Hayward City Council
April 15, 2025

DATE: April 15, 2025

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute a Professional Services Agreement with LPA, Inc., in a Not-to-Exceed Amount of $550,000 for Site Assessment and Conceptual Design Services for Public Safety Center Project, Project No. 07423 and Appropriating Additional Funds in the Amount of $125,000

RECOMMENDATION

That City Council adopts a resolution (Attachment II) to:

(1) Authorize the City Manager to execute a Professional Services Agreement with LPA, Inc. (LPA), in a not-to-exceed amount of $550,000 and
(2) Appropriate additional funds in the amount of $125,000.

SUMMARY

The existing Hayward Police Department (HPD) station no longer meets the space, operational, staffing, and security requirements for the HPD. A new Public Safety Center (PSC) is needed to fulfill the requirements. Two locations have been identified as possible sites. A request for proposals was issued seeking architectural firms to provide proposals with their public safety expertise to best utilize each of the two locations and for the conceptual design. Seven proposals were received which staff evaluated and recommend awarding the contract to LPA. On June 25, 20241, City Council adopted a resolution authorizing the City Manager to appropriate $500,000 from the Measure C Capital Fund. An appropriation of additional funds in the amount of $125,000 will be needed for the contract with LPA and staff support for this level of design.

1 https://hayward.legistar.com/LegislationDetail.aspx?ID=6734735&GUID=4E4F3125-CB45-40D3-87AC- 3B607B2E74B9&Options=&Search=

BACKGROUND

Built in 1975, the existing facility at 300 West Winton Avenue has surpassed its useful life.

It is undersized, poorly configured, and lacks the essential security separations required for modern police stations. Operational and space-related deficiencies include:

 Insufficient operational spaces for staff and no public meeting spaces  Inadequate separation of public, secure, and restricted circulation zones  Limited public waiting, queuing, and interview areas
 Insufficient juvenile interview and detention facilities  Inadequate file storage
 Inefficient departmental layouts, with key functions located at inefficient distances from each other
 Outdated holding and booking facilities for detainees

Building system deficiencies include:

 Need for more energy-efficient mechanical and electrical systems  Required ADA upgrades
 Building issues, including leaks into sensitive technology rooms  Antiquated sewer and plumbing systems that fail regularly  Multiple temporary, portable structures used for police functions  Lack of exterior standoff distances for security and blast threats  Inadequate site parking for departmental and staff vehicles  Inadequate square footage for today’s needs

The building has been modified over the years, including an addition for office space and a Communications Center, and further remodeling is now impractical. Small or incremental expansions would exacerbate inefficiencies and compromise security. Given these challenges, constructing a new facility is the best solution to meet the HPD’s evolving needs.

The new PSC should include the following features:

 Police Headquarter
 Temporary holding facilities
 Indoor shooting range
 Increased services for the Youth and Family Services Bureau  Animal services relocated to new PSC
 Crime Scene Technician Lab integrated to new PSC
 Some satellite campuses tasks relocated to new PSC

Two locations have been identified as possible sites for the new PSC and in 2020 were preliminarily analyzed for potential project sites. These locations are as follows:

 An 8-acre portion of the former California Air National Guard (CANG) site: This site is located at 1525 West Winton Avenue and Tuskegee Airmen Drive. Eight acres

have been designated at the eastern half of the 16.8-acre CANG site for the possible future location of the PSC

 The former City Hall Building Site: This site is located at 22300 Foothill Blvd between Foothill Blvd and City Center Drive. The site is approximately 3.5 open acres. The former City Hall building was demolished in 2020. The parking structure on the south side of the property which is another 2.3 acres remains and can potentially be refurbished and reused for PSC parking. There is approximately a total of 5.82 acres at ground level

DISCUSSION

On August 26, 2024, staff publicly issued a request for proposals (RFP #25-014) on the City’s OpenGov platform. On October 7, 2024, the City received seven proposals from: 1) Brinkley Sargent Wiginton Architects, 2) Dewberry Architects, 3) HOK, 4) Indigo Hammond+Playle Architects, 5) LPA, Inc., 6) Nelson, and 7) DLR Group | RDC.

Staff evaluated the proposals using defined criteria, such as demonstration of ability to perform tasks, qualifications of consultants, experience with comparable projects, quality of references, demonstration of ability to perform the work in a timely manner, and interview of short-listed firms. All firms presented their proposal to staff which resulted in an initial ranking. Staff further short-listed the firms to three highly qualified firms for a second round interviews.

While each of the three teams are capable of performing the project with requisite qualifications and experience on similar projects, LPA’s project team’s experience with similar projects, qualifications, and responsiveness to the City’s scope of work was ranked as the best team to meet the City's needs. Notably, LPA’s experienced project team has worked together on similar projects for other agencies. LPA provided architecture, programming, engineering, landscape architecture, interior design and construction management for the City of Salinas Police Services Headquarters and provided architecture, space needs assessments, programming, planning, engineering, and construction administration for the City of Campbell’s Police Department currently in construction.

LPA’s scope of work includes the following:

 Review existing documents
 Interviews with the Department
 Provide space needs and building program
 Site Analysis and cost feasibility
 Explore various delivery methods, including design-build

Staff is requesting this design service contract be awarded to LPA in a not-to-exceed amount of $550,000.

ECONOMIC IMPACT

There will be many trade jobs involved in the eventual construction of the facility, which will be subject to the City’s Community Workforce Agreement.

FISCAL IMPACT

The cost of this site assessment and conceptual design will not have an impact on the City’s General Fund. On June 25, 20242, City Council adopted a resolution authorizing the City Manager to appropriate $500,000 from the Measure C Capital - Fund 406, for site assessment and conceptual design for new PSC. An appropriation of additional funds in the amount of $125,000 will be needed for the contract with LPA and staff support for this level of design.

STRATEGIC ROADMAP

This agenda item directly supports the Strategic Priority of Invest in Infrastructure.

Specifically, this item relates to the implementation of the following project:

Invest in City Facilities and Property:

N17 Provide CIC a needs assessment/preliminary feasibility report on a new Police Building, including a funding mechanism.

SUST AINABILITY FEATURES

This new facility will be reviewed by the Building Division for conformance with State and local requirements related to sustainability (i.e., California Building Code, California Energy Code, etc.) which require a certain level of energy efficiency, resource conservation, material recycling, etc. In alignment with City policies, the facility will be all electric (no natural gas infrastructure) and will include sufficient solar to be a zero net energy facility.

The facility will also have electric vehicle (EV) charging with at least 20% of the parking spaces with either chargers installed or being EV capable. In addition, the building will be designed and constructed to meet Leadership in Energy and Environmental Design (LEED) standards for a Silver Certification, or better.

2 https://hayward.legistar.com/LegislationDetail.aspx?ID=6734735&GUID=4E4F3125-CB45-40D3-87AC- 3B607B2E74B9&Options=&Search=

PUBLIC CONT ACT

There is no public contact proposed for this item at this time. Input from interested community groups and residents will be solicited during the siting design phases.

NEXT STEPS

Following City Council approval, staff will finalize a professional services agreement with LPA and a Notice to Proceed will be issued accordingly.

Prepared by: Dave Hung, Acting Deputy Director of Public Works Dan Olsen, Police Captain

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_____________________________________
Dr . Ana M. Alvarez, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A
PROFESSIONAL SERVICES AGREEMENT WITH LPA, INC., IN A NOT -TO- EXCEED AMOUNT OF $ 550,000 FOR SITE ASSESSMENT AND CONCEPTUAL DESIGN SERVICES FOR PUBLIC SAFETY CENTER PROJECT, PROJECT NO. 07423 AND APPROPRIATING ADDITIONAL FUNDS IN THE AMOUNT OF $125,000

WHEREAS, the existing Hayward Police headquarters no longer meets the space, operational, staffing and security requirements for the Hayward Police Department; and

WHEREAS, a new Public Safety Center is needed to fulfill the Department’s requirements; and

WHEREAS, a request for proposals (RFP #25-014) was issued on August 26, 2024 seeking architectural firms to provide the public safety expertise to best utilize one of two potential project sites and for the conceptual design; and

WHEREAS, on October 7, 2024, seven proposals were received, evaluated by staff and has determined that LPA, Inc., possesses the necessary experience and team to perform the work; and

WHEREAS, the City and LPA, Inc. , have negotiated a not -to-exceed amount of $550,000 for site assessment and conceptual design services; and

WHEREAS, by Resolution No. 25-150 on June, 25, 2024 , the City Council adopted a resolution authorizing the City Manager to appropriate $500,000 for said services.

NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Hayward that the City Manager is hereby authorized to execute, on behalf of the City of Hayward, an agreement for professional services with LPA, Inc., for site assessment and conceptual design of the new Public Safety Center, Project No. 7423 in an amount not-to-exceed $550,000 in a form approved by the City Attorney.

BE IT FURTHER RESOLVED, that the City Council of the City of Hayward hereby approves and authorizes the amendment of the FY2025 Budget Resolution by increasing the appropriation by an additional $125,000 from Measure C – Fund 406 for a total project budget amount of $625,000 for 07423.

IN COUNCIL, HAYWARD, CALIFORNIA , 2025

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-163
DATE: April 15, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute Amendment No. 2 to the Professional Services Agreement with Jones Hall, A Professional Law Corporation, and Increase the Contract Amount by $111,000 for a Total Not-to-Exceed Amount of $185,000, for Bond Counsel and Disclosure Counsel Services Related to the Water Resource Recovery Facility (WRRF) Improvements - Phase II Project

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to Execute Amendment No. 2 to the Professional Services Agreement with Jones Hall, a Professional Law Corporation, and Increase the Contract Amount by $111,000 for a Total Not-to-Exceed Amount of $185,000, for Bond Counsel and Disclosure Counsel Services Related to the Water Resource Recovery Facility (WRRF) Improvements - Phase II Project.

SUMMARY
On March 13, 2024, the City of Hayward and Jones Hall, a Professional Law Corporation, entered into an agreement for legal services related to the preparation and legal services related to the Water Infrastructure Finance and Innovation Act (WIFIA) loan and municipal bonds. Amendment No. 1 to the agreement with Jones Hall was executed on October 15, 2024, which set the not-to-exceed agreement amount to $74,000. Staff now requires support in closing the WIFIA loan and the 2025 Wastewater Revenue Bonds and recommends that City Council authorize the City Manager to increase the agreement not to exceed amount to $185,000.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 4/10/2025Page 1 of 2
powered by Legistar™
File #:CONS 25-163
CITY OF HAYWARD Printed on 4/10/2025Page 2 of 2
powered by Legistar™

DATE: April 15, 2025

TO: Mayor and City Council

FROM: Director of Public Works and City Attorney

SUBJECT:

Adopt a Resolution Authorizing the City Manager to Execute Amendment No. 2 to the Professional Services Agreement with Jones Hall, A Professional Law Corporation, and Increase the Contract Amount by $111,000 for a Total Not-to-Exceed Amount of $185,000, for Bond Counsel and Disclosure Counsel Services Related to the Water Resource Recovery Facility (WRRF) Improvements - Phase II Project

RECOMMENDATION

That City Council adopts a resolution (Attachment II) authorizing the City Manager to Execute Amendment No. 2 to the Professional Services Agreement with Jones Hall, a Professional Law Corporation, and Increase the Contract Amount by $111,000 for a Total Not-to-Exceed Amount of $185,000, for Bond Counsel and Disclosure Counsel Services Related to the Water Resource Recovery Facility (WRRF) Improvements - Phase II Project.

SUMMARY

On March 13, 2024, the City of Hayward and Jones Hall, a Professional Law Corporation, entered into an agreement for legal services related to the preparation and legal services related to the Water Infrastructure Finance and Innovation Act (WIFIA) loan and municipal bonds. Amendment No. 1 to the agreement with Jones Hall was executed on October 15, 2024, which set the not-to-exceed agreement amount to $74,000. Staff now requires support in closing the WIFIA loan and the 2025 Wastewater Revenue Bonds and recommends that City Council authorize the City Manager to increase the agreement not to exceed amount to $185,000.

BACKGROUND AND DISCUSSION

The City of Hayward’s Department of Public Works & Utilities is pursuing a major capital improvement project to improve the Water Resources Recovery Facility, formerly known as the Water Pollution Control Facility, (WRRF Phase II Improvement Project, the “Project”) to meet the nutrient reduction mandate for treated effluent identified in the 3rd Nutrients Watershed Permit adopted by the California Regional Water Quality Control Board in July

2024. The total cost of the Project is estimated at $498 million, including capital costs, contingencies, and financing costs.

As part of the funding strategy, the City intends to finance the Project through the U.S.

Environmental Protection Agency’s Water Infrastructure Finance and Innovation Act of 2014 (WIFIA) loan program (the “WIFIA Loan”), publicly-sold revenue bonds, a newly received grant from the Water Resources Development Act (WRDA), and sewer fund reserves. In April 2024, City Council authorized applying for the WIFIA Loan program. In May 2024, City Council adopted an Ordinance adding Article 22, Chapter 8 to the Hayward Municipal Code regarding Water and Wastewater Enterprise Revenue Bond Law. In February 2025, City Council authorized the issuance and sale of the 2025 Wastewater Revenue Bonds (2025 Bonds.) The City subsequently sold $124,885,000 in 2025 Bonds at a true interest cost of 3.96%. The 2025 Bonds are expected to provide approximately 26% of the total funding needed for the Project.

Pursuing WIFIA Loan and municipal bonds requires specialized legal assistance from bond counsel and disclosure counsel to ensure compliance of all procedures, federal tax laws and regulations. Services provided to the City by Jones Hall include, but are not limited to, comprehensive finance planning, establishment of revenue bond law for the City, WIFIA Loan financing assistance, preparation of the Official Statement and federal tax law advisement.

Jones Hall also assists the City in the creation of a revenue pledge structure that will accommodate State Revolving Fund financing and Revenue Bonds.

As City’s bond counsel, related to the WRRF Improvements - Phase II Project and 2025 Bond, Jones Hall also provides the following services: preparation of all legal proceedings for authorization, issuance, and delivery of bonds by the City; preparation of documents required for closing of the issue; supervision of the closing; issuance of final approving opinion; and review of disclosure documents related to the sale of Revenue Bonds.

Staff now requires support in closing the WIFIA Loan and the 2025 Bonds. Staff recommends that City Council authorize the City Manager to amend the existing PSA with Jones Hall to increase the contract by a negotiated amount of $111,000 for a not-to-exceed $185,000 for these services.

ECONOMIC IMPACT

There is no direct economic impact associated with approving this item.

STRATEGIC ROADMAP

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

Project N22: Design Water Pollution Control Facility Phase II upgrade

FISCAL IMPACT

This agenda item will not impact the City’s General Fund. The funding for this item will be allocated from the following projects in the Sewer Improvement Fund 612 as follows:

Project Amount
WRRF Phase II Improvements Project No. 07760 $148,000
WRRF New Administration Building & Lab Project No. 07786 $37,000 Total $185,000

SUSTAINABILITY FEATURES

There are no sustainability features associated directly with this item. However, the WRRF Improvements – Phase II Project will maintain and improve the health of the San Francisco Bay, which is a vital resource for the region and the State. The Phase II Project will also satisfy the early actor requirements specific in the Water Board’s 2nd Watershed Permit to reduce nitrogen loads to the Bay.

PUBLIC CONTACT

There is no public contact required for this item.

NEXT STEPS

If Council approves, the City Manager will execute Amendment No. 2 to the Professional Services Agreement with Jones Hall, a Professional Law Corporation, and Increase the Contract Amount by $111,000 for a Total Not-to-Exceed Amount of $185,000, for Bond Counsel and Disclosure Counsel Services Related to the Water Resource Recovery Facility (WRRF) Improvements - Phase II Project.

Prepared by: Elli Lo, Senior Management Analyst
Vadim Sidelnikov, Assistant City Attorney

Recommended by: Alex Ameri, Director of Public Works
Michael Lawson, City Attorney

Approved by:

______________________________________
Dr. Ana M. Alvarez, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member ____________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE
AMENDMENT NO. 2 TO THE PROFESSIONAL SERVICES AGREEMENT WITH

JONES HALL, A PROFESSIONAL LAW CORPORATION, AND INCREASE THE CONTRACT AMOUNT BY $111,000 FOR A TOTAL NOT -TO-EXCEED AMOUNT OF $185,000, BOND COUNSEL AND DISCLOSURE COUNSEL SERVICES

RELATED TO THE WATER RESOURCE R ECOVERY FACILITY (WRRF) IMPROVEMENT – PHASE II PROJECT

WHEREAS, the City entered into a Professional Services Agreement with Jones Hall, a Professional Law Corporation, on March 13, 2024, for bond counsel and disclosure counsel services related to the Water Resource Recovery Facility (WRRF) Improvements - Phase II Project; and

WHEREAS, Amendment No. 1 to the agreement with Jones Hall was executed on October 15, 2024, which increased the not-to-exceed agreement amount to $74,000; and

WHEREAS, City staff requires additional support and services in closing the WIFIA loan and the 2025 Wastewater Revenue Bonds related to the WRRF Improvements - Phase II Project; and

WHEREAS, the additional cost for such services has been negotiated at an amount not-to-exceed $111,000; and

WHEREAS, Wastewater Fund 612, WRRF Phase II Improvements Project No. 07760 and WRRF New Administration Building & Laboratory Project No. 0 7786 have sufficient funds to accommodate this updated not to exceed amount.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby finds and determines as follows that the City Manager is hereby authorized to execute Amendment No. 2 to increase the contract by $111,000 for a total not-to-exceed $185,000, in a form approved by the City Attorney.

IN COUNCIL, HAYWARD, CALIFORNIA , 2025

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-165
DATE: April 15, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Approving Plans and Specifications and Call for Bids, and Authorize the City Manager to Apply for and Execute Federal Aviation Administration (FAA) and Caltrans Division of Aeronautics Grant Applications and Grant Offers for the Taxiway A1 and Z West Reconstruction Project, Project No. 621-E-2240, at Hayward Executive Airport

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) to:
(1) Approve the plans and specifications for the Taxiway A1 and Z West Reconstruction Project at the Hayward Executive Airport (Airport) and call for bids to be received on May 13, 2025; and (2) Authorize the City Manager to execute referenced Federal Aviation Administration (FAA) and California Department of Transportation (Caltrans) grant applications and subsequent grant offers for the Taxiway A1 and Z West Reconstruction Project.

SUMMARY
This report seeks City Council’sapproval of plans and specifications, and call for bids to be received on May 13, 2025 for the Taxiway A1 and Z West Reconstruction Project, followed by preparation and submission of grant applications to the FAA and Caltrans reflective of bids received. The estimated construction cost is $6,926,527 where 95% of the construction cost is expected to be funded by FAA grant and 2% from Caltrans grant along with a financial match from the airport capital fund. The City’s overall obligation may increase in the event that Caltrans does not fully participate. In addition, the report seeks City Council’sapproval to authorize the City Manager to execute grant offers received from FAA and Caltrans for this project.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 4/10/2025Page 1 of 2
powered by Legistar™
File #:CONS 25-165
CITY OF HAYWARD Printed on 4/10/2025Page 2 of 2
powered by Legistar™

DATE: April 15, 2025

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution1) Approving Plans and Specifications and Call for Bids, and 2) Authorizing the City Manager to Apply for and Execute Federal Aviation Administration Grant Application and Grant Offer, and California Department of Transportation Division of Aeronautics Grant Application and Grant Offer for the Taxiway Alpha 1 and Taxiway Zulu West Reconstruction Project, Project Nos. 06819, 06864, and 06890 at the Hayward Executive Airport

RECOMMENDATION

That the City Council adopts a resolution (Attachment II) to:

(1) Approve the plans and specifications for the Taxiway A1 and Z West Reconstruction Project at the Hayward Executive Airport (Airport) and call for bids to be received on May 13, 2025; and

(2) Authorize the City Manager to execute referenced Federal Aviation Administration (FAA) and California Department of Transportation (Caltrans) grant applications and subsequent grant offers for the Taxiway A1 and Z West Reconstruction Project.

SUMMARY

This report seeks City Council’s approval of plans and specifications, and call for bids to be received on May 13, 2025 for the Taxiway A1 and Z West Reconstruction Project, followed by preparation and submission of grant applications to the FAA and Caltrans reflective of bids received. The estimated construction cost is $6,926,527 where 95% of the construction cost is expected to be funded by FAA grant and 2% from Caltrans grant along with a financial match from the airport capital fund. The City’s overall obligation may increase in the event that Caltrans does not fully participate. In addition, the report seeks City Council’s approval to authorize the City Manager to execute grant offers received from FAA and Caltrans for this project.

BACKGROUND

The Airport is obligated to preserve the safe, beneficial use of airfield facilities including runways, taxiways, aprons, and other features. Like city streets, pavement maintenance at the airport is an ongoing effort. Loose rocks and gravel generated from deteriorating airfield pavements can create serious hazards to the propellers or jet engines of aircraft, potentially contributing to catastrophic failure. This project focuses on pavement reconstruction of two specific taxiways within the airport’s circulation network: Taxiway A1 that provides a direct aircraft connection to the threshold of Runway 28L, and Taxiway Z that serves the airport’s south side. Identified in the 2024 Airport Pavement Management Program (PMP) as most deficient, the condition of these taxiways requires reconstruction, to bring them up to a state of good condition.

The Airport is a General Aviation (GA) airport within the National Plan of Integrated Airport Systems (NPIAS). As such, the Airport is eligible to receive federal grants administered through the FAA and Caltrans. Federal grant funding can be both entitlement and discretionary, with the latter being competitive, on a national level. At present, Airport Staff have received preliminary indications for several FAA grants in support of this undertaking, with Caltrans funding to proportionally occur relative to federal grants, up to a maximum amount of $150,000. Preserving and maintaining airfield pavements to industry- accepted levels without grant funding is cost prohibitive.

The City Council’s initial commitment to this undertaking occurred in June 2023, with the approval of a professional services agreement for the design of taxiway improvements. On June 20, 2023, City Council approved a resolution to award a Professional Services Agreement (PSA) to Tartaglia Engineering for Design Services for the Airport Pavement Rehabilitation Project in total not-to-exceed contract amount of $648,000. The action proposed in this report furthers the City Council’s commitment to Airport, and specifically the airfield pavement infrastructure.

DISCUSSION

As an essential effort in preserving the Airport’s eligibility for federal and state grant funding, it maintains a Capital Improvement Program in accordance with FAA and Caltrans, Division of Aeronautics standards and requirements. On the capital program for several years, the taxiway reconstruction project has moved to the top of the priority list. The design is now complete, and the project is ready to move forward with advertising for soliciting construction bids, grant preparation and filing.

In 2025, the Airport is qualified to receive federal grants up to 95% of eligible project costs and Caltrans match grants up to 2% of federal grant amounts to a maximum of $150,000, where applicable. Project cost estimate is in-line with anticipated grant funding, reflective of varied funding sources within FAA.

The estimated construction cost is $6,296,843 and with a 10% project contingency the total estimated construction cost is $6,926,527. The construction cost is expected to be funded by grants from the FAA in the amount of $5,982,000 which is 95% of the construction cost comprised of both FAA Airport Improvement Plan (AIP) funds and Airport Infrastructure Grant (AIG) funds. An estimated 2% or $150,000 maximum will be funded by Caltrans along with a financial match from the airport capital fund in the amount of $164,843. The City’s obligation may increase by $629,684 to an overall contribution of $779,684 in the event Caltrans does not fully participate and to fund the 10% project contingency.

Authorization at this time for preparation and submission of the federal and state grant applications at the conclusion of the bidding process will streamline and facilitate the grant procurement process, providing greater assurance for meeting submission deadlines.

Authorizations sought are “up to amounts” with actual bids and associated grant applications and city match obligations are expected to be lower.

Receipt of state and federal grant funding is never assured and the flow of grant funds can be sporadic. Through this action the city is moving forward with bidding and grant applications based on direction provided by the FAA with the understanding that funds will be available this fiscal year. Portions of the project that may not be awarded due to funding constraints will be re-packaged into a subsequent taxiway improvement project to follow.

Should this occur, Staff anticipates returning to Council for necessary direction and approval.

Staff is requesting that City Council approve the plans and specifications and authorize the call for construction bids to be received on May 13, 2025. Staff also recommends authorizing the City Manager to accept and execute the grant applications with FAA and Caltrans.

ECONOMIC IMPACT

Hayward Executive Airport provides both direct and indirect economic value to the City and surrounding areas. Maintenance and rehabilitation of airfield pavement, electrical systems, drainage improvements and the graded infield areas adjacent to and between runways and taxiways, preserving and enhancing these features to FAA design standards, are essential goals for the long-term functionality and safe use of the airport. The identified taxiway rehabilitation project is in line with those goals. Maintaining airfield facilities including runways, taxiways, aprons, and other airfield pavements, is cost prohibitive without grant funding. With indications that grant funding is available to support this undertaking, pursing this project now is prudent.

Projects identified in the taxiway’s rehabilitation projects will ultimately generate work for skilled and unskilled tradespeople during the construction phase.

On November 15, 2016, City Council adopted a resolution authorizing a Community Workforce Agreement (CWA) with the Alameda County Building Trades Council (BTC), which applies to City projects with construction costs of $1,000,000 or more. The

agreement requires contractors to use local union hiring halls, encourages contractors to employ Hayward residents or Hayward Unified School District graduates, and requires hired workers to pay union dues and other benefit trust fund contributions, etc. Because the construction cost estimate for this Project is more than $1,000,000, the CWA agreement does apply.

FISCAL IMPACT

With 10% contingency, the overall project budget is $6,926,5278. Should the airport be successful in receipt of both state and federal grants, the financial obligation of the airport capital fund will be $164,843. The City’s obligation may increase by $629,684 to an overall contribution of $779,684 in the event Caltrans does not fully participate and fund the 10% contingency.

The Project Estimated Cost & Source of Funding is as presented in the table below:

ESTIMATED PROJECT COST
Construction Estimated Cost $4,690,000
Construction Management Services
(including Inspection, Materials Testing & Related Tasks) $865,000 FAA Reimbursable Agreement $118,704
Staff Costs, 10% $469,000
Independent Fee Estimate (IFE) $5,000
TW Alpha 1 (Design Reimbursement) $149,139
Construction Sub-total $6,296,843
Project Contingency, 10% $629,684
Construction Sub-total $6,926,527
Design Cost (authorized in June 2023) $698,000
Total Project Cost $7,624,527

SOURCE OF FUNDS

Anticipated Funds from:

FAA, 95% of Construction Cost $5,982,000
Caltrans, 2% of Construction Cost $150,000
City Contribution, 3% of Construction Cost $164,843
Contingency, 10%, City Contribution if necessary $629,684 Construction Sub-total $6,926,527
Design Cost $698,000
Total Project Source of Funds $7,624,527

STRATEGIC ROADMAP

This agenda item supports Strategic Priority of Improve Infrastructure. Specifically, this item relates to the implementation of the following projects:

Project N12: Upgrade and Maintain Airport Infrastructure and facilities.

While the city’s airport was not contemplated in the Fiscal Year 2025 Strategic Roadmap, the proposed taxiway improvement aligns with the Invest in Infrastructure core priority, specifically:

 Objective 1: Invest in multi-modal transportation.
 Objective 2: Invest in City-owned facilities & property.

SUST AINABILITY FEATURES

The Airport is strongly committed to developing projects that are environmentally responsible. Therefore, staff will ensure that all plans proposed by future capital projects incorporate features that are in line with the City’s sustainability guidelines.

Project documents require the contractor to pulverize existing asphalt pavement and aggregate base in-place, blending this material and placing the recycled product back into the structural section as a sub-base material. In addition, all miscellaneous metals and ancillary concrete removed from the airport are to be directed to a certified recycling facility.

ENVIRONMENTAL DOCUMENT

The Project is subject to compliance from California Environmental Quality Act (CEQA) & National Environmental Policy Act (NEPA). It is anticipated that necessary environmental document in compliance of CEQA & NEPA will be obtained prior to the project bid advertisement date.

OTHER REGULATORY OR AGENCY REQUIREMENT

The Project is subject to C.3 Compliance and any drainage impacts are subject to Alameda County Flood Control Authority approval. It is anticipated that necessary C.3 & County compliance will be obtained prior to the project bid advertisement date.

The Project is anticipated to be administered during construction using outside source of support. Staff anticipates to approach Council for necessary authorization to seek & approval of a qualified Construction Management (CM) Services firm at a later date.

Solicitation for such CM Services will be undertaken in accordance with City Purchasing, FAA, & State procurement procedures and guidelines.

PUBLIC CONT ACT

The agenda and staff report for this item have been posted on the City’s website and distributed to interested parties.

Airport users and tenants have been made aware of the pending construction project and its short-term impacts to airfield use. In addition, airport and FAA staff including control tower representatives, along with all airport users and tenants will be invited to a pre- construction conference where the scope and schedule of improvements and activities will be presented.

NEXT STEPS

If City Council approves this request, the City Manager will authorize Staff to prepare and submit grant applications to the FAA and Caltrans and authorize the City Manager to execute the grant applications and grant offers.

Prepared by: Sundaresh Begur, Associate Civil Engineer

Reviewed by: Dave Hung, Acting Deputy Director of Public Works

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________________
Dr . Ana M. Alvarez, City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-_____

Introduced by Council Member ___________

RESOLUTION APPROVING PLANS AND SPECIFICATIONS AND CALL FOR

BIDS AND AUTHORIZING THE CITY MANAGER TO APPLY FOR AND

EXECUTE FEDERAL AVIATION ADMINISTRATION (FAA) AND STATE OF

CALIFORNIA DEPARTMENT OF TRANSPORTATION DIVISION OF

AERONAUTICS GRANT APPLICATIONS AND GRANT OFFERS FOR THE TAXIWAY A1 AND Z WEST RECONSTRUCTION PROJECT , PROJECT NO S. 06819, 06864 AND 06890 AT HAYWARD EXECUTIVE AIRPORT

WHEREAS, the Hayward Executive Airport is owned and operated by the City of Hayward; and

WHEREAS, those certain plans and specificatio ns for the Taxiway A1 and Z West Reconstruction Project, Project Nos. 06819, 06864 and 06890, on file in the office of the City Clerk, are hereby adopted as the plans and specifications for the project; and

WHEREAS, when instructed to proceed by the Airport Manager, based on direction from the FAA, the City Clerk is hereby directed to cause and issue a notice calling for bids for the required work and material to be made in the form and manner provided by law; and

WHEREAS, sealed bids therefore will be received by the City Clerk’s office at City Hall, 777 B Street, City Hall Rotunda, Hayward, California 94541, up to the hour of 2:00 p.m.

May13, 2025, and immediately thereafter publicly opened and declared by the City Clerk in the Hayward City Hall Rotunda, located on the 1st Floor of City Hall, Hayward, California; and

WHEREAS, the Hayward Executive Airport is entitled to apply for and receive federal and state grant funding for eligible airfield improvements and has received positive indication from the Federal Aviation Admin istration (FAA) for support of the taxiway improvement project in the 2025 fiscal year; and

WHEREAS, the Airport is obligated to preserve the safe , beneficial use of airfield facilities including runways, taxiways, aprons, and other features, recognizing preserving and maintaining airfield pavements to industry -standard levels without grant funding is cost prohibitive; and

WHEREAS, the estimated total construction cost is $6,296,843 and with a 10% contingency the total budget is $6,926,527, to be funded in part by grants from the FAA ($5,982,000) and Caltrans Division of Aeronautics ($150,000), along with a financial match from the airport capital fund ($164,843), with the City’s obligation increasing by $629,684 to an overall contribution of $779,684 in the event Caltrans does not fully participate and to fund the 10% contingency; and

WHEREAS, the scheduling and timing of grant offers, and grant execution are dictated by the FAA and Caltrans, often presenting inadequate time for conventional grant sponsor agendizing and authorizing same , with advance scheduling and approval providing the greatest assurance for success.

NOW THEREFORE BE IT RESOLVED that the Ci ty Council of the City of Hayward hereby approve the plans and specifications for the Taxiway A1 and Z West Reconstruction Project, Project Nos. 06819, 06864 and 06890.

BE IT FURTHER RESOLVED by the City Council that the City Manager is hereby authorized to prepare and submit grant applications to the FAA and Caltrans in accordance with proportional grant funding amounts, reflective of bids received, with an aggregated total project cost of $6,296,843, adjusted upward to $6,926,52 7 including a 10% contingency, to be funded in part by grants from the FAA ($ 5,982,000) and Caltrans ($150,000), along with a financial match from the airport capital fund of $164,843, with the City’s overall obligation increasing by $629,684 to an overall contribution of $779,684 in the event Caltrans does not fully participate and to fund the 10% contingency.

BE IT FURTHER RESOLVED by the City Council that the City Manager is hereby authorized to execute grant offers from the FAA and Caltrans in accordance with and within the identified Not-to-Exceed totals.

IN COUNCIL, HAYWARD, CALIFORNIA , 2025

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-170
DATE: April 15, 2025
TO: Hayward Redevelopment Successor Agency Board
FROM: Executive Director

SUBJECT
Adopt a Resolution of the City Council, Acting as the Governing Board of the Successor Agency for the Redevelopment Agency of the City of Hayward, Approving the Subordination of Loan Documents for the Façade Improvement Loan with RLW, LLC Property Located at 22401-22487 Foothill Boulevard (Richard Weinstein)

RECOMMENDATION
That the Hayward Redevelopment Successor Agency Board adopts the attached resolution (Attachment I) approving the subordination of loan documents for the façade improvement loan with RLW, LLC property located at 22401-22487 Foothill Boulevard, City of Hayward, County of Alameda, State of California 94541 (APN 428-0026-008-09, 428-0026-064-01, 428-0061-032, 428-0061-033, 428-0061- 034.)

SUMMARY
The Board is being asked to approve a request from RLW, LLC to subordinate existing façade improvement loan documents in order to facilitate the refinancing of properties located at 22401-22487 Foothill Boulevard in Hayward. Approval of this subordination will not modify the terms of the original Loan Agreement executed in 2011 between the Successor Agency and the borrower.

This is not the first subordination; similar requests were approved in 2013 and again in 2019, when the Redevelopment Successor Agency of the City of Hayward and the Alameda County Oversight Board approved similar subordination actions to support refinancing efforts for the same properties. This action will not change the forgiveness provisions of the loan, which are set to result in full forgiveness of the principal and interest by March 9, 2026, provided there is no default.

ATTACHMENTS
Attachment I Staff Report
Attachment II Hayward Redevelopment Successor Agency Board Resolution CITY OF HAYWARD Printed on 4/10/2025Page 1 of 2
powered by Legistar™
File #:CONS 25-170
CITY OF HAYWARD Printed on 4/10/2025Page 2 of 2
powered by Legistar™

DATE: April 15, 2025

TO: Redevelopment Successor Agency of the City of Hayward Board of Directors

FROM: Executive Director

SUBJECT: Adopt a Resolution of the City Council, Acting as the Governing Board of the Successor Agency for the Redevelopment Agency of the City of Hayward, Approving the Subordination of Loan Documents for the Façade Improvement Loan with RLW, LLC Property Located at 22401-22487 Foothill Boulevard (Richard Weinstein)

RECOMMENDATION

That the Hayward Redevelopment Successor Agency Board adopts the attached resolution (Attachment I) approving the subordination of loan documents for the façade improvement loan with RLW, LLC property located at 22401-22487 Foothill Boulevard, City of Hayward, County of Alameda, State of California 94541 (APN 428-0026-008-09, 428-0026-064-01, 428- 0061-032, 428-0061-033, 428-0061-034.)

SUMMARY

The Board is being asked to approve a request from RLW, LLC to subordinate existing façade improvement loan documents in order to facilitate the refinancing of properties located at 22401–22487 Foothill Boulevard in Hayward. Approval of this subordination will not modify the terms of the original Loan Agreement executed in 2011 between the Successor Agency and the borrower.

This is not the first subordination; similar requests were approved in 2013 and again in 2019, when the Redevelopment Successor Agency of the City of Hayward and the Alameda County Oversight Board approved similar subordination actions to support refinancing efforts for the same properties. This action will not change the forgiveness provisions of the loan, which are set to result in full forgiveness of the principal and interest by March 9, 2026, provided there is no default.

BACKGROUND

In July 2006, the Council Downtown Committee approved a Downtown Retail Attraction Loan Program in response to the number of vacant buildings in the Downtown Hayward Redevelopment Area, west of Foothill Boulevard. Subsequently, an initial budget of $550,000 for this program was approved by the Agency Board. In October 2008, the Council Downtown Committee supported the expansion of the Retail Attraction Loan Program to include spaces

on the outer boundaries of the B Street “core”, as well as those spaces which are not necessarily vacant, but have been in marginal use.

In support of these goals on March 9, 2011 the former Redevelopment Agency executed a Retail Attraction Initiative Loan Fund Loan Agreement with RLW, LLC (the “Borrower”), to fund improvements on properties located at 22401-22487 Foothill Blvd, Hayward, CA (the properties).

On September 12, 2013, the Successor Agency Oversight Board approved a request from Richard Weinstein to subordinate the Successor Agency loans for facade improvement in order to facilitate a refinance the properties.

On June 17, 2019 the loan was subordinated to facilitate a refinance of the properties along Foothill Blvd.

DISCUSSION

In 2025 the City was approached by the borrower requesting a subordination of the loans of these properties in an effort to refinance the properties. The Loan Agreement is secured by the following deeds of trust:

1. A short form deed of trust in the amount of $300,000 recorded against the properties addressed 22401 Foothill Blvd, 22415-22423 Foothill Blvd, and 2249- 22433 Foothill Blvd, Hayward CA 94541.

2. A short form deed of trust in the amount of $100,000 recorded against the properties addressed 22349-22445 Foothill Blvd, Hayward, CA 94541.

3. A short form deed of trust in the amount of $100,000 recorded against the properties addressed 22455-22475 Foothill Blvd, Hayward, CA 94541.

4. A short form deed of trust in the amount of $80,000 recorded against the property addressed 22481 Foothill Blvd, Hayward, CA 94541.

The Loan Agreement, the Agency Deeds of Trust, and the Guaranty are subordinated to an existing mortgage, it is this mortgage that the borrower is seeking to refinance which requires the Successor Agency Board’s approval for an additional subordination. This subordination will not change the terms of the Loan Agreement with the Successor Agency.

Terms of the Loan Agreement also include forgiveness clauses stating that beginning on “the eleventh anniversary of the date of” the Loan Agreement “annually thereafter” the Successor Agency “shall forgive…” 20% “of original Principal Amount until the fifteenth anniversary of the date of” the Loan Agreement “at which point the principal amount and all accrued interest shall be forgiven in its entirety.” March 9, 2026 will mark the fifteenth

anniversary of the loan at which time, assuming no default event takes place, the loan shall be forgiven in its entirety.

ECONOMIC IMPACT

There is no measurable Economic Impact associated with this action, as the façade improvements and associated improvements associated with these funds have all been previously completed.

FISCAL IMPACT

There is no measurable Fiscal Impact associated with this action, as the loans were all funded in 2011, all payments will remain the same and no additional Successor Agency resources are being committed.

NEXT STEPS

Following approval of the subordination by the Redevelopment Successor Agency of the City of Hayward staff will submit this to the County Oversight Board for their consideration.

Prepared and Recommended by:

Dustin Claussen, Assistant City Manager
Vadim Sidelnikov, Assistant City Attorney

Approved by:

Dr. Ana M. Alvarez, Executive Director

1 REDEVELOPMENT SUCCESSOR AGENCY OF THE CITY OF HAYWARD

RESOLUTION NO. HRSA 25-__

Introduced by Board Member __________________

RESOLUTION OF THE BOARD OF DIRECTORS O F THE REDEVELOPMENT

SUCCESSOR AGENCY OF THE CITY OF HAYWARD APPROVING

SUBORDINATION AGREEMENT AND RELATED MATTERS FOR A RETAIL

ATTRACTION LOAN

WHEREAS, the Redevelopment Agency of the City of Hayward (the “Former Agency”) Downtown Retail Attraction Loan Program (the “Retail Attraction Loan Program”) in response to the growing number of va cant buildings in the Downtown Hayward Redevelopment Area, west of Foothill Boulevard and in October 2008 the Foothill Boulevard Façade Improvement Initiative became the primary focus for the expenditure of Retail Attraction Loan Program funds; and

WHEREAS, among the various loan agreements implementing the Foothill Boulevard Façade Improvement Initiative, the former Redevelopment Agency executed that certain City of Hayward Retail Attraction Initiative Loan Fund Loan Agreement with RLW, LLC (the “Borrower ”), executed on March 9, 2011 (the “Loan Agreement”) to fund improvements on properties located at 22401 -87 Foothill Blvd, Hayward, CA (the “Property”); and

WHEREAS, the Loan Agreement is secured by the following deeds of trust (collectively the “Agency Deeds of Trust”):

1. A short form deed of trust in the amount of $300,000 recorded against the properties addressed 22401 Foothill Blvd, 22415 -22423 Foothill Blvd, and 2249 - 22433 Foothill Blvd, Hayward CA 94541.

2. A short form deed of trust in the amount of $1 00,000 recorded against the properties addressed 22349-22445 Foothill Blvd, Hayward, CA 94541.

3. A short form deed of trust in the amount of $100,000 recorded against the properties addressed 22455-22475 Foothill Blvd, Hayward, CA 94541.

4. A short form deed of trust in the amount of $80,000 recorded against the property addressed 22481 Foothill Blvd, Hayward, CA 94541; and

2 WHEREAS, in addition to the Loan Agreement, Richard Weinstein executed a personal guaranty (the “Guaranty”), which unconditionally gua rantees payment of the various facade loans adding additional security for repayment of any funds disbursed under the Loan Agreement; and

WHEREAS, the Loan Agreement, the Agency Deeds of Trust, and the Guaranty are subordinated to an existing mortgage in the amount of $7.25 million; and

WHEREAS, the Borrower desires to refinance a preexisting mortgage with a new commercial loan and the proposed new loan terms are:

1. Principal Amount: The lesser of : (1) 75% of appraised value or (2) 1.25 debt service coverage ratio and a 6.5% underwriting rate and 25 -year amortization. The Loan amount is currently estimated to be $7.7 million;

2. A term not to exceed 25 years; and

3. A fixed interest rate of approximately 6.375%

WHEREAS, the provider of the new loan is req uesting subordination of the Loan Agreement, the Agency Deeds of Trust and the Guaranty, to the new loan; and

WHEREAS, on February 1, 2012, the Former Agency was dissolved pursuant to Assembly Bill x1 26 (the "Dissolution Act"); and

WHEREAS, pursuant to Health and Safety Code Section 34173, the City Council of the City of Hayward (the "City Council") declared that the City of Hayward, a charter city (the "City"), would act as successor agency (the "Successor Agency") for the dissolved Redevelopment Agency of the City of Hayward (the "Dissolved Agency") effective February 1, 2012; and

WHEREAS, pursuant to AB 1484 ("AB 1484") , enacted June 27, 2012 to amend various provisions of the Dissolution Act, the Successor Agency is now declared to be a separate legal entity from the City; and

WHEREAS, the refinancing of the project will enhance the financial stability of the Borrower and ensure the continued operation of businesses on the Property in accordance with the requirements of the Loan Agreement; and

WHEREAS, by staff report accompanying this Resolution and incorporated into this Resolution by this reference ("Staff Report"), the Board of Directors has been provided provide supporting information upon which the actions set forth in this Resolution are based.

3 NOW, THEREFORE, BE IT RESOLVED that the Board of Directors of the Redevelopment Successor Agency of the City of Hayward hereby finds and determines that the foregoing recitals are true and correct, and together with the following documents and information form the basis for the approvals, authorizations, findings, and determinations set forth in this Resolution : (1) the Staff Report; and ( 2) the information provided by the Borrower and Successor Agency staff and the public.

BE IT FURTHER RESOLVED that Board of Directors hereby approves subordination of the Loan Agreement, the Agency Deeds of Trust, and the Guaranty to financing substantially consistent with the New Loan Terms from the private lender; and authorizes the Executive Director/City Manager to execute a subordination or similar agreement with the private lenders on behalf of the Successor Agency, in a form approv ed by the Successor Agency signatory and the Successor Agency Counsel, such approval to be evidenced by the execution of such agreemen t, and provided such agreement gives the Successor Agency notice and time to cure any of the Borrower’s defaults under the private lender loan documents.

BE IT FURTHER RESOLVED that the Board of Directors hereby directs the Executive Director to bring thi s matter to the County of Alameda Countywide Oversight Board for final consideration.

4 IN HAYWARD, CALIFORNIA, April 15, 2025.

ADOPTED BY THE FOLLOWING VOTE:

AYES: BOARD MEMBERS:

CHAIR:

NOES: BOARD MEMBERS:

ABSTAIN: BOARD MEMBERS:

ABSENT: BOARD MEMBERS:

ATTEST: _______________________________________________ Secretary of the
Redevelopment Successor Agency of the
City of Hayward

APPROVED AS TO FORM:

_________________________________________________
General Counsel of the
Redevelopment Successor Agency of the
City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: WS 25-019
DATE: April 15, 2025
TO: Mayor and City Council
FROM: City Manager

SUBJECT
Hayward’s Strategic Roadmap: Work Session Part 2

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, Hayward’s City Council has participated in strategic planning sessions to set priorities for the following fiscal year (FY). This process informs the budget formation and culminates in the adoption of a strategic roadmap document that is included in the annual operating budget.

This year’s strategic planning process is being conducted at two different work sessions to better align strategic planning with the City of Hayward’s (City) operations, budget and City Council priorities. The first part, which was on March 8, 2025, highlighted the City’s operations from FY 2024-25 and presented pressing issues from each department for the upcoming year.

As part of the Strategic Planning Work Session Part 2 on April 15, 2025 staff will provide an update on the fiscal state of the City, proposed Strategic Roadmap metrics, and proposed special projects for FY 2025-26. This work session will also provide an update on the data and learnings from the HEART initiative as an example of a special project.

ATTACHMENTS
Attachment I Staff Report
Attachment II Work Session Agenda
Attachment III Status report on FY 2024-25 projects
Attachment IV Proposed FY 25-26 Metrics
Attachment V HEART Project Learnings and Data
Attachment VI Proposed FY 25-26 Special Projects
CITY OF HAYWARD Printed on 4/10/2025Page 1 of 2
powered by Legistar™
File #:WS 25-019
CITY OF HAYWARD Printed on 4/10/2025Page 2 of 2
powered by Legistar™

DATE: April 15, 2025

TO: Mayor and City Council

FROM: City Manager

SUBJECT: Hayward’s Strategic Roadmap: Work Session Part 2

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, Hayward’s City Council has participated in strategic planning sessions to set priorities for the following fiscal year (FY). This process informs the budget formation and culminates in the adoption of a strategic roadmap document that is included in the annual operating budget.

This year’s strategic planning process is being conducted at two different work sessions to better align strategic planning with the City of Hayward’s (City) operations, budget and City Council priorities. The first part, which was on March 8, 2025, highlighted the City’s operations from FY 2024-25 and presented pressing issues from each department for the upcoming year.

As part of the Strategic Planning Work Session Part 2 on April 15, 2025 staff will provide an update on the fiscal state of the City, proposed Strategic Roadmap metrics, and proposed special projects for FY 2025-26. This work session will also provide an update on the data and learnings from the HEART initiative as an example of a special project.

DISCUSSION

The work session format will take place as part of the April 15, 2025 regular City Council meetings to encourage City Council members’ comments and discussion. However, per the requirements of the Brown Act, no formal actions may be taken at this Work Session.

Therefore, any items requiring formal City Council action will be referred to future City Council meeting for consideration.

In advance of the work session, the City Council completed a presurvey to provide additional feedback. In the presurvey, City Council Members confirmed that the existing vision and priority areas of the Strategic Roadmap continue to be the right fit for Hayward. Because of this, the focus of this work session will be on metrics and special projects for the coming year.

The April 15 work session will cover the following items. The agenda is included as Attachment II.
1) Provide a high-level update on the City’s fiscal state to inform realistic goals for the coming year,
2) Receive City Council input on the first draft of proposed metrics for FY 2025-26, including summarizing presurvey feedback,
3) Present data and learnings from a focus topic: the HEART pilot project, a Strategic Roadmap initiative
4) Receive City Council input on the first draft of proposed special projects for FY 2025- 26, including presurvey feedback.

The City Council’s feedback at this work session will be used to create an updated draft of the FY 2025-26 Strategic Roadmap document. Depending on the level of consensus, staff may schedule an additional work session in the month of May, with adoption planned for the month of June. In addition, the City Council’s feedback at this work session will help frame the discussion topics for the annual budget work session on May 13, 2025.

City’s Fiscal State for FY 2025-26

The development of the Strategic Roadmap informs the City’s annual budget process and vice versa. The City is facing a structural deficit that will limit the number and types of projects the organization can implement next year. Because of this, staff will begin the April 15 work session by providing context on the City’s fiscal state for FY 2025-26.

Staff have projected a structural deficit of approximately $12M for FY 2025-26. Staff recommend that the City Council discuss their priorities with financial constraints in mind and the impact on future years. The upcoming budget work session on May 13 will discuss the budget in detail. Staff are also planning a fall revise of the budget to present updates to help mitigate the structural deficit.

Connection to the General Plan, Council Referrals, and other City Documents

Separate from the Strategic Roadmap, staff present annual status updates on the City’s General Plan projects to the City Council, which is a requirement by the State of California. In addition, Public Works staff provide an informational report twice a year with status updates on capital projects.

There is overlap in projects between the Strategic Roadmap, General Plan, and Capital Improvement Program (CIP). In general, the Strategic Roadmap is intended to be a more

focused and near-term plan that highlights the priorities for the coming year, while the General Plan looks further in the future and the CIP is a detailed overview of all capital projects.

At the March 24, 2025 City Council meeting that included the General Plan Annual Progress Report, City Council Members expressed a desire to coordinate the reporting and cohesiveness between various City plans moving forward. In addition, in the presurvey, Council Members requested that staff provide a report on past City Council referrals and status updates. Staff’s understanding is that the work to streamline these policy documents is a priority for the next six months and staff are seeking confirmation from the City Council at this work session.

Status Report on FY 2024-25 Projects

Attachment III provides a more detailed status report on FY 2024-25 projects, which has been updated since the March 8 work session. In summary:
 Of the 79 projects in this year’s Strategic Roadmap, 41 (52%) are either complete or on track to be completed by the end of this fiscal year (June 30).  An additional 29 (37%) are actively meeting project milestones but are multi-year efforts that will continue through to next year. These are included in the FY 25-26 proposed projects.
 Staff have placed nine projects (11%) on hold due to staff vacancies or loss of funding.

Of those nine, staff recommend including three in the roadmap for the coming year and keeping the other six on hold.

As discussed at the March 8, 2025 work session, staff are working to launch an interactive dashboard by the end of this fiscal year that will show the full accomplishments and metrics from FY 2024-25.

Proposed Metrics for FY 2025-26

At the March 8, 2025 work session and in the presurvey, City Council Members reiterated the importance of metrics to measure the effectiveness / impacts of the City’s efforts. The April 15 discussion is the City Council’s opportunity to share what success looks like in each priority area and confirm that staff are planning to collect the right data to measure that success.

Attachment IV shows the first draft of proposed metrics for each priority area and the City Council’s feedback from the presurvey. Staff are seeking further input on whether these are the right metrics to track progress and to ensure that relevant data reflects impact as intended for each priority area.

A goal for the coming year is to work towards disaggregating data by voting district whenever possible. This will be an additional staff focus for this coming year. Staff understand this to be a City Council priority and can be an item of consideration pertaining to staff capacity. In

addition, staff will be working to set appropriate targets for metrics and confirm these targets with the corresponding City Council committees.

Focus Topic: HEART Pilot Program

One of the FY 2024-25 Projects is SP7: Transition HEART program from pilot to permanent response program. Attachment V provides details on the learnings and data from the HEART pilot project, which has been a Strategic Roadmap project for the past four years. At the April 15, 2025 work session, staff will present on this pilot program and are seeking feedback from the City Council on staff’s proposed approach moving forward. This discussion is intended to highlight a major effort from the past several years, as well as to provide an example of the type of resources and analysis that goes into special projects.

Proposed Special Projects FY 2025-26

Each year, staff manage the implementation of special projects to execute the City Council’s objectives for that year that are beyond day-to-day core services. The April 15, 2025 discussion is the City Council’s opportunity to share what special efforts they see as the most impactful for this coming year considering the City’s resource constraints. Attachment VI shows the first draft of proposed special projects for each priority area and City Council feedback from the presurvey. Staff are seeking further input on whether these are the right special projects to move this priority area forward this year.

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 2

Goals
 Update on the City’s fiscal state for the coming year.  Discuss proposed metrics for FY 2025-26: Are these the right metrics to track progress and to ensure that relevant data reflects impact as intended for each priority area?  Conduct a review of the HEART pilot program.
 Discuss proposed special projects for FY 2025-26: Are these the right projects to move this priority area forward this year?
Agenda

I. Work Session Introduction City Manager Dr. Ana M. Alvarez Assistant to the City Manager Mary Thomas
II. Fiscal State for FY 2025-26 Director Sharif Etman
III. Proposed Metrics for FY 2025-26 Assistant to the City Manager Mary Thomas IV. Focus Topic: HEART Program Community Services Manager Amy Cole-Bloom Chief Bryan Matthews
Chief Eric Vollmer
V. Proposed Special Projects Assistant to the City Manager Mary Thomas for FY 2025-26
VI. Wrap up and Next Steps City Manager Dr. Ana M. Alvarez When: April 15, 2025, 6:00 – 9:30 PM
Where: Hayward City Hall / City Council Chambers

Attachment II
Attachment III: Status report on FY 2024-25 projects
# Proposed Metrics Status
In draft FY
25-26
Roadmap
Notes
CP3 Present a plan on EV charging for city
facilities Complete No
Staff presented a plan and pursued a
grant, but did not receive it. Staff will
explore partnering with Ava.

EP1
Complete remaining ARPA programs
including: “Restaurant Relaunch” and
“Restore and Reopen” façade assistance
programs
Complete No
The ARPA funded portions are
complete and staff continue to provide
grants with department funds.

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
Complete No
The ARPA funded portions are
complete and staff continue to provide
grants with department funds.

EP4 Implement a Downtown Working Group Complete No
The working group completed their
efforts and provided an update to the
CEDC on 9/5/24.

EP9
Partner with HUSD and HARD on a job fair for
teens Complete No
Economic Development has done job
fairs through their Learn to Earn and
Hire Hayward programs. Staff also
partnered with HUSD's Puente
program on a job fair in March.

FP1
Implement recommended program
improvements for Hayward Operated
Paratransit (HOP) program to support
seniors and adults with disabilities
Complete No
These improvements are complete and
ridership has more than doubled.

FP11 Complete security upgrades to Watkins
Street garage Complete No
Additional security patrols have
reduced incidents. Speed humps and
bollards were added to address traffic
concerns and support safe travel to
and from the library.

FP13 Complete a Recycled Water Master Plan Complete No
The planning phase is complete. The
programis ongoing.

FP14 Implement Sustainable Groundwater Plan Complete No The planning phase is complete. The programis ongoing.

HP3 Provide a update to Council on the City's
Let's House Hayward efforts Complete No An update was given to the City Council on 12/17/24.

HP6
Zoning Ordinance Amendments Related to
Shelters, Group Homes, Supportive &
Transitional Housing
Complete No This was adopted by the City Council
on 1/21/25.

Attachment III
HP7
Zoning Ordinance Amendments Related to
Streamlining Housing Entitlements for
Qualified Projects
Complete No This was adopted by the City Council
on 1/21/25.

HP9
Evaluate the option of creating a rent registry
to obtain better data on rent increase,
evictions, and occupancy
Complete No
Staff evaluated the option and a
feasibility report was presented to the
HPRC on 3/20/25.

HP10
Simplify the Relocation Assistance
Ordinance to improve compliance and
increase funding for Emergency Relocation
Assistance
Complete No This was adopted by the City Council
on 12/3/24.

NP4
Work with Council to determine funding
priorities for City-run and City-sponsored
events and implement new granting
processes
Complete Yes -
Updated
The City Council reviewed and
provided feedback on the new process
on 8/20/24, which has been
implemented. Staff will continue
updates in FY 25-26.

NP5
Work with partners to launch outdoor
programming at the Stack Center
Community Event Plaza by fall 2024
Complete No
The ribbon cutting for the Stack Center
was held at the Plaza in March, and
future events are being planned.

NP10
Allocate and develop resources to
implement approved reparative justice
actions resulting from community-led input
on the Russell City Reparative Justice Project
Complete No
City Council received updates on the
community input during closed session
after several town halls.

Implementation is ongoing.

RP1
Continue to explore the potential early
extension of the ½ cent local district sales
tax
Complete No
Measure K1 was successfully passed in
November.

RP2 Expand financial transparency through
platforms like OpenGov Complete No
Staff provided a budget work session in
February. Budget will continue to be a
large focus in the coming year,
including public reporting.

RP3 Report on the budget for the Hayward
Economic Development Corporation Complete No
A report was given on 4/7/25. Staff will
continue to provide updates to the
CEDC.

RP4 Provide a report to Council on Public
Banking Complete No
Staff is monitoring and will continue to
monitor the progress on this regional
effort. If there is movement, staff will
provide updates to City Council.

RP9
Audit existing policies and HR processes for
compliance including areas for revision and
general enhancement
Complete No
This internal project met its FY24-25
milestones. Because it does not
require Council action, staff is
recommending not including it in the
roadmap for FY 25-26.

RP11
Continue to implement an IT Governance
workgroup to ensure business alignment
with technology solutions
Complete No
This internal project met its FY24-25
milestones. Because it does not
require Council action, staff is
recommending not including it in the
roadmap for FY 25-26.

SP6 Implement Community Emergency
Response Team (CERT) program changes Complete No
The program changes were
implemented starting with the CERT
class trained in fall of 2024.

SP8
Transition to new County Emergency Medical
Services (EMS) system Complete No
Due to decisions at Alameda County,
the context for this project has
changed. Staff will continue to
monitor, but does not recommend
keeping this in the Roadmap.

CP7 Complete update to Tree Preservation
Ordinance
On track to
complete by June No
Staff presented a work session to City
Council on 3/18/25 and will return with
an ordinance.

EP6 Provide a report on ordinances that may
have adverse impacts on businesses
On track to
complete by June No This report is scheduled for the CEDC this fiscal year.

EP7 Provide a report on allowing small
businesses and popups in residential areas
On track to
complete by June
Yes -
Updated
Staff have hired a consultant to provide
an analysis to City Council in the next
six months.

FP2 Complete construction of Mission Boulevard
phase 3
On track to
complete by June No This project is meeting milestones and on track to finish by June.

FP5
Complete Main Street complete street
construction
On track to
complete by June No This project is meeting milestones and on track to finish by June.

FP8 Complete Phase I of Weekes Library
beautification
On track to
complete by June No This project is meeting milestones and on track to finish by June.

FP10 Finish a preliminary feasibility report on a
new Corporation Yard
On track to
complete by June
Yes -
Updated
Staff are bringing the professional
services agreement for site
assessment & conceptual design
services on 4/22/25.

HP2 Implement State Homekey funding for
Project Reclamation scattered site program
On track to
complete by June No This project is meeting milestones and on track to finish by June.

NP6
Complete Jackson Corridor landscape
beautification, including monument gateway
sign on Jackson at Silva Avenue
On track to
complete by June No
Improvements to Jackson are
complete. The gateway sign will be
done this calendar year.

NP7
Create an analysis of the staffing and
funding needs to create a public art
program, including the possibility of an art
impact fee
On track to
complete by June
Yes -
Updated
This will come to City Council before
the July recess.

HP8 Adopt Universal Design Guidelines for
Accessible Housing
On track to
complete by June No This will come to City Council before the July recess.

RP12
Implement the Strategic Roadmap project
management software and dashboard and
create linked performance dashboards for
other plans
On track to
complete by June No
The dashboard will be live by June to
show the achievements from FY 24-25
and will be updated to include FY 25-
26 projects in July.

CP1 Implement Year 1 Programs from the
adopted GHG Roadmap
In progress - Will
continue next year
Yes -
Updated
Work is ongoing and covers several
areas.

CP2
Continue to collaborate with Ava Community
Energy to provide public EV charging
facilities
In progress - Will
continue next year Yes
Staff have identified sites and is
working closely with Ava to begin
installations.

CP4
Continue to transition City facilities from
natural gas to electric, with a focus on HVAC
systems
In progress - Will
continue next year Yes
Council approved a contract for this
work on 4/1/25. The work will start in
May.

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
In progress - Will
continue next year
Yes -
Updated
The City received a grant to distribute
bikes and provide bike outreach. Staff
are planning to include e-bikes in the
grant project.

CP6
Continue to identify opportunities for
compost hubs and other distribution
mechanisms for compost in Hayward
In progress - Will
continue next year
Yes -
Updated
The City is in the process of executing
an agreement with HARD to create a
compost hub, which will be
implemented next year.

CP8 Prepare an ordinance to create smoke-free
multifamily housing
In progress - Will
continue next year Yes The consultant has been hired for this work, which will continue in FY25-26.

CP9
Implement Year 1 Programs from the
adopted General Plan Environmental Justice
Element, with a focus on mitigating the
impact on frontline communities
In progress - Will
continue next year
Yes -
Updated
Work is ongoing and covers several
areas.

CP10
Continue to work with HASPA partners to
seek grant funding to implement the
Shoreline Master Plan
In progress - Will
continue next year Yes
SF Estuary Partners has received
$550K over 3 years for HASPA for an
implementation plan and governance
study.

EP2
Explore partnerships to create an
entrepreneurship hub and commercial
kitchen incubator program
In progress - Will
continue next year
Yes -
Updated
Staff are meeting regularly with
legislative partners to pursue a funding
opportunity for a entrepreneurship
hub.

EP10 Implement a property management strategy
for Cinema Place
In progress - Will
continue next year Yes
The HEDC hired a property manager for
Cinema Place in summer 2024. Staff
are pursuing options to fill storefront
vacancies.

EP11 Continue to work on Route 238 Corridor
lands dispositions and development
In progress - Will
continue next year Yes
Staff continue to fulfill the obligations
related to these properties and will
increase activity once the City can hire
a Real Property Manager.

FP12 Continue Water Pollution Control Facility
Phase II upgrade
In progress - Will
continue next year Yes
The project is meeting milestones,
including financing, and will continue
in FY 2025-26.

EP14
Request for report at CEDC and then work
session at Council to discuss options and
strategy for Cinema Place
In progress - Will
continue next year
Yes -
Updated
A report was provided to the CEDC on
4/9/24. Staff will schedule a work
session for the full City Council in early
FY 2025-26.

FP3 Evaluate safety enhancements for the
Downtown Loop
In progress - Will
continue next year Yes The consultant has been hired for this work, which will continue in FY25-26.

FP4 Complete implementation of “A Bench for
Every Stop” project
In progress - Will
continue next year Yes Installations have been complete and new ones are planned for FY 25-26.

FP6
Complete Phase I construction of the Stack
Center and continue fundraising, with the
goal of beginning Phase II in FY25
In progress - Will
continue next year
Yes -
Updated
Phase I is complete. Phase II in
included in the FY 25-26 Roadmap.

FP7 Begin construction of La Vista Park In progress - Will continue next year Yes Staff anticipate award of construction contract by the end of May 2025.

FP9
Finish a needs assessment/preliminary
feasibility report on a new Police Building,
including a funding mechanism
In progress - Will
continue next year
Yes -
Updated
Staff are bringing the professional
services agreement for site
assessment & conceptual design
services on 4/15/25.

HP1 Support development of St. Regis Behavioral
Health Campus
In progress - Will
continue next year
Yes -
Updated
This project is meeting milestones and
will continue in FY 2025-26.

NP1
Engage owners of vacant building properties
to encourage activation, starting in the
downtown, and enforce against owners of
empty storefronts
In progress - Will
continue next year Yes This project is meeting milestones and will continue in FY 2025-26.

NP2
Expand litter collection services (like the
Downtown Streets Team) to pick up litter
through the City
In progress - Will
continue next year Yes
Staff have identified a partner to
expand litter collection and is working
on a contract.

NP3 Formalize the working agreement with
Caltrans to address blight at freeway exits
In progress - Will
continue next year Yes
Staff have instituted a process for
communicating with Caltrans when
clean up work is needed along freeway.

NP9
Complete interpretive signs and art in
Heritage Plaza Art to Honor Indigenous and
Russell City Heritage in partnership with
community groups
In progress - Will
continue next year Yes
Staff are finalizing permits for the
Indigenous art piece, which will be
installed in September. Staff have
contracted with the Historical Society
to work with the Russell City Art
Committee on an interpretive sign.

RP5
Develop and resource departmental
language access plans which clarify baseline
translation and interpretation practices for
language access
In progress - Will
continue next year
Yes -
Updated
The language access plan was
completed in the fall. Implementation
will start this summer.

RP6
Conduct an interdepartmental assessment
of Access Hayward and implement updates
to streamline customer responses
In progress - Will
continue next year Yes
Staff will provide a memo to City
Council in May on this project, which
will continue in FY 2025-26.

RP8
Interdepartmentally collaborate to
formalize, expand, and promote
the onboarding program to improve new
employee experience
In progress - Will
continue next year Yes The project is meeting milestones and will continue in FY 2025-26.

RP10
Develop a citywide compensation
philosophy with internal benchmarks in
alignment with the comparator marketplace
In progress - Will
continue next year Yes This project is meeting milestones and will continue in FY 2025-26.

SP1 Expand physical Dispatch space
In progress - Will
continue next year
Yes -
Updated
This project is meeting its FY 24-25
milestones.

SP2 Implement Emergency Medical Dispatch In progress - Will continue next year
Yes -
Updated
This project is meeting its FY 24-25
milestones.

SP3 Fill vacant Dispatch positions In progress - Will
continue next year
Yes -
Updated
This project is meeting its FY 24-25
milestones.

SP4 Update and Train on Community Resilience
Plan
In progress - Will
continue next year
Yes -
Updated
The City conducted several internal
trainings and is seeking resources to
expand this work in FY 2025-26.

SP5
Provide a training on City Council’s role in an
emergency
In progress - Will
continue next year
Yes -
Updated This training will occur in FY 2025-26.

SP7 Transition HEART Program from pilot to
permanent response program
In progress - Will
continue next year No
Staff will give an update to City Council
on 4/15/25, with recommendations for
next steps.

EP5 Provide a report on how midsized cities
revitalized downtowns On Hold No
City Council prioritized reports for the
CEDC in May 2024 and this was not
prioritized for FY 24-25. Staff can add it
to FY 25-26 if it is a priority.

EP8
Develop recommendations for encouraging
development of worker-cooperatives in
Hayward
On hold No
City Council prioritized reports for the
CEDC in May 2024 and this was not
prioritized for FY 24-25. Staff can add it
to FY 25-26 if it is a priority.

EP12 Release solicitation for City Center
disposition and development On Hold Yes -
Updated
This project is on hold until the City can
hire a Real Property Manager.

EP13 Study the options for disposing of Successor
Agency parcels on Mission Blvd On Hold Yes -
Updated
This project is on hold until the City can
hire a Real Property Manager.

HP4
Explore Social Impact Bond Program to
convert tax-defaulted or vacant and blighted
properties into wealth building
ownership opportunities
On Hold No
This project does not have funding
source. The ARPA funding for this
project was reappropriated in
December.

HP5
Evaluate available funding to issue a Notice
of Funding Availability (NOFA) for the
development of affordable housing
On hold No This project does not have funding
source.

HP11
Provide creative financing like down
payment assistance to help more buyers get
unrestricted-deed properties
On Hold No
This project does not have funding
source. The ARPA funding for this
project was reappropriated in
December.

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
On hold Yes -
Updated
Staff have not worked on this project
due to lack of capacity. Staff are
including this in FY 2025-26.

RP7
Assess additional meeting locations with
hybrid capacity for Council and Commission
meetings
On hold No
Staff surveyed existing facilities in
Hayward and they lack this
functionality. The Stack Center Phase II
includes this as a feature.

Attachment IV

Proposed FY 25-26 Metrics

Invest in Infrastructure

Proposed metrics for FY 25-26 for tracking and reporting to the City Council Infrastructure Committee:
 # Traffic calming projects installed
 Miles of bike lanes added
 Miles of repaving and sidewalks completed
 # Registered HOP (paratransit) users
 # of traffic fatalities and serious injuries
 Miles of water pipelines and sewer lines replaced annually  Water quality

City Council feedback from the Presurvey:
 None

Strengthen Organizational Health
Proposed metrics for FY 25-26 for tracking and reporting to the City Council Budget & Finance Committee:
 % General Fund Reserve
 $ Grant Funds received
 New employee experience survey
 Employee turnover, hires, and promotions
 Employee demographics
 # Subscribers to and reach of the Stack Newsletter
 # Social Media impressions
 Customer service survey data

City Council feedback from the Presurvey:
 Be explicit about the City’s general fund reserve policy targeting a 20% reserve o Staff Reply: This target will be explicitly stated in the next draft of the roadmap.  Include employee satisfaction targets
 Add a current employee experience survey
o Staff Reply to the two above: The employee engagement survey occurs every two years; as such, the data point will not move throughout the year next year.

For this reason, staff has not included this metric in the past.

Attachment IV

Enhance Community Safety

Proposed metrics for FY 25-26 for tracking and reporting to the City Council Public Safety Committee:
 Police incident numbers, types, and response time
 Fire incident numbers, types, and response times
 % of City of Hayward employees trained to FEMA standards as Disaster Service Workers  # CERT members trained annually
 Number and types of HEART response calls
 Number of families served through Youth and Family Services Bureau  Number of unique patients receiving preventative care treatment at the Firehouse Clinic  Number of medical responses that result in treat and non-transports (diverted from the emergency room)

City Council feedback from the Presurvey:
 Add metrics on crime solve rates
o Staff Reply: The Police Department tracks solve rates and can provide this information. However, the data is nuanced and there are many factors involved that are outside the City’s control, including whether the victim chooses to press charges, witness cooperation, and availability of physical evidence. For this reason, staff does not recommend publicly posting a metric without context.

Instead, staff will provide this information through informational memos to the City Council on a regular basis.
 Be clear on the targets for these metrics
o Staff Reply: Over the coming year, staff is planning to work with the corresponding City Council committees to set appropriate targets for metrics.

For these metrics, that discussion would occur at the Council Public Safety Committee.
 Would like to see a metric around emergency preparedness and disaster response drills o Staff Reply: Staff can research possible metrics and include recommendations in the next draff of the roadmap.

Grow the Economy
Proposed metrics for FY 25-26 for tracking and reporting to the City Council Economic Development Committee:
 # of businesses engaged through the concierge program  # of businesses that received direct financial or technical support  # of Hayward employers and participants at Job Fairs
 # of students hosted by the City through internships and career pathway programs

City Council feedback from the Presurvey:
 Maybe add a metric that tracks number of Hayward employers hiring local employees.

Attachment IV

o Staff Reply: Unfortunately, this data is not available at the local level and would take resources to hire a consultant to do a study.
 Add a metric for increases in tax revenue, broken down by business type/new businesses added
o Staff Reply: For sales tax revenue, the City’s financial consultant can provide this information on a quarterly basis by high-level category. Data for specific companies is confidential.
 Add number of new businesses opened and closed within the year o Staff Reply: Staff can report on new business licenses and non-renewals as a proxy for this metric.
 Would also like metrics around job growth in our city, or number of residents employed locally/unemployed/etc.
o Staff Reply: Businesses are asked to provide the number of employees as part of their business license. However, staff do not recommend publicly reporting this data point because it is not reliable since it is self-reported and infrequently collected.
 Add metrics on permit timing/businesses opening
o Staff Reply: Development Services tracks the time a project is under review.

However, the data is nuanced and there are many factors involved that are outside the City’s control, including market conditions and the timeline of the applicant. For this reason, staff does not recommend publicly posting a metric without context. Instead, staff will provide this information through informational memos to the City Council on a regular basis.

Cultivate Vibrant Neighborhoods

Proposed metrics for FY 25-26 for tracking and reporting to the full City Council through quarterly informational memos:
 % of Access Hayward illegal dumping, graffiti, unhoused abatement, and landscaping requests are responded to within
 Number of Code Enforcement complaints by type and response time  # Event attendees at City-run and City-sponsored events  # Grants awarded to arts and music and social services agencies  # of volunteers who participated in a program or event  # Households participating in Disposal Days
 # of home rehab grants for low-income homeowners
 # Number of library materials checked out
 # Participants using library cradle to senior programs, by type of program  # Patrons accessing e-resources

City Council feedback from the Presurvey:
 The number of residents volunteering should be broken down by program so we can understand what programs warrant further engagement/development.

Attachment IV

o Staff Reply: Staff already collect this data in this format and can provide this detail.
 Add to Code Enforcement 'resolved' time by issue type o Staff Reply: Staff is seeking further clarification on this comment. Staff can provide the number of code enforcement complaints that result in enforcement.

However, the time it takes for a property owner to resolve an issue includes many factors outside the City’s control.

Preserve, Protect & Produce Housing for All

Proposed metrics for FY 25-26 for tracking and reporting to the City Council Housing Policy & Resource Committee:
 # Building Permits issues consistent with Regional Housing Needs Allocation (RHNA) targets
 # Rent review petitions received
 # Rental inspections completed
 # People served by foreclosure prevention and eviction prevention services  # People receiving relocation assistance
 # Affordable homeownership opportunities supported
 # Existing affordable housing projects monitored/supported  # People served through City homelessness reduction programs and % placed in permanent housing
 # People assisted through shallow rental subsidy
 # Agencies funded through Community Agency Funding Process providing housing related services

City Council feedback from the Presurvey:
 Add a code enforcement metric related to renters' housing conditions o Staff Reply: Staff can provide data on the percentage of unit inspections that are deemed substandard, however there is a wide range of type of infractions within the category of substandard. However, this will not reflect the full picture of all units in Hayward.
 Data on why folks are evicted or have to relocate + how many evictions take place would be helpful too
o Staff Reply: Unfortunately, this data is not available at the local level and would take resources to hire a consultant to do a study.
 For CAF funded agencies: How many people served, how many new, how many “graduated” (no longer need the service)
o Staff Reply: The City Council has requested to see the number of people served by each agency and staff will be providing that at the CAP public hearing.

Attachment IV

Champion Climate Resilience & Environmental Justice

Proposed metrics for FY 25-26 for tracking and reporting to the City Council Sustainability Committee:
 Communitywide greenhouse gas missions
 Pounds of waste diverted from the landfill
 # of participants in water conservation programs for residential, business, and municipal customers
 # of trees planted directly and in partnership with community groups (target = 1,500)

City Council feedback from the Presurvey:
 According to Inrix, a typical vehicle with a 3.0-liter internal-combustion engine generates two pounds of carbon dioxide (CO2) emissions for every 10 minutes of idling.

Attachment V

1 HEART PILOT PROGRAM UPDATE

BACKGROUND
In May 2021, Hayward’s City Council authorized funding to implement the Hayward Evaluation and Response Teams (HEART) Pilot Program as an alternative response model to reduce reliance on emergency services for individuals needing long-term case management and alleviate the need for police officer intervention. In a one-year period, between September 2023 and September 2024, the HEART program provided 734 instances of case management and mental health linkages for 74 individuals to connect them to existing services and ensure a strong continuum of care provision for those already engaged in services. In total, the program served over 469 individuals and responded to 1,846 calls during this period.

The program, which has been operating as a pilot program since June 2021, continues to evolve to address community needs while meeting the goals of the program and responding to the City Council’s direction. On December 5, 2023, the City Council held a work session on the HEART Pilot Program. While no action was taken by the City Council at this work session, the City Manager provided direction to staff to explore the following next steps:
 Explore permanent funding options to formalize the HEART Pilot Program as a permanent program in the City’s FY 2024-2025 budget;
 Explore expanding the HEART Pilot Program’s hours to 24/7 operations; and  Explore ways to increase the pilot program’s data infrastructure and capacity

This attachment provides an overview of action steps implemented by staff in response to City Manager’s direction, an update on the pilot program and a summary of program outcomes.

An overview of the program and program timeline is provided as Appendix A at the end of this attachment for reference. More information on the HEART Pilot Program can be found on the City’s webpage.

DISCUSSION
Program Adjustments
Explore permanent funding opportunities for a permanent HEART Program Following the City Council work session, staff facilitated conversations with the Finance Department and the City Manager’s Office to identify permanent funding sources to transition from a pilot initiative to a permanent program element. The program received a direct funding allocation from Senator Wahab’s office that covers the program’s operating costs in FY 2025- 2026; however, there are no dedicated operating funds for FY 2 026-2027. Specifically, conversations have focused on transitioning four limited term positions into permanent regular positions, which carries a significant allocation from the General Fund.

Attachment V

2 Discussions for a permanent model are still ongoing. Staff are continuously working with the City’s legislative partners to identify local, state, and federal funding sources, though few of those sources fund ongoing operations.

Explore expanding HEART’s Pilot Program hours to 24 hours a day, 7 days a week Due to the collaborative nature of HEART’s work, connecting those experiencing homelessness, substance use disorders, and/or mental illness to the right services relies heavily on the hours of community partners, which are often limited to regular business hours. There is a potential opportunity to expand hours for the Police Department’s Hayward Mobile Evaluation Team (HMET) to respond to active crisis calls during off-hours; ho wever, this option relies on increasing the hours of County Behavioral Health Clinician or in-house Clinician staff. It also requires addressing current Hayward Police Department vacancies, which is a priority for FY 2025-2026.

As part of the City’s FY 2025-26 Budget Planning Process and with consideration of staffing and budget constraints , staff recommends the following pathway to provide emergency overnight shelter and crisis counseling for individuals interested in working with the HEART Pilot Program. These include contracting to secure the following suite of services: 1) four reserved beds at South Hayward Parish (SHP), 2) the Motel Voucher Program , and 3) 988 Suicide and Crisis Lifeline Contract.
 Four r eserved shelter beds at SHP : One of the biggest challenges for HEART Pilot Program clients, particularly during non -operating hours, is finding shelter beds. First Presbyterian Church of Hayward (FPCH) currently has 2 3 shelter beds in their South Hayward location. SHP has set aside four beds specifically for the HEART program which would give the HEART teams access to these services seven days a week . Given the challenges of finding shelter options for clients, this collaboration will be an instrumental tool for getting individuals into immediate shelter and reconnecting them to the care system both during and outside of HEART Pilot Program hours. Any beds that are not used by the HEART program each day are opened to the community, so no beds go unused.

 Motel Voucher Program: The Community Services Division currently administers the Motel Voucher Program which provides temporary stay to those in the process of obtaining shelter. The Motel Voucher Program has served as an effective tool to provide brief motel stays for those who cannot stay in congregate shelters while the HEART Pilot Program’s LINK team works to find appropriate shelter and connect clients to appropriate resources.

This program is especially utilized for families and those experiencing health and safety concerns. During non-operating hours, Hayward Police Department Patrol Officers use this program to provide safe, temporary stay to community members who are referred to the LINK team for follow -up. From July 2024 to present, 4 5 individuals were provided temporary stay before being connected to a shelter, temporary housing, and/or long-term housing.

Attachment V

3  988 Suicide and Crisis Lifeline Contract: In addition to the above programs, staff are currently negotiating a contract with the County’s 988 operator to offer a 24/7 mental health crisis response phone line for those who call the City’s Case Management and Mental Health Linkages (LINK) team’s phone line while the team is offline. Individuals experiencing a mental health crisis would be connected to a trained crisis counselor who could dispatch emergency services if needed. For those who may not be in crisis, but need on -going support, the trained operators would provide support as needed and refer the caller to the LINK team for follow-up.

Increase the program’s data infrastructure and capacity The HEART team’s data spans across four different data systems, with limited capacity to track individuals across data sources. In 2024, the program developed more sophisticated protocols for referrals to the LINK team, established systematic methods for better data collection and analysis , and gained access to the County’s m ental health clinician’s data , enabling staff to run reports for HMET data without needing to make requests of the County.

Additionally, Community Services Division staff worked with the County to gain access to the Homelessness Management Information System (HMIS), enabling LINK staff to access more information about what services and programs individuals who are homeless hav e previously accessed or may be currently connected to. HEART staff are currently working to leverage new HPD software, which provides more reporting features and opportunities to analyze data to improve proactive outreach, inform staffing and resource needs, and more.

FISCAL YEAR 2025-2026 PROGRAM AND BUDGET UPDATE

Program Update
The HEART program is continuously evaluated by staff to ensure t hat the program’s implementation meets the program’s goals and is fiscally responsible. Following an analysis of FY 2024 -2025 overtime costs and the current staffing model , HEART leadership team recommends pausing operations of the Mobile Integrated Health Unit (MIHU) in fiscal year 2025-2026.

The MIHU program benefits the City through its rapid response for tre ating community members experiencing a medical emergency along with a mental illness, substance use, or homelessness issue quickly. The team’s response can alleviate fire engines from HEART - related calls, and MIHU staff work closely with the other HEART te ams and community partners to provide care to individuals who rely heavily on the emergency response system for health care needs.

MIHU’s community paramedics are staffed by Staff Captain firefighters receiving both special assignment pay and overtime in the position. While on MIHU, their firefighter positions are also backfilled to meet staffing minimum requirements which further incurs overtime costs.

In fiscal year 2023 -2024, the impact of staffing MIHU , not including base salaries and Attachment V

4 benefits, was $2 million. For fiscal year 2024-2025, staff made cost saving adjustments which have significantly decreased overtime costs for the MIHU team ; h owever, the estimated impact for staffing MIHU is $1.2 million. For these reasons, staff recommends pausing MIHU in the upcoming fiscal year.

However, staff determined that the significant financial impacts and the need to focus on departmental core services necessitates pausing MIHU operations for FY 2025 -2026. Staff will continue to re-evaluate the costs and benefits of the program moving forward, including changes to the staffing model to include dedicated community paramedics as a more cost- effective approach to reduce overtime costs.

Program Budget
The City received a one-time direct allocation of $1.2 million from Senator Aisha Wahab’s office in fiscal year 2023-2024 for the HEART Pilot Program, which staff deferred for use in FY 2025-2026 once other grants were fully expended. This direct allocation will cover almost all of the program’s $1.3 million in operating expenses for FY 2025-2026.

Additionally, program expenses are partially offset by approximately $72,000 in reimbursement through the Medical Administrative Activities (MAA) program.

Historically, the program has been funded through both salary savings from vacancies and limited-term grants. After June 30, 2026, the program does not have guaranteed grant or direct allocation funding.

Transitioning the pilot program to a permanent programmatic element of the City’s service delivery system in future years would require 1) a significant allocation of General Funds to cover the cost of ongoing operations and 2) the conversion of four limited-term positions into permanent regular positions and to conduct a competitive recruitment process. A summary of the program’s costs is provided below.

Table 1. Summary of FY 2025-2026 HEART Program Expenses Description Amount
Salaries and benefits for 4.7 FTE $886,457
Supplies expenses $65,375
Contract services for 24/7 access to HEART $345,000
TOTAL PROGRAM BUDGET $1,285,532

PROGRAM OUTCOMES
Staff continue to refine data collection processes, navigating challenges associated with the use of four different data sources within and across teams. Despite these challenges, staff can report on several key metrics demonstrating program outcomes. The most recent analysis focused on data from a 12-month period from September 2023 to September 2024.

Attachment V

5 During this 12 -month period, the HEART program served over 469 unique individuals .

This number is well below the real total as it is missing HMET’s totals, as that data is collected by the County and has not been updated due to County data system upgrades. Staff are working closely with the County and will have access to their data system once the upgrades are completed.

In total, the HEART Pilot Program responded to 1,846 calls during this period. 1,560 of these calls were emergency response calls or on-the-spot referrals and 286 of the calls (15%) were field responses performed by LINK.

Figure 1. Call Types Responded by HEART Teams

Top Calls for Service
Though there are limitations to the data, staff can analyze the types of emergency response calls that HMET and MIHU respond to. HMET’s top call types are miscellaneous public services (18%), which can include a variety of issues including a subject causing a disturbance at a business or residence; welfare check (15%), and security check (15%). MIHU’s top call types are unknown problem/person down (19%) , which can include calls where an individual appears to need medical attention, sick person (18%), and no other appropriate choice (15%).

HMET
(Emergency
Response)
893
MIHU
(Emergency
Response)
667
LINK
(Non-emergent field
response)
286
Attachment V

6 Response Outcomes & Service Provision
Information on the outcomes of HMET and MIHU responses to calls is available in disposition data for each team, which is tracked in different data systems that each have limitations.

MIHU’s disposition data is limited by its data system, which lacks the capacity to collect nuanced data after the initial call response, aside from medical related dispositions. The team implemented a work around by creating a “Public Assistance” dispositi on to track referrals to services as a possible solution, though that has not always been a reporting option and only makes up 8% of total dispositions. MIHU’s disposition data show the top three dispositions as “Unknown”, “Patient Treated, Transferred Car e”, and “Cancelled.” The data shows an incomplete picture of the MIHU’s work as many of the “Unknown” disposition narratives are HEART-related calls to connect individuals to services.

The data also illustrate the multiple roles that MIHU plays since tran sitioning from responding to only follow -up calls to responding to mostly 911 calls. 1 As demonstrated by MIHU’s second highest (34%, n = 229) disposition, “Patient Treated, Transferred Care to another EMS unit/Released ,” MIHU has often served as an effective community paramedic ambulance to get to and treat community members quickly, and collaborate with Faulk ambulance to transfer them to care or release them. Additional context in the narratives for the “Cancelled” calls shows that MIHU also works closely with online engines to release them from both HEART related and non-HEART related calls.

1 In February 2023, MIHU shifted operations to clarify the type of calls they respond to, establishing the standard of responding to non-acute crisis calls with a medical need.

Figure 2. HMET and MIHU Top Calls for Service
HMET Calls for Service MIHU Calls for Service

2%
2%
3%
4%
5%
7%
10%
12%
15%
18%

VIOLENT DANGER TO SELF

SUSPICIOUS PERSON

FOLLOW UP
OFC INITIATED - EXTRA…

MEDICAL

UNWANTED GUEST

DANGER TO SELF

SECURITY CHECK

WELFARE CHECK

MISC PUBLIC SERVICE
3%
4%
4%
4%
5%
5%
9%
15%
18%
19%

WELL PERSON CHECK

BREATHING PROBLEM
FALLS
OVERDOSE/POISONING/INGEST…

ASSAULT

ALTERED MENTAL STATUS

PSYCHIATRIC PROBLEM

NO OTHER APPROPRIATE CHOICE

SICK PERSON
UNKNOWN PROBLEM/PERSON…
Attachment V

7 Figure 3. MIHU Dispositions

HMET data is often late or unavailable due to ongoing upgrades to the County’s data system.

For this analysis, staff reviewed data from July 2022 to July 2023. Figure 5 shows HMET’s top five services provided during this period. The majority (55%, n = 163) of HMET’s calls for service resulted in psychiatric hospitalization (5150) for either danger to self, gravely disabled, or danger to others. When possible, HMET practices crisis de-escalation in the field and follow -up with longer term solutions , as shown by 20% (n=56) of cases resulting in follow up with a person’s current mental health pr ovider and 10% (n = 27) resulting in referrals to the County’s Behavioral Health Care Service’s ACCESS Program (10%).

Figure 4. HMET Dispositions (FY 22-23)

Unlike the emergency response team s, LINK provides additional services beyond initial referral or response. In addition to the 286 LINK field responses f rom September 2023 to September 2024, the LINK team also provided a total of 734 instances of case management and mental health linkages to connect individuals to existing services and ensure a strong continuum of care provision for individuals already engaged in services. Almost a quarter (23%, n=168) of LINK’s contacts were the provision of direct mental health services through individual and family meetings. One-third (32%, n=232) of contacts were case management services with the client, including assisting clients with functional life skills such as visits to the DMV, social services, the VA office, court and other appointments/destinations. Nearly half (45%, n = 334) of contacts were collateral/advocacy contacts working across systems and with other providers to close service gaps and support client s to get appropriately connected to the right resources. The top connections to outside resources included 7 31
50 53
222
229
288
Transported
Patient Evaluated, No Treatment/Transport Required
Patient Refused Evaluation/Care
Public Assistance
Cancelled
Patient Treated, Transferred Care to another EMS…
Unknown
27 45
53 54
56 ACCESS - County referral
5150 Danger to Others
5150 Gravely Disabled
5150 Danger to Themselves
Follow-Up with Current Provider
Attachment V

8 connection to housing/shelter resources, connection/reconnection to existing service providers, and providing for basic needs (food, shower, clothing).

Figure 5. Services Provided by LINK Team

334
232
168
Collateral/Advocacy Contacts on behalf of Client
Case Management Services with Client
Individual or Family Meetings/Sessions
Attachment V

9 APPENDIX A. PROGRAM OVERVIEW AND TIMELINE2
The HEART program is a cross -departmental and inter -agency pilot initiative between the City Manager’s Office, Police and Fire Departments, and Alameda County Behavioral Health Care Services developed to improve access to medical, mental health, and other support services.

HEART aims to achieve two main goals:
1) Reduce the need for police officers to intervene in calls for service involving people experiencing chronic mental illness, substance use disorders, and homelessness. 2) Reduce reliance on emergency services for individuals needing long-term case management and follow-up services.

As of FY 2024 -2025, the HEART program includes three teams staffed by employees from the Hayward Police Department (HPD), HPD’s Youth and Family Services Bureau, and the Hayward Fire Department (HFD) that collaborate closely and respond to different scenarios based on community need. Table 2 summarizes each team’s scope, how it is dispatched into the community, and when they are active.

Table 2. HEART Program Team Descriptions
Hayward Mobile
Evaluation Team
(HMET)
Mobile Integrated
Health Unit (MIHU)
Case Management &
Mental Health
Linkages Team (LINK)
Who is on the
team?
HPD District Operations
police officers &
Alameda County
behavioral health
clinicians
HFD community
paramedics
City mobile mental
health clinicians & lead
program assistant (case
manager), supervised
by the behavioral health
coordinator
What does the
team respond
to?
Calls or referrals that
indicate someone is in
acute mental health
crisis, requests for a
5150/5585 assessment
of danger to self or
others, and welfare
checks
Calls or referrals that
indicate someone has a
medical need and is
homeless and/or
experiencing substance
use or mental health
issues (but not in an
active crisis)
Calls or referrals for
cases that require
mental health, social
services, and case
management and
ongoing follow-up and
support

2 For a more in-depth discussion of the HEART program operations and implementation, reference materials from the December 5, 2023 HEART program implementation update work session and December 17, 2024 the Let’s House Hayward implementation update work session.

Attachment V

10 How is the
team referred
or dispatched?
Calls for service through
911 dispatch or direct
referrals from HPD or
County
Calls for service through
911 dispatch or direct
referrals from HFD, or
HPD
Calls for service through
911 dispatch or direct
referrals from HFD,
HPD, other City
departments, and
community members
When is the
team active?
Monday-Friday
8:00 AM – 4:00 PM
Monday-Saturday
8:00 AM – 8:00 PM
Monday-Thursday
8:00 AM – 6:30 PM
Friday
8:00 AM – 5:30 PM
HEART has evolved in response to community needs since its inception in 2021. Originally, the program consisted of two teams, with a third team added in June 2023. Below is the program’s implementation timeline.
 February to April 2021: Public Safety Policy Innovation Workshops Community members and City staff participated in a 10-week workshop to identify possible policy solutions and recommendations.3
 May 18, 2021: Council Authorized Funding for Public Safety Policy Projects Council authorized funding for and directed staff to implement three recommended projects that collectively made up the original HEART Program.4  June 2021: Launched the Hayward Mobile Evaluation Team HPD formed the Hayward Mobile Evaluation Team (HMET) in collaboration with Alameda County’s Behavioral Health Care Services (ACBHCS).  August 2021: Behavioral/Mental Health Coordinator Position Filled A Youth and Family Services Bureau Family Counselor was placed in a special assignment as the HEART Program’s Behavioral Health Coordinator.  January 2022: Launched the Mobile Integrated Health Unit HFD launched the Mobile Integrated Health Unit (MIHU) part-time to provide follow-up services and engage with high utilizers of the 911 system.  February 2023: MIHU Redefined Scope of Response
MIHU shifted operations to clarify the type of calls they respond to, establishing the standard of responding to non-acute crisis calls with a medical need.

3 Public Safety Outreach Project: https://www.hayward-ca.gov/your-government/departments/city- managers-office/public-safety-community-outreach
4 For additional information about the funded public safety innovation workshop projects, please visit the City’s website: https://www.hayward-ca.gov/your-government/departments/city-managers- office/hayward-safe/project-implementation-dashboard
Attachment V

11  June 2023: Launched the Case Management and Mental Health Linkages Team Based on process evaluation findings, staff moved clinical staff from the MIHU ambulances to a separate team, the Case Management & Mental Health Linkages (LINK) Team.
 December 2023: Council Affirmed Support for a Permanent HEART Program In a City Council Work Session to provide an update on the HEART Program, City Council expressed unanimous support for identifying permanent funding for the pilot program. Following the City Council work session, program staff facilitated conversations with Finance and the City Manager’s Office to identify permanent funding for the HEART program. Specifically, conversations have focused on transitioning four limited term positions into permanent positions.

Attachment VI

Proposed FY 25-26 Special Projects

Staff included replies when the City Council feedback was about new work or asks a question.

When the feedback is a comment or a policy statement, staff did not include a reply.

Invest in Infrastructure

Proposed Special Projects for FY25-26:
 Conduct final determination on the former/old City Hall that explores alternatives to advance public benefit(s)
 Begin construction of La Vista Park
 Begin construction of Stack Center Phase II, with a focus on Library spaces  Evaluate capital needs and bring a long-range spending plan for Measure K1, including reporting on the assessments for a new Public Safety Building and a new Corporation/Maintenance Yard
 Explore land swap opportunities with Hayward Unified School District for City facilities  Conduct improvements of City Council Chamber dais and activate voting feature  Continue Water Resource Recovery Facility Phase II upgrade  Evaluate safety enhancements for the Downtown Loop
 Evaluate safety enhancements for A Street
 Evaluate safety enhancements for B Street
 Evaluate safety enhancements for Tennyson Road
 Prioritize lighting improvements for Tennyson Road
 Continue implementation of “A Bench for Every Stop” project

City Council feedback from the Presurvey:
 Emphasis on getting the public safety building site confirmed and the long-range plan for Measure K1.
 I would like a report on the effectiveness of the pilot projects for traffic calming before the pilot projects convert to permanent changes.
o Staff Reply: It is standard practice to provide an analysis of pilot projects to the CIS. Staff will ensure any reports are shared with the full City Council.  I am not sure about the "land swap" project, not sure what it would entail or how useful city staff time on that would be.
 I would like more information on the study for the Loop redesign o Staff Reply: Staff can provide a memo this fiscal year outlining the timing and scope of the study.
 I'd like to explore funding and completing phases 2+3 of the stack center together to reduce construction cost.
o Staff Reply: Staff is planning to provide a memo on this project in the next 60 days.

Attachment VI

 I am excited about the Stake Center and would like to find a way to fully fund it's development.
 We should evaluate what we are doing with the land we already have before acquiring any more property.
 Prioritize the movie theater, city center, and all previous referrals sent in previous years like public art impact fee.
 "Safety enhancements" of streets should include improvements to the signal light timing - Specifically, signal timing should reward people going the speed limit by giving them continuous green lights. Currently, speeders are rewarded with more green lights. o Staff Reply: Safety assessments consider all factors, including signal timing.

Strengthen Organizational Health

Proposed Special Projects for FY25-26:
 Bring a revised budget in the fall and mid-year budget review, with strategies to advance fiscal sustainability
 Implement the interdepartmental assessment of Access Hayward to enhance effectiveness and increase transparency
 Implement the language access plan to increase translation and interpretation services  Continue to formalize and expand the employee onboarding program, including implementing a New Employee Orientation (NEO)
 Formalize the City’s internship/fellowship program to develop undergraduate/graduate student cohorts that contribute to Citywide operations
 Continue to develop a citywide compensation philosophy with internal benchmarks in alignment with the comparator marketplace

City Council feedback from the Presurvey:
 Agree with these, and add an assessment to make sure we are living up to the line in the vision statement: "City staff have what they need to thrive in their work and take pride in helping Hayward continually improve."
o Staff Reply: Staff is seeking clarification on what this assessment would entail. If Council agrees this is a priority at this work session, staff will provide further analysis and a recommendation for the next draft of the roadmap.  I would like an update on the Access Hayward project. o Staff Reply: Staff is planning to provide a memo on this project in the next 60 days.

Enhance Community Safety

Proposed Special Projects for FY25-26:
 Develop a pathway to swiftly reinstate School Resource Officers in support of Hayward students’ wellness and safety
Attachment VI

 Update and train on the City’s Community Resilience Plan, with the goal of being a model of resiliency based on emergency preparedness and with voting districts in mind  Using the organizational assessment of the Police Department, analyze police beats to optimize service levels and prepare for the transition to voting districts  Complete an organizational assessment of the Fire Department  Create a safety and security plan for the Hayward Library with local partners  Continue to implement enhancements to the dispatch center

City Council feedback from the Presurvey:
 On the SRO project, while the city can engage in those conversations, it is not under our purview to direct HUSD to do this, so I do not see that as a project that the city can control. I'm open to hear the discussion on this.
 SROs or HUSD/HPD partnership toward some equivalency.  "Re-instate" is not the right word for the SRO program, we should explore how to reconfigure it.
 HUSD needs to confirm SROs
 Make HEART work with the county to reduce staff burden  The organizational assessment of HPD had multiple recommendations. Can we do more with it this year than just reconfiguring our beat setup? o Staff Reply: The Police Department is working on a timeline for all recommendations that will be brought to CPSC in the fall. The timeline considers cost and capacity of each recommendation.
 Where is mention of the HEART program? We need to find a way of structuring it sustainably.
o Staff Reply: An update on HEART will be provided at the April 15 work session.  Can we collaborate with CSUEB to open up Harder Rd. as a throughway for residents in the Highlands? This would provide an additional evacuation route and relieve congestion on Mission Blvd.
o Staff Reply: There is an existing fire gate onto the Cal State East Bay Loop Road from Hayward Blvd that can be opened if needed during an evacuation.  COH resiliency means we really need to support Code Enforcement so they are prepared to respond after a quake, or rebuilding/repairing will be very slow with dire economic consequences.

Grow the Economy

Proposed Special Projects for FY25-26:
 Activate Cinema Place and continue the property management strategy  Bring commercial zoning ordinance amendments to remove barriers for businesses, allow popups, and allow appropriate commercial uses in residential districts  Provide a report on the economic development potential and feasibility of City-owned parcels, as the City explores selling or leasing certain parcels Attachment VI

 Formalize the City’s internship process to provide career pathway programs to Hayward youth and professionals
 Continue to partner with Chabot College and Cal State East Bay on workforce development programs
 Explore partnership and funding sources to create an entrepreneurship hub at the Stack Center

City Council feedback from the Presurvey:
 Residential pop-ups should be reviewed as we are also receiving complaints. Confirm what uses fire and planning are preferred at locations to expedite reviews.  Continue to pursue public art fee and public works projects as points of interest opportunities.
 We have an internship process under a different strategic priority, including it in both places seems redundant.
o Staff Reply: Staff agree with this comment. Staff will only include the internship program under “Strengthen Organizational Health” in the next draft of the roadmap.
 Traffic improvements in the Loop, such as light signals that reward safe speeds by providing smooth flow. Speeding is a barrier to many residents coming downtown; they’d rather go to Castro Valley.
 I would like a report from ED on weaknesses in the COH and strategies to improve o Staff Reply: As part of an existing project, there is a report going to CEDC this year on ordinances that cause barriers to businesses.
 I would like to add a report on the pros and cons of data centers in our city o Staff Reply: Staff can prepare a memo before the end of the fiscal year on this topic.

Cultivate Vibrant Neighborhoods

Proposed Special Projects for FY25-26:
 Expand litter collection services to pick up litter through the City  Explore joint-use agreements with HARD and HUSD to open school yards as neighborhood parks and other spaces for community activity  Continue to engage owners of vacant commercial properties to encourage activation  Continue to formalize the working agreement with Caltrans to address blight  Continue to implement and grow upon the special events program  Complete interpretive signs and art in Heritage Plaza  Complete aesthetic improvements to old City Hall
 Present language for a possible public arts ordinance that incorporates a built-in maintenance endowment

City Council feedback from the Presurvey:

Attachment VI

 I'd like to see the Clean and Green Commission help train neighborhoods to host their own community pickups
 I don't want to engage owners of vacant commercial properties, I want to explore how we can update our vacant building ordinance to compel owners to activate their buildings.
o Staff Reply: Updating this ordinance would compete with other Code Enforcement priorities. If Council agrees this is a priority at this work session, staff will provide further analysis and a recommendation for the next draft of the roadmap, which would require a tradeoff for another project.  I want to develop a pathway to sustainably fund the Hayward People's Budget (maybe this can be housed under growing upon the special events program)  Develop a strategy to increase funding for the Community Services ARC. o Staff Reply to the two comments above: Staff regularly look for grant funding for these types of efforts. Considering the City’s fiscal constraints, staff do not recommend funding these items at this moment.
 Add pro-active pickup of frequent dumping sites, and possible increased enforcement through flock cameras.
o Staff Reply: Staff currently do proactive pickups in some areas. Adding additional pickups would require additional resources.
 Start building some of the Russell City monuments.
o Staff Reply: Staff meet monthly with the Russell City Art Committee. This spring, the committee has contracted with the Hayward Area Historical Society to design interpretive signs for Heritage Plaza.

Preserve, Protect & Produce Housing for All

Proposed Special Projects for FY25-26:
 Provide a report on the housing development potential and feasibility of City-owned parcels identified in the City’s Housing Element
 Engaging with Alameda County stakeholder to secure Measure W dollars to support the response to homelessness in Hayward
 Continue Education City Working Group to advance housing alternatives for educators  Support development of and ensure safe community integration of St. Regis Behavioral Health Campus and engage in a coordinated effort to ensure vibrant adjacent public spaces and neighborhoods for everyone

City Council feedback from the Presurvey:
 The special projects listed don't address the needs of 47% of Hayward residents who are renting. Please add continuing development of the rental registry and assessing how to strengthen our rent stabilization ordinance.
o Staff Reply: Due to fiscal constraints this requests requires discussion and action by the City Council as part of the FY 2025-2026 budget.  Retail at the bottom of residential needs to be reviewed.

Attachment VI

o Staff Reply: Updating the zoning would compete with other Planning Division priorities. If Council agrees this is a priority at this work session, staff will provide further analysis and a recommendation for the next draft of the roadmap, which would require a tradeoff for another project.
 Activate St. Regis Behavioral Health Campus or get an updated timeframe. o Staff Reply: Staff is in communications with BACS on this matter and will provide an update through an informational memo to City Council.

Champion Climate Resilience & Environmental Justice

Proposed Special Projects for FY25-26:
 Implement bike distribution program with the goal of increasing bike access and usage  Prepare an ordinance to create smoke-free multifamily housing  Create a citywide tree inventory and database (contingent on grant $)  Continue to work with HASPA partners of the Shoreline Master Plan  Continue to collaborate with Ava Community Energy to provide public EV charging facilities
 Continue to transition City facilities from natural gas to electric, with a focus on HVAC systems
 Implement program to offer heat pump water heaters in the census tracks around Russell City Energy Center
 Rollout Hayward compost hub in partnership with HARD
 Implement Year 3 programs from the adopted Climate Action Plan

City Council feedback from the Presurvey:
 Work with HUSD to drive adoption of free bus passes through ACTC. o Staff Reply: This project would compete with capacity to complete other transportation projects. If Council agrees this is a priority at this work session, staff will provide further analysis and a recommendation for the next draft of the roadmap, which would require a tradeoff for another project.  Continue to implement bike lanes and traffic calming measures.  Implement traffic signal lighting that rewards drivers going the speed limit by providing more green light.
 Make sure the money spend on bike distributions is not outweighed by staff time.  I'd like to understand how we can preserve Skywest as an open space. o Staff Reply: This is a policy consideration that requires City Council action, which can be explored as part of the strategic planning process. However, this land is controlled by the airport and there are conditions on the land that make it financially infeasible to hold as open space.