Attachment III Analysis of Hayward Codes and Practices — Hayward City Council, September 23, 2025

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
City of Hayward
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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.

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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
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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.

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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
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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
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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)

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12 Figure 2 Regional Commercial (CR) District

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

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14 Figure 4 Limited Access Commercial Districts

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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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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%

Hayward City CouncilSeptember 23, 2025

Hayward City Council
September 23, 2025