Agenda Packet — Hayward City Council, September 23, 2025 (part 1 of 2)

Tuesday, September 23, 2025
7:00 PM

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

September 23, 2025City Council Agenda

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

PUBLIC PARTICIPATION
How to observe the Meeting:

1. Comcast TV Channel 15

2. Live stream https://hayward.legistar.com/Calendar.aspx

3. YouTube Live stream: https://www.youtube.com/user/cityofhayward How to submit written Public Comment:

1. Use eComment on the City's Meeting & Agenda Center webpage at:
https://hayward.legistar.com/Calendar.aspx. eComments are directly sent to the iLegislate application used by City Council and City staff. Comments received before 3:00 p.m. the day of the meeting will be exported into a report, distributed to the City Council and staff, and published on the City's Meeting & Agenda Center under Documents Received After Published Agenda.

2. Send an email to [email protected] by 3:00 p.m. the day of the meeting. Please identify the Agenda Item Number in the subject line of your email. Emails will be compiled into one file, distributed to the City Council and staff, and published on the City's Meeting & Agenda Center under Documents Received After Published Agenda. Documents received after 3:00 p.m. through the adjournment of the meeting will be included as part of the meeting record and published the following day.

How to provide live Public Comment during the City Council Meeting:

Participate in the Council Chambers or click link below to join the meeting:
https://hayward.zoom.us/j/83422731854?pwd=dL0rEaFa079u1ZAHSrRT6SEqDiUctv.1 Meeting ID: 834 2273 1854
Password: CC9/23@7pm
or
Dial: +1 669 900 6833 or +1 646 931 3860
Meeting ID: 834 2273 1854
Password: 3144152516

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

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September 23, 2025City Council Agenda
AB 2449 TELECONFERENCE NOTIFICATIONS AND CONSIDERATION

ROLL CALL

CLOSED SESSION ANNOUNCEMENT

PRESENTATION
National Hispanic Heritage Month

PUBLIC COMMENTS
The Public Comments section provides an opportunity to address the City Council on items not listed on the agenda or Informational Staff Presentation items. The Council welcomes comments and requests that speakers present their remarks in a respectful manner, within established time limits, and focus on issues which directly affect the City or are within the jurisdiction of the City. As the Council is prohibited by State law from discussing items not listed on the agenda, items will be taken under consideration and may be referred to staff. The City Council welcomes comments, including criticism, about the policies, procedures, programs, or services of the City, or of the acts or omissions of the City Council. Speakers shall not use threatening, profane, or abusive language which disrupts, disturbs, or otherwise impedes the orderly conduct of a City Council. The City is committed to maintaining a workplace free of unlawful harassment and is mindful that City staff regularly attend Council meetings. Discriminatory statements or conduct that is hostile, intimidating, oppressive, or abusive – are per se disruptive to a meeting and will not be tolerated . ration and may be referred to staff.

CITY MANAGER’S COMMENTS
An oral report from the City Manager on upcoming activities, events, or other items of general interest to Council and the Public.

ACTION ITEMS
The Council will permit comment as each item is called for the Consent Calendar, Public Hearings, and Legislative Business. In the case of the Consent Calendar, a specific item will need to be pulled by a Council Member in order for the Council to discuss the item or to permit public comment on the item. Please notify the City Clerk any time before the Consent Calendar is voted on by Council if you wish to speak on a Consent Item.

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September 23, 2025City Council Agenda

CONSENT
Approve the City Council Minutes of the City Council Meeting on September 2, 2025
MIN 25-0961.

Attachments: Attachment I Draft Minutes of 9/2/2025
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $2 Million in State Budget Funding for Fire Station Upgrades
CONS 25-3802.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Authorize and Execute an Agreement with University of California, Davis Continuing and Professional Education Program for Paramedic Licensing in a Not-To-Exceed Amount of $300,000 Over Two Years
CONS 25-3823.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Execute a Single Source Agreement with McMillan Electric for the
Installation of Electric Vehicle (EV) Charging Infrastructure in a Not-to-Exceed Amount of $183,700 - CIP Project 06923
CONS 25-3994.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $750,000 in Comprehensive Investment Plan
Funds from the Alameda County Transportation Commission for the Downtown Bike Loop, Project No. 05353 and to Execute a Funding Agreement
CONS 25-4005.

Attachments: Attachment I Staff Report
Attachment II Resolution

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September 23, 2025City Council Agenda
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $500,000 in Comprehensive Investment Plan
Funds from the Alameda County Transportation Commission for the D Street Traffic Calming Project, Project 05225, and to Execute a Funding Agreement
CONS 25-4016.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt Resolutions Authorizing the City Manager to: (1)
Increase the Construction Contingency in the Contract with DeSilva Gates Construction by $402,285 from $1,574,274 to $1,976,559 for a Total Construction Contract Not-to-Exceed Amount of $17,317,017; and (2) Execute Amendment No. 6 to the Professional Services Agreement with Mark Thomas &
Company to Increase their Contract Amount by $11,520 for a Total Not-to-Exceed Amount of $1,791,700, for the Mission Boulevard Corridor Improvements Phase 3 Project, Project No. 05287
CONS 25-4197.

Attachments: Attachment I Staff Report
Attachment II Contingency Increase Resolution
Attachment III Amendment No. 6 Resolution
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $235,000 in Grant Funding from the California Office of Traffic Safety for the Hayward Police Department CONS 25-4228.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $25,000 in Grant Funding from the California Office of Traffic Safety for the Hayward Police Department CONS 25-4239.

Attachments: Attachment I Staff Report
Attachment II Resolution

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September 23, 2025City Council Agenda
Adopt a Resolution Approving Participation in the Purdue Pharma L.P./Sackler National Opioid Settlement and the
Secondary Manufacturers National Opioid Settlements,
Accepting the Terms of the California Allocation Agreements, and Authorizing the City Manager to Execute and Submit all Necessary Settlement Participation Documents on Behalf of the City of Hayward
CONS 25-42510.

Attachments: Attachment I Staff Report
Attachment II Resolution

WORK SESSION
Work Session items are non -action items. Although the Council may discuss or direct staff to follow up on these items, no formal action will be taken. Any formal action will be placed on the agenda at a subsequent meeting in the action sections of the agenda.

Business-Friendly Hayward Project Update: Review of
Summary of Best Practices Report, Analysis of Hayward Codes and Practices, Downtown Commercial Analysis, and Outreach Summary (Report from Development Services Director Buizer) WS 25-03311.

Attachments: Attachment I Staff Report
Attachment II Best Practices Report
Attachment III Analysis of Hayward Codes and Practices
Attachment IV Outreach Summary

LEGISLATIVE BUSINESS
Cal Cities 2025 Annual Conference: Adopt a Resolution
Designating Voting Delegates and Alternates for the Annual Conference Scheduled for October 8-10, 2025 (Report from City Clerk Lens)
LB 25-02712.

Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Cal Cities Conference Information

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September 23, 2025City Council Agenda
Fiscal Year 2026 Salary Plan Amendment: Adopt a Resolution Approving an Amendment to the City of Hayward Salary Plan for Fiscal Year 2026 (Report from Acting Human Resources Director Tecson)
LB 25-02813.

Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III FY2026 Revised Salary Plan Eff 6/30/25
Attachment IV FY2026 Revised Salary Plan Eff 9/22/25

COUNCIL REPORTS AND ANNOUNCEMENTS
Council Members can provide oral reports on attendance at intergovernmental agency meetings, conferences, seminars, or other Council events to comply with AB 1234 requirements (reimbursable expenses for official activities).

COUNCIL REFERRALS
Council Members may bring forward a Council Referral Memorandum (Memo) on any topic to be considered by the entire Council. The intent of this Council Referrals section of the agenda is to provide an orderly means through which an individual Council Member can raise an issue for discussion and possible direction by the Council to the appropriate Council Appointed Officers for action by the applicable City staff.

ADJOURNMENT
NEXT MEETING, October 7, 2025, 7:00 PM

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

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

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September 23, 2025City Council Agenda

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

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

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CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: MIN 25-096
DATE: September 23, 2025
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Approve the City Council Minutes of the City Council Meeting on September 2, 2025

RECOMMENDATION
That the City Council approves the Special City Council meeting minutes of September 2, 2025.

SUMMARY
The City Council held a Special City Council meeting on September 2, 2025.

ATTACHMENTS
Attachment I Draft Minutes of 9/2/2025
CITY OF HAYWARD Printed on 9/18/2025Page 1 of 1
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CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81190658150?pwd=KEhe5Fw0p59XtCSrHoDhUpnSrkTX2E.1 Tuesday, September 2, 2025, 7:00 p.m.

The City Council meeting was called to order by Mayor Salinas at 7:08 p.m. in the Council Chambers.

Pledge of Allegiance: Council Member Andrews

ROLL CALL

Present: COUNCIL MEMBERS Andrews, Bonilla Jr., Goldstein, Roche, Syrop, Zermeño MAYOR Salinas

Absent: NONE

CLOSED SESSION ANNOUNCEMENT

The City Council convened in closed session on September 2, 2025, at 5:30 p.m., with all members present and no public speakers regarding three items: 1) conference with property negotiators pursuant to Government Code section 54956.8 regarding 1069 B Street (APN 428- 0066-085-00) and 22695 Foothill Boulevard (APN 428-0066-086-00); 2) conference with legal counsel pursuant to Government Code section 54956.9(d)(1) regarding Ghali et al v. City of Hayward, US District Court – Northern District of California Case 3:25 -cv-01116; and 3) conference with legal counsel pursuant to Government Code section 54956.9(b)(2)(A) regarding two cases based on facts and circumstances. City Attorney Lawson reported the City Council took no reportable action related to Items 1 and 2 . Regarding Item 3, City Attorney Lawson noted the cases were not discussed due to lack of time.

PUBLIC COMMENTS

Hayward Chamber of Commerce President/CEO Lopez expressed appreciation to community partners for their support of the Downtown Hayward Summer Street parties and emphasized the collective effort behind the events’ success, which saw nearly 20,000 attendees.

Jose Ortiz raised concerns about ongoing issues with a neighbor's unmaintained bushes on the sidewalk, which he claimed caused his wife to suffer an injury; indicated a code enforcement officer refuses to take action; and asked the City Council to intervene.

Council Member Roche addressed the recent press release regarding Hayward’s fiscal crisis; acknowledged the steps taken by City staff to stabilize the finances including holding vacant most unfilled positions, reducing expenses and commissioning an independent fiscal analyst; and called for a halt to all new General Fund spending until reserves are rebuilt, urging the community to support fiscal discipline to preserve essential services.

Council Member Ray Bonilla Jr. echoed concerns and current measures to address the City’s financial crisis, outlining the contributing causes such as revenue coming short of expectations, 2 | S e p t e m b e r 2 , 2 02 5
spending exceeding projections, rising labor costs, and uncertainty around federal funding; and stated that while the necessary $20 million in cuts will be painful, they are vital to protecting public service, preserving the jobs of those delivering services and restoring Hayward’s financial future.

Council Member Andrews also acknowledged the press release; expressed gratitude to regional partners for offering support during the City’s fiscal challenges ; emphasized the need to prioritize essential services and reduce staff workload by postponing non-critical initiatives; and thanked nonprofit and labor partners for their engagement and City staff for maintaining transparency with the public.

CITY MANAGER’S COMMENTS

Interim City Manager Addleman made two announcements: 1) on August 23, 2025, Public Works and the Utilities Department hosted a successful water-wise landscaping class focused on edible gardening; and 2) the annual Hayward Airport Open House was scheduled for September 21, 2025.

CLOSED SESSION ANNOUNCEMENT

City Attorney Lawson noted he inadvertently missed reporting on a closed session at the beginning of the meeting. The City Council convened in closed session on August 21, 2025, at 5:00 p.m., with all members present and no public speakers concerning conference with labor negotiators pursuant to Government Code section 54957.6, regarding all labor groups. City Attorney Lawson reported the City Council met but took no reportable action.

CITY COMMISSIONS

1. City Commissions: Adopt a Resolution Confirming the Appointment and Reappointment of Members of the Clean and Green Commission, Community Services Commission, Library Commission, Personnel Commission and Planning Commission (Report from City Clerk Lens) APPT 25-003

Staff Report submitted by City Clerk Lens, dated September 2, 2025, was filed.

City Clerk Lens provided a synopsis of the staff report.

Members of the City Council thanked City Clerk Lens and her team members for their work managing the City’s commission recruitment and appointment process; congr atulated the new commissioners and thanked them for stepping up to volunteer; stressed the commissioners’ role as the City Council’s liaisons and community leaders; praised the applicants’ passion and civic engagement ; and encouraged the commissioners to not only serve on their commissions, but to engage their communities and inspire others to get involved.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81190658150?pwd=KEhe5Fw0p59XtCSrHoDhUpnSrkTX2E.1 Tuesday, September 2, 2025, 7:00 p.m.

Mayor Salinas opened public comment at 7:42 p.m.

Clean and Green Commissioner Ferreira thanked the Mayor, Council Members, City Manager, City Attorney, and especially City Cler k Lens for their work in the commissioner selection process; acknowledged the 52 residents who applied ; and expressed enthusiasm about working with new commissioners on the Clean and Green Commission.

Mayor Salinas closed public comment at 7:44 p.m.

It was moved by Mayor Salinas, seconded by Council Member Roche, and carried unanimously, to adopt the resolution.

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

Resolution 25-155, “Resolution Confirming the Appointment and Reappointment of Members of the Clean and Green Commission, Community Services Commission, Library Commission,
Personnel Commission and Planning Commission”

City Clerk Lens administered the Oath of Affirmation to the newly appointed and reappointed commissioners.

Mayor Salinas called for a seven-minute recess and reconvened the meeting at approximately 7:42 p.m.

CONSENT

Council Member Andrews received confirmation that funds for the landscape maintenance contract contained in Consent Item 5 were coming from district funds and not the General Fund.

Council Member Roche emphasized the importance of closely reviewing future consent items for any General Fund usage and confirmed that none of the Consent items had General Fund allocations.

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2. Approve the City Council Minutes of the Special City Council Meeting on August 19, 2025, MIN 25-092
It was moved by Council Member Roche, seconded by Council Member Andrews, and carried unanimously to adopt the special City Council meeting minutes of August 19, 2025.

3. Approve the City Council Minutes of the City Council Meeting on August 19, 2025, MIN 25- 093
It was moved by Council Member Roche, seconded by Council Member Andrews, and carried unanimously to adopt the City Council meeting minutes of August 19, 2025.

4. Adopt a Resolution Authorizing the City Manager to Execute an Agreement with the Alameda County Transportation Commission to Advance the Interstate 880/A Street Interchange Improvement Project and Allocate $1,350,000 from Fund 212 to the Project CONS 25-353

Staff report submitted by Public Works Director Ameri , dated September 2, 2025, was filed.

It was moved by Council Member Roche, seconded by Council Member Andrews, and carried unanimously, to adopt the resolution.

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

Resolution 25-156, “Resolution Authorizing the City Manager to Execute an Agreement with the Alameda County Transportation Commission to Advance the Interstate 880/A Street Interchange Improvement Project and Allocate $1,350,000 from Fund 212 to the Project”

5. Adopt a Resolution Authorizing the City Manager to Negotiate and Execute a Landscape Maintenance Contract for La Vista Landscape and Lighting Assessment District 14 with Los Loza Landscaping, Inc. in a Not-to-Exceed Amount of $300,000 Over Five Years CONS 25-386

Staff report submitted by Maintenance Services Director Rullman, dated September 2, 2025, was filed.

It was moved by Council Member Roche, seconded by Council Member Andrews, and carried unanimously, to adopt the resolution.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81190658150?pwd=KEhe5Fw0p59XtCSrHoDhUpnSrkTX2E.1 Tuesday, September 2, 2025, 7:00 p.m.

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

Resolution 25-157, “Resolution Authorizing the City Manager to Negotiate and Execute a Landscape Maintenance Contract for La Vista Landscape and Lighting Assessment District 14 with Los Loza Landscaping, Inc. in a Not-To-Exceed Amount of $300,000 Over Five Years”

6. Adopt a Resolution Authorizing the City Manager to Negotiate and Execute Maintenance Contracts for Eden Shores Storm Water Facilities and Water Buffer Maintenance District 2 with Los Loza Landscaping, Inc. for Pond Maintenance in a Not -to-Exceed Amount of $300,000 Over Five Years and with Pacheco Landscape Management, Inc. for Landscape Maintenance in a Not-to-Exceed Amount of $200,000 Over Five Years CONS 25-387

Staff report submitted by Maintenance Services Director Rullman, dated September 2, 2025, was filed.

It was moved by Council Member Roche, seconded by Council Member Andrews, and carried unanimously, to adopt the resolution.

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

Resolution 25-158, “Resolution Authorizing the City Manager to Negotiate and Execute a Pond Maintenance Contract with Los Loza Landscaping, Inc. in A Not -To-Exceed Amount of $300,000 Over Five Years and a Landscape Maintenance Contract with Pacheco Landscape Management, Inc. in a Not-To-Exceed Amount of $200,000 Over Five Years for Eden Shores Storm Water Facilities and Water Buffer Maintenance District 2”

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7. Adopt a Resolution Authorizing the City Manager to Execute Amendment No. 1 to the Agreement with Western Systems, Inc., to Increase the Agreement by $400,000, for a Total Not-to-Exceed Amount of $550,000 for the Battery Backup Program, Project Nos. 05233 and 05856 CONS 25-388

Staff report submitted by Public Works Director Ameri , dated September 2, 2025, was filed.

It was moved by Council Member Roche, seconded by Council Member Andrews, and carried unanimously, to adopt the resolution.

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

Resolution 25-159, “ Authorizing the City Manager to Execute Amendment No. 1 to the Agreement with Western Systems, Inc., to Increase the Agreement Amount by $400,000, for a Total Not- To-Exceed Amount of $550,000 for the Battery Backup Program, Project Nos. 05233 and 05856”

8. Adopt an Ordinance Amending Article 15 (Tree Preservation Ordinance) of Chapter 10 (Planning, Zoning , and Subdivisions) Regarding Regulatory Guidelines for the Designation, Removal and Mitigation of Protected Trees in the City of Hayward CONS 25- 391

Staff report submitted by City Clerk Lens, dated September 2, 2025, was filed.

It was moved by Council Member Roche, seconded by Council Member Andrews, and carried unanimously, to adopt the ordinance.

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

Ordinance 25-09, “An Ordinance of the City Council of the City of Hayward Amending Article 15 (Tree Preservation Ordinance) of Chapter 10 (Planning, Zoning and Subdivisions) Regarding Regulatory Guidelines for the Designation, Removal and
Mitigation of Protected Trees in the City of Hayward”

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81190658150?pwd=KEhe5Fw0p59XtCSrHoDhUpnSrkTX2E.1 Tuesday, September 2, 2025, 7:00 p.m.

WORK SESSION

9. Work Session Regarding the Feasibility of a Rental Registration System WS 25-027

Staff report submitted by Development Services Director Buizer and Deputy Development Services Director Morales, dated September 2, 2025, was filed.

Deputy Development Services Director Morales announced the item and introdu ced Management Analyst Patel, who provided an overview of the staff report.

Mayor Salinas opened the public comment section at 8:16 p.m.

Sandra Fros and Colvin submitted speaker cards but did not speak.

The following speakers urged the City Council to support the creation of an enforceable, fully funded rental registry for the following reasons: it is a long-overdue tool to protect tenants from unfair rent increases and unlawful evictions; it would help vulnerable residents and protect tenants’ rights; it would protect current and future generations from housing instability ; it would hold property owners and landlords accountable for unjustified rent increases without proper notice, and unsafe conditions; it would give public access to landlord information and safeguard personal privacy; it would help identify and support at -risk families (seniors, immigrants, and low-income), and improve education outcomes by ensuring housing stability; it would help enforce existing and future housing regulations and tenant protections; it would create a stable community and strong local economy; it would improve communication among landlords, tenants, City staff and property owners; it would help the City collect data to enforce housing policies and protect renters; it would enable enforcement of existing tenant protection laws and prevent disputes before they escalate; it would help target non-compliant landlords; it is a cost-effective solution, brings long-term benefits and has already proven successful in other cities; it is essential to preserve Hayward's diverse community ; it would provide fact funding records to deflect nuisance litigation; and it would help achieve student success and public health. Individuals also offered the following comments and recommendations: a rental registry needs to be prioritized despite budget challenges; the City could have used past American Rescue Plan Act (ARPA) funds on housing-related issues; failing to invest in rental protections would cost more in the long term and create more homelessness; the complaint- based system is not working; the cost of the program would be minimal ; funding housing services alone will not solve the problem of homelessness unless root causes, such as unfair rent increases, are addressed ; direct staff to audit landlord compliance with the City’s requirement to file rental increase, verify before families are displaced, and authorize the city attorney to bring actions for wrongful evictions; consider using penalties for non-registration 8 | S e p t e m b e r 2 , 2 02 5
and linking registration to rent increase eligibility to ensure compliance; and tenants at Lord Tennyson Apartments continue to experience unsafe habitability standards.

Todd Davis, Hayward resident and Hayward South Alameda County National Association for the Advancement of Colored People (NAACP) member
Makayla Gathright, Hayward South Alameda County NAACP youth member Maria Del Carmen Espinoza, Hayward resident
Donna Guidry, Hayward resident
Ro Aguilar, Hayward resident
Lala De Lao, longtime Hayward resident
Gina, on behalf of Christy Menor, Hayward resident and FAJ (Filipino Advocates for Justice) Action Fund organizer
Drew Baltazar, longtime Hayward resident
Lani Llamido, an AAPI community organizer and parent
Colvin submitted a card but did not speak
Jeffrey Kurohara, public-school teacher
Taryn Sandulyak, Hayward resident, Executive Director of Firm Foundation Community Housing, and former Hayward code enforcement inspector
Ana Navidad, Hayward resident
Hayden Orellana, Hayward resident
Charmaine Lagas with FAJ Action Fund
Rex Le
David Hall, Centro Legal de La Raza tenants’ rights attorney Daisy Maxion with FAJ Action Fund
Arieana Castellanos, Hayward Community Coalition member and “mom-and-pop landlord” Sammy Gutierrez submitted a card but did not speak
Patricia LaRue, Hayward Mobile Home Homeowners’ Association secretary Calvin Wong, Hayward resident and CSC member
Austin Bruckner-Carrillo, Hayward resident
Julio Contreras, Hayward resident and vendor at the farmer’s market Sara Prada, Hayward resident and HUSD representative
Jade Lostica, Hayward resident and Hayward Area Democratic Club Board member Agnes Cho, housing consultant
Leo Esclamado, Co-Director of Community Organizing, My Eden Voice

David Stark with Bay East Association of Realtors, cautioned the City Council about the financial and privacy risks of implementing a rental registry during a budget crisis; urged investment in building more rental housing and helping “mom-and-pop” house providers; and questioned where the funding would come from.

Christopher Moore with East Bay Rental Housing Association, noted that a Rental Registration System would not address habitability concerns and would ultimately increase rents due to added fees; and suggested the City already has a system to address rent pricing and that registries are costly and ineffective.

Mayor Salinas closed the public comment section at 9:22 p.m.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81190658150?pwd=KEhe5Fw0p59XtCSrHoDhUpnSrkTX2E.1 Tuesday, September 2, 2025, 7:00 p.m.

Members of the City Council thanked public members for sharing their stories and voicing their concerns.

Council Member Syrop expressed support of a rental registry tying housing justice to broader issues such as racial justice, climate change, education, economic development, and public safety; acknowledged the City's past progress but emphasized the need for urgent, data-driven action to prevent displacement and protect tenants, including funding a housing manager position to implement the program ; emphasized that the registry is fiscally and morally responsible, citing its long -term cost-saving benefits and expressing disappointment in the timing of the deficit; supported staff’s outline for the rental registry and proposed fees; noted the registry should also take into account rental spaces under Hayward’s Mobile Home Rent Stabilization Ordinance; asked staff to consider the enforcement mechanisms shared by Ms.

Agnes Cho (using tools such as penalties for non-registration and linking registration to rent increase eligibility to ensure compliance); urged the City Council to prioritize the registry in future budget discussions and not lose momentum; and asked the City Council’s support for keeping the rent registry and its development a permanent strategic roadmap priority.

Council Member Roche noted the item before the City Council was a work session to engage in discussion; acknowledged Hayward’s long-standing commitment to renter protections and voiced her support for the concept and merits of a rental registry, noting her own past as a renter; supported staff’s recommendation to delay implementation due to the City’s severe budget crisis, warning that financial insolvency could lead to external control over City decisions; expressed concern over the fiscal responsibility of launching a new program requiring additional staff when the City is already facing cuts to critical services; and added that the issues at Lord Tennyson Apartments are violations that staff should follow up with.

Council Member Goldstein , who serves on the Housing Policy and Resource Committee, disclosed having met with representatives from FAJ Action Fund and Bay East Association of Realtors and other community members about the topic; acknowledged the emotional and generational toll of housing insecurity, drawing from his personal experiences with housing affordability; emphasized the urgency of acting on the issue and committed to continuing the work through the committee to find solutions; and while he acknowledged the real and serious nature of the City’s budget deficit, he asserted the City Council needs to continue to address pressing community concerns such as tenant protections.

Council Member Zermeño expressed full support for the rental registry and emphasized the importance of continuing Hayward’s efforts to protect renters ; received confirmation that mobile home rental spaces are protected through provisions of the Hayward Mobile Home Rent Stabilization Ordinance; encouraged staff to continue looking for alternative funding sources such as grants and include information about fee pass-throughs to tenants during the proposed delay period; expressed a desire to identify and support vulnerable residents, including seniors 10 | S e p t e m b e r 2 , 2 02 5
and renters, and proposed collecting names and addresses to better target services ; and affirmed his commitment to working collaboratively with community members.

Council Member Bonilla Jr. asked staff to ensure that all renter protection documents are easily accessible to the public; expressed support for the creation of a rental registry, sharing a personal story about housing instability in his youth and highlighting how vulnerable families are to displacement; emphasized that nearly half the City’s residents are renters, many of them low-income, Black, or Latino , and noted the urgency of providing accountability and protections; while he acknowledged the City’s budget crisis and lack of immediate funding or staffing capacity, he urged the City Council to keep it on the strategic roadmap; and advocated for working with Alameda County and pursuing creative funding solutions such as grants or regional collaboration.

Council Member Andrews received confirmation from staff that ARPA dollars supported legal eviction prevention, emergency relocation assistance, and foreclosure prevention efforts ; reaffirmed the City's commitment to the issue; thanked Alameda County Supervisor Márquez for her partnership and advocated for other partners in Alameda County, school districts, and community stakeholders to educate and support renters; noted that while the existing program is complaint driven, individuals can find information about the Residential Rental Inspection Program on the City’s website; called out the Lord Tennyson Apartments for repeated code violations and urged staff to act with urgency; and supported staff’s recommendation to wait a year but recommended prioritizing hiring a housing manager and evaluating the housing division's capacity going forward.

Mayor Salinas acknowledged that all members of the City Council supported the concept of a rental registry; praised Council Members Syrop and Goldstein for their leadership, along with him, on the Housing Policy and Resource Committee; emphasized Hayward’s progressive track record in rental protections and regional leadership; highlighted his involvement as the Chair of the Alameda County Mayors’ Conference with countywide housing efforts and reminded the public that local solutions must be paired with county and state support; supported the staff’s recommendation to delay implementation of a Residential Registration System due to the City's dire financial situation but assured the public that the work would continue and that staff would come back with a proposal once financial conditions improve; reiterated that Council members understand housing instability because they have lived it ; and concurred that the Lord Tennyson Apartments was on notice for repeated violations.

INFORMATIONAL ITEM

10. Informational Report: FY25 Q3 and Q4 Semiannual Capital Improvement Program Progress Report RPT 25-064

Staff report submitted by Public Works Director Ameri , dated September 2, 2025, was filed.

Mayor Salinas announced the informational report.

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/81190658150?pwd=KEhe5Fw0p59XtCSrHoDhUpnSrkTX2E.1 Tuesday, September 2, 2025, 7:00 p.m.

Council Member Andrews thanked staff for compiling the Capital Improvement Program (CIP) information and clarified that many of the projects are funded through enterprise funds, not the General Fund; acknowledged and appreciated the extensive road paving work being done throughout the city; and encouraged residents to be patient with road crews and temporary disruptions.

Council Member Roche received confirmation that Bidwell Park was not part of the current CIP list.

Council Member Goldstein praised the progress of road improvements around the city, specifically mentioning Industrial Boulevard; and noted that residents are enthusiastic to use the improved roads for activities such as biking.

Council Member Syrop echoed Council Member Andrews' comments, acknowledging that road conditions are one of the top complaints from residents ; and encouraged residents to be patient during roadwork disruptions.

COUNCIL REPORTS AND ANNOUNCEMENTS

There were none.

COUNCIL REFERRALS

There were none.

ADJOURNMENT

Mayor Salinas adjourned the City Council meeting at 10:13 p.m.

APPROVED

__________________________________________________________ Mark Salinas
Mayor, City of Hayward

ATTEST:

__________________________________________________________ Miriam Lens
City Clerk, City of Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 25-380
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Interim Fire Chief

SUBJECT
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $2 Million in State Budget Funding for Fire Station Upgrades

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) to accept and appropriate $2M in state funding from Senator Wahab’s office for improvements and renovations to fire facilities.

SUMMARY
The Hayward Fire Department was contacted by Senator Wahab’s office to explore a state funding opportunity associated with renovation and refurbishment for fire facilities. The department has identified a need to renovate Station 9 due to aging amenities and expansion of services. Senator Wahab’s office confirmed the proposal and secured the funding for the department. The department now seeks authorization to accept and appropriate funds for usage.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: September 16, 2025

TO: Mayor and City Council

FROM: Interim Fire Chief

SUBJECT: Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $2 Million in State Budget Funding for Fire Station Upgrades

RECOMMENDATION

That Council adopts a resolution (Attachment II) to accept and appropriate $2 million in State budget funding for fire station upgrades.

SUMMARY

The Hayward Fire Department was contacted by Senator Wahab’s office to explore a state funding opportunity associated with renovation and refurbishment for fire facilities. The department has identified a need to renovate Station 9 due to aging amenities and expansion of services. Senator Wahab’s office confirmed the proposal and secured the funding for the department. The department now seeks authorization to accept and appropriate funds for usage.

BACKGROUND & DISCUSSION

The City has been identified in Assembly Bill 157, the Budget Act of 2024, as the recipient of $2 million in earmarked budget funds, “for Fire Department station upgrades.” Staff recommends that the Council authorize the City Manager to accept these earmarked funds and appropriate them into fund 405 to be used for station upgrades, which will be prioritized based on highest need.

In September 2024, the State of California issued Assembly Bill 157, the Budget Act of 2024, which reads:

SEC. 14. Item 0690-101-0001 of Section 2.00 of the Budget Act of 2024 is amended to read: 0690-101-0001 for local assistance, office of emergency services Schedule:

Of the amount appropriated in Schedule (2), $2,000,000 shall be provided to the City of Hayward for Fire Department station upgrades.

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The Bill provides the City with discretion to use the funding for fire station upgrades as needed. HFD will begin by assessing the need for such upgrades, prioritizing upgrades based on necessity, and bearing in mind the City’s current budget deficit. There is no match requirement for this funding.

STRATEGIC ROADMAP

This initiative will enhance community safety and quality of life, with a specific emphasis on “strengthening emergency preparedness” by ensuring that there are adequate facilities for first responders.

FISCAL IMPACT

Accepting and appropriating the $2 million earmarked for City by the State will allow the City to address necessary Fire station upgrades without using the City’s General Fund.

NEXT STEPS

If Council adopts the resolution to appropriate the $2 million earmarked funds, staff will create a project in Fund 405 for this funding and will report annually on its use as part of the City’s CIP process.

Prepared by: Lauren Dekas, Management Analyst

Recommended by: Eric Vollmer, Interim Fire Chief

Approved by:

_______________________________________________
Jayanti Addleman, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member _________

RESOLUTION AUTHORIZING THE CITY MANAGER TO ACCEPT AND
APPROPRIATE $2 MILLION IN STATE BUDGET FUNDING FOR FIRE STATION

UPGRADES

WHEREAS, the Hayward Fire Department has been identified in Assembly Bill 157, the Budget Act of 2024, as the recipient of $2 million in earmarked budget funds; and

WHEREAS, the usage of this funding is at the discretion of the department as it relates to fire station upgrades; and

WHEREAS, state funding will offset budgetary needs for station upgrades and lessen the burden on City funding.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward that the City Manager is hereby authorized to accept $2 million in state budget funding for fire station upgrades and appropriate that funding into Fund 405.

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 25-382
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Interim Fire Chief

SUBJECT
Adopt a Resolution Authorizing the City Manager to Authorize and Execute an Agreement with University of California, Davis Continuing and Professional Education Program for Paramedic Licensing in a Not-To- Exceed Amount of $300,000 Over Two Years

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) to authorize and execute an agreement with University of California, Davis Continuing and Professional Education Program for Paramedic Licensing in an amount not-to-exceed $300,000 over two years.

SUMMARY
In response to recruitment challenges, the Fire Department implemented a one-time side letter with the Local Firefighter’s Union 1909 in 2023 that allowed the hiring and onboarding of Emergency Medical Technicians (EMTs) with the agreement that the EMTs would earn their paramedic accreditation within the first two years of their employment. After research into paramedic licensing options, the department has determined that the most cost-effective option is the UC Davis continuing education program. This report seeks Council authorization to execute an agreement with UC Davis in an amount not-to-exceed $300,000 over two years.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: Interim Fire Chief

SUBJECT: Adopt a Resolution Authorizing the City Manager to Authorize and Execute an Agreement with University of California, Davis Continuing and Professional Education Program for Paramedic Licensing in a Not-To-Exceed Amount of $300,000 Over Two Years

RECOMMENDATION

That Council adopts a resolution (Attachment II) to authorize and execute an agreement with University of California, Davis Continuing and Professional Education Program for Paramedic Licensing in an amount not-to-exceed $300,000 over two years.

SUMMARY

In response to recruitment challenges, the Fire Department implemented a one-time side letter with the Local Firefighter’s Union 1909 in 2023 that allowed the hiring and onboarding of Emergency Medical Technicians (EMTs) with the agreement that the EMTs would earn their paramedic accreditation within the first two years of their employment. After research into paramedic licensing options, the department has determined that the most cost-effective option is the UC Davis continuing education program. This report seeks Council authorization to execute an agreement with UC Davis in an amount not-to-exceed $300,000 over two years.

BACKGROUND & DISCUSSION

The Hayward Fire Department (“Department” or “HFD”) has consistently searched for ways to ensure that there are sufficient staffing levels to respond to all emergency needs for the residents of Hayward. Recently, the ability to onboard qualified paramedic firefighters, a prerequisite certification for hire, had slowed to a rate that threatened the ability of the department to adequately staff all stations and meet the minimum staffing requirements as agreed upon with the Local Firefighter’s Union 1909.

In response to this pending hiring crisis, the Department implemented a one-time side letter with the Local Firefighter’s Union 1909 that allowed the hiring and onboarding of Emergency Medical Technicians (EMTs) with the agreement that the EMTs would earn their paramedic

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accreditation within the first two years of their employment. By ensuring that the department has adequate numbers for minimum staffing, there is a reduction in overtime cost, employee burnout, and administrative accommodations.

The decision to expand the hiring pool during the two most recent academies to briefly include EMT’s created an influx of qualified applicants that will be an ongoing asset for the department. The two most recent academies graduated over 20 EMTs who are now pursuing their paramedic licenses while serving with Hayward. As an additional and unexpected outcome of this hiring pool expansion, the department has reported that the academies facilitated under this policy have been the most diverse group of new hires in department history.

The department has explored multiple avenues to provide a streamlined method to achieve the paramedic licensure for the new EMT graduates. After research, the department has determined the most cost-effective option that can handle this number of students is for the EMTs to enroll as students in the continuing education program at UC Davis. This program offers flexibility and remote options, which will keep the EMTs on track to be certified as paramedics prior to the completion of their probationary period.

Staff is seeking Council authorization to execute an agreement with UC Davis for this purpose, not to exceed $300,000 over two years. The department has sufficient funding in its training academy and paramedic training CIP projects to cover the enrollment cost for all EMTs for the next two years. The department will continue to seek alternative funding sources over the course of the two-year period and will update Council if CIP funding is no longer needed.

STRATEGIC ROADMAP

This initiative will enhance community safety and quality of life, with a specific emphasis on “strengthening emergency preparedness” by ensuring that there is a qualified response for all emergency events.

FISCAL IMPACT

The adopted Capital Improvement Program budget includes a project for paramedic school, which is budgeted at $27,000 in FY26 and $75,0000 in FY27. It also includes $100,000 in both FY26 and FY27 for the Recruit Academy. Staff is proposing to combine the funds from these two projects to cover this cost. The funding for these CIP projects comes from a transfer from the General Fund. However, this funding was planned for and included in the adopted budget and will therefore not have a new impact on the operating budget.

Staff is reviewing all projects in the CIP budget that are funded through the General Fund or Measure C and will provide a report to Council this fall on projects that staff proposes delaying due to budget constraints. Based on Council feedback to that report, staff will make adjustments at the fall budget revise.

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NEXT STEPS

If Council adopts the resolution to appropriate funds, staff will enroll the associated EMT firefighters into the University of California, Davis Paramedic Program that aligns with their probationary period timeline and will fulfill all related payments for tuition and related fees.

Prepared by: Lauren Dekas, Management Analyst

Recommended by: Eric Vollmer, Interim Fire Chief

Approved by:

________________________________________________
Jayanti Addleman, Interim City Manager

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO AUTHORIZE AND

EXECUTE AN AGREEMENT WITH THE UNIVERSITY OF CALIFORNIA, DAVIS

CONTINUING AND PROFESSIONAL EDUCATION PROGRAM FOR PARAMEDIC LICENSING IN AN AMOUNT NOT-TO-EXCEED $300,000 OVER TWO YEARS

WHEREAS, the Hayward Fire Department has a hiring prerequisite to employ all paramedic firefighters;

WHEREAS, there is a minimum staffing agreement between the Hayward Fire Department and the Local 1909 Firefighter’s Union;

WHEREAS, the Hayward Fire Department implemented a one-time side letter with the Local 1909 Firefighter’s Union to onboard emergency medical technicians;

WHEREAS, the emergency medical technicians are required to obtain paramedic certification within the first two years of employment;

WHEREAS, the money received from the University of California, Davis Continuing and Professional Education Program will be used to fund the Hayward Fire Department’s Program for Paramedic Licensing;

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby authorizes the City Manager execute an agreement with the University of California, Davis Continuing and Professional Education Program for Paramedic Licensing in amount not-to-exceed $300,000 over two years.

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2025

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ATTACHMENT II

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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 25-399
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute a Single Source Agreement with McMillan Electric for the Installation of Electric Vehicle (EV) Charging Infrastructure in a Not-to-Exceed Amount of $183,700 - CIP Project 06923

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to execute a single source agreement with McMillan Electric for the installation of electric vehicle (EV) charging infrastructure in an amount not-to-exceed $183,700.

SUMMARY
Construction of solar carports and batteries at the Corporation Yard and Fire Station 1 is scheduled to begin by December this year and be completed by April of 2026. The projects will be installed by McMillan Electric in partnership with Ava Community Energy through their Critical Municipal Facilities program. As required by the California Building Code, each carport will have four parking spaces with EV charging infrastructure.

For many years, the City Council has had the goal of transitioning the City’s non-emergency fleet to electric vehicles. One of the biggest barriers to electrifying more of the City’s fleet is the lack of charging infrastructure at City facilities. The City Council funded a project in the adopted FY26 CIP budget to add chargers at the Corporation Yard and Fire Station 1 at the same time as the carports and batteries are being installed. Doing these projects together saves costs.

Since June, staff has prepared the necessary plans to install the EV chargers as planned. Staff recommends contracting directly with McMillan Electric to increase the total number of parking spaces with EV charging infrastructure from 8 to 31. With McMillan Electric completing the larger projects, this additional work can be completed at a lower cost and with less disruption to City operations than if contracted as stand-alone project. As such, staff recommends that the City Manager be authorized to execute a single source agreement for the purchase and installation of this equipment from McMillan Electric in an amount not-to-exceed $183,700.

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File #:CONS 25-399

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: Director of Public Works & Director of Maintenance Services

SUBJECT Adopt a Resolution Authorizing the City Manager to Execute a Single Source Agreement with McMillan Electric for the Installation of Electric Vehicle (EV) Charging Infrastructure in a Not-To-Exceed Amount of $183,700 - CIP Project 06923

RECOMMENDATION

That the City Council adopts a resolution (Attachment II) authorizing the City Manager to execute a single source agreement with McMillan Electric for the installation of electric vehicle (EV) charging infrastructure in an amount not-to-exceed $183,700.

SUMMARY

Construction of solar carports and batteries at the Corporation Yard and Fire Station 1 is scheduled to begin by December this year and be completed by April of 2026. The projects will be installed by McMillan Electric in partnership with Ava Community Energy through their Critical Municipal Facilities program. As required by the California Building Code, each carport will have four parking spaces with EV charging infrastructure.

Since June, staff has prepared the necessary plans to install the EV chargers as planned.

Staff recommends contracting directly with McMillan Electric to increase the total number of parking spaces with EV charging infrastructure from 8 to 31. With McMillan Electric completing the larger projects, this additional work can be completed at a lower cost and with less disruption to City operations than if contracted as stand-alone project. As such, staff recommends that the City Manager be authorized to execute a single source agreement for the purchase and installation of this equipment from McMillan Electric in an amount not-to-exceed $183,700.

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BACKGROUND

Solar Carports and Battery Storage
On October 15, 20241, City Council authorized a power purchase agreement with Ava Community Energy to install solar and battery storage at City facilities. The Critical Municipal Facilities project includes solar carports and battery storage at the Corporation Yard and Fire Station 1, which will be installed this winter. The solar carports and batteries will be paid for via monthly payments to Ava Community Energy. Taking into account the monthly payments and the reduction in electricity purchases, the City is expected to see a total savings of $19,876 over the 25-year term of the power purchase agreement.

City Fleet Electrification
In June 2020, the City Council adopted ambitious goals to reduce greenhouse gas (GHG) emissions 55% below 2005 levels by 2030 and to work with the community to develop a plan that may result in the reduction of community-based GHG emissions to achieve carbon neutrality by 2045. Of Hayward’s total GHG emissions, the transportation sector accounts for close to 65%. I

n 2020, Council adopted, as part of its Strategic Roadmap, a goal of transitioning 15% of the City’s fleet to EV or hybrid models by June 2023. In addition, in October 2022, the California Air Resources Board (CARB) adopted new rules for medium- and heavy-duty vehicles. The regulations require that, effective January 1, 2024, at least 50 percent of annual vehicle purchases must be zero-emission vehicles (ZEV) and beginning January 1, 2027, 100 percent must be ZEV.

On June 17, 20252, in response to direction from Council, Staff provided the City Council with an informational report regarding the City’s fleet electrification assessment and staff’s efforts to add more EV models to the City’s fleet and comply with California Air Resources Board’s Advanced Clean Fleet Regulations for medium- and heavy-duty vehicles. The report provided a comprehensive overview of the funding and infrastructure needed to transition the City’s non-emergency fleet to electrification.

Installation of EV Chargers at the Corp Yard
One of the biggest barriers to electrifying more of the City’s fleet is the lack of charging infrastructure at City facilities. The June report to Council also outlined staff’s first significant planned installation of EV charging infrastructure. The City Council subsequently funded this project in the adopted FY26 CIP budget.

The EV chargers are planned to be installed at the Corporation Yard and Fire Station 1 in coordination with the construction of the solar carport and battery storage through Ava Community Energy. Installing the underground electrical conduit for the EV chargers at the same time conduit is installed for the solar carport and battery will save money and avoid the need to repair asphalt or repave the yard multiple times.

1 https://hayward.legistar.com/LegislationDetail.aspx?ID=6892959&GUID=3604BC5C-F8EB-40B1-873F-2BCCB9FB1CC7&Options=&Search= 2 https://hayward.legistar.com/LegislationDetail.aspx?ID=7437059&GUID=4D4120B1-EDCA-4997-8DB5-4ECE45A72874&Options=&Search=

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DISCUSSION

Since June, staff has prepared the necessary plans to install EV chargers at the Corporation Yard and Fire Station 1. As required by the California Building Code, each carport will have four EV Capable charging spaces. EV Capable means the parking spaces will have conduit and wiring, but not chargers. Staff recommends installing 16 additional EV Capable spaces, for a total of 20, at the Corp Yard and 7 additional EV Capable spaces, for a total of 11, at Fire Station 1. In addition, staff recommends 5 dual-port chargers at the Corp Yard so that 10 spaces will have chargers. At Fire Station 1, staff recommends 2 dual-port chargers so that 4 spaces will have chargers.

Staff is now requesting Council authority to execute a single source agreement with McMillan Electric for the EV charger installation in an amount not-to-exceed $183,700.

Staff recommends a single source approval for McMillan Electric to install the charging infrastructure for the following reasons:

 The solar carports and battery projects will be installed by McMillan Electric.  McMillan Electric was selected for the Critical Municipal Facilities program by Ava Community Energy following a competitive procurement process.  McMillan Electric has extensive experience with designing and installing EV infrastructure.
 McMillan Electric is already familiar with the two projects sites and the existing and planned electrical infrastructure that will support the EV chargers.  Trenching and laying conduit are a significant portion of the cost of installing EV infrastructure. McMillan Electric can easily add the conduit needed for EV chargers while the trenches are open, which will result in cost savings.

ENVIRONMENTAL REVIEW

The proposed project is categorically exempt from environmental review in accordance with the California Environmental Quality Act (CEQA) pursuant to Section 15301, Class 1 (Minor Alteration of Existing Facilities) of the CEQA Guidelines.

FISCAL IMPACT

Following is the budget for the EV charging infrastructure:

McMillan Electric Quote $167,000
10% contingency $16,700
Contract Not-To-Exceed
Amount $183,700
Estimated Permit Fees $10,000
Total Budget $193,700

The adopted CIP includes a total of $250,000 for this project in Fund 405 (Project No. 06923). The funding for this project comes from a transfer from the General Fund. This funding was planned for and included in the adopted budget and will therefore not have a

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new impact on the operating budget. Nevertheless, staff is closely reviewing all projects funded by the General Fund in consideration of the City’s fiscal situation. Staff is recommending pursuing this project as a priority for this year because:

1. Timing this project with the installation of the carports lowers the cost of the project.

2. Additional EV chargers are essential to transitioning more of the City’s fleet to electric vehicles and to meeting CARBs requirements on minimum purchase of non- emergency electric vehicles.

STRATEGIC ROADMAP

This agenda item relates to the Strategic Priority of Champion Climate Resilience and Environmental Justice. This item specifically relates to the following Projects:

Reduce Greenhouse Gases and Dependency on Fossil Fuels
Project CP1: Implement Year 1 Programs from the adopted GHG Roadmap (Climate Action Plan)

SUSTAINABILITY FEATURES

Electrification of the City’s fleet and vehicles throughout the community is necessary to meet the City’s long-term greenhouse gas (GHG) emissions reduction goals. According to the fleet electrification assessment, it is estimated that the City can reduce its GHG emissions by approximately 45% (from 16,040 to 8,857 metric tons of carbon dioxide equivalent) over the next 10 years by converting the City’s fleet to all electric vehicles.

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NEXT STEPS

If approved by City Council, Staff will contract with McMillan Electric to have the EV infrastructure installed at the City’s Corporation Yard and Fire Station 1 in conjunction with the construction of the solar carports and the battery storage. Construction of solar carports and batteries, as well as the installation of the EV infrastructure, at the Corporation Yard and Fire Station 1 is scheduled to begin by December this year and be completed by April of 2026.

Prepared by: Erik Pearson, Environmental Services Manager Justin Temores, Fleet Maintenance Manager
Allen Koscinski, Facilities and Building Maintenance Manager Rodney Affonso, JR., Deputy Director of Maintenance Services

Recommended by: Alex Ameri, Director of Public Works
Todd Rullman, Director of Maintenance Services

Approved by:

______________________________________________
Jayanti Addleman, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25- __

Introduced by Council Member______________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A SINGLE

SOURCE AGREEMENT WITH MCMILLAN ELECTRIC FOR THE INSTALLATION

OF E LECTRIC VEHICLE (EV) CHARGING INFRASTRUCTURE IN A NOT -TO- EXCEED AMOUNT OF $183,700

WHEREAS, in June 2020, the Hayward City Council adopted goals to reduce GHG emissions by 30% below 2005 baseline levels by 2025, 55% by 2030, and to work with the community to develop a plan that may result in the reduction of community based GHG emissions to achieve carbon neutrality by 2045; and

WHEREAS, the City of Hayward targets utilize a baseline different from the State of California’s but Hayward’s GHG reduction targets are equivalent to the State’s; and

WHEREAS, according to Hayward’s 2023 community -wide GHG inventory, transportation accounts for approximately 56 percent of total GHG emissions; and

WHEREAS, on January 30, 2024, the Hayward City Council adopted an updated Climate Action Plan as an amendment to the 2040 General Plan; and

WHEREAS, Hayward’s Climate Action Plan includes “Measure T-7: Increase municipal passenger zero-emission vehicle (ZEV) adop tion to 75% by 2030 and 100% by 2045 and decarbonize emergency and heavy-duty vehicles as feasible”; and

WHEREAS, the City’s fleet electrification assessment determined that 146 Level 2 chargers and 6 direct current fast chargers are needed to support electrification of the City’s non-emergency fleet; and

WHEREAS, construction of solar carports and batteries at the Corporation Yard and Fire Station 1 is scheduled to begin by December this year and be completed by April of 2026; and

WHEREAS, the projects will be installed by McMillan Electric in partnership with Ava Community Energy through their Critical Municipal Facilities program; and

WHEREAS, staff received a quote from McMillan Electric in the amount of $ 167,000 for the EV charging infrastructure. An additional $16,700 (or ten percent of the total amount) is requested for, for a total not-to-exceed amount of $183,700; and

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WHEREAS, the adopted FY26 Capital Improvement Program (CIP) includes a total of $250,000 for Citywide EV Charging Upgrades, Pro ject No. 06923 in Fund 405 - Capital Projects.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to execute the single source agreement with McMillan Electric for the installation of EV charging infrastructure in a not -to-exceed amount of $183,700 in a form approved by the City Attorney; and

BE IT FURTHER RESOLVED, by the City Council that the City Manager is hereby authorized to spend an amount not -to-exceed $10,000 on City permit fees associated with the installation of the EV charging infrastructure; and

BE IT FURTHER RESOLVED, that the City Council finds this project to be categorically exempt from environmental review in accordance with the California Environmental Quality Act (CEQA) pursuant to Section 15301, Class 1 (Minor Alteration of Existing Facilities) of the CEQA Guidelines.

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 25-400
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $750,000 in Comprehensive Investment Plan Funds from the Alameda County Transportation Commission for the Downtown Bike Loop, Project No. 05353 and to Execute a Funding Agreement

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate $750,000 from the Alameda County Transportation Commission (Alameda CTC) and to execute a funding agreement for design and construction of the Downtown Bike Loop.

SUMMARY
In Summer 2024, Alameda CTC issued a call for projects under its 2026 Comprehensive Investment Plan that offers approximately $100 million in discretionary local transportation funding from various federal, state, regional, and countywide funding sources. This funding supports capital projects and programs that enhance Alameda County’s multimodal transportation system. Projects must align with the 2020 Countywide Transportation Plan, demonstrate public benefit, and prioritize improvements benefiting the Countywide Bikeways Network and disadvantaged communities. In October 2024, City Staff applied for the 2026-2030 funding cycle for the Bike Loop project, which implements high-priority recommendations from the City’s2020 Bicycle and Pedestrian Master Plan (BPMP). In May 2025, the City was awarded the requested amount of $750,000 for the design and construction of the project. This item officially accepts this grant funding, allowing the City to proceed to Design and Construction phases.

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

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 9/18/2025Page 1 of 2
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File #:CONS 25-400
CITY OF HAYWARD Printed on 9/18/2025Page 2 of 2
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $750,000 in Comprehensive Investment Plan Funds from the Alameda County Transportation Commission for the Downtown Bike Loop, Project No. 05353 and to Execute a Funding Agreement

RECOMMENDATION

That the City Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate $750,000 from the Alameda County Transportation Commission (Alameda CTC) and to execute a funding agreement for design and construction of the Downtown Bike Loop.

SUMMARY

In Summer 2024, Alameda CTC issued a call for projects under its 2026 Comprehensive Investment Plan that offers approximately $100 million in discretionary local transportation funding from various federal, state, regional, and countywide funding sources. This funding supports capital projects and programs that enhance Alameda County’s multimodal transportation system. Projects must align with the 2020 Countywide Transportation Plan, demonstrate public benefit, and prioritize improvements benefiting the Countywide Bikeways Network and disadvantaged communities. In October 2024, City Staff applied for the 2026-2030 funding cycle for the Bike Loop project, which implements high-priority recommendations from the City’s 2020 Bicycle and Pedestrian Master Plan (BPMP). In May 2025, the City was awarded the requested amount of $750,000 for the design and construction of the project. This item officially accepts this grant funding, allowing the City to proceed to Design and Construction phases.

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BACKGROUND

The Alameda County Transportation Commission (Alameda CTC) Comprehensive Investment Plan (CIP) is a strategic framework that allocates federal, state, regional, and local funds to transportation projects across Alameda County. Updated every two years, the CIP consolidates various funding sources, including the Congestion Mitigation and Air Quality (CMAQ), State Transportation Improvement Program (STIP), Transportation Fund for Clean Air (TFCA), and Alameda County sales tax measures like Measures B and BB. The CIP prioritizes projects that enhance safety, mobility, and accessibility, including bicycle and pedestrian infrastructure. It also supports local agencies through direct local distributions of funds and competitive grants, ensuring a coordinated approach to meeting the County's transportation needs.

The project establishes a network of separated bicycle lanes in Downtown Hayward, aligning with the City’s BPMP, the 2020 Local Road Safety Plan (LRSP), and the 2019 Downtown Hayward Specific Plan. The proposed Bike Loop project allows bicyclists to navigate the Downtown area on a low-stress network. Public outreach conducted for the BPMP consistently identified Downtown as the area with the greatest need for bicycle improvements.

The plan specifically calls for bicycle lanes on all streets included in the proposed Bike Loop, and the project meets or exceeds the classification recommended for each corridor.

In addition, the BPMP recommends near-term investments on streets like 2nd Street, Main Street, and C Street to provide safer alternatives while the City addresses the more challenging segments of the auto-oriented Hayward Loop

DISCUSSION

The Bike Loop project in downtown Hayward addresses critical transportation needs identified through multiple local plans including the 2020 Bicycle and Pedestrian Master Plan (BPMP), the Local Road Safety Plan (LRSP), and the Downtown Hayward Specific Plan.

These plans, supported by extensive community outreach and data analysis, prioritize safer and more connected bicycle infrastructure to improve mobility and safety in an area historically dominated by high-speed, high-volume vehicular traffic that has diminished downtown’s vibrancy. The project will implement separated bike lanes and pedestrian enhancements along key streets including 2nd Street, C Street, and Watkins Street, creating a cohesive network that links neighborhoods, major transit hubs like the Hayward BART station, schools, and housing developments.

Community engagement for the BPMP and Downtown Specific Plan was robust and inclusive, involving. walking tours, surveys targeting equity priority communities, pop-up events, and working groups to shape project design and priorities. Input consistently highlighted the need for safer, low-stress bike and pedestrian routes, particularly downtown.

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A separate ongoing effort is evaluating the Downtown Loop as part of the City’s Safe Streets Downtown study. This project considers different streets and will integrate with the findings of that study as part of an overall downtown multimodal network.

ECONOMIC IMPACT

The City’s Downtown Specific Plan has identified that the Loop has resulted in significant challenges for air quality, safety, and access to Downtown businesses, contributing to a decline in the area’s economic vibrancy. It emphasizes the need for better bicycle and pedestrian connections within the Downtown area. The Bike Loop project provides an active transportation alternative that can knit the neighborhood together and better integrate it with other neighborhoods, supporting the City’s economic vitality.

FISCAL IMPACT

This item does not impact the City’s General Fund. The Bike Loop project is in the adopted FY26 Capital Improvement Program as Project 05353. The City is providing a $250,000 local match, which is funded by the City’s share of the Alameda County Measure BB Direct Local Distributions (Fund 213). If project costs were to exceed the grant and local match amounts, the City would need to adjust the project scope or identify additional funding sources.

STRATEGIC ROADMAP

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

Project N1: Continue to implement major corridor traffic calming initiatives

SUSTAINABILITY FEATURES

The project supports the City’s sustainability goals by providing alternatives to auto travel, especially for first and last mile transit connections, while improving safety through road diets, traffic calming, separated bikeways, and crossing improvements on corridors on the City’s High-Injury Network.

PUBLIC CONTACT

No public contact has been made specifically for this agenda item. However, the Bike Loop project was identified as a priority because of the repeated demand from the community for safer options to walk and bicycle within and to the City's Downtown. The project implements high-priority recommendations from the BPMP, which was developed through

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a thorough community engagement process. During project design and implementation, staff will engage with local residents and businesses to share information and receive input.

NEXT STEPS

If Council approves this request, the City Manager will accept and appropriate $750,000 in Comprehensive Investment Program funds from the Alameda County Transportation Commission and enter into a funding agreement. Once the funding agreement is executed, these funds will be available to reimburse project costs.

Prepared by: Lucas Woodward, Senior Transportation Engineer

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_____________________________________________
Jayanti Addleman, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO ACCEPT AND
APPROPRIATE $750,000 IN COMPREHENSIVE INVESTMENT PLAN FUNDS

FROM THE ALAMEDA COUNTY TRANSPORTATION COM MISSION FOR THE DOWNTOWN BIKE LOOP PROJECT NO. 05353 AND EXECUTE A FUNDING

AGREEMENT

WHEREAS, the Alameda County Transportation Commission (“Alameda CTC”) administers funding programs for projects and programs that benefit the Alameda County transportation system, consisting of Comprehensive Investment Plan (CIP) funding, and such funding is collec tively defined as and shall be referenced herein as the “Alameda CTC Administered Funds”; and

WHEREAS, the City of Hayward (“ City”) submitted a funding application (“Application”) to the Alameda CTC for the Downtown Bike Loop (“Project”); and

WHEREAS, the City Council of the City of Hayward is eligible to receive funding through the Alameda CTC CIP; that focuses on facilitating safe, efficient and accessible transportation; and

WHEREAS, the City will oversee the design and construction of the Project; and

WHEREAS, by action at its meeting held on May 22 , 202 5, Alameda CTC awarded $750,000 in Alameda CTC Administered Funds to the City for the implementation and delivery of the Project; and

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

WHEREAS, prior to receipt of any Alameda CTC Administered Funds, City shall be required to enter into a Project Funding Agreement (Agreement) with Alameda CTC based on Alameda CTC’s form therefor e, said Agreement shall set forth certain project -specific requirements applicable to the Project; and

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WHEREAS, as part of the requirements to receive Alameda CTC Administered Funds awarded to the Project, Alameda CTC requires a resolution accepting the awarded funding to be adopted by the City Council confirming the following:

1. City’s commitment to secure matching funds against the awarded Alameda CTC Administered Funds, if required; and

2. City’s commitment to provide any additional funding required to deliver the Awarded Phase(s) of Project, with an understanding the same shall not be funded with additional Alameda CTC Administered Funds; and

3. City’s commitment to implement the Awarded Phase(s) of Project as described in the funding application and the subsequent funding agreement between Alameda CTC and the City; and

4. City’s commitment to comply with the Agreement; and

5. City’s commitment to comply with the applicable requirements set forth in Alameda CTC’s Local Business Contract Equity (“LBCE”) Program for professional services and construction contracts funded with Measure B, Measure BB, and/or Vehicle Registration Fee (VRF) funds, and abide by the LBCE procedures in the applicable solicitations and contracts.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to accept and execute an agreement for up to $750,000 in Comprehensive Investment Plan Funds from Alameda CTC to design and build the Downtown Bike Loop.

BE IT FURTHER RESOLVED that the City Council hereby finds and determines as follows:

1. The City is providing local matching funds through Measure BB Direct Local Distributions; and

2. City understands that the City shall be responsible to provide any additional funding required to deliver the Awarded Phase(s) of Project if the current funding is not sufficient to complete the project, and that the same shall not be funded with additional Alameda CTC Administered Funds; and

3. Awarded Phase(s) of Project will be implemented as described in the Application, Agreement and in this resolution; and

4. City will comply with the Agreement; and

5. City will comply with the applicable requirements set forth in Alameda CTC’s LBCE Program; and therefore, be it further

BE IT FURTHER RESOLVED that the City Council confirms that there is no pending or threatened litigation that might in any way adversely affect City’s ability to implement and deliver the proposed Project; and

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BE IT FURTHER RESOLVED that City shall provide Alameda CTC with a fully executed copy of this Resolution.

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 25-401
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $500,000 in Comprehensive Investment Plan Funds from the Alameda County Transportation Commission for the D Street Traffic Calming Project, Project 05225, and to Execute a Funding Agreement

RECOMMENDATION
That the Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate $500,000 from the Alameda County Transportation Commission (Alameda CTC) to execute a funding agreement for design and construction of the D Street Traffic Calming Project, Project 05225.

This funding supports capital projects and programs that enhance Alameda County’s multimodal transportation system. In October 2024, staff applied for the 2026-2030 funding cycle for the D Street Traffic Calming Project to improve safety along D Street from 2nd Street to the city limits. In May 2025, the City was awarded the requested amount of $500,000 for the design and construction of the project.

This project addresses longstanding community concerns around speeding, pedestrian safety, and livability near Faith Ringgold Elementary School. Staff is requesting Council authorization to appropriate the awarded funds to support the design and construction of safety improvements along D Street. These improvements will enhance mobility for cyclists and pedestrians, close network gaps, and improve safety along the City’s High Injury Network.

ATTACHMENTS
CITY OF HAYWARD Printed on 9/18/2025Page 1 of 2
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File #:CONS 25-401
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 9/18/2025Page 2 of 2
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $500,000 in Comprehensive Investment Plan funds from the Alameda County Transportation Commission for the D Street Traffic Calming Project , Project 05225 and to Execute a Funding Agreement

RECOMMENDATION

That the City Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate $ 500,000 from the Alameda County Transportation Commission (Alameda CTC) to execute a funding agreement for design and construction of the D Street Traffic Calming Project, Project 05225.

SUMMARY

Staff has determined that this project is categorically exempt from environmental review under Section 15301(c) of the California Environmental Qua lity Act (CEQA) Guidelines for operation, repair, maintenance, or minor alteration of existing facilities.

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BACKGROUND

Alameda CTC’s Comprehensive Investment Plan (CIP) is a strategic framework that allocates federal, state, regional, and local funds to transportation projects across Alameda County.

Updated every two years, the CIP consolidates various funding sources, including the Congestion Mitigation and Air Quality (CMAQ), State Transportation Improvement Program (STIP), Transportation Fund for Clean Air (TFCA), and Alameda County sales tax measures like Measures B and BB. The CIP prioritizes projects that enhance safety, mobility, and accessibility, including bicycle and pedestrian infrastructure. It also supports local agencies through direct local distribution of funds and competitive grants, ensuring a coordinated approach to meeting the County's transportation needs.

Projects anticipated for implementation during fiscal years 2025-26 through 2029-30 were eligible for funding in this round of A lameda CTC CIP funding. Funding was prioritized for eligible projects that demonstrated construction readiness. Priority was also given to projects that enhance connectivity and close gaps in A lameda CTC’s Countywide Bicycle Network, improve safety along the High Injury Network, and provide direct ben efits to M etropolitan Transportation Commission -designated Equity Priority Communities (EPC) and other underserved communities.

The D Street Traffic Calming Project was established in response to concerns expressed by the community regarding excessive vehicle speeds and pedestrian safety on D Street between 2nd Street and the eastern City limits. D Street is a parallel route to the Countywide Bicycle Network and connects to A lameda CTC’s Bicycle and Pedestrian Countywide High Injury Network . A portion of the D Street Traffic Calming Project is classified as a Tier 2 Priority Roadway in the City’s Local Road Safety Plan and High Injury Network. Additionally, the project s egment borders two of the MTC -designated EPCs .

DISCUSSION

Staff presented the D Street Traffic Calming Project to the Council Infrastructure and Airport Committee (CIAC) on August 28, 2024, and received strong support for the project from residents and CIAC. In May 2025, staff conducted an open house-style outreach event at Faith Ringgold Elementary School. Attendees expressed concerns about speeding, pedestrian safety, and overall neighborhood livability along D Street.

The proposed project incorporates community feedback and aligns with prior safety recommendations, including those from the Alameda County Safe Routes to School program.

The planned improvements include:

 Speed management strategies: Narrowing wide travel lanes to reduce vehicle speeds.  Pedestrian safety enhancements: Installing high -visibility crosswalks and curb extensions, particularly near Faith Ringgold Elementary School.

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 Bicycle safety enhancements: Adding a dedicated eastbound, uphill bike lane where speed differentials between vehicles and bicycles are greatest.  General safety measures: Installing a raised median at Beaver Court , restriping the corridor and refreshing pavement markings.

The improvements will enhance connectivity, close network gaps for bicyclists and pedestrians, and address safety concerns on the High Injury Network, particularly for students. The project aligns with the City’s Bike and Pedestrian Master Plan and Vision Zero goal.

Additional projects along the corridor that will add to the effectiveness and importance of this project include the Safe Routes to School improvements to Faith Ringgold Elementary School as part of the California Air Resource Board’s Clean Mobility in Schools Grant Program for Safe Routes and Active Transportation for Schools and Underserved Communities (Project 06941), rectangular rapid flashing beacon and crossing improvements from the Local Highway Safety Improvement Program, and Hayward Area Recreation and Park District’s (HARD) future park at D Street and Clay Street along the future Foothill Trail.

ECONOMIC IMPACT

This item has no direct economic impact.

FISCAL IMPACT

This agenda item will not impact the General Fund. Council initially approved the appropriation of $120,000 for the project, which, based on a revised cost estimate, was increased to $320,000 in the adopted Fiscal Year 2022 -23 CIP. Funding for this project is drawn from Fund 212, Measure BB (Local Transportation) revenues.

The Alameda CTC CIP $500,000 awarded to the City is sourced from Measures B and BB, Vehicle Registration Fee, and Transportation Fund for Clean Air. Grant funding paired with existing project funds will fully cover both design and construction

STRATEGIC ROADMAP

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

Project N1: Continue to implement major corridor traffic calming initiatives

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SUSTAINABILITY FEATURES

This project, when constructed, will include safety improvements for pedestrian and bicycle modes of travel, which may facilitate increased use of these modes of transportation.

PUBLIC CONTACT

Approximately 700 resident notification letters were mailed out for this project notifying residents about the Council Infrastructure & Airport Committee meeting that took place on August 28, 2024.

An additional 700 resident mailers were sent out for the outreach event at Faith Ringgold Elementary School in May 2025. At the event, residents participated in engagement activities and provided feedback on challenges they experience and the proposed design concept.

No public contact has been made specifically for this agenda item. However, the D Street Traffic Calming Project was identified as a priority because of repeated requests from residents to address excessive vehicle speeds and pedestrian safety along D Street. Staff will continue to engage with residents and the Faith Ringgold Elementary School community during the design and construction of the project.

NEXT STEPS

If Council approves this request, the City Manager will enter into a funding agreement with Alameda CTC for a total amount of $500,000 ACTC CIP funds. Once the funding agreement is executed, staff will release a request for proposals to procure consultant services for design.

Prepared by: Colin Patterson, Associate Transportation Planner Lucas Woodward, Senior Transportation Engineer
Byron Tang, Principal Transportation Engineer

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_____________________________________________
Jayanti Addleman, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO ACCEPT AND
APPROPRIATE $500,000 IN COMPREHENSIVE INVESTMENT PLAN FUNDS

FROM THE ALAMEDA COUNTY TRANSPORTATION COM MISSION FOR THE

DESIGN AND CONSTRUCTION OF THE D STREET TRAFFIC CALMING PROJECT, PROJECT NO. 05225

WHEREAS, the Alameda County Transportation Commission (“Alameda CTC”) administers funding programs for projects and programs that benefit the Alameda County transportation system, consisting of Comprehensive Investment Plan (CIP) funding, and such funding is collectively defined as and shall be referenced herein as the “Alameda CTC Administered Funds”; and

WHEREAS, the City of Hayward (“City”) submitted a funding application (“Application”) to the Alameda CTC for the D Street Traffic Calming Project (“Project”); and

WHEREAS, the City Council of the City of Hayward is eligible to receive funding through the Alameda CTC CIP; that focuses on facilitating safe, efficient and accessible transportation; and

WHEREAS, the City will design and construct the D Street Traffic Calming Project, Project 05225; and

WHEREAS, the City Council of Hayward determines the project categorically exempt from environmental review under Section 15301(c) of the California Environmental Quality Act (CEQA) Guidelines; and

WHEREAS, by action at its meeting held on May 22, 2025, Alameda CTC awarded $500,000 in Alameda CTC Administered Funds to the City for the implementation and delivery of the Project; and

WHEREAS, prior to receipt of any Alameda CTC Administered Funds, City shall be required to enter into a Project Funding Agreement (Agreement) with Alameda CTC based on Alameda CTC’s form therefor, said Agreement shall set forth certain project -specific requirements applicable to the Project; and

ATTACHMENT II

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1. City’s commitment to secure matching funds against the awarded Alameda CTC Administered Funds, if required; and

2. City’s commitment to provid e any additional funding required to deliver the Awarded Phase(s) of Project, with an understanding the same shall not be funded with additional Alameda CTC Administered Funds; and

3. City’s commitment to implement the Awarded Phase(s) of Project as described in the funding application and the subsequent funding agreement between Alameda CTC and the City; and

4. City’s commitment to comply with the Agreement; and

5. City’s commitment to comply with the applicable requirements set forth in Alameda CTC’s Local Business Contract Equity (“LBCE”) Program for professional services and construction contracts funded with Measure B, Measure BB, and/or Vehicle Registration Fee funds, and abide by the LBCE procedures in the applicable solicitations and contracts.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward, that the City Manager may accept and appropriate $500,000 in Comprehensive Investment Plan funds from the Alameda County Transportation Commission for the design and construction of the D Street Traffic Calming Project.

BE IT FURTHER RESOLVED that the City Council hereby finds and determines as follows:

1. The City is providing local matching funds through Measure BB Direct Local Distributions; and

3. Awarded Phase(s) of Project will be implemented as described in the Application, Agreement and in this resolution; and

4. City will comply with the Agreement; and

5. City will comply with the applicable requirements set forth in Alameda CTC’s LBCE Program.

ATTACHMENT II

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BE IT FURTHER RESOLVED that City shall provide Alameda CTC with a fully executed copy of this Resolution.

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 25-419
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt Resolutions Authorizing the City Manager to: (1) Increase the Construction Contingency in the Contract with DeSilva Gates Construction by $402,285 from $1,574,274 to $1,976,559 for a Total Construction Contract Not-to-Exceed Amount of $17,317,017; and (2) Execute Amendment No. 6 to the Professional Services Agreement with Mark Thomas & Company to Increase their Contract Amount by $11,520 for a Total Not-to-Exceed Amount of $1,791,700, for the Mission Boulevard Corridor Improvements Phase 3 Project, Project No. 05287

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

1. Increase the Construction Contingency in the Contract with DeSilva Gates Construction (DGC) by $402,285 from $1,574,274 to $1,976,559 for a Total Construction Contract not-to-exceed (NTE) amount of $17,317,017; and

2. Amend the Professional Services Agreement (PSA) with Mark Thomas & Company (Mark Thomas) for extended construction support services by $11,520 for a NTE amount of $1,791,700.

SUMMARY
Construction of the Mission Boulevard Corridor Improvements Phase 3 project from A Street to Rose Street started on July 10, 2023. The original contract allowed for 240 working days, setting the projected completion date at June 25, 2024. However, during construction, several issues arose-some initiated or caused by the City-that delayed substantial completion to April 25, 2025. These City-driven changes impacted both the construction schedule and scope, resulting in time extensions and increased costs.

This increased cost paid through construction contingency exceeds the approved amount. Staff recommends that Council authorizes the City Manager to increase the construction contingency in the contract with DGC by $402,285 from $1,574,274 to $1,976,559.

Additionally, Mark Thomas, was contracted by the City to provide construction support services. The extended construction period required additional support beyond their original scope. Staff recommends that Council authorizes the City Manager to amend the PSA for construction support with Mark Thomas CITY OF HAYWARD Printed on 9/18/2025Page 1 of 2
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File #:CONS 25-419
that Council authorizes the City Manager to amend the PSA for construction support with Mark Thomas to increase the contract amount by $11,520 for a NTE amount of $1,791,700.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution - Construction Contingency Increase with DeSilva Gates Attachment III Resolution - Amendment No. 6 to PSA with Mark Thomas CITY OF HAYWARD Printed on 9/18/2025Page 2 of 2
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt Resolutions Authorizing the City Manager to: (1) Increase the Construction Contingency in the Contract with DeSilva Gates Construction by $402,285 from $1,574,274 to $ 1,976,559 for a Total Construction Contract Not-to-Exceed Amount of $17,317,017 and (2) Execute Amendment No. 6 to the Professional Services Agreement with Mark Th omas & Company to Increase their Contract Amount by $11,520 for a Total Not-to-Exceed Amount of $1,791,700, for the Mission Boulevard Corridor Improvements Phase 3 Project, Project No. 05287

RECOMMENDATION

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

1. Increase the Construction Contingency in the Contract with DeSilva Gates Construction (DGC) by $ 402,285 from $1,574,274 to $ 1,976,559 for a Total Construction Contract not-to-exceed (NTE) amount of $17,317,017; and

2. Amend the Professional Services Agreement (PSA) with Mark Thomas & Company (Mark Thomas) for extended construction support services by $ 11,520 for a NTE amount of $1,791,700.

SUMMARY

Construction of the Mission Boulevar d Corridor Improvement s Phase 3 p roject from A Street to Rose Street started on July 10, 2023. The original contract allowed for 240 working days, setting the projected completion date at June 25, 2024. However, during construction, several issues arose —some initiated or caused by the City —that delayed substantial completion to April 25, 2025. These City -driven changes impacted both the construction schedule and scope, resulting in time extensions and increased costs . This increased cost paid through cons truction contingency exceeds the approved amount. Staff recommends that Council authorizes the City Manager to increase the construction contingency in the contract with DGC by $402,285 from $1,574,274 to $1,976,559.

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BACKGROUND

Construction of Phase 1 of the Mission Boulevard Corridor Improvement Project from A Street to Industrial Parkway and Foothill Boulevard from Mission Boulevard to Apple Avenue was completed in January 2014. Construction of Phase 2 of the project from Industrial Parkway to the south City limit at Blanche Street was completed in March 2021.

The final phase of the Mission Boulevard Corridor Improvement Phase 3 project is from A Street to the north City limit at Rose Street.

On February 07, 2023, Council adopted a resolution approving the plans and specifications for the construction of the Mission Boulevard Corridor Improvement Phase 3 project and call for bids. On April 25, 2023, Council adopted a resolution awarding the cons truction contract to DGC for the construction of this project.

DISCUSSION

Construction started on July 10, 2023. The original contract allowed for 240 working days, setting the projected substantial completion date to June 25, 2024. However, during construction, several issues arose that extended the contract duration resulting in an actual substantial completion of April 25, 2025.

During various stages of construction, a number of issues were encountered, they include:
 Conflicts with the new storm drain lines and existing underground utility lines  Differences between actual vs design back of sidewalk elevations  Unknown contaminated soil
 Unknown abandoned underground storage tanks
 Design revisions to the bike cycle track

These issues not only added scope and cost to the project but also added time. Some of the time extension s were initiated or caused by the City and the design consultant due to changes while others were due to field conditions causing construction delays as well as weather. The City-driven and design chan ges resulted in a negotiated 163 working days extension to the contract time and compensation for contractor overhead and labor escalation cost related to the extended duration. This increased cost for added work and compensation for time extension are paid through construction contingency which was approved at the time of award. T he total con struction contingency cost exceeded the approved amount. Staff recommends that Council authorizes the City Manager to increase the construction contingency in the contract with DGC by $402,285 from $1,574,274 to $1,976,559.

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Amendment of Mark Thomas & Company’s PSA
On April 11, 2017 1, Council approved a resolution authorizing the City Manager to enter into a Professional Services Agreement with Mark Thomas for design services and technical support during construction in an amount not-to-exceed $700,000.

On May 21, 20192, Council approved a resolution adopting an amendment to the PSA with Mark Thomas increasing the contract amount by $475,000 for right-of-way services with a total not-to-exceed amount of $1,175,000.

On July 21, 2020 3, Council approved a resolution adopting an amendment to the PSA with Mark Thomas increasing the contract amount by $150,000 for additional design work with a total not-to-exceed amount of $1,325,000.

On January 26, 2021 4, Council approved a resolution adopting an amendment to the PSA with Mark Thomas, increasing the contract amount by $194,180 for revisions to the design with a total not-to-exceed amount of $1,519,180.

On April 25, 20235, Council approved a resolution adopting an amendment to the PSA with Mark Thomas, increasing the contract amount b y $ 107,000 for final right -of-way and construction support services with a total not-to-exceed amount of $1,626,180.

On June 4, 20246, Council approved a resolution adopting an amendment to the PSA with Mark Thomas, increasing the contract amount by $154,000 for additional construction support services with a total not-to-exceed amount of $1,780,180.

Due to the time extension to the project, Mark Thomas’ remaining fees has been exhausted.

Staff recommend execution of an amendment to increase the valu e of the PSA with Mark Thomas for construction support by $11,520 for total NTE amount of $1,791,700.

ECONOMIC IMPACT

Since a portion of this project is funded by Measure BB, this project is required to meet Local Business Contracting Equity (LBCE) Program goals. Pursuant to the Alameda CTC Local LBCE Program, t he participation goals are 60% for Local Business Enterprise (LBE) and 20% for Small Local Business Enterprise (SLBE). DeSilva Gates Construction (DGC) has

1 https://hayward.legistar.com/LegislationDetail.aspx?ID=3015789&GUID=FCD70B84-ED43-4A9C-9FB8- 40B1AEBC6691&Options=&Search=
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listed 37% LBE participation and 4% SLBE participation which do not meet the goals; however, DGC has provided documentation of good faith efforts. Staff track ed DGC’s listed LBE and SLBE participation throughout construction.

In addition to the LBCE goals, the City’s Community Workforce Agreement is a requirement of the contract since the engineer’s estimate is over $1,000,000. One of the CWA goals is that Haywar d residents and especially Hayward Unified School District Graduates will perform a minimum 30% of the hours worked on a craft -by-craft basis. The final percentages of hours worked are as follows: 28% for laborers, 27% for electricians, 15% for operating engineers, 12% for cement masons, 12% for plumbers/pipefitters, 5 % for teamsters and 0% for carpenters. Again, DGC has provided documentation of good faith efforts.

The Phase 3 improvements result ed in a “Complete Street,” per the City’s adopted policy, with new pavement, sidewalk, the City’s first implementation of raised cycle track , new decorative street light, new pedestrian street crossings with rapid flashing beacons, approximately 120 new street trees where none existed before, and hopefully positive economic benefits for businesses along the Mission Boulevard Corridor. Additionally, t his project contribute d to the economic vitality of the City and County since this project is required to meet the LBCE goals.

FISCAL IMPACT

This item does not impact General Fund.

The estimated project costs for Phase 3 at award are as follows:

Estimated Cost
Design $1,800,000
Construction $15,742,743
Construction Contingency (ACO) $1,574,274
Estimated PG&E Contract for Undergrounding $1,800,000
Construction Admin, Inspection, Testing $2,288,000
Phase 3 Project Total $23,205,017

The estimated project costs for Phase 3 at completion are as follows:

Estimated Cost
Design $1,773,755
Construction $15,001,661
Construction Contingency (ACO) $1,976,559
PG&E Contract for Undergrounding $1,327,588
Construction Admin, Inspection, Testing $ 2,256,718
Phase 3 Project Total $22,336,281

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Staff recommends funding the increase d costs for the construction contingency with DGC and the amendment amount with Mark Thomas through the Mission Boulevard Corridor Improvements Phase 3 project which has sufficient funding included in the adopted FY26 Capital Improvement Program (CIP).

This project has no impact on the General Fund.

STRATEGIC ROADMAP

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

Project 7c: Complete design of Mission Boulevard Phase 3 and construction

SUSTAINABILITY FEATURES

This project incorporates sustainability features as they relate to water, energy, and the environment. Additionally, improvements such as the cycle track and sidewalk will promote health through physical activity.

PUBLIC CONTACT

Prior to the start of construction, notices were mailed to businesses and residents informing them of the work and start of construction. Businesses and residents were also notified prior to temporary closures at their frontage for demolition of the sidewalk and improvements.

The conflicts and changes mentioned in the Discussion section have delayed work at the frontages of businesses where existing sidewalks have been removed. Staff reached out to the affected businesses providing updates for why construction was delayed.

NEXT STEPS

If Council approves the resolutions for the increase in construction contingency and amendment, staff will process payments to DGC and Mark Thomas.

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

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________________________
Jayanti Addleman, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO INCREASE THE

CONSTRUCTION CONTINGENCY IN THE CONTRACT WITH DESILVA GATES CONSTRUCTION BY $402,285 FROM $1,574,274 to $1,976,559 FOR A TOTAL CONSTRUCTION CONTRACT NOT-TO-EXCEED AMOUNT OF $17,317,017 FOR THE MISSION BOULEVARD CORRIDOR IMPROVEMENTS PHASE 3 PROJECT , PROJECT NO. 05287

WHEREAS, by Resolution No. 23 -069, on February 07, 2023, the City Council approved the plans and specifications for the Mission Boulevard Corridor Improvements Phase 3, Project No. 05287, and called for bids to be received by March 14, 2023; and

WHEREAS, by Resolution No. 23-097, on April 25, 2023, the City Council awarded the construction contract to DeSilva Gates Construction in an amount not to exceed $15,742,743 for the Mission Boulevard Corridor Improvements Phase 3, Project No. 05287; and

WHEREAS, by Resolution No. 23-097, on April 25, 2023, the City Council authorized a construction contingency budget of $1,574,274; and

WHEREAS, DeSilva Gates Construction completed construction contingency work in the amount of $1,976,559.

NOW, THEREFORE, BE IT RESOLVED that the City Council authorizes the City Manager to increase construction contingency in the contract with DeSilva Gates Construction for the Mission Boulevard Corridor Improvements Phase 3, Project No. 05287, by $402,285 from $1,574,274 to $1,976,559, for a total construction contract not -to-exceed amount of $17,317,017; and

BE IT FURTHER RESOLVED that the City Manager is hereby authorized and directed to amend the contract with DeSilva Gates Construction, in the name of and for and on behalf of the City of Hayward, in a form to be approved by the City Attorney.

ATTACHMENT II

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IN COUNCIL, HAYWARD, CALIFORNIA , 2025

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

ATTACHMENT III

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE
AMENDMENT NO. 6 TO THE PROFESSIONAL SERVICES AGREEMENT WITH

MARK THOMAS & COMPANY, FOR CONSTRUCTION SUPPORT SERVICES FOR THE MISSION BOULEVARD CORRIDOR IMPROVEMENTS PHASE 3 PROJECT

WHEREAS, the aforesaid parties have entered into that certain Agreement dated 15th day of May 2017, entitled “Agreement for Professional Services between the City of Hayward and Mark Thomas & Company for Mission Boulevard Corridor Improvements Phase 3”; and

WHEREAS, by Resolution No. 24-106, on June 4, 2024, Council adopted a resolution authorizing the City Manager to execute an amendment to the Professional Services Agreement with Mark Thomas & Company for additional services by $154,000 for a not-to- exceed amount of $1,780,180; and

WHEREAS, due to time extension to the project , Mark Thomas’ remaining fees has been exhausted; and

WHEREAS, the City and the Consultant desire to amend the Agreement in certain respects to provide extended construction support services for the Mission Boulevard Corridor Improvements Phase 3 Project.

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 amendment to the agreement with Mark Thomas & Company for extend construction support services in the amount of$11,520, thereby increasing the total contract amount to a total not - to-exceed $1,791,700 associated with the Mission Boulevard Corridor Improvements Phase 3 Project, in a form approved by the City Attorney.

Page 2 of 2 ends

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 25-422
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Chief of Police

SUBJECT
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $235,000 in Grant Funding from the California Office of Traffic Safety for the Hayward Police Department

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate $235,000 in awarded grant funding from the California Office of Traffic Safety for the Hayward Police Department.

SUMMARY
The Hayward Police Department applied for and was awarded $235,000 in grant funding from the California Office of Traffic Safety for the Hayward Police Department as part of a Selective Traffic Enforcement Program (STEP) grant. The funds will be used for educational and other programs including: impaired driving enforcement; enforcement focusing on distracted driving; seat belt enforcement; special enforcement encouraging motorcycle safety; enforcement and public education in areas with high bicycle/pedestrian collisions; and media outreach strategies designed to enhance public awareness.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: Chief of Police

SUBJECT: Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $235,000 in Grant Funding from the California Office of Traffic Safety for the Hayward Police Department

RECOMMENDATION

That Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate $235,000 in awarded grant funding from the California Office of Traffic Safety for the Hayward Police Department.

SUMMARY

The Hayward Police Department applied for and was awarded $235,000 in grant funding from the California Office of Traffic Safety for the Hayward Police Department as part of a Selective Traffic Enforcement Program (STEP) grant. The funds will be used for educational and other programs including: impaired driving enforcement; enforcement focusing on distracted driving; seat belt enforcement; special enforcement encouraging motorcycle safety; enforcement and public education in areas with high bicycle/pedestrian collisions; and media outreach strategies designed to enhance public awareness.

BACKGROUND AND DISCUSSION

The Hayward Police Department applied for and was awarded $235,000 in grant funding from the California Office of Traffic Safety for the Hayward Police Department as part of a Selective Traffic Enforcement Program (STEP) grant. The California Office of Traffic Safety strives to eliminate traffic deaths and injuries by making grants available to local and state public agencies for programs that help them enforce traffic laws, educate the public in traffic safety, and provide varied and effective means of reducing fatalities, injuries, and economic losses from collisions.

The Hayward Police Department plans to use these funds to reduce the number of persons killed and injured in collisions involving alcohol and other collision-causing factors. Strategies include the following:

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(a) Impaired driving enforcement.
(b) Enforcement focusing on distracted driving.
(c) Seat belt enforcement.
(d) Special enforcement encouraging motorcycle safety.
(e) Enforcement and public education in areas with high bicycle/pedestrian collisions. (f) Media outreach strategies designed to enhance public awareness, educate the public, and deter poor behavior.

FISCAL IMPACT

The Selective Traffic Enforcement Program (STEP) grant funds will not have an impact on the General Fund. The awarded grant funds will be used to allocate resources toward efforts to address traffic safety within the community.

STRATEGIC ROADMAP

The STEP Grant supports the following Strategic Roadmap priority although it does not fall under a specific project:
 Enhance Community Safety and Quality of Life

NEXT STEPS

If the Council authorizes this action, staff will appropriate the funding into the Police Department’s budget and administer the grant per the terms and conditions of the Office of Traffic Safety agreement.

Prepared by: Laura Gomez, Senior Management Analyst

Recommended by: Bryan Matthews, Chief of Police

Approved by:
____________________________________________
Jayanti Addleman, Interim City Manager

ATTACHMENT II

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

RESOLUTION AUTHORIZING THE CITY MANAGER TO ACCEPT AND
APPROPRIATE $2 35,000 IN FUNDING FROM THE CALIFORNIA OFFICE OF

TRAFFIC SAFETY FOR THE HAYWARD POLICE DEPARTMENT

WHEREAS, the State of California Office of Traffic Safety has agreed to award the City of Hayward Police Department $2 35,000 to implement best practice strategies under the Selective Traffic Enforcement Program (STEP); and,

WHEREAS, the Hayward Police Department shall use these funds to reduce the number of persons killed and injured in traffic collisions involving alcohol and other primary collision factors under the provisions of the grant agreement.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the C ity of Hayward that the City Manager is hereby authorized and directed to accept and appropriate $2 35,000 in funding from the California Office of Traffic Safety.

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 25-423
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Chief of Police

SUBJECT
Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $25,000 in Grant Funding from the California Office of Traffic Safety for the Hayward Police Department

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate $25,000 in awarded grant funding from the California Office of Traffic Safety for the Hayward Police Department.

SUMMARY
The Hayward Police Department applied for and was awarded $25,000 in grant funding from the California Office of Traffic Safety for the Hayward Police Department as part of a Motorcyclist Safety Education and Training Program grant. The grant award will be used to fund three “Live to Ride” motorcycle courses offered by Hayward Police Department’s Traffic Unit staff.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 9/18/2025Page 1 of 1
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: Chief of Police

SUBJECT: Adopt a Resolution Authorizing the City Manager to Accept and Appropriate $25,000 in Grant Funding from the California Office of Traffic Safety for the Hayward Police Department

RECOMMENDATION

That Council adopts a resolution (Attachment II) authorizing the City Manager to accept and appropriate $25,000 in awarded grant funding from the California Office of Traffic Safety for the Hayward Police Department.

SUMMARY

The Hayward Police Department applied for and was awarded $25,000 in grant funding from the California Office of Traffic Safety for the Hayward Police Department as part of a Motorcyclist Safety Education and Training Program grant. The grant award will be used to fund three “Live to Ride” motorcycle courses offered by Hayward Police Department’s Traffic Unit staff.

BACKGROUND AND DISCUSSION

The Hayward Police Department applied for and was awarded $25,000 in grant funding from the California Office of Traffic Safety for the Hayward Police Department as part of a Motorcyclist Safety Education and Training Program grant. The California Office of Traffic Safety strives to eliminate traffic deaths and injuries by making grants available to local and state public agencies for programs that help them enforce traffic laws, educate the public in traffic safety, and provide varied and effective means of reducing fatalities, injuries, and economic losses from collisions.

The Hayward Police Department plans to use these funds to reduce the number of persons killed and injured in motorcycle collisions. One method to help obtain this goal is through HPD’s no-cost civilian “Live to Ride” motorcycle training program. This program is designed to provide free training to members of our community in an effort to enhance rider safety and the overall safety of motorists on our roadways. This program has become increasingly

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popular with the community and has helped reduce the number of motorcyclists involved in crashes by increasing rider proficiency, knowledge, and situational awareness. The grant funding provided by the California Office of Traffic Safety will allow HPD staff to hold three “Live to Ride” motorcycle training classes from October 2025 through September 2026.

FISCAL IMPACT

The Motorcyclist Safety Education and Training Program grant funds will not have an impact on the General Fund. The awarded grant funds will be used to allocate resources toward efforts to address motorcycle safety within the community.

STRATEGIC ROADMAP

The STEP Grant supports the following Strategic Roadmap priority although it does not fall under a specific project:
 Enhance Community Safety and Quality of Life

NEXT STEPS

Prepared by: Laura Gomez, Senior Management Analyst

Recommended by: Bryan Matthews, Chief of Police

Approved by:

____________________________________________
Jayanti Addleman, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member _____________

RESOLUTION AUTHORIZING THE CITY MANAGER TO ACCEPT AND
APPROPRIATE $25,000 IN GRANT FUNDING FROM THE CALIFORNIA OFFICE

OF TRAFFIC SAFETY FOR THE HAYWARD POLICE DEPARTMENT

WHEREAS, the State of California Office of Traffic Safety has agreed to award the City of Hayward Police Department $2 5,000 as part of a Motorcyclist Safety Education and Training Program grant; and

WHEREAS, the Hayward Police Department shall use th is award to fund three “Live to Ride” motorcycle courses offered by Hayward Police Department’s Traffic Unit staff in an effort to reduce the number of persons killed and injured in motorcycle collisions.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to accept and appropriate $2 5,000 in funding from the California Office of Traffic Safety.

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 25-425
DATE: September 23, 2025
TO: Mayor and City Council
FROM: City Attorney

SUBJECT
Adopt a Resolution Approving Participation in the Purdue Pharma L.P./Sackler National Opioid Settlement and the Secondary Manufacturers National Opioid Settlements, Accepting the Terms of the California Allocation Agreements, and Authorizing the City Manager to Execute and Submit all Necessary Settlement Participation Documents on Behalf of the City of Hayward

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) approving participation in the Purdue Pharma L.P./Sackler National Opioid Settlement and the Secondary Manufacturers National Opioid Settlements, accepting the terms of the California Allocation Agreements for each party, and authorizing the City Manager to execute and submit all necessary settlement participation documents on behalf of the City of Hayward.

SUMMARY
In June 2025, California Attorney General Rob Bonta announced California’sagreement to participate in a $7.4 billion settlement with Purdue Pharma L.P. and its owners, the Sackler family (“Purdue Settlement”) arising out of coordinated national lawsuits filed by various state attorneys general and various local subdivisions for Purdue’s role in the opioid epidemic. California will receive as much as $440 million from this settlement over the next 15 years. Settlement participation documents must be submitted to the settlement administrator by September 30, 2025.

In July 2025, Attorney General Bonta announced an approximately $720 million nationwide settlement arising out of multi-state litigation by states and local subdivisions against eight drug makers (Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus) that manufactured opioid pills, which contributed to the nationwide opioid crisis. California could receive up to $70 million in total over 10 years. Settlement participation documents must be submitted to the settlement administrator by October 8, 2025.

If Hayward participates in the settlements described above, it would be entitled to receive a portion of California’s settlement proceeds.

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File #:CONS 25-425

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: City Attorney

SUBJECT: Adopt a Resolution Approving Participation in the Purdue Pharma L.P./Sackler National Opioid Settlement and the Secondary Manufacturers National Opioid Settlements , Accepting the Terms of the California Allocation Agreements, and Authorizing the City Manager to Execute and Submit all Necessary Settlement Participation Documents on Behalf of the City of Hayward

RECOMMENDATION

That the Council adopts a resolution (Attachment II) approving participation in the Purdue Pharma L.P./Sackler National Opioid Settlement and the Secondary Manufacturers National Opioid Settlements, accepting the terms of the California Allocation Agreements for each party, and authorizing the City Manager to execute and submit all necessary settlement participation documents on behalf of the City of Hayward.

SUMMARY

In June 2025, California Attorney General Rob Bonta announced California’s agreement to participate in a $7.4 billion settlement with Purdue Pharma L.P. and its owners, the Sackler family (“Purdue Settlement”) arising out of coordinated national lawsuits filed by various state attorneys general and various local subdivisions for Purdue’s role in the opioid epidemic. California will receive as much as $440 million from this settlement over the next 15 years. Settlement participation documents must be submitted to the settlement administrator by September 30, 2025.

California could receive up to $70 million in total over 10 years. Settlement participation documents must be submitted to the settlement administrator by October 8, 2025.

If Hayward participates in the settlements described above, it would be entitled to receive a portion of California’s settlement proceeds.

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BACKGROUND

On December 14, 2021, the City Council previously approved participation in settlements involving the three largest pharmaceutical opioid distributors: McKesson, Cardinal Health and AmerisourceBergen (“Distributors”), and opioid manufacturer Janssen Pharmaceuticals, Inc. and its parent company Johnson & Johnson (collectively, “J&J”). On March 28, 2023 the City Council approved participation in the nationwide settlement involving Teva, Allergan, CVS, Walmart and Walgreens. All of the settlements will provide substantial funds to states and subdivisions for abatement of the Opioids epidemic across the country and will impose transformative changes in the way the settling defendants conduct their business.1

DISCUSSION

The Purdue Settlement and the Secondary Manufacturers Settlements would resolve the claims of states and local governments across the country that have filed lawsuits in federal and state courts against the respective entities. Settlement approval is contingent on a critical mass of states and local governments participating in the respective settlements.

States and their local governments will receive maximum payments if each state and its local governments join together in support of the agreements.

As part of the proposed Purdue Settlement, California stands to receive a maximum of $440 million over 15 years if all California local governments sign on. As part of the Secondary Manufacturers Settlement, California could receive up to $70 million over 10 years if all California local governments sign on.

Consistent with prior opioid settlements, the State of California, and counsel representing a group of cities and counties, will enter into an agreement (“Allocation Agreement”) on a proposed allocation of recoveries that California may receive pursuant to the settlement.

Acceptance of the Allocation Agreement is a condition of a city or county joining the settlement.

The Allocation Agreement divides California’s settlement proceeds among three funds:
 State Fund – 15% of settlement goes to State.
 Subdivision Fund – 15% to litigating subdivisions.
 Abatement Fund – 70% to eligible subdivisions (including Hayward) identified in the respective settlement agreements. Also includes litigating subdivisions.

Pursuant to the Allocation Agreements, Hayward is entitled to receive .117% of California’s Abatement Fund for the respective settlements.

The settlement funds must be used on opioid remediation programs that are specifically described in the settlement agreements. Hayward may elect to receive direct payments in

1 Refer to national settlement website at National Opioid Settlement

Page 3 of 3 ends

any given payment year of the settlement. If Hayward chooses not to receive a direct payment in any given payment year, the funds will go to the County which is not required to spend the funds in Hayward. Payments into state settlement funds are scheduled to be received once annually. The exact date of the annual payments for each respective settlement has not yet been finalized.

In order to participate in the settlements, the City must submit a participation form which includes a release of claims against Purdue Pharma and the Sackler family for the Purdue Settlement and a release of claims against Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus, respectively, for the Secondary Manufacturers Settlement. Additionally, the City must accept the terms of the Allocation Agreements with the State of California for the respective settlements. If authorized by the Council, the City Manager will submit the necessary forms by their respective participation deadlines.

FISCAL IMPACT

If the City chooses to receive funds directly from the settlements, the funds will be used to fund care, treatment, or other programs and expenditures designed to (1) address the misuse and abuse of opioid products, (2) treat or mitigate opioid use or related disorders, or (3) mitigate other alleged effects of, including on those injured as a result of, the opioid epidemic, including reasonably related administrative expenses. The City can use these funds to offset or supplement future expenses of existing programs, to expand or enhance existing programs, or to fund new programs. The funds cannot be used to reimburse past program expenses.

STRATEGIC ROADMAP

This item does not relate to any of the specific projects outlined in the Council’s Strategic Roadmap.

NEXT STEPS

Adoption of the resolution will allow the City Manager to submit the required forms for participation in the settlements. The participation forms must be submitted to the national settlement administrator by September 30, 2025 (Purdue Settlement) and October 8, 2025 (Secondary Manufacturers Settlement), respectively.

Prepared and Recommended by: Michael Lawson, City Attorney Michael Vigilia, Senior Assistant City Attorney

Approved by:

_______________________________________________
Jayanti Addleman, Interim City Manager

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 25-____

Introduced by Council Member _____________

RESOLUTION APPROVING PARTICIPATION IN THE PURDUE PHARMA L.P. /

SACKLER NATIONAL OPIOID SETTLEMENT AND THE SECONDARY
MANUFACTURERS NATIONAL OPIOID SETTLEMENT ; ACCEPTING THE TERMS OF THE RELATED CALIFORNIA ALLOCATION AGREEMENT S; AND

AUTHORIZING THE CITY MANAGER TO EXECUTE AND SUBMIT ALL

NECESSARY SETTLEMENT PARTICIPATION DOCUME NTS ON BEHALF OF

THE CITY OF HAYWARD

WHEREAS, settlements have been reached in multi -district litigation brought by states and cities against Purdue Pharma L.P. and the Sackler family (the “Purdue Settlement”) and drug manufacturers Alvogen, Amneal, Apot ex, Hikma, Indivior, Mylan, Sun, and Zydus (“the Secondary Manufacturers Settlement”) for their roles in the opioid crisis; and

WHEREAS, under the terms of the Purdue Settlement, California is scheduled to receive up to nearly $ 440 million over 15 years , a portion of which will be distributed to cities and counties that participate in the settlement; and

WHEREAS, under the terms of the Secondary Manufacturers Settlement California could receive up to $70 million over 10 years, a portion of which will be distributed to cities and counties that participate in the settlement; and

WHEREAS, although the City of Hayward is not a litigating entity involved in th e litigation it may opt-in and receive the benefits of the settlements in exchange for releasing its claims against Purdue Pharma and the Sackler family as part of the Purdue Settlement ; and

WHEREAS, although the City of Hayward is not a litigating entity involved in th e litigation it may opt-in and receive the benefits of the settlements in exchange for releasing its claims against Alvogen, Amneal, Apotex, Hikma, Indivior, Mylan, Sun, and Zydus (“the Secondary Manufacturers”) as part of the Secondary Manufacturers Settlement; and

WHEREAS, the more cities with populations greate r than 10,000 people, such as the City, which opt-in to the agreement will enable their respective counties and states to receive more funds under the incentive structure of the settlements; and

WHEREAS, opting-in to the settlement will enable the City to receive funds from the settlements, which can be used to treat opioid use disorder and for other purposes described in the respective Settlement Agreements; and

ATTACHMENT II

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WHEREAS, the City wishes to agree to the terms of the proposed settlements; and

WHEREAS, the State of California, and counsel representing a group of cities and counties, have reached agreement on a proposed allocation of recoveries that California may receive pursuant to the settlements (“Allocation Agreements”); and

WHEREAS, the Allocation Agreements divide California’s settlement proceeds among three funds:
• State Fund – 15% of settlement goes to State.
• Subdivision Fund – 15% to litigating subdivisions.
• Abatement Fund – 70% to eligible subdivisions (including Hayward) identified in the respective settlement agreements. Also includes litigating subdivisions; and

WHEREAS, p ursuant to the Allocation Agreements, Hayward is entitled to receive .117% of California’s Abatement Fund for the respective settlements; and

WHEREAS, the City wishes to agree to the terms of the proposed Allocation Agreements for the Purdue Settlement and Secondary Manufacturers Settlement, respectively; and

WHEREAS, jurisdictions must opt -in to the Purdue Settlement by September 30, 2025; and

WHEREAS, jurisdictions must opt -in to the Secondary Manufacturers Settlement by October 8, 2025.

NOW THEREFORE BE IT RESOLVED by the City Council of the City of Hayward that the terms of the settlement agreement with Purdue Pharma L.P. and the Sackler family regarding the national opioid litigation described herein are hereby accepted.

BE IT FURTHER RESOLEVD that the terms of the settlement agreement with the Secondary Manufacturers regarding the national opioid litigation described herein are hereby accepted.

BE IT FURTHER RESOLVED that the terms of the Allocation Agreements prepared by the State of California for the respective settlements is hereby accepted.

BE IT FURTHER RESOLVED that the City Manager is hereby authorized and directed to execute and submit all documents necessary for the City of Hayward to participate in the settlement with Purdue Pharma L.P. and the Sackler family regarding the national opioid litigation described herein.

ATTACHMENT II

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BE IT FURTHER RESOLVED that the City Manager is hereby authorized and directed to execute and submit all documents necessary for the City of Hayward to participate in the settlement with the Secondary Manufacturers regarding the national opioid litigation described herein.

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 #: WS 25-033
DATE: September 23, 2025
TO: Mayor and City Council
FROM: Director of Development Services

SUBJECT
Business-Friendly Hayward Project Update: Review of Summary of Best Practices Report, Analysis of Hayward Codes and Practices, Downtown Commercial Analysis, and Outreach Summary

RECOMMENDATION
That the City Council provide feedback and direction on the Business-Friendly Hayward Project based on the Summary of Best Practices Report, Analysis of Hayward Codes and Practices, Downtown Commercial Analysis, and Outreach Summary.

SUMMARY
The Business-Friendly Hayward Project is a joint effort of the Planning and Economic Development Divisions which aims to accomplish a series of Strategic Roadmap projects and Downtown Specific Plan implementation programs by focusing on the following objectives:
· Streamline entitlement and permitting processes for desirable businesses across the City’s commercial and mixed-use zoning districts.
· Activate vacant and underutilized properties and storefronts Downtown.

To date, the project team has reviewed best practices from nearby jurisdictions, analyzed Hayward’s codes and practices related to commercial and mixed-use districts, conducted a commercial analysis of the Downtown area, and facilitated a series of outreach efforts aimed at getting feedback from businesses, the community, and other stakeholders. Based on these efforts and feedback received from the Planning Commission and Council, revisions to the Municipal Code will be drafted and presented to stakeholders for review later this year.

At this stage of the project, staff would like the Council’s feedback on the following questions:

1. Are there any of the recommendations from the Analysis of Hayward Codes and Practices Report that you do not believe are appropriate for Hayward?
a. Making beer/wine sales more permissible.

CITY OF HAYWARD Printed on 9/18/2025Page 1 of 2
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File #:WS 25-033
b. Allowing small scale live entertainment activities with a simplified permitting process. c. Identifying specified entertainment zones that potentially include open carry alcoholic beverages.
d. Allowing Accessory Commercial Units on residential properties in select locations Downtown and along Mission Boulevard.
e. Anything else?
Are there any other types of businesses we should consider streamlining the permitting process for?

ATTACHMENTS
Attachment I Staff Report
Attachment II Summary of Best Practices Report
Attachment III Analysis of Hayward Codes and Practices
Attachment IV Outreach Summary
CITY OF HAYWARD Printed on 9/18/2025Page 2 of 2
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DATE: September 23, 2025

TO: Mayor and City Council

FROM: Development Services Director

SUBJECT: Business-Friendly Hayward Project Update: Review of Summary of Best Practices Report, Analysis of Hayward Codes and Practices, Downtown Commercial Analysis, and Outreach Summary

RECOMMENDATION
That the Council provide feedback and direction on the Business-Friendly Hayward Project based on the Summary of Best Practices Report, Analysis of Hayward Codes and Practices, Downtown Commercial Analysis, and Outreach Summary.

SUMMARY
The Business-Friendly Hayward Project is a joint effort of the Planning and Economic Development Divisions which aims to accomplish a series of Strategic Roadmap projects and Downtown Specific Plan implementation programs by focusing on the following objectives:
 Streamline entitlement and permitting processes for desirable businesses across the City’s commercial and mixed-use zoning districts.
 Activate vacant and underutilized properties and storefronts Downtown.

The discussion section in this report includes a summary of the recommendations from the Analysis of Hayward Codes and Practices Report with (starting on page four). Staff plans on moving forward with these recommendations later this year, unless the City Council provides feedback otherwise at this work session. Staff is looking for specific feedback from Council on allowable uses:

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1. Looking at the Analysis of Hayward Codes and Practices Report, does Council have feedback on allowing the following uses:
a. Making beer/wine sales more permissible.
b. Allowing small scale live entertainment activities with a simplified permitting process.
c. Identifying specified entertainment zones that potentially include open carry alcoholic beverages.
d. Allowing Accessory Commercial Units on residential properties in select locations Downtown and along Mission Boulevard.
e. Anything else?

2. Are there any other types of businesses we should consider streamlining the permitting process for?

BACKGROUND
Downtown Specific Plan. In 2019, the City Council adopted the Downtown Specific Plan,1 which provides a strategy to achieve the community’s vision of a resilient, safe, attractive, and vibrant historic Downtown. It has a series of implementation programs, including:
 Program LU 2: Update zoning regulations to allow temporary uses such as temporary structures on vacant lots, temporary uses in existing structures, pop-up shops, fruit stands, and mobile businesses, especially in vacant or underutilized spaces (including vacant storefronts) to increase small-scale business opportunities and to temporarily fill gaps in the urban fabric.
 Program LU 4: Update zoning regulations to modernize land use regulations and allow uses consistent with the vision for Downtown, such as neighborhood and regional serving retail, destination dining, entertainment, and indoor recreation that serve a diverse population including students, families, seniors, creative class professionals, and artists.
 Program CD 2: Update use regulations to encourage pedestrian-oriented uses that can help to activate the Downtown, such as sidewalk dining and outdoor seating.  Program ED 2: Modify zoning regulations to allow on-site retailing with small-scale production or processing at the same location.
 Program ED 3: Modify zoning regulations to allow collaborative incubator and working spaces for emerging innovative start-ups or smaller companies that benefit from shared and more affordable working space.

1 Hayward Downtown Specific Plan: https://www.hayward-ca.gov/sites/default/files/documents/DSD-Planning-Hayward- Downtown-Specific-Plan.pdf

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 Program ED 6: Improve and streamline the entitlement process to attract investment and development and for projects involving the expansion and upgrades of existing Plan Area businesses, including for code-compliance upgrades.

Project Overview. The Business-Friendly Hayward Project is a joint effort of the Planning and Economic Development Divisions which aims to accomplish the Downtown Specific Plan implementation programs listed above and Strategic Roadmap Projects E6 and E5 described below, and by focusing on the following project objectives:
 Streamline entitlement and permitting processes for desirable businesses across the City’s commercial and mixed-use zoning districts.
 Activate vacant and underutilized properties and storefronts Downtown.

In partnership with Rincon Consultants and Metrovation Retail Resources, staff reviewed best practices for creating lively and thriving commercial areas, completed an analysis of the City’s codes and practices related to commercial and mixed-use districts, and conducted a commercial analysis that identifies community preferences and impediments to business attraction and start up. In addition, staff is currently leading a series of outreach efforts aimed at getting feedback from businesses, the community, and other stakeholders. These efforts are discussed further in the Analysis and Public Outreach sections below. Based on this research and the feedback gathered, revisions to the Municipal Code will be drafted and presented to stakeholders for review later this year.

Permitting Processes. The Hayward Municipal Code designates permit approval procedures aimed at ensuring the orderly development and operation of compatible business activities that are aligned with long-term General Plan goals. The following range of ministerial and discretionary review procedures apply based on the allowable and conditionally allowable uses within each zoning district:
 Zoning Conformance Permit (ZCP): Ministerial approval of various uses and activities permitted by-right. The fees associated with Zoning Conformance Permits currently range from $98 to $587. Applicants are required to fill out a simple online application with minimal submittal requirements. Processing is completed within one to four weeks, depending on the type of permit.
 Administrative Use Permit/Temporary Use Permit (AUP/TUP): Discretionary review and approval for various uses by the Planning Manager, based on specific findings, with conditions. Decisions by the Planning Director may be appealed to a public hearing of the Planning Commission. The AUP process is also applicable to certain temporary uses for various commercial and mixed-use districts. The initial deposit required for a typical AUP application is $2,000, though review time is billed on an hourly basis, so the total cost may exceed this deposit. Applicants are required to complete an online application and submit numerous documents including plan sets prepared by licensed professionals and business plans. Processing typically takes three to four months.
 Conditional Use Permit (CUP): Discretionary review and approval by the Planning Commission based on specific findings, with conditions. Decisions by the Planning

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Commission may be appealed to a public hearing of the City Council. The initial deposit required for a CUP application is $6,000, though review time is billed on an hourly basis, so the total cost may exceed this deposit. As with an AUP, applicants are required to complete an online application and submit numerous documents including plan sets prepared by licensed professionals and business plans. Processing typically takes five to six months.

ANALYSIS
Summary of Report. The Summary of Best Practices Report (Attachment II) provides an overview of ordinance amendments and other initiatives taken by jurisdictions throughout the region to enliven their commercial districts and support business vitality. Some key takeaways that potentially provide good models for Hayward include:
 Flexible and Simplified Zoning (Fremont, Mountain View, Union City). Allow flexibility in land use regulations to allow for a variety of uses and adapt to varying marketing conditions. This should include a balance of “work” and “play” uses, with as many as possible allowable by right. Reduce the number of districts to make zoning easier to understand and enforce.
 Active Uses (Pleasanton, Redwood City). Overlay districts can be used to encourage active ground floor uses that attract walk-in customers.  Live Entertainment (Sacramento, Morgan Hill). Live entertainment permits can be used to allow streamlined permitting for small live performances, such as musicians at a cafe or brewery, that operate within specific parameters regarding hours of operation, number of occupants, and/or noise levels.
 Addressing Vacancies (San Francisco). Allow small businesses, artists, and cultural organizations to create pop-ups in vacant storefronts Downtown.  Sidewalk Cafes and Parklets (Emeryville, Pleasanton, San Jose). Allow for streamlined approval of parklets and sidewalk dining. Establish a pre-approved list of standardized parklet designs that offer opportunities for expedited permit review.

Analysis of Hayward Codes and Practices. The Analysis of Hayward Codes and Practices (Attachment III) provides a deep dive into the portions of the City’s Municipal Code that govern commercial and mixed-use districts. It identifies land use regulations, permitting processes, development standards, and organizational issues that serve as obstacles to desirable businesses and activities, and offers recommendations for business-friendly code amendments. Key recommendations from this report include:

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 Permit Approval Processes. Establish simplified permitting processes for temporary uses, built in outdoor dining spaces, and small-scale live entertainment/cabaret2 events to enhance activity in commercial areas.
 Allowable Uses. Amend the allowable uses to reduce the permitting requirements for establishments serving and selling beer and wine, custom manufacturing uses, small health clubs, pet services, and small-scale educational facilities to align with community preferences and market demand. Consider designating certain neighborhoods, corridors or sub-districts as “entertainment zones” that have relaxed requirements for alcohol uses. Provide regulations to allow for Accessory Commercial Units3 in select Mission Boulevard and Downtown districts.  Organization. To mirror the organization of the Downtown, Mission Boulevard, Industrial, and Residential codes, consolidate the base commercial districts into a single section of the Zoning Ordinance with combined tables for allowable uses and development standards.
 Definitions. Modify the definitions for personal services, office, retail, cabaret, and small-scale educational services to stay current with market trends and accommodate emerging and innovative uses.
 Zoning District Consolidation. Given their minimal presence and isolated locations, incorporate properties zoned as Residential Office (RO), Limited Access Commercial (CL), and Regional Commercial (CR) into other commercial districts that allow similar uses and development patterns. See the Analysis of Hayward Codes and Practices Report (Attachment III) for maps of each of the affected properties.

Downtown Commercial Analysis. The Downtown Commercial Analysis (Appendix A of Attachment III) presents a breakdown of Downtown Hayward’s commercial conditions and market dynamics. The analysis identifies specific barriers to business attraction and retention, and evaluates physical conditions, tenant mixes, market strengths, and opportunities for improvement in the Downtown core, particularly around B Street, Foothill Boulevard, and the Cinema Place area. Key findings include:
 Visual Identity and Physical Conditions. Downtown does not currently convey the image of a thriving commercial district. Many storefronts remain vacant or boarded up, with fencing, and neglected private properties contribute to a perception of disinvestment.

2 Per Section 10-1.3500 of the Hayward Municipal Code, a cabaret is defined as “any establishment, event or place where live entertainment is provided by or for any patron or guest, including but not limited to singing, playing music, dancing, performing karaoke, acting, conduction a fashion show, performing pantomime, performing comedy or other act or performance, either as the main purpose for such gathering or as an ancillary activity to some other purpose.” 3 An Accessory Commercial Unit (ACU) is similar to an Accessory Dwelling Unit (ADU), except that they serve as small commercial storefronts at people’s homes, often in a garage conversion.

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 Traffic Circulation and Parking. One-way streets, limited directional signage, and high traffic speeds make navigating and parking Downtown difficult. These circulation issues deter visitors and limit access to businesses, especially along Foothill Boulevard.4
 Limited Destination Anchors. Downtown lacks businesses that serve a younger demographic that can reliably draw outside visitors or sustain evening and weekend activity. The area would benefit from a more balanced mix of local-serving retail and entertainment venues or experiential businesses.5

 Opportunities for Activation. Vacant storefronts, underutilized lots, and long blocks lacking active edges create opportunities for temporary uses, pop-up businesses, and placemaking interventions to build momentum and test future uses.  Downtown Demographics. The primary demographic groups that live within a mile radius of Downtown include “Significant Singles” (diversely aged singles with active lifestyles), “Flourishing Families” (middle-aged households living comfortable and active lifestyles), and “Family Union” (middle aged households with blue-collar occupations). These groups tend to patronize dining, nightlife, health, entertainment, personal service, and retail uses.
 Supply/Demand. Downtown has a demand for several kinds of new businesses, including restaurants, ethnic food stores, personal care services, and retailers.

However, there is an oversupply of auto dealers and furniture stores in the area.

PUBLIC OUTREACH
Council Economic Development Committee Meeting, February 3, 2025 On February 3, 2025, staff met with the Council Economic Development Committee (CEDC) to kick off the Business-Friendly Hayward Project. Here the CEDC provided their first impressions of the project and provided direction on what items and areas they wanted staff to focus on. These areas included:
 Expanding “Personal Services”6 as a use that is permitted by right throughout commercially zoned areas.
 Encouraging community amenities, entertainment uses, and meeting spaces.

4 The Transportation Division is currently leading Safe Streets Hayward, a project aimed at improving safety in the Downtown Loop, A Street, B Street, and Tennyson Road. https://safestreetshayward.org/#/home 5 Experiential businesses may include recreational uses, such as axe throwing and trampoline parks, as well as marketplace environments like the Hive in Oakland (https://hiveoakland.com) or the Anaheim Packing District in Southern California (https://www.anaheimpackingdistrict.com/). 6 Personal services typically include uses such as barber shops and beauty salons; nail salons, dry cleaners; locksmiths; shoe repair shops; and tailors.

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 Allowing a more streamlined permitting process for pop-up events and temporary uses.

Survey Results
On July 10, 2025, staff published a survey aimed at both community members and business owners. This survey has been promoted via the project website, the City’s e-newsletter, social media platforms, the Permit Center, canvasing in commercial areas, and through community-based organizations. At the survey’s close we had 290 responses with 51 of respondents being business owners and 239 being community members.

The survey focused on identifying types of businesses that community members want to see more of in Hayward and the biggest barriers that business owners face to opening or operating businesses in Hayward. Results from the survey are included as Attachment IV.

Business owners indicated that licensing (official permission from the City to legally run their business) and compliance with health and safety requirements are the two areas that have the greatest impact on their business operations with those items combined making 51% of the feedback on this question. Written responses indicate that perceptions of safety and restrictions on seemingly low impact uses, such as outdoor dining, live music, and beer and wine service, are among the most common perceived barriers to opening and improving business in Downtown Hayward.

Community members have rated their satisfaction with the current variety of businesses in the City of Hayward at an average of 2.61 stars out of five and 72% of respondents stated they would spend more time and money in Downtown Hayward if there were more local businesses, events, or nightlife. Hayward residents called out the commercial areas in Castro Valley, Pleasanton, and Dublin as areas that they enjoyed visiting, citing a feeling of safety, walkability, and lack of vacancies as the primary draw.

Respondents were asked if they would be open to further communication from City staff about their responses. Those who were open to more outreach participation were sent a second, more detailed survey on July 28, 2025. In this survey respondents were given the opportunity to indicate interest in participating in focus groups. Staff plans to reach out to these individuals to schedule a few times to meet. Detailed community feedback will be used to refine staff’s recommendations and presented to decisionmakers at future meetings on this topic.

Pop Up Events
Staff attended the Summer Street Parties on June 12, 2025, July 17, 2025, and August 21, 2025. At these events, staff asked residents and visitors what their favorite place in Hayward is and what types of businesses they wish Hayward had more of. Community members indicated that outdoor spaces such as the Hayward Shoreline and the Japanese Tea Garden were among their favorites. Additionally, the most requested new businesses in Hayward included recreational uses such as skating rinks, axe throwing, and recreation catered towards children.

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Downtown Hayward Improvement Association Meeting
On July 10, 2025, staff met with the Downtown Hayward Improvement Association (DHIA) to share details about the project and receive feedback from the Hayward business community. Members of the DHIA shared concerns about things they feel are a threat to the success of businesses Downtown, such as sidewalk vendors and vacant, City owned properties and pointed staff in the direction of successful community activators in other jurisdictions such as the San Diego Parklet Program.

The DHIA expressed a strong desire to be more involved with the Business-Friendly Hayward Project. The Hayward Chamber of Commerce president and CEO were both at the DHIA meeting and Staff has reached out to discuss their project involvement and assist with further outreach to different business groups to get more in depth feedback.

Planning Commission Work Session
On August 28, 2025, staff presented the Business-Friendly Hayward initiative to the Planning Commission to provide an overview of the project and receive preliminary input prior to advancing to the next phase of Municipal Code updates. The Commission expressed overall support and enthusiasm for the initiative. With the assurance that staff had consulted with the Hayward Police Department regarding potential impacts to enforcement, the Commission endorsed the proposed revisions related to Live Entertainment Permits and streamlined permitting requirements for beer and wine service. Commissioners also expressed interest in exploring the potential for entertainment districts in the Downtown area.

The Commission did, however, raise concerns regarding Accessory Commercial Units (ACUs) and parklets. Commissioners felt that introducing ACUs at this time could compound existing challenges related to sidewalk vending. They also voiced hesitation about converting downtown parking spaces into parklets, expressing doubt about their suitability and effectiveness within the Hayward context.

While supportive of the majority of concepts presented, the Commission emphasized the importance of tailoring strategies to align with Hayward’s unique identity. Commissioners cautioned against adopting programs solely based on practices observed in other jurisdictions and underscored their desire for staff to prioritize initiatives that enhance and preserve the character that makes Hayward distinctive.

DISCUSSION
Staff plans on moving forward with the recommendations listed in the Analysis of Hayward Codes and Practices section on page four, unless the City Council provides feedback otherwise at this work session. Staff is looking for specific feedback from Council on allowable uses:

1. Looking at the Analysis of Hayward Codes and Practices Report, does Council have feedback on allowing the following uses:
f. Making beer/wine sales more permissible.

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g. Allowing small scale live entertainment activities with a simplified permitting process.
h. Identifying specified entertainment zones that potentially include open carry alcoholic beverages.
i. Allowing Accessory Commercial Units on residential properties in select locations Downtown and along Mission Boulevard.
j. Anything else?

2. Are there any other types of businesses we should consider streamlining the permitting process for?

STRATEGIC ROADMAP

The Hayward Strategic Roadmap7 is a Council led initiative that outlines the shared vision for Fiscal Year 2025 and beyond. There are six core priorities required to achieve the Strategic Roadmap’s vision and numerous key projects to advance each priority. The Grow the Economy priority focuses on investing in business support services, creating thriving commercial corridors, growing workforce development pipelines, and strategically disposing of City property. This effort supports two of the projects listed under this priority:
 Project EP5: Provide a report on how midsized cities revitalized downtowns.  Project EP6: Provide a report on ordinances that may have adverse impacts on businesses.8

ECONOMIC IMPACT
Streamlining the permitting process for commercial development may result in more businesses opening in Hayward and operating successfully for longer periods of time. This in turn can lead to increased tax revenue for the City, the creation of local jobs, and further investment in our commercial centers.

FISCAL IMPACT
Consultant Rincon’s approved contract and associated budget, is $99,877 and has been paid for out of the Planning Division’s consultant budget for FY 2025. To reduce consultant costs for this project, staff entirely led the extensive outreach efforts and will be taking the lead in drafting revisions to the Municipal Code.

7 Hayward Strategic Roadmap: https://www.hayward-ca.gov/your-government/documents/hayward-strategic-roadmap 8 In order to alleviate adverse impacts on restaurants and remove unnecessary restrictions, the City’s alcohol regulations were updated in March 2023 to make it easier for full-service restaurants to obtain permission from the City to serve alcohol at their establishments. City Council Public Hearing, March 7, 2023:
https://hayward.legistar.com/LegislationDetail.aspx?ID=6050568&GUID=9C6E57B1-0937-4560-BD41- 5D1B007B5745&Options=&Search=

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NEXT STEPS
Based on the direction received at tonight’s work session, updates to the City’s Municipal Code will be drafted and brought before the Planning Commission and Council for review and approval in late 2025 or early 2026.

Prepared by: Elizabeth Blanton, AICP, Senior Planner
Sachiko Riddle, Assistant Planner

Recommended by: Sara Buizer, AICP, Development Services Director

Approved by:

___________________________________________________
Jayanti Addleman, Interim City Manager

City of Hayward
Business Friendly Code Updates
Summary of Best Practices

City of Hayward
777 B Street
Hayward, California 94541
Contacts: Sachiko Riddle, Assistant Planner

prepared with the assistance of
Rincon Consultants, Inc.
66 Franklin Street, Suite 300
Oakland, California 94607
April 2025

Attachment II
Table of Contents

Summary of Best Practices i
Table of Contents
1 Introduction .................................................................................................................................... 1

1.1 Best Practices in Comparable Jurisdictions ........................................................................ 1

1.2 Key Takeaways .................................................................................................................... 5

City of Hayward
Business-Friendly Hayward

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Introduction

Summary of Best Practices 1
1 Introduction
The City of Hayward has initiated the Business Friendly Hayward project to streamline entitlement and permitting processes to facilitate the establishment of desirable businesses across commercial and mixed-use zoning districts and to activate vacant and underutilized properties and storefronts in the City’s Downtown. This Summary of Best Practices report summarizes ordinance amendments and other initiatives taken by comparable jurisdictions throughout the region and highlights business-friendly practices and processes, including strategies to encourage pedestrian-oriented uses, streamline specific entitlement processes and temporary uses, and enhance business friendliness. This report also identifies key takeaways for implementing such programs.

1.1 Best Practices in Comparable Jurisdictions
City of Emeryville
Sidewalk Cafes and Parklets
In response to COVID-19 regulations prohibiting indoor dining, the City of Emeryville adopted modified planning regulations temporarily allowing the operation of sidewalk cafés and parklets in conjunction with street-level eating and drinking establishments, as described in an Agenda Report dated September 22, 2022.1 Article 15 of the Emeryville’s Zoning Ordinance establishes application procedures, operational standards and regulations for sidewalk cafes and parklets. In recent years, Emeryville and other cities including San Jose, Mountain View, and Walnut Creek have adopted regulations to permanently allow outdoor restaurant seating on sidewalks, parking lots, and other public spaces.2
City of Pleasanton
Parklets Permitting Process
The City of Pleasanton adopted new regulations to allow the installation of parklets on parking spaces located in the public right-of-way within specific areas of the Downtown Pleasanton. The Parklets Design Review process allows business owners to choose from a pre-approved list of standardized parklet designs and provides a streamlined, over-the-counter approval process.3 Applicants may also propose an alternative parklet design subject to additional requirements, including review for compliance with parklet design guidelines that regulate the size, location, barrier design, colors and materials, and additional operational requirements.4 Once a parklet has been approved by the Planning Division, applicants are required to apply for an encroachment permit with the Engineering Department. The City of Pleasanton also provides financial assistance,

1 Emeryville Planning Commission Staff Report. https://www.ci.emeryville.ca.us/DocumentCenter/View/14441/Item-81---Sidewalk-Cafe- and-Parklet-Regulations?bidId=
2 Emeryville Cooking Up Permanent Outdoor Dining Plans. https://www.eastbaytimes.com/2022/05/06/emeryville-cooking-up- permanent-outdoor-dining-plans/
3 Pleasonton Parklet standardized Plans. https://www.cityofpleasantonca.gov/assets/our-government/community-development/permits- forms-fees/standard-parklet-design-package.pdf
4 City of Pleasanton Parklet Design Guidelines. https://www.cityofpleasantonca.gov/assets/our-government/community- development/permits-forms-fees/parklet-design-guidelines.pdf City of Hayward
Business-Friendly Hayward

2 including reimbursement of eligible expenses relating to the construction and operation of the parklet to businesses interested in providing an outdoor shopping or dining area.5 Active Use Overlay
The City of Pleasanton has established an Active Use Overlay in the Downtown Specific Plan. The Specific Plan defines “active ground floor use” as a use that promotes an active pedestrian environment on the ground floor of a commercial building and attracts walk-in customers, which includes retail establishments, restaurants, bars and brew pubs, craft studios, and other uses deemed similar by the Director of Community Development. Such uses are reviewed and permitted via zoning certificate to ensure compliance with applicable zoning regulations for the proposed use.

The active use overlay promotes commercial and retail uses while limiting office uses and personal services in areas designated for active ground floor uses.

City of Sacramento
Office of Nighttime Economy
The Office of Nighttime Economy was established to serve as a liaison between City departments and local businesses, residents, and other community members with the goal of facilitating a well- managed, vibrant and safe nightlife. The Office manages the City’s Limited Entertainment Permit Program, assists members of the public in resolving on-going challenges related to City events and permitting requirements, and provides resources including safety and de-escalation training. The Office of Nighttime Economy holds public events, such as the Sociable City Summit, to provide an opportunity for the City to work closely with business owners, residents, and City departments to identify strengths, challenges, and opportunities to prioritize a safe and vibrant social economy.

Limited Entertainment Permits
Sacramento’s Office of Nighttime Economy manages the Entertainment Permit Program, works with inter-departmental staff to address entertainment and nightlife-related issues, and provides training and offers resources to business owners. In April 2025, the City adopted new regulations allowing different levels of entertainment-related permits based on multiple assessments of the City’s social economy and live music scene. Such assessments identified regulatory relief as a strategy to boost nighttime activities. Limited Entertainment Permits are intended to allow secondary uses with restrictions on the hours of operation and occupancy for the use. Through the Limited Entertainment Permit process, small businesses with an occupancy of 299 persons or less, such as a coffee shop, restaurant or similar use could apply for a streamlined permit to host live music, comedy, or other shows.6
City of San Jose
Al Fresco Program to Convert a Sidewalk or Street Parklet7 The Al Fresco program allows businesses to convert adjacent sidewalks or parking spaces in the public right-of-way to outdoor dining and seating areas through a ministerial permitting process that is managed by the Public Works Department. The parklets are permitted in a wide range of

5 City of Pleasanton Downtown Parklet Grant Program
6 Sacramento City Council Approved New Entertainment Permit. https://sacramentocityexpress.com/2024/03/27/sacramento- developing-streamlined-permits-for-small-businesses-to-host-live-entertainment/ 7 San Jose Al Fresco Initiative. https://www.sjeconomy.com/why-san-jose/covid-19-guidance/sj-alfresco-initiative Introduction

Summary of Best Practices 3
commercial and mixed-use zoning districts and are reviewed for compliance with standard and operational requirements that limit the size, design, and location of parklets, including a required minimum separation distance of 150 feet from the nearest residentially zoned property. Similarly, the City of San Jose Planning Department processes applications for the conversion of private parking lots and outdoor spaces into areas for outdoor dining and similar uses through three permit options: a Permit Adjustment, Administrative Permit, or Special Use Permit. Each permit process differs in permit review time, fees, and applicable development and operational standards. The Permit Adjustment and Administrative permit processes are reviewed ministerially and the Special Use Permit requires public notice and a Director’s Hearing for approval.

City of Redwood City8
Downtown Precise Plan Active Ground Floor Uses and Transit Districts9 Redwood City’s Downtown Precise Plan was first adopted in 2011 and has been amended several times to respond to changing conditions. The plan area has seen significant office and residential development. The Precise Plan created transit districts and reinforced requirements for active ground floor uses to address the excessive conversion of active retail spaces to office space. Active uses that are permitted by-right in the downtown districts include a range of retail, business and personal services, office and residential uses. Use regulations in the Redwood City Precise Plan provide permitting flexibility by allowing inactive ground floor uses (uses typically not open to the public, including offices and residential uses) in areas where active ground uses are otherwise required, along the main downtown corridors. In such cases, inactive uses are permitted through the Use Permit process, which is subject to Zoning Administrator approval.

City of Fremont
Downtown Community Plan Flexible Land Use Regulations10 The City of Fremont adopted the Downtown Community Plan and Design Guidelines to facilitate the creation of a vibrant, urban, mixed-use district within the Downtown District. The Downtown District permits distinct commercial-retail opportunities, housing, offices, civic parks and plazas, entertainment, restaurants (including sidewalk cafes and parklets), cultural art venues, an art program and consolidated City government offices. The aim of the plan is to provide flexibility in land use regulations that allow buildings to adapt to a variety of uses and respond to varying marketing conditions.

City of Mountain View
Downtown Precise Plan
The City of Mountain View is in the process of updating the City’s Downtown Precise Plan. The City is focusing on reducing the number of sub-areas, as each sub-area establishes different zoning regulations., which would allow restaurants to operate regardless of available parking. The draft

8 We understand that the City also adopted an ordinance that allows City staff to update the zoning code as needed to address the allowance of emerging land uses. City staff compiles the amendments for City Council consideration on consent. The ordinance will be provided at a later date once located.
9 Redwood City Downtown Precise Plan. https://www.redwoodcity.org/home/showpublisheddocument/10001/638591604711200000 10 Freemont Downtown Community Plan. https://www.fremont.gov/home/showpublisheddocument/8225/638282110624070000 City of Hayward
Business-Friendly Hayward

4 plan also includes restaurants and indoor recreation uses as permitted uses and would no longer require a conditional use permit for restaurants serving beer and wine.

City of Morgan Hill
Zoning Ordinance Update
Policy and land use changes in Morgan Hill are driven by the economic development plan, which focuses on economic development goals including allowing retail, advanced manufacturing, tourism and medical uses. The plan also permits retail uses across all commercial zones, except in industrial areas. Morgan Hill’s municipal code also regulates live entertainment and allows such uses in restaurants, bars, and nightclubs through the Live Entertainment Permit.11 This permit ensures that entertainment activities do not create public nuisances or necessitate excessive public safety resources.12
City of Union City
The Union City Zoning Ordinance permits a range of commercial and office uses that are associated with active public spaces, including business services, educational and health services, instructional uses, sidewalk cafés, and office and personal uses, that generate pedestrian traffic and attract a range of users across all zoning districts. In addition, title 18 of Union City’s Zoning Ordinance establishes innovative commercial and mixed-use zoning districts that allow various permitted (and/or conditionally permitted) uses described below.13 Corridor Mixed-Use (CMU) and Station East Employment (SEE) Districts The Union City Zoning Ordinance establishes mixed-use districts to allow a range of commercial, light industrial, office, recreational, and research related uses with the goal of fostering employment opportunities. The CMU district provides development standards and regulations to allow additional opportunities for residential and mixed-use development along arterial roads and corridors. In contrast, the SEE district encourages a built environment that is walkable, bikeable, and accessible by train due to proximity to the Union City Train Station. The mixed-use employment district establishes permitted uses to support a balance of “work and Play” uses, including breweries (with live amplified and non-amplified music), professional trade schools, various light manufacturing uses, professional offices including engineering and design services, media production studios, commercial cannabis and civic facilities. Most uses are allowable by right.

City of San Francisco
Vacant to Vibrant Program
The City of San Francisco Office of Economic Workforce and Development manages the Vacant to Vibrant program, in partnership with a local non-profit organization.14 The program creates opportunities for small businesses, artists, and cultural organizations to create pop-ups in vacant storefront spaces throughout Downtown. The program provides grants to small businesses and

11 Live Entertainment Permit, City of Morgan Hill.
https://www.morganhill.ca.gov/2174/Live-Entertainment-Permit 12 City of Morgan Hill Amusement and Entertainment Premises.

Https://library.municode.com/ca/morgan_hill/codes/code_of_ordinances?nodeId=TIT5BULIGE_CH5.28AMENPRH 13 Union City Zoning Ordinance. https://ecode360.com/43313269#43313269 14 Transforming Vacant Storefronts into Vibrant Businesses. https://www.vibrantsf.org/ Introduction

Summary of Best Practices 5
monetary resources to property owners and technical assistance for navigating the permitting process.
.

1.2 Key Takeaways
As summarized above, other California Cities have implemented programs that can serve as a model for the City of Hayward. General themes are:
▪ Allow flexibility in permitting maker uses and brewery uses in commercial and mixed-use districts
▪ Permit parklets to provide outdoor seating for restaurants ▪ Establish a City program to provide resources to business and property owners of live entertainment uses
▪ Establish a permit process to allow small businesses and local organizations to host pop-ups events in areas within Downtown Hayward.
▪ Establish requirements for active ground floor uses to limit excessive conversion of inactive ground floor uses to office space
▪ Reduce the number of commercial zones
▪ Allow indoor recreation uses by right in a wider variety of commercial zones

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Business Friendly Code Updates
Analysis of Hayward Codes and Practices
prepared for
City of Hayward
777 B Street
Hayward, California 94541
prepared with the assistance of
Rincon Consultants, Inc.
66 Franklin Street, Suite 300
Oakland, California 94607
August 2025

Attachment III
Table of Contents

Analysis of Hayward Codes and Practices i
Table of Contents
1 Introduction .................................................................................................................................... 1 2 City of Hayward Commercial and Mixed-Use Zoning Regulations ................................................. 2

2.1 Zoning Districts ................................................................................................................... 2

2.1.1 Base Commercial Zoning Districts ...................................................................... 2

2.1.2 Downtown Specific Plan Mixed-Use Districts ..................................................... 2

2.1.3 Mission Boulevard Code Mixed-Use Districts ..................................................... 3

2.2 Permit Approval Processes, Development Standards, Regulations, and Definitions ......... 3

2.2.1 Permitting Processes and Development Standards ........................................... 3

2.2.2 Supplemental Regulations, Standards, and Conditions for Specific Uses .......... 4

2.2.3 Land Use and Zoning Regulation Definitions ...................................................... 4

2.3 Evaluation of Existing Permitting Requirements and Zoning Regulations in the Zoning Ordinance and the Downtown and Mission Boulevard Codes ............................... 5 3 Recommended Business-Friendly Amendments ............................................................................ 6

3.1 Amendments to Permit Approval Processes, Development Standards, Regulations, and Definitions .................................................................................................................... 6

3.1.1 Permit Approval Processes and Allowed Uses ................................................... 6

3.1.2 Organization ....................................................................................................... 7

3.1.3 Definitions ........................................................................................................... 8

3.2 Zoning District Consolidation .............................................................................................. 8

3.2.1 Elimination of the Residential Office (RO) Zoning District to Consolidate with the Commercial Office (CO)District ............................................................ 8

3.2.2 Elimination of the Regional Commercial (CR) Zoning District ............................ 9

3.2.3 Elimination of the Limited Access Commercial (CL) Zoning District ................... 9

3.3 Conclusion .........................................................................................................................10 Figures
Figure 1 Residential Office Zoning Districts (North Hayward) ........................................................11 Figure 2 Regional Commercial (CR) District ....................................................................................12 Figure 3 Limited Access Commercial Districts ................................................................................13 Figure 4 Limited Access Commercial Districts ................................................................................14 Figure 5 Limited Access Commercial Zoning Districts ....................................................................15 Appendices
Appendix A Downtown Hayward Commercial Assessment
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Introduction

Analysis of Hayward Codes and Practices 1
1 Introduction
The City of Hayward has initiated the Business Friendly Hayward project to streamline entitlement and permitting processes to support the establishment of businesses desirable to the community across Hayward’s commercial and mixed-use zoning districts and to activate vacant and underutilized properties Downtown. The project will result in a modernized Commercial code that mirrors the more recently adopted Downtown, Mission Boulevard, Industrial, and Residential codes.

The recommendations included in this report are informed by an assessment of Hayward’s commercial zoning regulations, including provisions related to permitted and conditionally permitted uses, use definitions, operational and permitting requirements, and code structure. They also incorporate initiatives and policy innovations from nearby jurisdictions. Accordingly, this report focuses on recommending targeted amendments to the Municipal Code that will facilitate business development and economic revitalization citywide.

City of Hayward
Business Friendly Code Updates

2 2 City of Hayward Commercial and
Mixed-Use Zoning Regulations
Chapter 10 of the Hayward Municipal Code includes land use regulations and establishes zoning districts for all property within city boundaries. The following sections describe the format and organization of regulations, standards, and conditions applicable to commercial and mixed-use zoning districts.

2.1 Zoning Districts

2.1.1 Base Commercial Zoning Districts
Each base commercial district is regulated by a unique set of development standards to facilitate an intentional development pattern and designate a set of permitted, conditionally permitted, and prohibited uses. The following base commercial zoning districts are established in Chapter 10, Article 1 of the Zoning Ordinance:
▪ Residential Office (RO)
▪ Neighborhood Commercial (CN)
▪ Neighborhood Commercial – Residential District (CN-R) ▪ General Commercial (CG)
▪ Commercial Office (CO)
▪ Limited Access Commercial (CL)
▪ Central Business (CB)
▪ Regional Commercial (CR)
For each base commercial zoning district, the Zoning Ordinance establishes development standards for regulating lot requirements, yard requirements, height limits, and design standards, as well as performance standards for specific commercial uses and business activities (i.e., minimum requirements for drive-in establishments).

2.1.2 Downtown Specific Plan Mixed-Use Districts
In April 2019, the City of Hayward adopted the Downtown Specific Plan (DTSP)1 to establish permitting procedures and development standards for Downtown Hayward. The Downtown Code promotes coordinated development that leverages the Downtown’s unique assets, including its central location within the Bay Area region, proximity to educational institutions, access to the Downtown Hayward Bay Area Rapid Transit (BART) station, and the availability of public amenities.

The following Downtown Code zoning districts are established in Chapter 10, Article 28:
▪ Neighborhood Edge (NE)
▪ Neighborhood General (NG)
▪ Urban Neighborhood (UN)

1 Hayward Municipal Code Chapter 10, Article 28, Downtown Development Code:
https://library.municode.com/ca/hayward/codes/municipal_code?nodeId=HAYWARD_MUNICIPAL_CODE_CH10PLZOSU_ART28DECO City of Hayward Commercial and Mixed-Use Zoning Regulations

Analysis of Hayward Codes and Practices 3
▪ Downtown Main Street (DT-MS)
▪ Urban Center (UC)

2.1.3 Mission Boulevard Code Mixed-Use Districts
The City of Hayward adopted the Mission Boulevard Code2 in August 2020 to support the objectives and related policies for development along the Mission Boulevard corridor. The Mission Boulevard Code establishes the following zoning districts in Chapter 10, Article 24 of the Zoning Ordinance:
▪ Mission Boulevard – Corridor Neighborhood (MB-CN)
▪ Mission Boulevard – Neighborhood Node (MB-NN)
▪ Mission Boulevard – Corridor Center (MB-CC)
▪ Mission Boulevard – Civic Space (MB-CS)

2.2 Permit Approval Processes, Development
Standards, Regulations, and Definitions

2.2.1 Permitting Processes and Development Standards
The Hayward Municipal Code designates permit approval procedures aimed at ensuring the orderly development and operation of compatible business activities that are aligned with long-term General Plan goals. The Zoning Ordinance establishes a range of ministerial and discretionary review procedures that apply based on the allowable and conditionally allowable uses within each zoning district.
▪ Zoning Conformance Permit3 (ZCP): Ministerial approval of various uses and activities permitted by-right. The fees associated with Zoning Conformance Permits currently range from $98 to $587.4 Applicants are required to fill out a simple online application with minimal submittal requirements. Processing is completed within one to four weeks, depending on the type of permit.
▪ Administrative Use Permits5 (AUP): Discretionary approval for various uses, based on specific findings, with or without conditions, by the Planning Director. Decisions by the Planning Director may be appealed to a public hearing of the Planning Commission. The AUP process is also applicable to certain temporary uses for various commercial districts, as established by the Zoning Ordinance (HMC Chapter 10, Article 1). The initial deposit required for a typical AUP application is $2,000, though review time is billed on an hourly basis, so the total cost may exceed this. Applicants are required to complete an online application and submit numerous documents including plan sets and business plans. Processing typically takes three to four months.

2 HMC Chapter 10, Article 24 - Mission Boulevard Code:
https://library.municode.com/ca/hayward/codes/municipal_code?nodeId=HAYWARD_MUNICIPAL_CODE_CH10PLZOSU_ART24MIBOCO 3 HMC Sec. 10-1.2950 – Zoning Conformance Permit:
https://library.municode.com/ca/hayward/codes/municipal_code?nodeId=HAYWARD_MUNICIPAL_CODE_CH10PLZOSU_ART1ZOOR_S10-

1.2950ZOCOPE
4 Hayward Master Fee Schedule: https://www.hayward-ca.gov/sites/default/files/pdf/Adopted-FY-2026-Master-Fee-Schedule.pdf 5 HMC Sec. 10-1.3100 – Administrative Use Permit:
https://library.municode.com/ca/hayward/codes/municipal_code?nodeId=HAYWARD_MUNICIPAL_CODE_CH10PLZOSU_ART1ZOOR_S10-

1.3100ADUSPE
City of Hayward
Business Friendly Code Updates

4 ▪ Conditional Use Permit6 (CUP): Discretionary approval based on specific findings, with or without conditions, by the Planning Commission. Decisions by the Planning Commission may be appealed to a public hearing of the City Council. The initial deposit required for a CUP application is $6,000, though review time is billed on an hourly basis, so the total cost may exceed this. Applicants are required to complete an online application and submit numerous documents including plan sets and business plans. Processing typically takes five to six months.

The AUP and CUP approval processes are required to permit certain commercial land uses within the Downtown and Mission Boulevard Code zoning districts. These codes also include an additional temporary use permit7 process to review and allow short-term or seasonal activities. This process closely mirrors the AUP process described above.

2.2.2 Supplemental Regulations, Standards, and Conditions for Specific Uses
The General Regulations section of the Zoning Ordinance (HMC Sec. 10-1.2700)8 establishes supplemental development regulations, special standards, and conditions applicable to the operation of specific land uses, including temporary or short-term uses. The supplemental regulations address unique operational or physical characteristics that are required to permit various development activities and land uses that may have distinct impacts on traffic, noise, safety, or aesthetics. Similarly, the Downtown and Mission Boulevard Codes each contain a ‘Supplemental to Zone’ section to establish general architectural and site development regulations, operational standards, and conditions applicable to business activities and temporary uses permitted in zoning districts within each plan area.

2.2.3 Land Use and Zoning Regulation Definitions
The majority of definitions relating to land use and zoning regulations are established in Section 10-

1.3500 of the Zoning Ordinance. Additional definitions are also codified in the following sections:
▪ Section 10-1.2751 – Alcoholic Beverage Outlets Definitions ▪ Section 10-1.2780 – Tobacco Retail Sales Establishments Definitions ▪ Section 10-7.800 – Sign Definitions
▪ Section 10-8.02 – Grading and Clearing Definitions
▪ Section 10-11.030 – Historic Preservation Definitions ▪ Section 10-12.04 – Bay-Friendly Water Efficient Landscaping Ordinance Definitions ▪ Section 10-13.B – Antenna and Telecommunications Facilities Ordinance Definitions ▪ Section 10-14.00 – Security Gate Regulations

6 HMC Sec. 10-1.3200 – Conditional Use Permit:
https://library.municode.com/ca/hayward/codes/municipal_code?nodeId=HAYWARD_MUNICIPAL_CODE_CH10PLZOSU_ART1ZOOR_S10-

1.3200COUSPE
7 HMC Sec. 10-24.4.4, Temporary Use Permit (Mission Boulevard Code):
https://library.municode.com/ca/hayward/codes/municipal_code?nodeId=HAYWARD_MUNICIPAL_CODE_CH10PLZOSU_ART24MIBOCO_ SUBARTICLE_10-24.4PEPR_DIV10-24.4.4TEUSPE
HMC Sec. 10-28.5.4, Temporary Use Permit (Downtown Code):
https://library.municode.com/ca/hayward/codes/municipal_code?nodeId=HAYWARD_MUNICIPAL_CODE_CH10PLZOSU_ART24MIBOCO_ SUBARTICLE_10-24.4PEPR_DIV10-24.4.4TEUSPE
8 HMC Sec. 10-1.2700 – General Regulations:
https://library.municode.com/ca/hayward/codes/municipal_code?nodeId=HAYWARD_MUNICIPAL_CODE_CH10PLZOSU_ART1ZOOR_S10-

1.2700GERE
City of Hayward Commercial and Mixed-Use Zoning Regulations

Analysis of Hayward Codes and Practices 5
▪ Section 10-15.12 – Tree Preservation Definitions
▪ Section 10-18.01 – Surface Mining and Reclamations Definitions ▪ Section 10-24.5 – Mission Boulevard Corridor Specific Plan Definitions ▪ Section 10-28.6 – Downtown Specific Plan (DTSP) Code Definitions ▪ Section 10-29.020 – Vacant Property Definitions
Additionally, certain specified business activities are further defined and regulated in Chapter 6 of the Municipal Code (Business, Professions, and Trades), including cabaret and dances, pawnbrokers, secondhand dealers and auctioneers, towing operations, massage establishments, commercial cannabis, and other types of business activities.

2.3 Evaluation of Existing Permitting Requirements and
Zoning Regulations in the Zoning Ordinance and
the Downtown and Mission Boulevard Codes
There are several areas in which the sections of the City’s Municipal Code that regulate commercial uses can be improved. This includes:
▪ Permitting Processes and Allowable Uses. While important tools that allow the City discretion over certain types of new businesses, the Conditional Use Permit and Administrative Use Permit processes are costly and time consuming for applicants. When required, they may result in some businesses, especially small businesses that have limited budgets, opting to locate elsewhere where permitting processes for their types of uses are simpler and less expensive. ▪ Further, the Downtown and Mission Boulevard Codes each provide a temporary use permit approval process which is not consistent with the approval requirements for temporary uses within the base commercial districts set forth in Chapter 10, Article 1. This may cause confusion for both prospective applicants and review staff.
▪ Organization. The organization of the commercial sections of the Zoning Ordinance (HMC Sections 10-1.600 through 10-1.1540) list all permitted and conditionally permitted uses and development standards within separate individual sections, rather than in consolidated tables.

As such, these code sections require prospective businesses to carefully comb through numerous code sections to determine where they are allowed to operate and what regulations would apply to them.
▪ Definitions. Definitions can be found in different chapters throughout the Municipal Code making it difficult for prospective businesses to clearly identify what their use would be considered. Additionally, where uses are defined in multiple sections of the code, those definitions are inconsistent, adding another layer of confusion. ▪ Number of Zoning Districts. The City’s Municipal Code has eight commercial zoning districts and nine mixed use districts. It can be challenging for businesses to understand the nuances between these districts and determine where best to locate. ▪ Graphics, Images, Tables. The Downtown, Mission Boulevard, Industrial, and Residential codes represent a contemporary and user-friendly approach by incorporating graphics, images, and tables. These navigational elements help users more easily find and interpret permitting requirements and associated development standards. Incorporation of similar tools within the commercial code sections in Chapter 10, Article 1 would enhance the usability of these sections.

City of Hayward
Business Friendly Code Updates

6 3 Recommended Business-Friendly
Amendments
The following section outlines recommended amendments to the regulations, standards, and formatting of the Hayward Municipal Code that align with the goals of the Business Friendly Hayward project. These recommendations are informed by initiatives and policy innovations from comparable jurisdictions9, a commercial assessment of Downtown Hayward (Appendix A), and an evaluation of existing permitting requirements and zoning regulations in the Hayward Zoning Ordinance and the Downtown and Mission Boulevard Codes. The amendments are designed to increase flexibility in permitting commercial uses that are desirable to the community by reducing overly burdensome land use regulations and permitting requirements in the City’s commercial and mixed-use zoning districts.

3.1 Amendments to Permit Approval Processes,
Development Standards, Regulations, and
Definitions
The following suggested amendments relate to permitted uses, associated use regulations, and approval requirements for each zoning district summarized in Section 2. Additionally, this section provides recommendations for improving usability through changes to formatting and organization.

3.1.1 Permit Approval Processes and Allowed Uses
The following general amendments to permit approval procedures, performance standards, and operational requirements are recommended:
▪ Temporary Use Permits. Establish a section solely for temporary uses, including permitting process and operational requirements, in Chapter 10, Article 1, as modeled in the Downtown and Mission Boulevard codes. Simplify the process for obtaining a Temporary Use Permit to reduce cost and permitting time.
▪ Parklets/Outdoor Dining. Consider instituting a parklet/outdoor dining application that may be reviewed through a pre-approved review process, modeled after the City of Pleasanton’s parklet program, which includes pre-approved parklet designs for restaurants demonstrating compliance with the minimum architectural standards and site requirements. ▪ Limited Entertainment Permits. Provide regulations to allow for Limited Entertainment Permits within the Downtown (DT-MS and DT-UC) and Mission Boulevard Codes (MB-CC and MB-CS) and within civic spaces (squares and plazas) of appropriate size that would accommodate entertainment uses. Additional temporary use regulations may be adopted to place restrictions on the hours of operation and occupancy for such uses. Limited Entertainment permits may provide an alternative to the Cabarets and Dance regulations by allowing small-scale events (up to 299 persons or less) for the hosting of live music, comedy, or other entertainment.

Collaborate with the Police Department in establishing this process.

9 Best Practices Memo, April 2025: https://www.hayward-ca.gov/sites/default/files/documents/DSD-PL-Business-Friendly-Hayward-Code- Updates.pdf
Recommended Business-Friendly Amendments

Analysis of Hayward Codes and Practices 7
▪ Entertainment Zones. Consider adopting regulations to designate specific areas within the Downtown (DT-MS and DT-UC) districts as entertainment zones. This would allow the sale of alcoholic drinks to-go during select hours in areas where bars, restaurants, wineries, and brew pubs are permitted to support economic development and create lively public spaces. ▪ Beer and Wine. Amend permitting requirements in Downtown, Mission Boulevard, and some commercial zoning districts to permit small markets to sell beer and wine and allow brew pubs and wine bars to operate without needing to obtain a Conditional Use Permit. This would contribute to pedestrian activity and vibrant streetscapes in key commercial areas, aligned with community desires. Additional amendments may be incorporated to ensure performance standards for use types that may generate noise, traffic, waste, and other externalities. ▪ Custom Manufacturing. Allow custom manufacturing uses and small-scale handicraft industries including artisan manufacturing of food and beverage, small batch producers of textiles and materials, and onsite sales in select commercial zones, like those permitted within the Downtown and Mission Boulevard Codes.
▪ Drive-In Establishments. Revise standards related to drive-in establishments for clarity and to apply to all drive-in uses City-wide.
▪ Accessory Commercial Units. Provide regulations to allow accessory commercial units (similar to ADUs except they serve as small commercial storefronts at people’s homes) within the Mission Boulevard and Downtown districts.
▪ Other Desirable Uses. Based on the Downtown Commercial Analysis and feedback from the community, streamline the permitting process for other popular uses, including pet grooming, small health clubs, full-service restaurants, and small-scale educational uses.

3.1.2 Organization
Currently, navigating between regulations for base zoning districts and those within Specific Plan areas can be challenging, particularly when formatting styles and organizational structures vary across sections of the Municipal Code. The Downtown, Mission Boulevard, Industrial, and Residential codes introduce a more contemporary approach to organization, with emphasis on clear structuring of regulations and user-friendly design. Users of the commercial sections of the Zoning Ordinance, including business owners, real estate brokers, property owners, City staff, and decision makers, would benefit from clear, consistent, and well-organized regulatory language.

To improve organization, the following amendments are recommended:
▪ Consolidation. Consolidate development regulations for all base commercial zoning districts into one section.
▪ Use Tables. Include an allowed land use table for all commercial zoning districts showing all permitted, conditionally permitted, and prohibited uses for each base zoning district, similar to the tables in the Downtown, Mission Boulevard, Industrial, and Residential sections of the code.

Consolidate uses into broader categories, such as “office” instead of “architectural office, law office, accounting office,” etc.
▪ Organization and Use. Consider incorporating an ‘Organization and Use’ section, as provided in the Downtown and Mission Boulevard Codes to assist applicants with navigating development standards and operational requirements for buildings and land uses within Chapter 10, Article 1.

City of Hayward
Business Friendly Code Updates

8 3.1.3 Definitions
Well-defined land use classifications are essential for effective land use regulation and enable City staff to apply zoning standards consistently and ensure transparency and objectivity when reviewing applications. Jurisdictions periodically amend land use definitions to stay current with market trends by updating existing definitions and associated regulations to accommodate emerging and innovative uses while avoiding overly broad restrictions that could inadvertently limit desirable uses.

The following amendments to the Definitions section in Chapter 10, Article 1 are recommended:
▪ Personal Services. Create a use category for ‘Personal Services,’ that lists the types of uses in this category, including barber shops, beauty salons, tanning establishments, and other similar uses, mirroring the Downtown Code.
▪ Office. Amend the definition of ‘Office’ to include real estate, public relations, non-profit agencies, and community clinics. Remove data centers as an office, to instead to be listed as its own use category.
▪ Retail. Amend the definition of ‘Retail’ to include thrift stores and associated donation centers (for compliance with AB 2632).
▪ Small Scale Cabaret. Incorporate definitions for small cabaret and dance events and activities in Chapter 10, Article 1 (HMC Sec. 10-1.3500) to support a simplified permitting process for ‘small cabaret’ events and activities.
▪ Cabaret Events and Alcohol. Amending the definitions in HMC Sec. 10-1.2750 (Alcoholic Beverage Outlets) to no longer require a CUP for serving alcohol associated with cabaret events if a CUP is not required for the base use.
▪ Small Scale Educational Services. Modify and expand the definition of educational facility or add a new definition for small scale educational services, including private tutoring, learning assistance, and test preparation centers.
▪ Accessory Commercial Unit. Provide a definition for an Accessory Commercial Unit to support small-scale, neighborhood-serving retail uses in the Downtown and Mission Boulevard code areas.

3.2 Zoning District Consolidation
The Residential Office (RO), Limited Access Commercial (CL), and Regional Commercial (CR) zoning districts have a minimal presence and are isolated in various locations within the city.

Comparatively, General Commercial (CG), Commercial Neighborhood (CN), and Commercial Office (CO) are more prevalent and represent a larger share of all commercial zoning districts in the city.

The following recommendations focus on the reduction of the total number of commercial zoning to limit redundancy and simplify the zoning map where practical.

3.2.1 Elimination of the Residential Office (RO) Zoning District to Consolidate with the Commercial Office (CO)District
It is recommended that the Residential Office (RO) district be consolidated into the Commercial Office (CO) district. Currently, all RO-zoned parcels (see Figure 1), are located in the North Hayward neighborhood region of the City and are concentrated along a section of Main Street north of Warren Street and Mc Keever Avenue and south of Sunset Boulevard. Allowable uses for the RO zoning district include residential, day cares, group homes, and offices. This is generally consistent Recommended Business-Friendly Amendments

Analysis of Hayward Codes and Practices 9
with what’s permitted within the CO zone, except for single-family dwellings, which are only permitted when associated with small group homes. The sites in the RO zone have a General Plan Land Use Designation of Medium Density Residential (MDR), which is also consistent with the adjacent CO zoning district.

Additionally, development standards for the RO zone, including lot, yard, and height requirements and minimum design and performance standards closely resemble those established for the CO zone, and would allow for compatible development patterns with the surrounding areas. The existing properties located within the RO zoning district are generally developed with single and multi-family residential structures with various office uses. The current CO regulations may be amended to allow detached single-family dwellings by-right, to prevent nonconformity of such uses that are not associated with small group homes.

3.2.2 Elimination of the Regional Commercial (CR) Zoning District
Presently, there is one Regional Commercial (CR) zoned site that is comprised of two parcels totaling an area of approximately 16 acres located at the southwest corner of the Industrial Boulevard and Hesperian Boulevard intersection where a Costco Wholesale and Gas Station is located (see Figure 2). Current CR zoning regulations limit the development of the site to large-scale retailers (minimum of 100,000 sq. ft.) and multi-family residential uses, subject to specific streamlined ministerial approval requirements if the housing development complies with applicable affordable housing density thresholds and design and zoning regulations. The CR zoning district also supports a range of secondary commercial uses, including restaurants, supermarkets, small-scale electronic retailers, and automobile repair services as ancillary uses. It is recommended that the CR zoning district be rezoned to General Commercial (CG) to be consistent with the existing use or Neighborhood Commercial (CN) to be consistent with the surrounding neighborhood.

3.2.3 Elimination of the Limited Access Commercial (CL) Zoning District
Currently, the Limited Access Commercial (CL) zone is limited to four areas:
▪ Along West A Street, on both sides of the Interstate 880 highway (I-880) (See Figure 3). ▪ At the southeast corner at the intersection at West Winton Avenue and Santa Clara Street and along West Harder Street, west of the intersection at West Harder Street and Santa Clara Street junction (See Figure 4).
▪ Along West Harder Street, west of the intersection at West Harder Street and Santa Clara Street junction, as shown in Figure 4.
▪ West of the Mission Boulevard and Rousseau Street intersection (See Figure 5).

All existing CL-zoned parcels are surrounded by single and multi-family residential and commercial zoning districts, including Low Density (RL) and Medium Density Residential (RM), Commercial Neighborhood (CN), and Commercial Office (CO). Although the CL-zone sites share the same zoning designation, each site differs in terms of the existing development and General Plan Land Use Designation. For instance, the CL-zoned sites at the corner of West Winston Street and Santa Clara Street are developed with public facilities, including the post office and police department and have a General Plan land use designation of Public and Quasi Public (PQP), as compared to the CL zoned site along West A Street which are developed with commercial uses and have a land use designation City of Hayward
Business Friendly Code Updates

10 of Commercial/High Density Residential (CDHR). The remaining sites, near the West Harder Street and Santa Clara Street Junction and the Mission Boulevard and Rousseau Street intersection, contain a vacant lot and commercially developed properties with a land use designation of Retail and Office Commercial (ROC). As such, the existing CL zoned sites don’t contain a unified identity deserving of its own zoning district and may be rezoned to either Neighborhood Commercial (CN) or Commercial Office (CO), depending on the underlying General Plan Land Use Designations.

The existing CL sites are developed with uses which are permitted (or conditionally permitted) in the CN and CO zoning districts. While there are differences in minimum lot size standards, the yard and height requirements and permitted uses in the CL district as compared to the CN and CO zoning district, the regulations do not significantly differ from the existing CL zoning districts. Additional amendments to the permitted uses may be considered to prevent the non-conformity of some existing uses, including delicatessens, hotels, and motels.

3.3 Conclusion
The recommendations outlined in this report are intended to modernize and streamline Hayward’s zoning regulations in support of the Hayward Business Friendly project. By updating land use definitions, incorporating a procedure for temporary uses, adding code navigational tools, and developing a consistent organizational structure to the commercial sections of the Zoning Ordinance, the City can better accommodate evolving commercial trends and promote the activation of underutilized commercial spaces. These targeted amendments would help create a more predictable and responsive regulatory environment that encourages investment and supports economic vitality in Hayward’s commercial areas.

Recommended Business-Friendly Amendments

Analysis of Hayward Codes and Practices 11
Figure 1 Residential Office Zoning Districts (North Hayward)

City of Hayward
Business Friendly Code Updates

12 Figure 2 Regional Commercial (CR) District

Recommended Business-Friendly Amendments

Analysis of Hayward Codes and Practices 13
Figure 3 Limited Access Commercial Districts

City of Hayward
Business Friendly Code Updates

14 Figure 4 Limited Access Commercial Districts

Recommended Business-Friendly Amendments

Analysis of Hayward Codes and Practices 15
Figure 5 Limited Access Commercial Zoning Districts

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Appendix A
Downtown Hayward Commercial Assessment

April 12, 2025
Project No: 24-17112
Metrovation Retail Resources
Consulting
3527 Mt. Diablo Blvd #487,
Lafayette, CA, 94549

Jason Montague, MPPA, Senior Planner
Rincon Consultants, Inc.
449 15th St #303,
Oakland, CA, 94612
Subject: Downtown Hayward Commercial Assessment (Task 5) Dear Mr. Montague:

Metrovation Retail Resources Consulting is pleased to submit this Downtown Hayward Analysis, which includes the following: 1) a SWOT Analysis, 2) Commercial and Demographic Analysis, and 3) Void Analysis & Supply and Demand. This is being submitted to the City in accordance with the scope for the Business-Friendly Hayward Project Task 5.

Project Understanding and Introduction
The City of Hayward intends to (1) streamline entitlement and permitting process to facilitate the establishment of desirable businesses across commercial and mixed -use zoning districts in the City and (2) to activate vacant and underutilized properties and storefronts in the Downtown. For the second objective, an assessment of the Downtown’s “strengths, weaknesses, opportunities , and threats” (SWOT) was completed. The SWOT assessed Downtown using standards that typically apply to evaluations of downtown environments. In addition, the Consultants researched and prepared a commercial and demographic analysis of the Downtown.

Many Bay Area cities, (Mountain View, Palo Alto, Vacaville, Campbell, and San Jose among them), are undertaking similar assessments of their downtowns primarily to address vacant and underutilized properties. Shared conditions that are challenges to the re vitalization of these downtown areas include:

● Buildings that need to be retroﬁtted or upgraded. Many are historic structures that are more costly to redevelop and renovate than non -historic structures, and are subject to additional State, County or City regulations and permitting. ● Properties that have a low -cost basis, but owners lack the funds or are unwilling to upgrade the space or provide funding assistance for tenant improvements.

● Properties and spaces that are not appropriately designed for retail tenants because they don’t have the proper widths, depths, or ceiling heights, or the buildings lack the proper utilities for today’s retail/restaurant tenants.
● Traffic circulation, parking, tenant mix, and overall physical environments that affect walkability, placemaking, and appeal to visitors and customers. ● A need for stronger “placemaking” that provides a shopping experience that includes community gathering spaces with attractive streetscape amenities, walkable blocks, accessible parking, and a clean, safe environment.

This Commercial Assessment of Downtown Hayward involved the following tasks:

1. Review of the “2018 Executive Summary of the Hayward Downtown and BART Station Area Parking Management Plan”

2. Review of the “2019 City of Hayward Downtown Speciﬁc Plan and Code”

3. Review of the “Downtown Hayward Community Beneﬁt District 2018 Management District Plan”

4. Driving tour of Downtown Hayward conducted April 15, 2025

5. Interviews with economic development and planning staff to identify past and current actions the City is undertaking to address the ﬁndings from the Parking Management Plan and the Hayward Downtown Speciﬁc Plan and Code.

6. Review of available retail spaces, and their associated rents.

7. Review of demographic information that typically would be provided to a retail tenant or broker such as housing (type of occupancy), household income, education, diversity, etc. within concentric demographic circles around the center of Downtown.

8. A Void Analysis and Supply and Demand Report identifying tenant types that are currently missing from the Downtown that might ﬁt in the area based on a match of the tenant’s location criteria with the location conditions (including demographics) of the Downtown.

The driving tour identiﬁed and validated many of the ﬁndings and recommendations in the “2019 City of Hayward Downtown Speciﬁc Plan and Code”, the 2018 Hayward Downtown and BART Station Area Parking Management Plan”, and the “Downtown Hayward Community Beneﬁt District 2018 Management District Plan”. Speciﬁc locations in Downtown are included in the SWOT—parking lots, buildings, vacant properties —that provide examples of the Consul tants’ ﬁndings.

Executive Summary

Downtown Hayward, City of Hayward
Source: Wikipedia

New shoppers entering Downtown Hayward for the first time will notice the opportunities for revitalization and strategic enhancements. With focused investment and advance planning, the area has the potential to become a more vibrant and attractive destination for businesses, shoppers, and visitors. (opportunity)

Three key areas offer the greatest potential for improvement: ( current weaknesses ) parking availability, traffic circulation, and overall aesthetics. By addressing these elements —which are critical factors in every retailer’s site selection—the City can unlock the full potential of its vacant and underutilized storefronts and properties.

Situated within the boundaries shown on the aerial above, the Downtown is centrally located and accessible for Hayward residents in the immediate vicinity and residences of the outlying hill locations (strength) and is well-positioned to grow into a strong commercial hub. While the area currently lacks some of the visual and functional improvements of a well-planned and successful business district, this underscores the opportunity for positive growth. (Opportunity)

Enhancing sidewalk conditions, improving the maintenance of public and private spaces, and activating vacant parcels can significantly elevate the district’s image, helping to attract new

retailers and more importantly, retention of existing retailers that Hayward’s citizens have grown to enjoy. Directional signage would upgrade the ability for both car and foot traffic to navigate the area and find the Downtown destinations and available parking.

Downtown Hayward already has strong foundational elements, or “good bones,” that can support a more walkable, pedestrian -friendly environment ( strength). Adding strategic adjustments to traffic patterns and calming measures to reduce vehicle speeds will encourage greater foot traffic and enhance access to local businesses.

There is also considerable opportunity to enrich the Downtown experience through placemaking.

By introducing more streetscape amenities and creating welcoming spaces for dining, socializing, and gathering, the area can evolve into a community -centered destination where people want to spend time. Improvements to traffic flow and parking accessibility, particularly resolving the challenges posed by one -way street configurations that cause confusion —will contribute to a more seamless visitor experience. The City has been made aware of the improvement needs and has since kicked off a “Safe Streets” program: https://www.hayward- ca.gov/discover/news/may25/safe-streets-downtown-aims-transform-loop-safer-hayward- downtown that will help to overcome the some of the current negative traffic patterns.

In addition, there are vacant properties, both land and buildings, that have been left unattended, many of which are fenced or boarded up. While some of these sites have been entitled for a future development they should be kept clean, continuously maintained and properly fenced so they do not contribute to a perception of blight. The appearance of blight will actually create blight in the long run.

A Demographic Analysis and a Void/ Supply -Demand Analysis were also completed with the SWOT assessment. Demographic data was obtained using a five minute drive time and a one- mile concentric radius (common for the retail industry) from the Lucky Supermarket at 22555 Mission Blvd. A tool called a “Mosaic Report” proﬁled the demographic characteristics of the populations living within the distances identiﬁed and organized them into Mosaic Demographic Characteristic Categories. The largest categories surrounding the Downtown were: "Signiﬁcant Singles, Flourishing Families, and Family Union” and are defined below . These categories are based on consumer demographics that analyze the lifestyle, behaviors, and cultural preferences of certain groups. Based on this information, a list of retail tenant categories that would appeal to these speciﬁc demographic groups has been identiﬁed and included in this report. (see the Supply/Demand reports).

The Supply/Demand reports clearly demonstrate that for Downtown Hayward to effectively support new brick-and-mortar tenants, it must draw customers from distances at least one mile away or within a ﬁve -minute drive time. A Void Analysis that combines soft indicators (visitor patterns and consumer preferences) with data sets (demographics, behavior, social, environmental, and business information) was completed to determine market supply and demand in the Downtown area. There are caveats and drawbacks to this type of assessment that include (i) data sources that may not reﬂect retailer focus on new locations in Northern California, or (ii) national retail trends (impacts of COVID -19, online shopping, demographic shifts), or (iii) the location criteria of retail stores.

In conclusion, Downtown Hayward has strong potential for new retail but overarching weaknesses such as one way street configuration , traffic circulation , speed of traffic, overall congestion and the difficulty of accessing public parking lots , along with the current negative perception of Downtown that signiﬁcantly limit opportunities to lease the vacant buildings and upgrade the overall retail tenants for the City’s Downtown.

I. SWOT Analysis
A. Cleanliness and Appearance of Public/Private Commercial Properties
As noted in the executive summary, the overall image and appearance of Downtown Hayward is one of the challenges in attracting new businesses, visitors, and shoppers. Numerous vacant, boarded-up buildings and empty lots are scattered throughout the Downtown core. For example, a four-acre fenced, vacant property at 22471 Maple Ct, (as outlined in the aerial photo below), that has been approved for a mixed-use housing development, is not being maintained properly.

Possible short term solutions include:
● Utilizing code enforcement to require the property owner to upgrade the fencing, potentially creating a surface for murals or "coming soon" information. ● Requiring consistent property maintenance that includes removal of weeds and trash as often as monthly.

These actions are critical to improving Downtown’s image and location appeal.

Vacant Land at 22471 Maple Ct
Source: Landvision

A large vacant building in the middle of Downtown is the closed CVS store (see aerial photo below). Boarded up windows detract from a more positive image of the area. The CVS parking lot has extremely poor auto circulation, with curbs separating adjacent parking lots that make it difficult for customers to navigate between them. Although the CVS building is vacant, the

parking lot along with adjacent lots should be reconﬁgured for better circulation.1 The current blocked parking lots create the impression that each property is isolated and neglected . This might result in a new retail tenants’ lack of interest in leasing the CVS building.

CVS & Parking Lot Downtown Source: Landvision

Difficult access to City-owned parking lots and poorly maintained properties as mentioned above will continue to undermine Downtown’s appeal, presenting signiﬁcant obstacles to attracting shoppers and future retail tenants.

Other examples of poor maintenance and possible blight identiﬁed during the driving tour include the following (but not limited to):

Property Comments
808 A St. Vacant Commercial Space
CVS Storefront Boarded Windows
730 A St. Vacant
Prime Time Nutrition Fenced Lot at Rear
Southwest Corner of Montgomery & A St. Empty Lot
Southwest Corner of Foothill & C St. A planned cannabis dispensary is approved for this parcel. The property owner might be asked to add
surfaces to the fence to add in murals, or “coming soon” signs to add appeal to this corner
Foothill at C St. Vacant fenced lot
Plaza Center Garage Needs exterior painting

1 The City owns portions of the parking lot.

Lucky’s Shopping Center At a minimum the center needs a new coat of paint as well as new landscaping to enliven and enhance the
parking lot and the walkways to the businesses. The
entrance to the market is by design hidden in an alcove opposite the parking garage elevator. Signage could
help shoppers walk more directly from the
parking lot to the market’s entrance.

Many businesses lack appropriate areas for trash and loading. Between Second St. and Foothill Blvd, on B St across from the funeral home, there is a trash container in the right -of- way and other containers that are not safely stored. Trash containers with no proper storage contribute to a blighted appearance, even if the area is not actually blighted. This finding also notes the importance of providing information about trash requirements that require sorting bins and trash enclosures for food establishments.

B. Parking and Circulation

Source: https://norcalapa.org/2019/09/reclaiming-downtown-for-people/ While BART provides a regional transportation advantage, the track (which runs along Western Blvd) separates Downtown from residential neighborhoods around it, and presents an obstacle to overall traffic circulation in the Downtown . Traffic circulation and traffic speed along major streets do not facilitate easy pedestrian access to businesses and parking. (The City is currently working to address this through implementation of the Safe Streets in Downtown program:
https://www.hayward-ca.gov/discover/news/may25/safe-streets-downtown-aims-transform- loop-safer-hayward-downtown.)

As the Void Analysis points out later in this report, the City of Hayward needs to draw shoppers from outside the city limits to support new and exciting tenants in its Downtown underscoring the importance of convenient circulation and access to parking.

Photo of Downtown Hayward
There is insufficient accessible parking for many businesses. Parking lots/spaces do not anchor each block of Downtown. For example, businesses on Foothill Blvd between A and D Streets do not have direct access to parking. Most shoppers will not park two to three blocks away, especially along an extremely busy street, to access the businesses on the East side of Foothill (between A & D streets). Therefore, the retail along those blocks of Foothill will continue to have somewhat quick tenant turnover.

There are some City-owned parking lots that due to construction or closures do not always appear to accommodate public parking. For example, access was denied to Lot 5 on the day of the driving tour. Directional signs are needed to guide shoppers to parking lots and businesses because the one -way streets result in autos driving in unintended directions. Cars are often unable to turn around or turn off from the one-way streets. For example, parking lots between A and B Streets and Foothill Blvd, near the Physical Therapy building, are segmented and circulation is restricted.

There currently are no dedicated parking lots for employees of Downtown businesses; most employees park in front of, or close to the businesses where they work, which reduces the spaces available to shoppers. Since access and availability of parking are high priorities, the City could designate spaces in a City-owned parking structure or lot for use by Downtown workers.

C. Placemaking
Shopping, whether in a mall or downtown, has become an experience that includes dining, retail shopping, gathering with friends for drinks, and entertainment. A key element of the shopping experience is “placemaking” which provides a welcome, safe environm ent for shoppers with amenities, activities, streetscape and landscape features that add to the experience. There are

many events and activities sponsored by the Chamber of Commerce such as the Downtown Hayward Street Parties, Juneteenth Freedom Celebration, summer concerts, and the weekly famers’ market that bring residents into the Downtown for an entertainment experience that should include hanging around after the event for dining and additional shopping.

Downtown Hayward has many potential placemaking opportunities. Cinema Place, and the section of B St, from Foothill Blvd to Main St. (outlined in green in the photo below), already has great potential for creating the sense of place that is found in successful downtowns. Even though B St. is one way (and most retail consultants would agree both A and B Streets in the Downtown area should be two -way streets) there is easy access to parki ng and parking lot circulation that allows for walkable access to the restaurants and retailers along B St. This is a critical element for a desirable downtown. It creates a place where people want to be and strengthens the presence of the cinema which is an important anchor and amenity. Finding an alternative use for a former cinema most often poses a challenge in that it is expensive to re -install a level floor. Such costs are normally borne by the property owner before the anchor space can be re -tenanted. The Century Theatre is approximately 38,000 sf. While there are tenants in that size range, the property owner will want to evaluate the cost of demising the space, while analyzing the cost of replacing the floor to determine the right size for effective marketing and re-tenanting. The fact that the adjacent section of B St already has created a “sense of place” in downtown Hayward will help in re-leasing the theatre if it becomes vacant.

A similar sense of place could be created along A St, from Foothill Blvd to Main St. (outlined in blue in the photo below), if the streets could be changed to two -way traffic; auto movement between parking lots and around buildings were allowed; and walkways from A to B Streets and the businesses were created between these blocks.

Source: Landvision

Another opportunity for a “sense of place” can be created further on B St, between Mission and Watkins (outlined in red in the photo below). Again, creating a walkable area from City Hall across Watkins, with easy car and pedestrian circulation between B and A Streets . This could be an important improvement and location advantage for shoppers and businesses. These activities underscore the importance of placemaking and the upkeep of Downtown. Creating all these destination areas, along A and B Streets, and from City Hall across Watkins, will better accommodate residents and visitors in the pedestrian circulation that will enhance Downtown and present it as a major attraction in the East Bay.

Source: Landvision

D. Streetscape Improvements and Amenities
Many streetscape improvements and amenities, including decorative landscaping, benches, and trash bins, have been added to key blocks of Downtown.2 These streetscape amenities help make Downtown streets more attractive to customers; contribute to walkability, and create a stronger sense of place and experience that encourages people to stay longer. Similar improvements and amenities are needed at the Lucky shopping center.

E. Crime and Safety
According to City staff, while parking structures are well lit, there is a perception held by residents and visitors that the Downtown area has safety issues (there has been a minimal amount of criminal activity reported). For these reasons, the parking structure behind the movie theater has low utilization . N o ongoing security, beyond the Hayward Police Department, is currently available in the Downtown.

As with many downtowns and cities, there are issues and concerns regarding the unhoused population.3 Programs are in place to address them such as the Navigation Center , which will be

2 Note: Staff responded that the Downtown Hayward Improvement Association has installed some hanging planters and other streetscape enhancements. However, more needs to be done especially for the Lucky Shopping Center . 3 A recent community survey showed that homelessness and providing services to this population were ranked high priority for residents.

moving to the former St. Regis Retirement Center . The St. Regis will “become a unique, comprehensive residential and community campus for behavioral health and homelessness services, with a special focus on developing services to meet the additional physical healthcare needs for older adults and other community members with medical fragilities”.

In addition, The Peace Haven, which is a non-profit that gives assistance to the under served and senior communities in Hayward and the extended areas, is also located in the Downtown, at 1063 A St. When the non-profit gives away food in its parking lot (behind the building) it presents issues for existing and potential retailers alike. Retailers sell products and services. Customers of the non-profit are not normally the customers of existing and potential retailers. While both services (charity and retail) are need ed in Hayward, their goals are not always aligned. The non-profits, while serving an important community need, may also inadvertently contribute to less positive perceptions of the Downtown and can be a concern for any business (especially retail) considering a nearby location, such as the former CVS building. However, every community must balance economic development goals with other important community needs such as supporting the most vulnerable populations.

F. Housing
There is an adequate inventory of attractive housing in the Downtown, including market rate, affordable, and senior housing but more housing is needed to provide a strong er base of shoppers for businesses. Adding housing allows for easy access for pedestrians and autos, to the Downtown and helps with s ustaining a safe, walkable environment. However, according to ﬁnance industry professionals and economists, dense, market rate multifamily housing may not be ﬁnancially feasible for another four to ﬁve years. Currently both high and lower density housing is allowed by right in Downtown. This may lessen one constraint for new housing by allowing the development of townhome projects. Townhomes are the most financially feasible in today’s market.

G. Proﬁle of Businesses Downtown
While a Downtown business directory was not used, the driving tour identiﬁed a range of diverse businesses and restaurants. It app eared the restaurants were mostly quick service and cafes, although a few white tablecloth restaurants were busy. Other tenants included several bars, and a few entertainment facilities such as Sector 19 Laser Tag (a pool hall and a café that has desktop gaming that appeals to a younger demographic ), and the Century Theatre with its Art Council gallery on the ground floor. There are few e stablishments that offer live music (The Bistro and The World Famous Turf Club) in the Downtown . There are a limited number of retail businesses that sell goods; most businesses seem to be service providers , which is in line with most brick and mortar today . There did appear to be more auto -focused services and more massage

establishments than in other East Bay Downtowns.

Chase Center at Foothill and City Center is the only private office complex in the Downtown along with City Hall . The lack of additional office space and workers in the Downtown affects the daytime business for restaurants and stores and reinforces the need for more housing.

Strength Weakness Opportunity Threat
Appearance and
Layout of Downtown
Overall Layout.

Good “bones” and
base structure
One way Streets.

Difficult access to
some of the
parking lots.

Create a better
functioning
Downtown.

Difficulty in
turning the one-
way streets into
two-
way streets.

Cleanliness and
Appearance of
Public/Private
Commercial
Properties
Lack of
cleanliness and
appearance
makes it difficult
to attract new
businesses.

Inadequate trash
cans.

Install more
appropriate areas
for businesses to
dispose of their
trash.

Potentially the
cost of installing
additional trash
facilities and
beautiﬁcation
programs.

Placemaking Cinema Place is
already a great start
to placemaking
Downtown
Existing one-way
streets
Walkability
Many existing
opportunity sites
for placemaking.

Also creating two
way streets.

Losing the movie
theater
Streetscape
Improvements and
Amenities
Lack of trash cans,
benches, etc.

Many businesses
also have their
windows boarded
up.

Add more trash
bins and trash
storage areas,
benches, etc. Add
additional
directional signage.

If the City were to
establish a Master
Sign Program, it
would need to be
very flexible to not
burden tenants
with additional
costs. Otherwise
landlords and
businesses may be
resistant. The
Downtown
retailers are not
financially strong
enough yet to carry
additional
economic burdens.

Crime and Safety Well-lit parking
lots and buildings
Perception from
the community
and visitors that
crime is an issue.

There is also an
unhoused
community that
generates
concern.

Transitional Housing
can be seen as an
opportunity and also
can be perceived as a
weakness, though
State law requires
that it is allowed by
right anywhere
residential
development is

Strength Weakness Opportunity Threat
permitted.

Adding public or
private security may
add a sense of
security to the
Downtown.

Housing Adequate
inventory of
attractive housing
including market
rate, affordable
and senior housing
Denser, 5-7 story
multi-family
housing will not be
ﬁnancially feasibly
for another 4-5
years.

There are other
possible housing
sites in the
Downtown. Lower
density townhomes
seem to be
financially feasible,
and they normally
offer a for sale
product, versus a
rental product.

Parking and
Circulation
Free parking at public
parking lots
Inability to circulate
through Downtown
easily makes
it difficult to
reach/access the
public parking lots.

There is very limited
parking on A and B
St. Often the
business a customer
desires to access is
blocks away so some
businesses will lose
customers due to
lack of parking
within a normal
walking distance
Adding employee
parking for the
businesses can free
up key parking
spaces for shoppers
The existing one-
way street poses a
huge challenge to
ﬁxing the circulation
problem.

Business in
Downtown
An existing diverse
range of
restaurants and
businesses.

Too many auto
service/retail
stores and
massage
establishments.

Need more
businesses to
support a younger
demographic
Attract businesses
that serve a
younger
demographic (live
music and
experiential).

Adding residential
units Downtown
would support local
restaurants,
especially given the
rise in remote
work.

Lack of private office
workers (beyond
City staff at City Hall)
makes it difficult to
support restaurants.

II. Commercial and Demographic Analysis
For this demographic analysis the Downtown Lucky Supermarket, located at 22555 Mission Blvd, was used as a center point or central location. The analysis reﬂects the demographics within three radii — 0.25 miles, 0.5 miles, and one mile from the Lucky store.

Demographic data from both Placer.ai and SitesUSA was utilized for this analysis. These sources provide insights into current demographic characteristics and how they impact and relate to the surrounding retail within the deﬁned radii.

One of the more interesting and insightful tools used for demographic analysis is the Mosaic Demographic Report. The Mosaic Demographic Report classiﬁes households and neighborhoods in the United States based on their demographic and socioeconomic characteristics. It uses a system developed by Experian, which groups households into 19 overarching groups and 71 unique types. These segments provide insights into consumer lifestyles, behaviors, and cultural preferences.

The information in the chart below has been organized to provide a clearer and more concise recap of the Mosaic Demographic Report.

By Population (Ranking Color Code: Green = #1; Yellow #2, Blue #3) Group .25 Mile .50 Mile 1 Mile
Signiﬁcant Singles
Diversely aged singles earning mid-scale incomes
supporting active city styles of living

25.5% 17.3% 14.6%
Singles & Starters
Young singles starting out and some starter families
living a city lifestyle

10.6% 8.8% 9.4%
Young City Solos
Younger and middle-aged singles living active and
energetic lifestyles in metropolitan areas

9.5% 5.3% 2.3%
Flourishing Families
Affluent, middle-aged families and couples earning
prosperous incomes and living very comfortable,
active lifestyles

15.9% 24.6% 17.7%
Family Union
Middle income, middle-aged families living in homes
supported by solid blue-collar occupations

7.9% 15.5% 21.5%
Bourgeois Melting Pot
Middle-aged, established couples living in suburban
homes
11% 12.7% 13%
Thriving Boomers
Upper-middle-class baby boomer-age couples living
comfortable lifestyles settled in suburban homes

7.1% 3.7% 3.8%
Golden Year Guardians
Retirees living in old homes, settled residences and
communities

3.5% 2.6% 3.7%
Cultural Connections 3.1% 4.6% 7.2%

Diverse, mid- and low-income families in urban
apartments and residences
Thrifty Habits
Cost-conscious adults living alone in urban areas

0.7% <0.5% <0.5%
Booming with Conﬁdence
Prosperous, established couples in their peak earning
years living in suburban homes

1.6% 0.8% 0.7%
Blue Sky Boomers
Middle-class baby boomer-aged households living in
small towns

0.9% <0.5% 0.5%
Promising Families
Young couples with children in starter homes, living
child-centered lifestyles

1.1% 1.9% 2.1%
Suburban Style
Middle-aged, ethnically-mixed suburban families and
couples earning upscale incomes

0.9% 0.6% 1.4%
Power Elite
Middle-aged, ethnically-mixed suburban families and
couples earning upscale incomes

0.7% 0.7% 1.2%
Aspirational Fusion
Lower-income singles and single parents living in
urban locations and striving to make a better life
<0.5% <0.5% <0.5%
*Data Source: Placer.ai Mosaic Demographic Report

1) The highest population group within a quarter mile of the Downtown (measured from the Lucky store at 22555 Mission Blvd) is called “ Signiﬁcant Singles”. Characteristics of this group are shown in the chart below. This demographic group occupies 25.5% of the total population within a quarter mile.

Retail tenant categories that would appeal to “ Signiﬁcant Singles" have been listed below.

Signiﬁcant Singles are characterized as diversely aged singles earning mid -scale incomes and supporting active, city -oriented lifestyles. The retailers would generally be included in the following categories:

Category Type of Retailers
Dining and
Nightlife
● Trendy cafes, bistros, and coffee shops with comfortable social spaces. ● Casual dining and fast-casual restaurants with diverse cuisine options. ● Wine bars, craft breweries, and cocktail lounges for socializing. ● Late-night eateries and dessert shops.

Fitness and Wellness ● Boutique ﬁtness studios (yoga, Pilates, spin, HIIT). ● Gyms and health clubs with ﬂexible membership options. ● Wellness centers offering massage, acupuncture, and spa services. ● Specialty vitamin and supplement stores.

Personal
Services:
● Salons and barbershops with a focus on modern styles. ● Nail salons, lash studios, and skincare centers.
● Tattoo and piercing studios.
● Dry cleaning and personal laundry services.

Entertainment
and Social
Experiences:
● Music venues, karaoke bars, and live performance spaces. ● Gaming lounges (e.g., escape rooms, VR arcades, and board game cafes). ● Cinemas with upscale seating and food options.

● Art galleries and creative studios offering workshops.

Technology and
Gadgets
● Mobile phone retailers and repair shops.
● Electronics and gaming stores.
● Specialty camera and audio equipment shops.

Convenience and
Essentials
● Small grocery stores or urban markets with fresh produce and ready-made meals. ● Pharmacies and health and beauty retailers.
● Convenience stores offering grab-and-go options.
● Specialty liquor stores with a curated selection of spirits.

2) The highest population group within one half mile of the Downtown is called “Flourishing Families ”. Characteristics of this group are deﬁned below. This demographic group occupies 24.6% of the total population within a half mile of Downtown.

Retail tenants that would appeal to the demographic group deﬁned as "Flourishing Families" — characterized as affluent, middle -aged families and couples with prosperous incomes and active lifestyles — would generally be included in the following categories:

Category Type of Retailers
Dining and
Culinary
Experiences:
● Upscale and family-friendly restaurants offering diverse cuisine. ● Specialty bakeries and patisseries for gourmet desserts. ● High-end coffee shops and tea houses.
● Specialty food stores (organic, gluten-free, international ingredients). ● Wine shops and craft breweries with tasting rooms.

Health, Fitness,
and Wellness
● Premium ﬁtness centers, including family-oriented gyms and sports clubs. ● Yoga, Pilates, and cycling studios.
● Spa and wellness centers offering massages, facials, and beauty treatments. ● High-end medical and dental services (cosmetic, orthodontic). ● Specialty health and nutrition stores (vitamins, supplements, organic products).

Family
Entertainment
and Activities
● Family-friendly entertainment centers (arcades, VR experiences, indoor playgrounds). ● Movie theaters with upscale seating and dining options. ● Art studios and creative workshops for kids and adults. ● Educational play centers (STEM learning, arts and crafts). ● Music schools, dance studios, and martial arts centers.

Personal Services ● Full-service salons and barbershops. ● Luxury pet grooming and supply stores.
● Dry cleaning with premium garment care.
● Personal concierge services (errand running, event planning).

Specialty Retail ● Children’s clothing and toy stores.
● High-end grocery stores with organic and international options. ● Gift shops featuring artisan products and home accessories. ● Specialty bookstores with family and children’s sections.

Home and Garden ● Home improvement stores focusing on upscale interior design. ● Specialty gardening stores with premium plants and outdoor décor. ● Kitchenware and gourmet cooking supply stores.
● Custom furniture and interior design studios.

3) The highest population group within one mile of the Downtown is called the “Family Union”. Characteristics of this group are shown below. This group occupies 21.5% of the total population within 1 mile of the Downtown.

Retail tenants that would appeal to the demographic group "Family Union" — characterized as middle-income, middle -aged families living in homes supported by solid blue -collar occupations — would generally be included in the following categories:

Category Type of Retailers
Family Dining and
Casual Restaurants
● Family-friendly, casual dining restaurants (pizza, American diners, Mexican cuisine, Chinese takeout).
● Fast-casual restaurants with affordable, hearty meal options. ● Ice cream parlors, frozen yogurt shops, and dessert cafes. ● Family-owned bakeries and sandwich shops.

Everyday Necessities
and Grocery Stores
● Discount grocery stores (Smart & Final, Grocery Outlet, Aldi). ● Convenience stores with grab-and-go options.
● Local butcher shops, seafood markets, and produce stands. ● Ethnic grocery stores offering culturally diverse products.

Affordable
Fashion and
Footwear
● Discount clothing stores for the whole family (Ross, Marshalls, Old Navy). ● Footwear retailers with affordable options for work boots and casual shoes. ● Kids' clothing and accessory stores (Carter's, Children's Place). ● Local thrift shops and consignment stores.

Home
Improvement and
Supplies
● Hardware stores (Ace Hardware, True Value).
● Appliance and home electronics stores (Best Buy, Home Depot). ● Discount home goods stores (Big Lots, Dollar Tree).
● Stores offering affordable furniture and mattresses.

Health and
Personal Care
● Family-focused health clinics and dental offices.
● Affordable hair salons and barbershops.
● Nail salons and beauty supply stores.
● Fitness centers with family memberships or affordable monthly rates (Planet Fitness, Crunch).

Family
Entertainment
and Recreation
● Movie theaters with affordable ticket pricing.
● Bowling alleys, arcades, and family fun centers.
● Sports and recreation retailers (soccer, baseball, and ﬁshing gear). ● Toy stores with educational and affordable options.

Auto Services and
Essentials
● Auto parts retailers (O'Reilly, AutoZone).
● Discount tire shops and oil change services.
● Car washes and detailing centers.
● Used car dealerships.

Specialty Retail and
Services
● Pet supply stores with affordable pet food and care products. ● Craft stores (Michaels, Joann Fabrics) for family activities. ● Party supply stores for birthday and family celebrations. ● Thrift and discount stores for home essentials.

III. Void Analysis and Supply/Demand
The Void Analysis was conducted using Placer .ai software. Placer.ai leverages foot traffic analytics, machine learning, and data science to conduct supply and demand analytics. This allows them to analyze visitor patterns, understand consumer preferences, and generate actionable insights for businesses. They combine this with other datasets like demographics, behavior, social, environmental, and busin ess data to provide a comprehensive view of the supply and demand in any designated area.

The drawback of any supply/demand analysis is that the business data used comes from the Census, especially the North American Industry Classiﬁcation System (NAICS). NAICS codes are six-digit numbers that classify businesses by industry, used by federal ag encies to collect and analyze economic data. Businesses also use them for market research. But many of the industry businesses tracked reﬂect retail tenants that are no longer active in opening brick and mortar stores.

Today’s retail tenant environment has been massively impacted by national trends that include Covid 19, online shopping, demographic changes from Boomer purchasers to Millennial purchasers, to the phenomenon of private equity infused retailers that produce shorter term economic pressures on the retail company’s operations.

Therefore, tenants expanding into brick -and-mortar locations typically fall into a few distinct categories. These categories generally require customers to physically visit the premises.

Examples include food and beverage establishments (which often requir e second - generation restaurant spaces), ﬁtness centers, personal services, recreational facilities, and medical offices.

While the attached Void Analysis --Supply/Demand report indicates demand for certain retail categories in Hayward, these categories often have location requirements that can only be met in large regional shopping areas, such as Broadway Plaza Mall in Walnut Creek, Southland Mall in Hayward, or Valley Fair in San Jose. As a result, many tenants choose not to locate in a downtown environment.

The Supply/Demand report was generated from four different locations in Downtown, with varying distances measured: 0.25 miles, 0.5 miles, one mile, and a five-minute drive time. The ﬁndings generally show limited demand immediately around Downtown (0.25 miles), with demand increasing as the distance from Downtown grows. However, supply also increases at greater distances, indicating that customers have access t o other shopping options. The Supply/Demand reports clearly demonstrate that for Downtown Hayward to effectively support new brick-and-mortar tenants, it must draw customers from at least one mile away or within a five-minute drive (see the maps in the Appendix).

The tenant categories shown in the reports are categorized using NAICS codes. However, these codes may not always align with how the retail industry categorizes tenants. To enhance clarity, the tenant categories listed below have been translated from NAICS codes into more commonly understood retail categories. The distances used (for comparison’s sake) are 1 mile radius from the Lucky store at 225556 Mission Blvd, and a five-minute drive time from the same Lucky store.

Tenant Category Results Within 5 Min or 1 Mile
Auto Dealers There is an oversupply
Used Car Dealers &
Auto Parts Supplier
There is demand for approx. 1 used auto dealer and 1 auto parts store.

Furniture Store There is an oversupply for a traditional furniture store.

Home Furnishings There is demand for tabletop home furnishings, like lamps, window coverings, kitchenware, and wall art and linens.

Building Materials There is slight demand but not enough to support a normal store.

Lawn & Garden There is demand that could support an independent operator in a small store concept.

Grocery Stores
There is enough demand to support 1 or 2 grocery stores. Most likely focused on Hispanic or Asian products based on the demographics that exist in the same distances from downtown.

Specialty Food There is a small demand for specialty food- most likely focused on ethnic cuisine.

Liquor/Beer/Wine There is slight demand. Likely not enough to support an independent store.

Personal Care Store
There is demand for a few small stores, typically day spas, hair removal salons (European Wax Center), massage parlors (Massage Envy), and possibly permanent makeup salons.

Department Store There is not enough demand to support a separate store here.

Other General
Merchandise
This category indicates stores like Big Lots, Dollar Tree, Family Dollar and Five Below, all of which have had national issues as ﬁrms. There is enough demand for 1 or 2 stores.

Clothing Stores
There is demand for 1 or two independent clothing stores, although this category has been hit strongly with competition from online shopping.

Shoe Stores The report shows some demand but not enough to support an independent or regional operator.

Jewelry/Leather The report shows some demand but only enough to support a small independent store operator.

Electronics/Appliances There is not enough demand to support a new store.

Sporting Goods/Hobby There could be enough demand to support an independent sporting goods/hobby store operator.

Books/Music Store There is not enough demand to support a new store.

Florist There is not enough demand to support a new store.

Office/Stationary The report shows there is enough demand to support an independent operator.

Mail Order/Online Strong demand- but they don’t open stores! Used Merchandise There is enough demand for one used merchandise (Crossroads Trading, Buffalo Exchange, Goodwill).

Full-Service Restaurants There is enough demand for a few full-service restaurants, but the operational difficulties and costs have decimated that category of restaurants in the Bay Area.

Quick (Limited) Service
Restaurants
There is enough demand for a few QSR’s in the Downtown. But costs are extremely high for grease traps, internal hoods, and water hook ups. A 2 nd generation location would likely need to be found.

Bars/Drinking Places The report shows possibly enough for 1 establishment.

This report shows the City what types of tenants to focus on for outreach efforts. A Downtown location should be identified ﬁrst that supports that category of retailer and also meets the criteria of that retailer.

In summary, combining the information in the Demographic Commercial Analysis for Downtown along with the information in the Void Analysis will allow the City of Hayward to have a good understanding of what types of tenants should be reached out to when looking to ﬁll vacancies in the Downtown.

e Placer.ai

Visitor Demographics
May 1, 2024 - Apr 30, 2025

Property:

Lucky Supermarkets
22555 Mission Blvd, Hayward, CA 94541 # 715

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Scan to view on placer.ai platform
Visitor
Demographics
May 1, 2024 - Apr 30, 2025

Visitor
Demographics
May 1, 2024 - Apr 30, 2025

e Placer.ai

Visitor Demographics
May 1, 2024 - Apr 30, 2025

Property:

Lucky Supermarkets
22555 Mission Blvd, Hayward, CA 94541 # 715

fl!l¾l(,;ll!Il

Scan to view on placer.ai platform
Visitor
Demographics
May 1, 2024 - Apr 30, 2025

Visitor
Demographics
May 1, 2024 - Apr 30, 2025

Complete Profile
2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Population
Estimated Population (2024) 1,110 8,325 33,276 50,240 Projected Population (2029) 1,293 8,925 33,505 50,058 Census Population (2020) 1,319 8,203 34,264 51,809
Census Population (2010) 1,174 7,536 29,364 45,341
Projected Annual Growth (2024-2029) 183 3.3% 600 1.4% 229 0.1% -182 - Historical Annual Growth (2020-2024) -209 -4.0% 122 0.4% -988 -0.7% -1,569 -0.8% Historical Annual Growth (2010-2020) 146 1.2% 667 0.9% 4,899 1.7% 6,468 1.4% Estimated Population Density (2024) 5,550 psm 10,538 psm 10,597 psm 10,232 psm Trade Area Size - sq mi - sq mi 3.1 sq mi 4.9 sq mi
Households
Estimated Households (2024) 527 3,504 12,224 18,469
Projected Households (2029) 605 3,760 12,288 18,331
Census Households (2020) 513 3,051 11,731 17,950
Census Households (2010) 473 2,866 10,421 16,232
Projected Annual Growth (2024-2029) 78 3.0% 256 1.5% 64 0.1% -138 -0.1% Historical Annual Change (2010-2024) 54 0.8% 638 1.6% 1,803 1.2% 2,236 1.0% Average Household Income
Estimated Average Household Income (2024) $141,988 $128,167 $129,672 $130,438 Projected Average Household Income (2029) $149,157 $133,811 $135,062 $136,045 Census Average Household Income (2010) $54,467 $60,663 $60,804 $61,668 Census Average Household Income (2000) $51,247 $50,483 $52,491 $53,285 Projected Annual Change (2024-2029) $7,169 1.0% $5,643 0.9% $5,390 0.8% $5,608 0.9% Historical Annual Change (2000-2024) $90,740 7.4% $77,684 6.4% $77,182 6.1% $77,152 6.0% Median Household Income
Estimated Median Household Income (2024) $115,255 $98,028 $99,552 $98,456 Projected Median Household Income (2029) $121,118 $101,603 $102,619 $101,518 Census Median Household Income (2010) $44,951 $46,230 $47,511 $49,949 Census Median Household Income (2000) $41,773 $40,652 $43,954 $45,521 Projected Annual Change (2024-2029) $5,863 1.0% $3,574 0.7% $3,068 0.6% $3,063 0.6% Historical Annual Change (2000-2024) $73,482 7.3% $57,376 5.9% $55,597 5.3% $52,934 4.8% Per Capita Income
Estimated Per Capita Income (2024) $67,760 $54,229 $47,838 $48,131 Projected Per Capita Income (2029) $70,148 $56,636 $49,735 $50,000 Census Per Capita Income (2010) $21,967 $23,077 $21,581 $22,078 Census Per Capita Income (2000) $21,659 $18,890 $18,668 $19,269 Projected Annual Change (2024-2029) $2,388 0.7% $2,407 0.9% $1,897 0.8% $1,868 0.8% Historical Annual Change (2000-2024) $46,101 8.9% $35,339 7.8% $29,170 6.5% $28,862 6.2% Estimated Average Household Net Worth (2024) $1.37 M $1.08 M $1.1 M $1.11 M

Complete Profile
2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Race and Ethnicity
Total Population (2024) 1,110 8,325 33,276 50,240
White (2024) 278 25.1% 1,950 23.4% 7,673 23.1% 12,131 24.1% Black or African American (2024) 175 15.8% 1,295 15.6% 4,347 13.1% 6,347 12.6% American Indian or Alaska Native (2024) 13 1.1% 102 1.2% 494 1.5% 731 1.5% Asian (2024) 308 27.8% 2,080 25.0% 8,062 24.2% 11,930 23.7% Hawaiian or Pacific Islander (2024) 9 0.9% 122 1.5% 524 1.6% 808 1.6% Other Race (2024) 188 16.9% 1,687 20.3% 7,661 23.0% 11,419 22.7% Two or More Races (2024) 138 12.4% 1,090 13.1% 4,514 13.6% 6,874 13.7% Population < 18 (2024) 197 17.7% 1,600 19.2% 6,696 20.1% 10,078 20.1% White Not Hispanic 20 10.3% 156 9.7% 637 9.5% 1,024 10.2% Black or African American 33 16.6% 228 14.2% 810 12.1% 1,170 11.6% Asian 41 20.8% 296 18.5% 1,222 18.3% 1,768 17.5%
Other Race Not Hispanic 17 8.8% 128 8.0% 504 7.5% 774 7.7% Hispanic 86 43.5% 793 49.5% 3,523 52.6% 5,342 53.0%
Not Hispanic or Latino Population (2024) 766 69.0% 5,313 63.8% 19,747 59.3% 29,906 59.5% Not Hispanic White 231 30.1% 1,579 29.7% 6,087 30.8% 9,707 32.5% Not Hispanic Black or African American 171 22.3% 1,246 23.5% 4,122 20.9% 5,988 20.0% Not Hispanic American Indian or Alaska Native 2 0.2% 12 0.2% 49 0.2% 72 0.2% Not Hispanic Asian 303 39.6% 2,032 38.3% 7,822 39.6% 11,594 38.8% Not Hispanic Hawaiian or Pacific Islander 9 1.2% 108 2.0% 433 2.2% 661 2.2% Not Hispanic Other Race 1 0.2% 4 - 55 0.3% 77 0.3%
Not Hispanic Two or More Races 49 6.4% 332 6.3% 1,180 6.0% 1,808 6.0% Hispanic or Latino Population (2024) 344 31.0% 3,012 36.2% 13,529 40.7% 20,334 40.5% Hispanic White 48 13.9% 371 12.3% 1,586 11.7% 2,424 11.9% Hispanic Black or African American 4 1.2% 49 1.6% 225 1.7% 360 1.8% Hispanic American Indian or Alaska Native 11 3.2% 90 3.0% 445 3.3% 659 3.2% Hispanic Asian 5 1.6% 47 1.6% 241 1.8% 335 1.6%
Hispanic Hawaiian or Pacific Islander - - 14 0.5% 92 0.7% 147 0.7% Hispanic Other Race 186 54.2% 1,683 55.9% 7,606 56.2% 11,342 55.8% Hispanic Two or More Races 89 26.0% 758 25.2% 3,335 24.6% 5,067 24.9% Not Hispanic or Latino Population (2020) 844 64.0% 4,893 59.6% 18,230 53.2% 28,026 54.1% Hispanic or Latino Population (2020) 475 36.0% 3,310 40.4% 16,034 46.8% 23,783 45.9% Not Hispanic or Latino Population (2010) 769 65.5% 4,505 59.8% 16,269 55.4% 25,491 56.2% Hispanic or Latino Population (2010) 405 34.5% 3,031 40.2% 13,095 44.6% 19,851 43.8% Not Hispanic or Latino Population (2029) 898 69.5% 5,827 65.3% 20,554 61.3% 30,758 61.4% Hispanic or Latino Population (2029) 394 30.5% 3,098 34.7% 12,951 38.7% 19,300 38.6% Projected Annual Growth (2024-2029) 50 2.9% 86 0.6% -578 -0.9% -1,034 -1.0% Historical Annual Growth (2010-2020) 70 1.7% 280 0.9% 2,939 2.2% 3,933 2.0%

Complete Profile
2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Total Age Distribution (2024)
Total Population 1,110 8,325 33,276 50,240
Age Under 5 Years 52 4.7% 447 5.4% 1,874 5.6% 2,753 5.5% Age 5 to 9 Years 48 4.3% 421 5.1% 1,779 5.3% 2,691 5.4% Age 10 to 14 Years 65 5.9% 459 5.5% 1,929 5.8% 2,946 5.9% Age 15 to 19 Years 55 5.0% 483 5.8% 1,953 5.9% 2,908 5.8% Age 20 to 24 Years 66 5.9% 519 6.2% 2,058 6.2% 3,005 6.0% Age 25 to 29 Years 90 8.1% 715 8.6% 2,717 8.2% 4,018 8.0% Age 30 to 34 Years 103 9.3% 802 9.6% 3,267 9.8% 4,849 9.7% Age 35 to 39 Years 94 8.5% 704 8.5% 2,877 8.6% 4,321 8.6% Age 40 to 44 Years 82 7.3% 634 7.6% 2,546 7.7% 3,774 7.5% Age 45 to 49 Years 74 6.6% 528 6.3% 2,111 6.3% 3,220 6.4% Age 50 to 54 Years 69 6.2% 513 6.2% 2,064 6.2% 3,194 6.4% Age 55 to 59 Years 67 6.0% 471 5.7% 1,920 5.8% 2,955 5.9% Age 60 to 64 Years 69 6.2% 479 5.8% 1,876 5.6% 2,868 5.7% Age 65 to 69 Years 65 5.8% 394 4.7% 1,539 4.6% 2,378 4.7% Age 70 to 74 Years 37 3.3% 269 3.2% 1,004 3.0% 1,580 3.1% Age 75 to 79 Years 23 2.1% 166 2.0% 643 1.9% 1,073 2.1% Age 80 to 84 Years 21 1.9% 136 1.6% 474 1.4% 732 1.5%
Age 85 Years or Over 30 2.7% 184 2.2% 646 1.9% 973 1.9% Median Age 37.8 36.3 36.0 36.5
Age 19 Years or Less 220 19.9% 1,810 21.7% 7,535 22.6% 11,299 22.5% Age 20 to 64 Years 714 64.3% 5,366 64.5% 21,435 64.4% 32,205 64.1% Age 65 Years or Over 176 15.8% 1,149 13.8% 4,306 12.9% 6,736 13.4% Female Age Distribution (2024)
Female Population 537 48.4% 4,101 49.3% 16,508 49.6% 25,027 49.8% Age Under 5 Years 26 4.8% 212 5.2% 910 5.5% 1,326 5.3%
Age 5 to 9 Years 25 4.6% 219 5.3% 921 5.6% 1,378 5.5%
Age 10 to 14 Years 33 6.2% 226 5.5% 973 5.9% 1,484 5.9% Age 15 to 19 Years 23 4.2% 228 5.6% 922 5.6% 1,388 5.5% Age 20 to 24 Years 36 6.7% 262 6.4% 1,012 6.1% 1,462 5.8% Age 25 to 29 Years 47 8.8% 363 8.9% 1,360 8.2% 2,021 8.1% Age 30 to 34 Years 46 8.6% 379 9.2% 1,595 9.7% 2,369 9.5% Age 35 to 39 Years 45 8.3% 329 8.0% 1,368 8.3% 2,055 8.2% Age 40 to 44 Years 38 7.2% 313 7.6% 1,227 7.4% 1,818 7.3% Age 45 to 49 Years 35 6.6% 257 6.3% 1,048 6.4% 1,606 6.4% Age 50 to 54 Years 34 6.4% 248 6.0% 1,024 6.2% 1,589 6.3% Age 55 to 59 Years 34 6.3% 237 5.8% 949 5.8% 1,473 5.9% Age 60 to 64 Years 33 6.1% 234 5.7% 965 5.8% 1,476 5.9% Age 65 to 69 Years 28 5.2% 192 4.7% 750 4.5% 1,194 4.8% Age 70 to 74 Years 17 3.2% 143 3.5% 529 3.2% 834 3.3%
Age 75 to 79 Years 14 2.6% 96 2.3% 356 2.2% 594 2.4%
Age 80 to 84 Years 9 1.7% 65 1.6% 242 1.5% 394 1.6%
Age 85 Years or Over 13 2.4% 99 2.4% 356 2.2% 566 2.3%
Female Median Age 37.4 36.5 36.3 37.0
Age 19 Years or Less 106 19.8% 884 21.6% 3,726 22.6% 5,575 22.3% Age 20 to 64 Years 350 65.1% 2,622 63.9% 10,548 63.9% 15,870 63.4% Age 65 Years or Over 81 15.1% 594 14.5% 2,233 13.5% 3,582 14.3%

Complete Profile
2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Male Age Distribution (2024)
Male Population 573 51.6% 4,224 50.7% 16,768 50.4% 25,213 50.2% Age Under 5 Years 27 4.7% 235 5.6% 963 5.7% 1,428 5.7%
Age 5 to 9 Years 23 4.0% 203 4.8% 858 5.1% 1,314 5.2%
Age 10 to 14 Years 32 5.6% 233 5.5% 956 5.7% 1,462 5.8% Age 15 to 19 Years 33 5.7% 255 6.0% 1,031 6.1% 1,520 6.0% Age 20 to 24 Years 29 5.1% 257 6.1% 1,046 6.2% 1,543 6.1% Age 25 to 29 Years 43 7.5% 352 8.3% 1,357 8.1% 1,997 7.9% Age 30 to 34 Years 57 10.0% 423 10.0% 1,672 10.0% 2,481 9.8% Age 35 to 39 Years 50 8.7% 375 8.9% 1,509 9.0% 2,266 9.0% Age 40 to 44 Years 43 7.5% 321 7.6% 1,318 7.9% 1,956 7.8% Age 45 to 49 Years 38 6.7% 272 6.4% 1,062 6.3% 1,614 6.4% Age 50 to 54 Years 35 6.0% 265 6.3% 1,040 6.2% 1,605 6.4% Age 55 to 59 Years 33 5.8% 234 5.5% 971 5.8% 1,482 5.9% Age 60 to 64 Years 36 6.2% 245 5.8% 912 5.4% 1,391 5.5% Age 65 to 69 Years 37 6.4% 202 4.8% 789 4.7% 1,184 4.7% Age 70 to 74 Years 20 3.4% 127 3.0% 475 2.8% 746 3.0%
Age 75 to 79 Years 9 1.6% 70 1.7% 287 1.7% 479 1.9%
Age 80 to 84 Years 12 2.1% 71 1.7% 232 1.4% 338 1.3%
Age 85 Years or Over 17 3.0% 85 2.0% 290 1.7% 407 1.6%
Male Median Age 38.2 36.1 35.9 36.2
Age 19 Years or Less 114 19.9% 926 21.9% 3,809 22.7% 5,723 22.7% Age 20 to 64 Years 364 63.6% 2,743 64.9% 10,887 64.9% 16,336 64.8% Age 65 Years or Over 95 16.5% 555 13.1% 2,073 12.4% 3,154 12.5% Males per 100 Females (2024)
Overall Comparison 107 103 102 101
Age Under 5 Years 104 51.1% 111 52.6% 106 51.4% 108 51.9% Age 5 to 9 Years 91 47.7% 93 48.1% 93 48.2% 95 48.8%
Age 10 to 14 Years 96 49.0% 103 50.7% 98 49.6% 99 49.6% Age 15 to 19 Years 144 59.1% 112 52.8% 112 52.8% 109 52.3% Age 20 to 24 Years 82 45.0% 98 49.5% 103 50.8% 106 51.3% Age 25 to 29 Years 91 47.6% 97 49.2% 100 49.9% 99 49.7% Age 30 to 34 Years 124 55.3% 112 52.8% 105 51.2% 105 51.2% Age 35 to 39 Years 111 52.7% 114 53.3% 110 52.4% 110 52.4% Age 40 to 44 Years 112 52.8% 102 50.6% 107 51.8% 108 51.8% Age 45 to 49 Years 108 51.8% 106 51.4% 101 50.3% 100 50.1% Age 50 to 54 Years 100 50.1% 107 51.7% 102 50.4% 101 50.3% Age 55 to 59 Years 98 49.4% 99 49.6% 102 50.6% 101 50.2% Age 60 to 64 Years 108 51.9% 105 51.2% 95 48.6% 94 48.5% Age 65 to 69 Years 133 57.0% 105 51.3% 105 51.3% 99 49.8% Age 70 to 74 Years 113 53.0% 89 47.0% 90 47.3% 89 47.2% Age 75 to 79 Years 66 39.9% 73 42.4% 81 44.6% 81 44.6%
Age 80 to 84 Years 129 56.4% 110 52.4% 96 49.0% 86 46.2% Age 85 Years or Over 131 56.8% 86 46.1% 81 44.9% 72 41.8% Age 19 Years or Less 107 51.7% 105 51.1% 102 50.5% 103 50.7% Age 20 to 39 Years 103 50.7% 106 51.3% 105 51.1% 105 51.2% Age 40 to 64 Years 105 51.3% 104 50.9% 102 50.4% 101 50.3% Age 65 Years or Over 116 53.8% 93 48.3% 93 48.1% 88 46.8%

Complete Profile
2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Household Type (2024)
Total Households 527 3,504 12,224 18,469
Households with Children 119 22.6% 960 27.4% 4,139 33.9% 6,229 33.7% Average Household Size 2.0 2.3 2.7 2.7
Household Density per Square Mile 2,635 4,436 3,893 3,761 Population Family 588 52.9% 5,615 67.4% 26,956 81.0% 40,968 81.5% Population Non-Family 475 42.8% 2,470 29.7% 5,657 17.0% 8,361 16.6% Population Group Quarters 48 4.3% 240 2.9% 663 2.0% 911 1.8% Family Households 191 36.2% 1,781 50.8% 8,226 67.3% 12,482 67.6% Married Couple Households 141 74.1% 1,177 66.1% 5,335 64.9% 8,114 65.0% Other Family Households with Children 49 25.9% 604 33.9% 2,891 35.1% 4,367 35.0% Family Households with Children 119 62.3% 957 53.7% 4,125 50.1% 6,205 49.7% Married Couple with Children 77 64.8% 595 62.2% 2,712 65.7% 4,111 66.2% Other Family Households with Children 42 35.2% 362 37.8% 1,413 34.3% 2,095 33.8% Family Households No Children 72 37.7% 825 46.3% 4,101 49.9% 6,276 50.3% Married Couple No Children 64 89.4% 582 70.6% 2,623 64.0% 4,004 63.8% Other Family Households No Children 8 10.6% 242 29.4% 1,478 36.0% 2,273 36.2% Non-Family Households 336 63.8% 1,723 49.2% 3,999 32.7% 5,987 32.4% Non-Family Households with Children - - 4 0.2% 14 0.4% 24 0.4% Non-Family Households No Children 336 99.9% 1,719 99.8% 3,984 99.6% 5,963 99.6% Average Family Household Size 3.1 3.2 3.3 3.3
Average Family Income $260,999 $179,335 $149,906 $149,578 Median Family Income $230,257 $144,495 $121,198 $116,726 Average Non-Family Household Size 1.4 1.4 1.4 1.4
Marital Status (2024)
Population Age 15 Years or Over 945 6,998 27,694 41,849 Never Married 404 42.7% 2,924 41.8% 11,707 42.3% 17,109 40.9% Currently Married 370 39.1% 2,678 38.3% 9,987 36.1% 15,373 36.7% Previously Married 171 18.1% 1,396 20.0% 6,000 21.7% 9,366 22.4% Separated 36 21.0% 368 26.3% 1,882 31.4% 2,704 28.9%
Widowed 55 32.1% 431 30.9% 1,494 24.9% 2,175 23.2%
Divorced 80 46.9% 597 42.8% 2,624 43.7% 4,487 47.9%
Educational Attainment (2024)
Adult Population Age 25 Years or Over 824 5,996 23,683 35,936 Elementary (Grade Level 0 to 8) 40 4.8% 521 8.7% 2,354 9.9% 3,291 9.2% Some High School (Grade Level 9 to 11) 51 6.2% 468 7.8% 1,989 8.4% 2,960 8.2% High School Graduate 166 20.1% 1,282 21.4% 5,342 22.6% 8,250 23.0% Some College 204 24.8% 1,222 20.4% 4,290 18.1% 6,787 18.9% Associate Degree Only 63 7.6% 463 7.7% 1,641 6.9% 2,467 6.9% Bachelor Degree Only 185 22.5% 1,287 21.5% 5,301 22.4% 7,745 21.6% Graduate Degree 115 13.9% 752 12.5% 2,767 11.7% 4,436 12.3% Any College (Some College or Higher) 567 68.8% 3,724 62.1% 13,998 59.1% 21,434 59.6% College Degree + (Bachelor Degree or Higher) 300 36.4% 2,039 34.0% 8,068 34.1% 12,181 33.9%

Complete Profile
2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Housing
Total Housing Units (2024) 568 3,842 13,343 20,137
Total Housing Units (2020) 530 3,281 12,472 19,004
Historical Annual Growth (2020-2024) 38 1.8% 561 4.3% 871 1.7% 1,132 1.5% Housing Units Occupied (2024) 527 92.7% 3,504 91.2% 12,224 91.6% 18,469 91.7% Housing Units Owner-Occupied 172 32.7% 1,032 29.5% 4,504 36.8% 7,357 39.8% Housing Units Renter-Occupied 355 67.3% 2,472 70.5% 7,720 63.2% 11,112 60.2% Housing Units Vacant (2024) 41 7.3% 338 8.8% 1,119 8.4% 1,668 8.3% Household Size (2024)
Total Households 527 3,504 12,224 18,469
1 Person Households 253 48.1% 1,261 36.0% 2,931 24.0% 4,448 24.1% 2 Person Households 159 30.1% 1,178 33.6% 4,346 35.6% 6,459 35.0% 3 Person Households 44 8.3% 433 12.4% 1,921 15.7% 2,982 16.1% 4 Person Households 32 6.0% 306 8.7% 1,438 11.8% 2,184 11.8% 5 Person Households 21 4.0% 170 4.9% 831 6.8% 1,260 6.8% 6 Person Households 10 2.0% 90 2.6% 422 3.4% 640 3.5%
7 or More Person Households 8 1.5% 66 1.9% 335 2.7% 495 2.7% Household Income Distribution (2024)
HH Income $200,000 or More 143 27.1% 670 19.1% 2,297 18.8% 3,327 18.0% HH Income $150,000 to $199,999 58 11.0% 419 12.0% 1,315 10.8% 1,963 10.6% HH Income $125,000 to $149,999 37 6.9% 262 7.5% 903 7.4% 1,561 8.4% HH Income $100,000 to $124,999 35 6.6% 274 7.8% 1,352 11.1% 2,036 11.0% HH Income $75,000 to $99,999 59 11.1% 412 11.8% 1,546 12.6% 2,360 12.8% HH Income $50,000 to $74,999 52 9.8% 451 12.9% 1,653 13.5% 2,544 13.8% HH Income $35,000 to $49,999 14 2.6% 167 4.8% 835 6.8% 1,329 7.2% HH Income $25,000 to $34,999 26 4.9% 178 5.1% 608 5.0% 912 4.9% HH Income $15,000 to $24,999 52 9.9% 215 6.1% 569 4.7% 765 4.1% HH Income $10,000 to $14,999 23 4.4% 124 3.5% 327 2.7% 480 2.6% HH Income Under $10,000 29 5.5% 334 9.5% 820 6.7% 1,190 6.4% Household Vehicles (2024)
Households 0 Vehicles Available 113 21.4% 587 16.8% 1,337 10.9% 1,893 10.3% Households 1 Vehicle Available 135 25.6% 1,212 34.6% 4,214 34.5% 6,401 34.7% Households 2 Vehicles Available 196 37.2% 1,194 34.1% 4,782 39.1% 7,213 39.1% Households 3 or More Vehicles Available 83 15.7% 512 14.6% 1,892 15.5% 2,962 16.0% Total Vehicles Available 824 5,392 20,372 31,301
Average Vehicles per Household 1.6 1.5 1.7 1.7
Owner-Occupied Household Vehicles 380 46.2% 2,156 40.0% 8,786 43.1% 14,392 46.0% Average Vehicles per Owner-Occupied Household 2.2 2.1 2.0 2.0 Renter-Occupied Household Vehicles 443 53.8% 3,236 60.0% 11,587 56.9% 16,909 54.0% Average Vehicles per Renter-Occupied Household 1.2 1.3 1.5 1.5 Travel Time (2024)
Worker Base Age 16 years or Over 554 4,397 17,640 26,659 Travel to Work in 14 Minutes or Less 77 13.9% 620 14.1% 2,059 11.7% 3,273 12.3% Travel to Work in 15 to 29 Minutes 78 14.1% 853 19.4% 4,655 26.4% 6,966 26.1% Travel to Work in 30 to 59 Minutes 170 30.6% 1,405 32.0% 5,611 31.8% 8,529 32.0% Travel to Work in 60 Minutes or More 94 16.9% 562 12.8% 1,869 10.6% 2,808 10.5% Work at Home 136 24.5% 957 21.8% 3,447 19.5% 5,083 19.1% Average Minutes Travel to Work 32.6 31.1 29.7 29.4

Complete Profile
2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Transportation To Work (2024)
Worker Base Age 16 years or Over 554 4,397 17,640 26,659 Drive to Work Alone 324 58.4% 2,616 59.5% 11,007 62.4% 16,803 63.0% Drive to Work in Carpool 57 10.3% 471 10.7% 1,585 9.0% 2,420 9.1% Travel to Work by Public Transportation 23 4.2% 217 4.9% 937 5.3% 1,404 5.3% Drive to Work on Motorcycle 2 0.3% 5 0.1% 34 0.2% 45 0.2% Bicycle to Work 2 0.5% 42 0.9% 119 0.7% 168 0.6%
Walk to Work 8 1.4% 68 1.5% 253 1.4% 370 1.4%
Other Means 2 0.4% 21 0.5% 258 1.5% 366 1.4%
Work at Home 136 24.5% 957 21.8% 3,447 19.5% 5,083 19.1% Daytime Demographics (2024)
Total Businesses 294 762 1,397 1,954
Total Employees 1,901 4,918 8,852 13,800
Company Headquarter Businesses 10 3.3% 25 3.2% 36 2.6% 48 2.4% Company Headquarter Employees 479 25.2% 784 15.9% 1,016 11.5% 1,193 8.6% Employee Population per Business 6.5 to 1 6.5 to 1 6.3 to 1 7.1 to 1 Residential Population per Business 3.8 to 1 10.9 to 1 23.8 to 1 25.7 to 1 Adj. Daytime Demographics Age 16 Years or Over 2,278 7,425 18,526 28,408 Labor Force
Labor Population Age 16 Years or Over (2024) 932 6,908 27,326 41,296 Labor Force Total Males (2024) 484 51.9% 3,510 50.8% 13,803 50.5% 20,724 50.2% Male Civilian Employed 290 59.9% 2,360 67.2% 9,592 69.5% 14,380 69.4% Male Civilian Unemployed 29 5.9% 158 4.5% 411 3.0% 614 3.0% Males in Armed Forces - - - - 3 - 14 -
Males Not in Labor Force 165 34.2% 992 28.3% 3,798 27.5% 5,715 27.6% Labor Force Total Females (2024) 448 48.1% 3,398 49.2% 13,523 49.5% 20,572 49.8% Female Civilian Employed 265 59.1% 2,041 60.1% 8,057 59.6% 12,293 59.8% Female Civilian Unemployed 28 6.2% 160 4.7% 371 2.7% 487 2.4% Females in Armed Forces - - - - - - - -
Females Not in Labor Force 156 34.7% 1,197 35.2% 5,095 37.7% 7,792 37.9% Unemployment Rate 56 6.0% 318 4.6% 781 2.9% 1,102 2.7%
Occupation (2024)
Occupation Population Age 16 Years or Over 554 4,397 17,640 26,659 Occupation Total Males 289 52.2% 2,355 53.6% 9,583 54.3% 14,366 53.9% Occupation Total Females 265 47.8% 2,041 46.4% 8,057 45.7% 12,293 46.1% Management, Business, Financial Operations 132 - 865 19.7% 3,530 20.0% 5,448 20.4% Professional, Related 137 24.7% 1,108 25.2% 4,539 25.7% 6,524 24.5% Service 106 19.2% 743 16.9% 2,734 15.5% 4,326 16.2%
Sales, Office 92 16.7% 765 17.4% 3,127 17.7% 4,715 17.7% Farming, Fishing, Forestry - - 8 0.2% 61 0.3% 120 0.4%
Construction, Extraction, Maintenance 46 8.3% 456 10.4% 1,758 10.0% 2,531 9.5% Production, Transport, Material Moving 40 7.2% 452 10.3% 1,891 10.7% 2,997 11.2% White Collar Workers 361 65.2% 2,738 62.3% 11,195 63.5% 16,686 62.6% Blue Collar Workers 193 34.8% 1,659 37.7% 6,444 36.5% 9,974 37.4%

Complete Profile

2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Units In Structure (2024)
Total Units 527 3,504 12,224 18,469
1 Detached Unit 147 27.9% 901 25.7% 4,501 36.8% 7,006 37.9% 1 Attached Unit 110 20.9% 793 22.6% 2,398 19.6% 3,429 18.6% 2 Units 34 6.4% 171 4.9% 431 3.5% 575 3.1%
3 to 4 Units 29 5.5% 203 5.8% 761 6.2% 1,019 5.5%
5 to 9 Units 36 6.9% 200 5.7% 820 6.7% 1,415 7.7%
10 to 19 Units 44 8.4% 268 7.7% 615 5.0% 925 5.0%
20 to 49 Units 36 6.9% 236 6.7% 691 5.7% 1,089 5.9%
50 or More Units 79 14.9% 681 19.4% 1,875 15.3% 2,809 15.2% Mobile Home or Trailer - - 5 0.1% 79 0.6% 124 0.7%
Other Structure 10 1.9% 47 1.3% 53 0.4% 77 0.4%
Homes Built By Year (2024)
Homes Built 2020 or later 5 0.9% 55 1.4% 147 1.1% 265 1.3% Homes Built 2010 to 2019 76 13.4% 284 7.4% 1,183 8.9% 1,476 7.3% Homes Built 2000 to 2009 69 12.1% 361 9.4% 855 6.4% 1,176 5.8% Homes Built 1990 to 1999 81 14.3% 435 11.3% 1,043 7.8% 1,819 9.0% Homes Built 1980 to 1989 35 6.1% 330 8.6% 1,202 9.0% 1,974 9.8% Homes Built 1970 to 1979 49 8.6% 413 10.8% 1,544 11.6% 2,495 12.4% Homes Built 1960 to 1969 43 7.5% 363 9.5% 1,241 9.3% 1,881 9.3% Homes Built 1950 to 1959 42 7.4% 513 13.3% 2,131 16.0% 3,268 16.2% Homes Built 1940 to 1949 56 9.8% 339 8.8% 1,430 10.7% 2,249 11.2% Homes Built Before 1939 72 12.7% 411 10.7% 1,447 10.8% 1,865 9.3% Median Age of Homes 47.2 yrs 51.0 yrs 53.5 yrs 53.4 yrs Home Values (2024)
Owner Specified Housing Units 172 1,032 4,504 7,357
Home Values $1,000,000 or More 55 31.9% 279 27.0% 1,390 30.9% 2,210 30.0% Home Values $750,000 to $999,999 48 27.8% 244 23.7% 1,222 27.1% 1,972 26.8% Home Values $500,000 to $749,999 57 32.8% 341 33.1% 1,307 29.0% 2,263 30.8% Home Values $400,000 to $499,999 - - 59 5.7% 287 6.4% 447 6.1% Home Values $300,000 to $399,999 - - 8 0.8% 46 1.0% 67 0.9% Home Values $250,000 to $299,999 1 0.6% 6 0.6% 11 0.2% 14 0.2% Home Values $200,000 to $249,999 4 2.4% 39 3.8% 57 1.3% 72 1.0% Home Values $175,000 to $199,999 - - 1 0.1% 8 0.2% 12 0.2% Home Values $150,000 to $174,999 - - 3 0.3% 10 0.2% 20 0.3% Home Values $125,000 to $149,999 - - 2 0.2% 10 0.2% 22 0.3% Home Values $100,000 to $124,999 - - 3 0.3% 25 0.6% 43 0.6% Home Values $90,000 to $99,999 - - - - 2 - 3 -
Home Values $80,000 to $89,999 - - 2 0.1% 16 0.4% 33 0.5% Home Values $70,000 to $79,999 - - - - 6 0.1% 30 0.4%
Home Values $60,000 to $69,999 4 2.3% 9 0.8% 13 0.3% 23 0.3% Home Values $50,000 to $59,999 - - - - 5 0.1% 8 0.1%
Home Values $35,000 to $49,999 - - - - - - 1 -
Home Values $25,000 to $34,999 - - 1 - 2 - 3 -
Home Values $10,000 to $24,999 - - - - 3 - 5 -
Home Values Under $10,000 - - 33 3.2% 83 1.8% 108 1.5%
Owner-Occupied Median Home Value $843,418 $764,016 $821,361 $810,520 Renter-Occupied Median Rent $1,839 $1,938 $2,015 $2,019

Complete Profile

2010-2020 Census, 2024 Estimates with 2029 Projections
Calculated using Weighted Block Centroid from Block Groups

Lat/Lon: 37.6725/-122.0847

22555 Mission Blvd
Hayward, CA 94541 0.25 mi radius 0.5 mi radius 1 mi radius 1.25 mi radius Total Annual Consumer Expenditure (2024)
Total Household Expenditure $65.81 M $404.18 M $1.46 B $2.19 B Total Non-Retail Expenditure $37.24 M $222.8 M $788.7 M $1.18 B Total Retail Expenditure $28.57 M $181.38 M $667.21 M $1.01 B Alcoholic Beverages $392.03 K $2.41 M $8.72 M $13.12 M Apparel $1.15 M $7.18 M $26.19 M $39.4 M
Contributions $2.17 M $12.93 M $46.06 M $69.18 M
Education $1.51 M $9.11 M $32.66 M $49.07 M
Entertainment $3.54 M $22.2 M $81.03 M $121.91 M
Food Away From Home $2.75 M $17.13 M $62.37 M $93.83 M Grocery $3.49 M $23.76 M $90.09 M $135.88 M
Health Care $3.31 M $22.05 M $78.37 M $119.14 M
Household Furnishings and Equipment $1.68 M $10.41 M $37.79 M $56.83 M Household Operations $1.15 M $7.25 M $26.54 M $39.9 M Miscellaneous Expenses $1.07 M $6.65 M $24.16 M $36.36 M Personal Care $714.48 K $4.75 M $17.83 M $26.88 M
Shelter $10.53 M $68 M $245.5 M $366.61 M
Tax and Retirement $21.28 M $118.08 M $407.46 M $606.92 M Tobacco and Related $206.71 K $1.63 M $6.5 M $9.82 M Transportation $8.42 M $53.81 M $200.6 M $303.89 M
Utilities $2.45 M $16.83 M $64.05 M $96.63 M
Monthly Household Consumer Expenditure (2024)
Total Household Expenditure $10,407 $9,612 $9,925 $9,860 Total Non-Retail Expenditure $5,888 56.6% $5,298 55.1% $5,377 54.2% $5,306 53.8% Total Retail Expenditures $4,518 43.4% $4,313 44.9% $4,548 45.8% $4,555 46.2% Alcoholic Beverages $62 0.6% $57 0.6% $59 0.6% $59 0.6% Apparel $182 1.7% $171 1.8% $179 1.8% $178 1.8%
Contributions $343 3.3% $308 3.2% $314 3.2% $312 3.2%
Education $239 2.3% $217 2.3% $223 2.2% $221 2.2%
Entertainment $559 5.4% $528 5.5% $552 5.6% $550 5.6%
Food Away From Home $435 4.2% $407 4.2% $425 4.3% $423 4.3% Grocery $552 5.3% $565 5.9% $614 6.2% $613 6.2%
Health Care $523 5.0% $524 5.5% $534 5.4% $538 5.5%
Household Furnishings and Equipment $266 2.6% $248 2.6% $258 2.6% $256 2.6% Household Operations $182 1.8% $173 1.8% $181 1.8% $180 1.8% Miscellaneous Expenses $169 1.6% $158 1.6% $165 1.7% $164 1.7% Personal Care $113 1.1% $113 1.2% $122 1.2% $121 1.2%
Shelter $1,665 16.0% $1,617 16.8% $1,674 16.9% $1,654 16.8% Tax and Retirement $3,365 32.3% $2,808 29.2% $2,778 28.0% $2,738 28.0% Tobacco and Related $33 0.3% $39 0.4% $44 0.4% $44 0.4% Transportation $1,331 12.8% $1,280 13.3% $1,368 13.8% $1,371 13.9% Utilities $387 3.7% $400 4.2% $437 4.4% $436 4.4%

1 Business Friendly
Hayward Outreach
Summary
SEPTEMBER 8

City of Hayward
Development Services Department
Planning Division
Prepared By: Finn Smith

Attachment IV

2 Table of Contents
Executive Summary ....................................................................................................3 Project Overview ....................................................................................................3 Key Findings ............................................................................................................3 Community Survey and Results ...................................................................................5 Overview ................................................................................................................5 Survey Results .........................................................................................................7 Free Response Analysis ...........................................................................................9 Business Survey and Results ..................................................................................... 11 Firmographics ....................................................................................................... 11 Survey Results ....................................................................................................... 12 Free Response Analysis ......................................................................................... 20 Summer Street Parties and Results ........................................................................... 22 Additional Outreach ................................................................................................. 29 Social Media Outreach .......................................................................................... 29 Project Website .................................................................................................... 31 Door-To-Door Outreach ........................................................................................ 32 Focus Groups Outreach ......................................................................................... 32 Appendices ............................................................................................................... 33 Community Survey Questions ............................................................................... 33 Business Survey Questions .................................................................................... 35

3 Executive Summary
Project Overview
The Business-Friendly Hayward Project is a strategic initiative designed to make it easier for businesses to locate and thrive in the City's commercial and mixed-use areas, while also working to revitalize vacant and underused properties. The project aims to create a supportive environment for local businesses, attract new investment, and strengthen the local economy. The project is aligned with multiple projects identified in Hayward's Strategic Roadmap, a vision for the future of Hayward.

Project Phases
Timeframe Products Outreach
Spring 2025 Summary of Best Practices Project Website
Summer 2025 Analysis of Hayward Codes
& Practices
Commercial Analysis
Online Survey
Pop Ups
STACK Extra Article
Chamber of Commerce
Downtown Hayward
Improvement Association
Fall 2025 Draft Regulations Focus Groups
Winter 2025/2026 Final Code Updates

Key Findings
On July 10, 2025, staff published a survey aimed at both community members and business owners. This survey was promoted via a variety of mediums. At the survey’s close (July 31, 2025) there were 290 responses from 239 community members and 51 business owners.

4 The data was analyzed and compiled into interactive dashboards available below:

Community Outreach Data:
https://app.powerbigov.us/view?r=eyJrIjoiNmJlNDM5M2MtNjI4Ny00NTk0LWFmN2EtMzk5ZTM0N2VhNTdjIiwidCI6ImNjZWFiNjc0LTU0N2UtNDA1NC1hZ mEzLTAzMTU5YTkwZTFmMyJ9
Business Owner Outreach Data:
https://app.powerbigov.us/view?r=eyJrIjoiN2ZlODg4NDUtNmFlMy00NzAxLTk2ZDgtMzI1ZmMzNWIwNGFjIiwidCI6ImNjZWFiNjc0LTU0N2UtND A1NC1hZmEzLTAzMTU5YTkwZTFmMyJ9&pageName=33d379d0a4157140ff65 Outreach was also conducted on June 12, 2025, and July 17, 2025, during Hayward’s Summer Street Party events. At these events, planning staff engaged with community members through activities, including a poster board where participants shared what they would like more of in Hayward, as well as their favorite local businesses. Across both events, “Recreation” and “Special Events” received the highest number of votes (21.5% and 16.5%, respectively).

The survey focused on identifying types of businesses that community members would like to see more of in Hayward and the biggest barriers that business owners face while opening and operating in Hayward’s commercial areas.

The majority of community members surveyed indicated they were unsatisfied (2.6/10) with the current variety of businesses in Hayward. However, 71% indicated that if Hayward had more local businesses, events, or nightlife, they would be willing to spend more time and money there. Additionally, when surveyed on other cities they enjoy spending time in, Pleasanton, Castro Valley, Livermore, and Dublin were cited most. Respondents highlighted safety, density, and walkability as the main attractors to these areas. Businesses highlighted length of approval times (22%) and lack of communication (18%) as the main challenges they face while interacting with the City.

However, businesses reported having an above average experience (3.4/5) with city permitting, licensing, and/or inspection processes. Lastly, businesses emphasized the desire for more dining, retail, and entertainment/arts facilities.

5 Community Survey and Results
Demographic Data

Key respondents are ages 30–79, with the largest group aged 60–79. Very few are under 30 or over 80.

Women make up the majority of respondents (138), with men at 74. Few selected “prefer not to say,” “non-binary,” or left the question blank.

6 The highest density of respondents clustered in Hayward ZIP codes, especially 94541 and 94544, with secondary pockets in 94542 and 94545. Respondents are located as far north as Sonoma.

7 Survey Results

Most respondents shop in Hayward weekly, with fewer visiting monthly or less often.

Daily and yearly trips are rare.

Community satisfaction with Hayward’s business variety is low. The average score is

2.61 out of 10.

8 Top out-of-Hayward shopping hubs: Pleasanton, Castro Valley, Dublin, Walnut Creek, and Livermore. Oakland and San Jose, despite being larger cities have smaller pulls.

Adding more local businesses, events, and nightlife would significantly increase spending Downtown.

9 Free Response Analysis
For each question below, the range of free responses provided are summarized into the general categories shown in the bar graphs and a list of key takeaways.

How satisfied are you with the current variety of businesses in Hayward?

Key Takeaways:

• Mixed preferences: some want more national chains, others prefer small local businesses
• Desire for greater variety of businesses overall
• Street conditions are poor
• One respondent suggested aesthetic standards, saying Hayward feels like a “drive-by city”
• Concerns about unpermitted sidewalk vendors
• Some neighborhoods are food deserts
• Too many cannabis dispensaries

10 Are there other cities or commercial areas you enjoy visiting? What do you like about them?

Key Takeaways:

• Desire for live music venues and stronger investment in the local arts scene
• More community engagement and events
• Appreciation for a small-town feel
• Some had a preference for fewer chains and more healthy dining options
• Compact, dense shopping areas that are easy to walk between • More public gathering spaces, such as outdoor seating or plazas • Broader mix of businesses representing different ethnicities and cultures

11 Business Survey and Results
Firmographics

Dining establishments are the largest share of respondents, followed by Retail; other sectors trail far behind.

12 Survey Results

Average clarity/accessibility score is 5.98 out of 10. Moderately clear, but room to improve.

Overall experience with city permitting, licensing, and inspection processes is 3.38 out of 5. Above average, but with room for improvement.

13 Residents most want restaurants and shopping, with smaller interest in entertainment, manufacturing, small businesses, community spaces, and health and wellness.

Top challenges: Lengthy approval times lead, followed by lack of communication by City staff. Complexity of requirements, cost of compliance, and difficulty accessing information are also concerns.

14 Business Status: Open

Among open businesses surveyed, dining dominates by a wide margin.

Construction/real estate, health and wellness and retail are the next highest represented sectors. All other sectors are minimal.

Biggest impacts on business operations: Licensing and health and safety requirements lead, followed by permitting. Zoning is least cited.

15 Average experience with city permitting/licensing/inspections is low: 3.48 out of 10.

Business tenure is evenly split: the largest groups have operated 1–5 years, 6–15 years, and 31+ years (each ~24%), followed by 16–30 years (~18%) and less than 1 year (~12%).

16 Business Status: Decided Not to Open in Hayward

Among businesses that decided not to open, retail and manufacturing are the only sectors represented.

The greatest operational challenges are split evenly between permitting and zoning.

17 Overall experience with permitting, licensing, and/or the inspection process is 2 out of

10. 18

Business Status: Currently in the Permitting Process

Only one business surveyed is currently in the permit process. It is a retail establishment.

The challenges faced by this business are identified as the complexity of requirements, the cost of compliance, and the length of approval times.

19 This establishment rated their experience with city permitting, licensing, and/or inspection as 3 out of 10.

20 Free Response Analysis
For each question below, the range of free responses provided are summarized into the general categories shown in the bar graphs and a list of key takeaways.

What could be done to strengthen the clarity of zoning laws/other city regulations?

Top priorities include improved communication and public outreach as well as clarifying current zoning laws/regulations.

21 What are the biggest barriers you’ve experienced or observed when trying to open or improve a business in Downtown Hayward, especially related to permitting, zoning, or other city processes? This can be related to your specific business, or even things such as trying to incorporate live music or other activations.

Biggest barriers to opening or improving a business in Downtown Hayward are outdated ordinances and communication gaps.

22 Summer Street Parties and Results
Staff set up Business Friendly Hayward displays at the Summer Street Parties held in Downtown Hayward on June 12, 2025, July 17, 2025, and August 21, 2025. At these events staff had interactive posters asking residents and visitors what their favorite place in Hayward is and what types of businesses they wish Hayward had more of.

Community members indicated that outdoor spaces such as the Hayward Shoreline and the Japanese Tea Garden were among their favorites. Additionally, the most wished for new businesses in Hayward are recreational uses like skating rinks, axe throwing, and recreation catered towards children.

23 June 12, 2025

24 I wish Hayward had more… My Favorite Place in Hayward Is:

Response Votes Retail
Retail 11 Books on B
Dining 16 Hayward Retail Center
Bars/Breweries 14 The Groomsmen
Live Entertainment 12 Dining
Recreation 47 Yoyo's Botaneria
Special Events 30 Max's Cakes
Public Art 23 T4
Parklets 6 Fire Wings
Pop Up Spaces 8 The Bird
Bars/Breweries
Write In Votes The Bistro
Museums 2 Recreation
Bowling Alley 1 Kennedy Park
Skate Ring 8 Sulphur Creek Nature Center
Dog Parks 3 Garin Park
Skate Parks 1 San Felipe Park
Eden Greenway Park
Mia's Dream Park
Japanese Tea Garden
Hayward Shoreline
House of Hustle
Meek's Estate
Uncategorized
CSUEB
Lincoln Landing
Hayward Senior Center
Twin Bridges
Library

25 July 17, 2025

26 I wish Hayward had more… My Favorite Place in Hayward Is:

Response Votes Retail
Retail 36 Eco Thrift
Dining 43 The Stack Record Shop
Bars 21 Dining
Breweries 40 Raising Canes
Live Entertainment 46 El Patio
Recreation 95 El Taquito
Special Events 79 Casa Del Toro
Public Art 61 House of Hushe
Parklets 49 Tacos Gonzales
Pop Up Spaces 25 Khan Hom
Olef Bistro
Write In Votes Max's Cakes
Pottery Studios 1 Chef's Bistro
Bigger Farmers Market 2 Eon Café
Less Vacant Buildings 1 Paris Baguette
Fix up Tennyson 1 A. Romos Café
Dutch Bros Coffee 1 Buon Appetito
Native Plant Nursery 1 Acqua e Farina
"Castro Valley Marketplace" 1 Chai Thai Noodles
Ice cream or yogurt -- More 1 Tram Cream Coffee
Art Spaces 1 Oldtown Roastery
Escape Rooms 1 Suzie Q's
Water Park 1 Max's Cakes
Dog Parks 5 Chai Thai Noodles
Late Night Hang out Places 3 Breweries
Free Community Spaces 1 Buffalo Bills
Cmmunity Spaces for the Ar 1 Dirty Bird
Bike Infrastructure 3 Bars
Splash Pads 1 Curly's Place
Public Pools 1 Funky Monkey
Skate Parks 1 Turf Club
Coffee Shops 1 Recreation
Kid, Baby, and Family Friend 1 Garin Park
Hiking Trails and Regional P 2 Heritage Plaza
Community Working Spaces 2 J.A. Lewis Park
More Dog Friendly 1 San Felipe Park
Bagel Shop 1 Don Castro Lake
Café w/ Kid Playspace 1 Japanese Garden
Quality Billingual Schools 2

27 August 21, 2025

28 I wish Hayward had more… My Favorite Place in Hayward Is:

Response Votes Retail
Retail 19 Books on B
Dining 21 Thrift Center
Bars 11 Southland
Breweries 12 Eco Thrift
Live Entertainment 26 Dining
Recreation 50 RP Lounge
Special Events 44 Snappy's
Public Art 40 Frannie's
Parklets 26 Docut Factory
Pop Up Spaces 22 Craft Pizzeria
World Fare Donuts
Write In Votes Bronco Bill
Less Stray Cats 2 Kansai Sushi
Bike Lanes 5 Zocalo
Multicultural Events 3 Tommy's Donuts
Deli 5 Eon Coffee
3rd Spaces 3 Val's Chefs Experience
Place for Sidewalk V 2 China Bistro
Open Space at Skyw 1 Olive Garden
Public Restrooms 4 Service
Better Park Mainten 2 Sugar Plum Atristry
Rooftop Restaurants 1 Sauce Lab Auto
Café w/ Kid Playspa 1 Quick Quack
Arcade 2 Cannabis
Shopping Center 1 Cookies
Dog Parks 7 Breweries
Playgrounds 7 Buffalo Bills
Public Safety/Lighti 1 Bars
47 Funky Monkey
Turf Club
Dirty Bird
Recreation
Japanese Garden
Sky West Golf Course Open Space
Hayward Shoreline
Garin Park
Sulphur Creek
Sorensdale
Sun Gallery
Park
Uncategorized
Library
Hayward Senior Center
Downtown
Private Residence
Hayward Overall

29 Additional Outreach
Social Media Outreach
Social media outreach was conducted through multiple channels, including Instagram, LinkedIn, and the Stack Extra Newsletter. This outreach promoted both the community survey and the project website, providing residents, community members, and local business owners with opportunities to participate in the survey and learn more about the project’s goals, progress, and upcoming activities.

30 31

Project Website
A project website was created to highlight the progress made on the project. It includes project background, survey results, as well as opportunities for the public’s input.

32 Door-To-Door Outreach
Over a four-day period, in-person and door-to-door outreach to businesses was carried out across Hayward. More than 100 businesses were visited, helping to promote the project as well as distributing informational flyers. The majority of business owners and managers responded positively, expressing interest in learning more and supporting the project’s goals.

Focus Groups Outreach
Additional outreach to the Downtown Hayward Improvement Association and Chamber of Commerce was conducted in July 2025. Focus groups with business owners will be coordinated with these groups for additional focused feedback.

33 Appendices
Community Survey Questions

1. How satisfied are you with the current variety of businesses in The City of Hayward?

2. Please elaborate, if desired

3. Are there other cities or commercial areas you enjoy visiting? What do you like about them?

4. If something like that existed in Hayward, would you go there? Why or why not?

5. If Downtown Hayward had more local businesses, events, or nightlife, would you be more likely to spend time and money there?

6. Please rank what businesses you would like to see more of in Hayward? (Higher = More | Lower = Less)
Retail
Dining
Bars
Live Entertainment
Recreation
Special Events/Pop Ups
Public Art
Parklets
Brewery/Beer Garden
Other

7. How often do you shop in The City of Hayward?
Daily
Weekly
Monthly
Seasonal
Yearly
Never

8. Zip Code

34 9. Age

10. Gender

11. Would you be interested in speaking with a city planner to share more detailed feedback or discuss your ideas for Hayward?

35 Business Survey Questions

1. How clear and accessible is information pertaining to city regulations?

2. What could be done to strengthen the clarity of zoning laws/other city regulations?

3. How would you rate your overall experience with city permitting, licensing, or inspection processes?

4. Please elaborate, if desired

5. Business Industry
Retail
Dining
Art, Museums, and Other Entertainment Facilities
Office
Personal Services (Nail Salon, Dry Cleaning, Laundromat, etc.) Automotive Services
Health/Wellness
Finance/Legal
Home Improvement
Nonprofits/Secondhand Retail
Hospitality/Tourism
Construction and Real Estate

6. What types of businesses would you like to see more of in The City of Hayward?

7. What are the most significant challenges you face (or faced) when interacting with the City?

Complexity of requirements
Length of approval times
Cost of compliance
Lack of communication or updates
Inconsistent enforcement
Difficulty accessing information
Other

8. What are the biggest barriers you’ve experienced or observed when trying to open or improve a business in Downtown Hayward, especially related to permitting, zoning, or other city

36 processes? This can be related to your specific business, or even things such as trying to incorporate live music or other activations.

9. What is the status of your business

Business Status: Open

1. What top two city regulations or processes have the greatest impact on your business operations?
Permitting (Getting city approval for construction, changes, or certain business activities.)
Zoning (Rules deciding how land and buildings can be used in different parts of the city.)
Licensing (Official permission from the city needed to legally run your business.) Health and Safety (City rules to keep employees, customers, and the public safe from hazards.)

2. How long have you had a business in Hayward

3. Would you be interested in speaking with a city planner to share more detailed feedback or discuss your ideas for downtown Hayward?

Business Status: Opening Soon

1. What top two city regulations or processes did you find to be the most time consuming? Permitting (Getting city approval for construction, changes, or certain business activities.)
Zoning (Rules deciding how land and buildings can be used in different parts of the city.)
Licensing (Official permission from the city needed to legally run your business.) Health and Safety (City rules to keep employees, customers, and the public safe from hazards.)

2. Would you be interested in speaking with a city planner to share more detailed feedback or discuss your ideas for downtown Hayward?

Business Status: Waiting on Permits

37 1. Would you be interested in speaking with a city planner to share more detailed feedback or discuss your ideas for downtown Hayward?

Business Status: Closed

1. What top two city regulations or processes had the greatest impact on your business operations?
Permitting (Getting city approval for construction, changes, or certain business activities.)
Zoning (Rules deciding how land and buildings can be used in different parts of the city.)
Licensing (Official permission from the city needed to legally run your business.) Health and Safety (City rules to keep employees, customers, and the public safe from hazards.)

2. How long did you have a business in Hayward?

3. Would you be interested in speaking with a city planner to share more detailed feedback or discuss your ideas for downtown Hayward?

Business Status: Decided Not To

1. What top two city regulations or processes would have had the greatest impact on your business operations?
Permitting (Getting city approval for construction, changes, or certain business activities.)
Zoning (Rules deciding how land and buildings can be used in different parts of the city.)
Licensing (Official permission from the city needed to legally run your business.) Health and Safety (City rules to keep employees, customers, and the public safe from hazards.)

2. If you decided to open elsewhere, where did you decide to do so and why?

Would you be interested in speaking with a city planner to share more detailed feedback or discuss your ideas for downtown Hayward

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: LB 25-027
DATE: September 23, 2025
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Cal Cities 2025 Annual Conference: Adopt a Resolution Designating Voting Delegates and Alternates for the Annual Conference Scheduled for October 8-10, 2025

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) designating a voting delegate and alternates as Hayward’srepresentatives to the Annual Business Meeting at the Cal Cities 2025 Annual Conference; and authorizes the City Clerk to submit the 2025 Annual Conference Voting Delegate/Alternate Form.

SUMMARY
The Cal Cities Annual Conference is scheduled for October 8-10, 2025, in Long Beach at the Long Beach Convention Center. The Annual Business Meeting (General Assembly), scheduled for Friday, October 10, 2025, is typically where various municipalities’ voting delegates vote on resolutions considered by Cal Cities. To vote at the Annual Business Meeting, the City Council must designate a voting delegate and up to two alternates and submit the names to Cal Cities no later than September 24, 2025.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Cal Cities Conference Information
CITY OF HAYWARD Printed on 9/18/2025Page 1 of 1
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Hayward City CouncilSeptember 23, 2025

Hayward City Council
September 23, 2025