Special Projects Dept/Division
SP4 Update and train staff on the Comprehensive Community Resilience Plan Fire SP5 Provide a training on Council’s role in an emergency Fire SP6 Implement Community Emergency Response Team (CERT) program changes Fire
Objective 3: Enhance community access to mental and physical health services through strategic partnerships
# Proposed Metrics Dept/Division
SM7 # of HEART response calls and types Community Services, Police, Fire
SM8 # of unique patients receiving preventative care treatment at the Firehouse Clinic Fire SM9 # of medical responses that result in treat and non-transports (diverted from the emergency room) Fire
SM10 # of families served through Youth and Family Services Bureau Police # Proposed Special Projects Dept/Division
SP7 Transition HEART program from pilot to permanent response program, including identifying a permanent local funding source and leveraged grants Community Services, Police,
Fire
SP8 Transition to new County Emergency Medical Services (EMS) system Fire
7 GROW THE ECONOMY
Objective 1: Provide first-rate business support services Proposed Metrics Dept/Division
EM1 # of businesses engaged through programs and outreach Economic Development EM2 # of concept plans reviewed for priority sites Economic Development Proposed Special Projects Dept/Division
EP1 Complete remaining ARPA programs including: “Restaurant Relaunch” and “Restore and Reopen” façade assistance programs Economic Development EP2 Explore partnerships for the Stack Center to create an entrepreneurship hub and commercial kitchen incubator program City Manager Administration
Objective 2: Invest in plans and programs that create thriving commercial corridors, with an added focus on the Downtown
Proposed Metric Dept/Division
EM3 # of businesses that received direct financial or technical support Economic Development Proposed Special Projects Dept/Division
EP3
Continue to roll out ARPA-funded Hayward Open for Business program to aid businesses in activating interior and exteriors with points of interest and harness social media to attract customers
Economic Development
EP4 Implement a Downtown Working Group Several
EP5 Provide a report on how midsized cities revitalized downtowns Economic Development EP6 Provide a report on ordinances that may have adverse impacts on businesses Economic Dev, Planning EP7 Provide a report on allowing small businesses and popups in residential areas Economic Dev, Planning
Objective 3: Grow educational pathways and workforce pipelines for residents of all backgrounds Proposed Metrics Dept/Division
EM4 # of Hayward residents receiving Tuition Assistance Grants Economic Development EM5 # of Hayward employers participating in Job Fairs Economic Development EM6 # of students hosted by the City through internships and career pathway programs
Several
Proposed Special Projects Dept/Division
EP8 Develop recommendations for encouraging development of worker-cooperatives in Hayward
Economic Development,
Planning
EP9 Partner with HUSD and HARD on a job fair for teens Economic Development, Library
Objective 4: Strategically manage or dispose of City property to support economic goals Proposed Special Projects Dept/Division
EP10 Implement a property management strategy for Cinema Place City Manager Administration EP11 Continue to work on Route 238 Corridor lands dispositions and development City Manager Administration EP12 Release solicitation for City Center disposition and development City Manager Administration EP13 Study the options for disposing of Successor Agency parcels on Mission Blvd City Manager Administration EP14 Request for report at CEDC and then work session at Council to discuss options and strategy for Cinema Place City Manager Administration
8 PRESERVE, PROTECT & PRODUCE HOUSING FOR ALL
Objective 1: House and support people experiencing homelessness
# Proposed Metrics Dept/Division
HM1 # of people served at the Navigating Center and % placed in permanent housing Community Services HM2 # of people assisted through shallow rental subsidy Community Services HM3 # of agencies funded through Community Agency Funding Process providing direct and supportive services Community Services
# Proposed Special Projects Dept/Division
HP1 Support development of St. Regis Behavioral Health Campus to provide health and housing services to people experiencing homelessness and mental health crises Community Services
HP2 Implement State Homekey funding for Project Reclamation scattered site program Community Services HP3 Provide an update to Council on the City's homelessness efforts Community Services
Objective 2: Encourage the production of housing for all by creating incentives and removing development barrier
# Proposed Metric Dept/Division
HM4 Issue Building Permits Consistent with Regional Housing Needs Allocation (RHNA) targets Housing
HM5 # of City actions taken in support of housing development (like grants, loans funded, development agreements, ordinance modification) Housing # Proposed Special Projects Dept/Division
HP4 Explore Social Impact Bond Program to convert tax-defaulted or vacant and blighted properties into wealth building ownership opportunities Housing HP5 Evaluate available funding to issue a Notice of Funding Availability (NOFA) for the development of affordable housing Housing
HP6 Zoning Ordinance Amendments Related to Shelters, Group Homes, Supportive & Transitional Housing Planning
HP7 Zoning Ordinance Amendments Related to Streamlining Housing Entitlements for Qualified Projects Planning
HP8 Adopt Universal Design Guidelines for Accessible Housing Planning
Objective 3: Protect the stability and sustainability of existing housing
# Proposed Metrics Dept/Division
HM6 # of rent review petitions received Housing
HM7 # of people served by foreclosure prevention and eviction prevention services Housing HM8 # of people receiving relocation assistance Housing HM9 # of affordable homeownership opportunities supported Housing HM10 # of existing affordable housing projects monitored/supported Housing # Proposed Special Projects Dept/Division
HP9 Evaluate the option of creating a rent registry to obtain better data on rent increase, evictions, and occupancy Housing
HP10 Simplify the Relocation Assistance Ordinance to improve compliance and increase funding for Emergency Relocation Assistance Housing
HP11 Provide creative financing like down payment assistance to help more buyers get unrestricted-deed properties
Housing
9 INVEST IN INFRASTRUCTURE
Objective 1: Invest in multi-modal transportation
Proposed Metrics Dept/Division
FM1 # of traffic calming projects installed Transportation FM2 # of miles of bike lanes added Transportation
FM3 # of miles of repaving completed Transportation
FM4 # of registered HOP users Community Services
FM5 # of one-way TNC rides provided Community Services FM6 # of traffic collisions Police, Transportation
Proposed Special Projects Dept/Division
FP1 Implement recommended program improvements for Hayward Operated Paratransit (HOP) program to support seniors and adults with disabilities Community Services FP2 Complete construction of Mission Boulevard phase 3 Engineering FP3 Evaluate safety enhancements for the Downtown Loop Transportation FP4 Complete implementation of “A Bench for Every Stop” project Transportation FP5 Main Street complete street construction Engineering
Objective 2: Invest in City-owned facilities & property
Proposed Special Projects Dept/Division
FP6 Complete Phase I construction of the Stack Center and continue fundraising, with the goal of beginning Phase II in FY25
Engineering
FP7 Begin construction of La Vista Park Engineering
FP8 Complete Phase I of Weekes Library beautification Library FP9 Finish a needs assessment/preliminary feasibility report on a new Police Building, including a funding mechanism Public Works, Police
FP10 Finish a preliminary feasibility report on a new Corporation Yard Public Works, Maintenance FP11 Complete security upgrades to Watkins Street garage Maintenance
Objective 3: Enhance local water supplies and wastewater systems
Proposed Metrics Dept/Division
FM7 Miles of water pipelines and sewer lines replaced annually (target = 2.5 miles) Utilities FM8 Water quality Utilities
Proposed Special Projects Dept/Division
FP12 Continue Water Pollution Control Facility Phase II upgrade Utilities FP13 Complete a Recycled Water Master Plan Utilities
FP14 Implement Sustainable Groundwater Plan Utilities
10 CHAMPION CLIMATE RESILIENCE & ENVIRONMENTAL JUSTICE
Objective 1: Reduce Greenhouse Gases and Dependency on Fossil Fuels # Proposed Metrics Division
CM1 Annual Communitywide GHG Emissions in MTCO2e (metric tons of carbon dioxide equivalent) Environmental Services
# Proposed Special Projects
CP1 Implement Year 1 Programs from the adopted GHG Roadmap Environmental Services CP2 Continue to collaborate with Ava Community Energy to provide public EV charging facilities
Environmental Services
CP3 Present a plan on EV charging for city facilities Maintenance Services, Environmental Services
CP4 Continue to transition City facilities from natural gas to electric, with a focus on HVAC systems
Maintenance Services,
Environmental Services
CP5
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
Environmental Services
Objective 2: Reduce waste by promoting a circular economy
# Proposed Metric
CM2 Pounds of waste diverted from the landfill Environmental Services # Proposed Special Projects
CP6 Continue to identify opportunities for compost hubs and other distribution mechanisms for compost in Hayward Environmental Services
Objective 3: Mitigate environmental and climate impacts, with an emphasis on vulnerable communities
# Proposed Metrics
CM3 # of participants in water conservation programs for residential, business, and municipal customers
Utilities
CM4 # of trees planted directly and in partnership with community groups (target = 1,500) Maintenance Services
# Proposed Special Projects
CP7 Complete update to Tree Preservation Ordinance Planning CP8 Prepare an ordinance to create smoke-free multifamily housing Code Enforcement CP9 Implement Year 1 Programs from the adopted General Plan Environmental Justice Element, with a focus on mitigating the impact on frontline communities Environmental Services CP10 Continue to work with HASPA partners to seek grant funding to implement the Shoreline Master Plan
Planning, Environmental
Services
11 CULTIVATE VIBRANT NEIGHBORHOODS
Objective 1: Invest in Cleanliness and Blight Reduction Proposed Metrics Division
NM1 % of Access Hayward illegal dumping, graffiti, unhoused abatement, and landscaping requests are responded to within (target = 98% in 48 hours) Maintenance Services NM2 # of households participating in Disposal Days Maintenance Services NM3 # of home rehab grants for low-income homeowners Community Services Proposed Special Projects Division
NP1 Engage owners of vacant building properties to encourage activation, starting in the downtown, and enforce against owners of empty storefronts Code Enforcement NP2 Expand litter collection services (like the Downtown Streets Team) to pick up litter through the City Environmental Services
NP3 Formalize the working agreement with Caltrans to address blight at freeway exits Maintenance Services
Objective 2: Provide Community Enrichment and Educational Programming Proposed Metric Division
NM4 # of library materials checked out Library
NM5 # of participants using library cradle to senior programs, by type of program Library NM6 # of patrons accessing e-resources Library
NM7 # of grants awarded to arts and music and social services agencies Community Services NM8 # of meals delivered through SOS Meals on Wheels Community Services Objective 3: Beautify and Activate Public Spaces
Proposed Metrics Division
NM9 # of event attendees at City-run and City-sponsored events Community & Media Rel.
Proposed Special Projects Division
NP4 Work with Council to determine funding priorities for City-run and City-sponsored events and implement new granting processes
Community & Media
Relations
NP5 Work with partners to launch outdoor programming at the Stack Center Community Event Plaza by fall 2024 City Manager Administration
NP6 Complete Jackson Corridor landscape beautification, including monument gateway sign on Jackson at Silva Avenue Maintenance Services
NP7 Create an analysis of the staffing and funding needs to create a public art program, including the possibility of an art impact fee
Community & Media
Relations
Objective 4: Support Volunteerism, Civic Leadership, and Community-Led Initiatives
Proposed Metrics Division
NM10 # of volunteers who participated in a program or event Library and others NM11 # of students who participate in the mock City Council program Community & Media Rel.
NM12 # of reparative justice implementation plans approved by City Council Racial Equity Division Proposed Special Projects Division
NP8 Increase the access to community meeting rooms and facilities across the city by collaborating with HUSD and HARD to have 2-3 spaces open for public use Several
NP9 Complete interpretive signs and art in Heritage Plaza Art to Honor Indigenous and Russell City Heritage in partnership with community groups City Manager Administration NP10 Allocate and develop resources to implement approved reparative justice actions resulting from community-led input on the Russell City Reparative Justice Project Racial Equity Division
12 STRENGTHEN ORGANIZATIONAL HEALTH
Objective 1: Strengthen Fiscal Sustainability and Transparency Proposed Metrics Division
RM1 % General Fund Reserve Finance
RM2 $ Grant Funds received Finance
Proposed Special Projects Division
RP1 Continue to explore the potential early extension of the ½ cent local district sales tax Finance, CMO RP2 Expand financial transparency through platforms like OpenGov Finance RP3 Report on the budget for the Hayward Economic Development Corporation Finance RP4 Provide a report to Council on Public Banking Finance
Objective 2: Strengthen and Streamline Customer Service Proposed Metric Division
RM3 # of subscribers to and reach of the Stack Newsletter Community & Media Rel.
RM4 # of social Media impressions Community & Media Rel.
RM5 # of City of Hayward departments with departmental language access plans completed by June 30, 2025 Racial Equity Division
Proposed Special Projects Division
RP5 Develop and resource departmental language access plans that clarify baseline translation and interpretation practices for language access Racial Equity Division RP6 Conduct an interdepartmental assessment of Access Hayward and implement updates to streamline customer responses City Manager Administration RP7 Assess additional meeting locations with hybrid capacity for Council and Commission meetings
City Clerk’s Office, IT
Community & Media Rel.
Objective 3: Strengthen Employee Engagement, Development, and Retention Proposed Metrics Division
RM6 New employee experience survey Human Resources
RM7 Employee turnover, hires, and promotions Human Resources RM8 Employee engagement survey data Human Resources
RM9 Employee demographics and how employee retention by demographics HR, Equity Division Proposed Special Projects Division
RP8 Interdepartmentally collaborate to formalize, expand, and promote the onboarding program to improve new employee experience Human Resources RP9 Audit existing policies and HR processes for compliance including areas for revision and general enhancement Human Resources
RP10 Develop a citywide compensation philosophy with internal benchmarks in alignment with the comparator marketplace Human Resources
Objective 4: Optimize Access to Workforce Technology
Proposed Metrics Division
RM10 New Technology Investments processed through IT Governance Information Technology Proposed Special Projects Division
RP11 Continue to implement an IT Governance workgroup to ensure business alignment with technology solutions Information Technology
RP12 Implement the Strategic Roadmap project management software and dashboard and create linked performance dashboards for other plans City Manager Administration
13