Hayward City Council
May 19, 2026

Tuesday, May 19, 2026
7:00 PM

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
Council Chambers
City Council
Agenda
1 May 19, 2026City Council Agenda

CONCURRENT MEETING OF CITY COUNCIL AND

GEOLOGIC HAZARD ABATEMENT DISTRICT BOARD
NOTICE: The City Council will hold a hybrid meeting in the Council Chambers and virtually via Zoom

PUBLIC PARTICIPATION
How to observe the Meeting:

1. Comcast TV Channel 15

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

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

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

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

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

Participate in the Council Chambers or click link below to join the meeting:
https://hayward.zoom.us/j/86014820622?pwd=AfDgkJT0kLC5aiaAybryhYkx2XsXq6.1 Meeting ID: 860 1482 0622
Password: CC5/19@7pm
or
Dial: +1 833 928 4610 (Toll Free)
Meeting ID: 860 1482 0622
Password: 9497332634

HAYWARD GEOLOGIC HAZARD ABATEMENT DISTRICT (GHAD)

BOARD OF DIRECTORS MEETING
CALL TO ORDER: Mayor/GHAD Chair Salinas
Pledge of Allegiance: Council/GHAD Member Roche
SB 707 TELECONFERENCE NOTIFICATIONS AND CONSIDERATION

2 May 19, 2026City Council Agenda

ROLL CALL

PUBLIC COMMENTS
The Public Comment section provides an opportunity to address the GHAD Board on items not listed on the agenda. As the GHAD Board is prohibited by State law from discussing items not listed on the agenda, items will be taken under consideration and may be referred to GHAD staff.

CONSENT
Approve the Geologic Hazard Abatement District Board (GHAD) Minutes of the Board Meeting of January 27, 2026
MIN 26-0561.

Attachments: Attachment I Draft GHAD Minutes of 1/27/2026

PUBLIC HEARING
Resolution Approving the Geologic Hazard Abatement District (GHAD) Budget for Fiscal Year 2026/27 (Report from GHAD Manager Ralston)
PH 26-0232.

Attachments: Attachment I GHAD Staff Report
Attachment II GHAD Resolution Budget 26-03
Attachment III GHAD Program Budget FY 2026-27
GHAD Manager's Report
An oral report from the GHAD Manager on ongoing activities, events, or other items of general interest to the GHAD and the public, if any.

GHAD Boardmembers’ Reports, Referral, and Future Agenda Items Oral reports from GHAD Boardmembers on their activities, referrals to GHAD staff, and suggestions for future agenda items, if any.

ADJOURN TO CITY COUNCIL MEETING

3 May 19, 2026City Council Agenda

CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
City Hall, Council Chambers

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

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

SPECIAL PRESENTATIONS
Asian American, Native Hawaiian, and Pacific Islander (AANHPI) Heritage Month

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

PRESENTATIONS
Compliance with Stormwater Trash Reduction Requirements (Report from Public Works Director Ameri)
RPT 26-0401.

Attachments: Attachment I Staff Report
Ava Community Energy: Presentation of Impact Report by CEO Howard Chang (Report from Public Works Director Ameri)
RPT 26-0452.

Attachments: Attachment I Staff Report
Attachment II Ava Impact Report

4 May 19, 2026City Council Agenda

CONSENT CALENDAR
Approve the City Council Minutes of the City Council Meeting on May 5, 2026
MIN 26-0523.

Attachments: Attachment I Draft Minutes of 5/5/2026
Adopt a Resolution Authorizing the City Manager to Execute an Agreement with Project Sentinel for Fiscal Year 2027 in a Not-to-Exceed Amount of $210,000 to Provide Mediation,
Arbitration, and Education Services Related to the Residential Rent Stabilization and Tenant Protection Ordinance and
Mobilehome Space Rent Stabilization Ordinance
CONS 26-1874.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Bennett Engineering Services, Inc., in a Not-to-Exceed Amount of $171,883 for Final Design Services for the D Street Traffic Calming Project, Project No. 05225
CONS 26-1915.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Approving the Plans and Specifications and Calling for Bids for the FY24 Sewer Line Replacement Project, Project No. 07789
CONS 26-1926.

Attachments: Attachment I Staff Report
Attachment II Resolution
Attachment III Location Map
Adopt an Ordinance Authorizing the Amendment of the
Contract Between the City of Hayward and the Board of
Administration of the California Public Employees’ Retirement System
CONS 26-1937.

Attachments: Attachment I Staff Report
Attachment II Summary of Published Ordinance
Attachment III Exhibit Contract Amendment

5 May 19, 2026City Council Agenda
Adopt a Resolution Authorizing the City Manager to 1)
Negotiate and Execute an Agreement with Alameda County
Health for the City of Hayward to Provide School-Based Mental Health Services for Fiscal Year 2026 - 2027; and 2) Accept $246,855 from Alameda County Health for this Purpose and Incorporate into the FY 2026-27 Adopted Budget
CONS 26-1948.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to Award a Contract to Fehr & Peers in a Not-To-Exceed Amount of
$610,880 for the Nighttime Safety Enhancement Plan, Project No. 05359
CONS 26-1969.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to 1)
Negotiate and Execute an Agreement with Alameda County
Health for the Provision of Medi-Cal Administrative Activities by the City of Hayward Youth and Family Services Bureau for Fiscal Year 2026 - 2027, 2) Accept Up to $400,000 in
Reimbursements for the Provision of Such Services, and 3) Incorporate $300,000 in Reimbursement Revenue into the
Adopted Budget For FY 2026-27 and Authorize the City
Manager to Appropriate Up to an Additional $100,000 ..Title CONS 26-19710.

Attachments: Attachment I Staff Report
Attachment Il Resolution
Adopt a Resolution Authorizing the City Manager to 1)
Negotiate and Execute an Amendment Extending an Agreement with the Alameda County Probation Department For Fiscal Year 2026 - 2027 for the Provision of Services at the Resource Connection Network Youth Service Center, and 2) Accept
$639,888 from Alameda County to Fund the Extension and
Incorporate the Funds into the FY 2026-27 Adopted Budget CONS 26-19911.

Attachments: Attachment I Staff Report
Attachment II Resolution

6 May 19, 2026City Council Agenda
Adopt a Resolution Awarding a Contract to Andes Construction, Inc., for the Hesperian Sewer Rehabilitation Project, Project No. 07832, in the Amount of $720,000 and Authorizing an
Administrative Change Order Budget of $72,000
CONS 26-20012.

Attachments: Attachment I Staff Report
Attachment II Resolution
Adopt a Resolution Authorizing the City Manager to 1)
Negotiate and Execute an Amendment to the Agreement with Onward Health, Inc. for the Hayward Operated Paratransit Program to Extend the Agreement Term Through June 30,
2029 and Increase the Not-To-Exceed Amount to $9 Million, and to 2) Appropriate Funds from Measure BB for this
Extension
CONS 26-20413.

Attachments: Attachment I Staff Report
Attachment II Resolution

PUBLIC HEARING
Disruption of Telephonic or Internet Service Policy: Adopt a Resolution Approving a Policy Addressing Disruption of
Telephonic or Internet Service During Public Meetings
Pursuant to Government Code Section 54953.4; and
Determining that the Action Is Not Subject to Environmental Review (Report from City Clerk Lens and City Attorney
Lawson)
PH 26-02214.

Attachments: Attachment I Staff Report
Attachment II Resolution

7 May 19, 2026City Council Agenda

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

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

ADJOURNMENT
NEXT MEETING, June 2, 2026, 7:00 PM

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

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

8 May 19, 2026City Council Agenda

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

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

9 CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: MIN 26-056
DATE: May 19, 2026
TO: Geologic Hazard Abatement District Board
FROM: GHAD Clerk

SUBJECT
Approve the Geologic Hazard Abatement District Board (GHAD) Minutes of the Board Meeting of January 27, 2026

RECOMMENDATION
That the Geologic Hazard Abatement District Board approves the minutes of the board meeting on January 27, 2026.

SUMMARY
The Geologic Hazard Abatement District Board (GHAD) held a board meeting on January 27, 2026.

ATTACHMENTS
Attachment I Draft 1/27/2026 GHAD Minutes
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
10 MINUTES OF JOINT CITY COUNCIL/HAYWARD GEOLOGIC HAZARD

ABATEMENT DISTRICT BOARD MEETING

OF THE CITY OF HAYWARD
Council Chambers
777 B Street, Hayward, CA 94541
Tuesday, January 27, 2026
The Joint City Council/Hayward Geologic Hazard Abatement District Board meeting was called to order by Board Chair Salinas at 7:00 p.m.

ROLL CALL

Present: BOARD MEMBERS Zermeño, Roche, Bonilla, Syrop, Andrews, Goldstein and Chair Salinas

Absent: None

PUBLIC COMMENT
None.

CONSENT CALENDAR

1. Approve the GHAD Minutes of the Board Meeting of December 2, 2025. It was moved by Board member Andrews and seconded by Board member Syrop to approve the minutes; the motion carried unanimously (7-0-0).

PUBLIC HEARING

1. Resolution 26-01:GHAD Manager Haley Ralston presented the staff report regarding the tabulation of votes for the Parcel Group 3 Development (Parcel Map No. 11247) to determine whether a benefit assessment should be levied on the property to be annexed. On December 2, 2025, the GHAD Board adopted Resolution 25-04 approving the draft Engineer's Report for the Parcel Group 3 Development to set an assessment limit of $0.25472 per square foot of habitable space (Fiscal Year 2025/26 dollars). Following the GHAD Board meeting on December 2, 2025, the property owners of the parcels within the Parcel Group 3 Development were provided with a copy of the draft Engineer's Report, a Notice of Intent to Order an Assessment, and a ballot (Resolution 25-04).

There was no public comment on this item.

Following the close of the public hearing, the GHAD Clerk tabulated the votes to determine whether a majority protest had been submitted. The GHAD Clerk confirmed, on the record, that both La Vista, L.P: and Strategic Growth Partners, Inc. voted "yes" in support of the levy of assessment.
62648006 1/517102 0001
11 Motion by Board member Goldstein (seconded by Board member Roche) to approve Resolution No. 21-03 to accept the GHAD Clerk's tabulation of votes by the property owners of Parcel Group 3 Development. The motion carried unanimously (7-0-0).

2. Resolution No. 26-02: The GHAD Manager requested the Board approve a resolution confirming the assessment and authorizing the levy and collection of the assessment for the Parcel Group 3 Development within the GHAD.

There was no public comment on this item.

Motion by Board member Goldstein (seconded by Board member Syrop) to approve Resolution No. 26-02 declaring the GHAD's intent to: 1) confirm the proposed assessment; and 2) authorize the levy of the assessment on the Parcel Group 3 Development. The motion carried unanimously (7-0-0).

GHAD MANAGER REPORT
The GHAD Manager reported that all the GHAD-maintained areas are performing well. Spring monitoring will begin following the winter months and conclusion of rain. GHAD Staff will return to the Board to have the budget approved in May or June.

GHAD BOARD MEMBERS' REPORTS, REFERRAL, AND FUTURE AGENDA ITEMS None.

ADJOURNMENT
GHAD Board Chair Salinas adjourned the meeting at 7:12 pm.

APPROVED:

Patricia Curtin, Clerk of the
Hayward Geologic Hazard Abatement District
62648006.1/517102.0001
12 CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: PH 26-023
DATE: May 19, 2026
TO: Mayor and City Council
FROM: GHAD Manager

SUBJECT
Resolution Approving the Geologic Hazard Abatement District (GHAD) Budget for Fiscal Year 2026/27

RECOMMENDATION
Staff recommends that the Hayward GHAD Board of Directors adopt Resolution 26-03 approving the GHAD budget for the 2026/27 fiscal year.

SUMMARY
The Hayward GHAD Board of Directors accepted monitoring, maintenance, and/or ownership of selected parcels within The Reserve (formerly La Vista) development within the Hayward GHAD with the approval of Resolution 20-01 on February 25, 2020, and Resolution 23-04 on November 14, 2023.

Additionally, the Board of Directors accepted monitoring, maintenance, and/or ownership of all parcels within the Hideaway (formerly Ersted) development on November 19, 2024, with the approval of Resolution 24-02. The proposed budget allows funding of GHAD responsibilities for the 2026/27 fiscal year from July 1 to June 30. The proposed budget for the 2026/27 fiscal year is $198,488.

ATTACHMENTS
Attachment I GHAD Staff Report
Attachment II GHAD Resolution
Attachment III GHAD Program Budget
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
13

HAYWARD

GEOLOGIC HAZARD ABATEMENT DISTRICT

TO: Hayward GHAD Board of Directors

FROM: GHAD Manager

BOARD MEETING DATE: May 19, 2026

SUBJECT: Resolution Approving the Geologic Hazard Abatement District (GHAD) Budget for Fiscal Year 2026/27

RECOMMENDATION(S):

Staff recommends that the Hayward GHAD Board of Directors adopt Resolution 26-03 approving the GHAD budget for the 2026/27 fiscal year.

SUMMARY:

The Hayward GHAD Board of Directors accepted monitoring, maintenance, and/or ownership of selected parcels within The Reserve (formerly La Vista) development within the Hayward GHAD with the approval of Resolution 20-01 on February 25, 2020, and Resolution 23-04 on November 14, 2023. Additionally, the Board of Directors accepted monitoring, maintenance, and/or ownership of all parcels within the Hideaway (formerly Ersted) development on November 19, 2024, with the approval of Resolution 24-02. The proposed budget allows funding of GHAD responsibilities for the 2026/27 fiscal year from July 1 to June 30. The proposed budget for the 2026/27 fiscal year is $198,488.

BACKGROUND AND DISCUSSION:

Hayward City Council adopted Resolution 16-030 approving the formation of the Hayward GHAD and the Plan of Control for The Reserve (La Vista) development within the Hayward GHAD on March 1, 2016.

The Hayward GHAD Board of Directors accepted monitoring, maintenance, and/or ownership of selected parcels within The Reserve (La Vista) development within the Hayward GHAD with the approval of Resolution 20-01 on February 25, 2020, and Resolution 23-04 on November 14, 2023. Additionally, the Board of Directors accepted monitoring, maintenance, and/or ownership of all parcels within the Hideaway (formerly Ersted) development on November 19, 2024, with the approval of Resolution 24-02. The adopted Plans of Control for each development summarize the GHAD’s responsibilities, and the approved Engineer’s Reports established a budget and assessment limit for residential properties for each development.

The following are improvements owned and/or maintained by the GHAD and activities funded through the proposed budget.

• General maintenance of the surface drainage improvements 14

• General maintenance of storm drain inlets and outlets in open space, subdrain outlets, and risers
• Maintenance of concrete-lined drainage ditches
• Maintenance of existing property line/boundary fencing • Inspection and maintenance of surface water quality treatment, water quality pond, and detention basins
• Retaining wall east of Alquire Parkway at the northwest corner of the Moita property • Maintenance roads associated with the water quality pond and the detention basins • Maintenance roads/trails over public water mains on the GHAD-owned parcels • Debris benches and walls
• Subdrains
• Storm drain inlets, outfalls, and pipelines within the GHAD-owned parcels • Maintenance including trails (other than City-owned public trails) within the GHAD- owned parcels
• Slopes including Hayward Concentrated Fault Zone
• Vegetation control for fire suppression

The Hayward SoMi development transferred Plan of Control responsibilities to the Hayward GHAD during the FY 2025/26 ; therefore, we have included funding for the Hayward SoMi development in the FY 2026/27 budget.

The Hayward GHAD has been levying and collecting assessments since FY 2017/18. For the 2026/27 FY, all 179 residential units within The Reserve development , all 59 residential units within the Hideaway development, and all 189 residential units within the Hayward SoMi development, for a total of 427 units, are subject to the levy of a GHAD assessment. Parcels are subject to the levy starting the first fiscal year following issuance of a building permit.

In FY 2022/23, the GHAD was ahead of its target rate of reserve accumulation forecast estimate in the approved 2016 Engineer’s Report for The Reserve Development; therefore, GHAD Staff recommended and the Board approved suspension of the levy for residences within The Reserve development for FY 2023/24 only. We provided this recommendation based on the following conditions.

• Unencumbered reserve funds collected from within The Reserve Development exceed the target reserve amount estimated in the approved Engineer’s Report • Reserve funds collected from within The Reserve Development exceed the dollar amount estimated for a large-scale repair
• Plan of Control responsibilities have been transferred from the developer to the GHAD

While the GHAD is still ahead of its target rate of reserve accumulation, the projected reserve balance is still below the target reserve forecast in each development’s Engineer’s Report . For FY 2026/27, we recommend an assessment levy of $1,463.55 to fund annual maintenance and operations and reserve accumulation towards the target reserve balance. For the Hideaway and Hayward SoMi developments, we still recommend that the FY 202 6/27 levy be imposed at the assessment limit as the listed conditions above have not been met yet for these developments .

The total assessment revenue for the Hayward GHAD for FY 2026/27 is estimated at $452,463.

As provided in the approved Engineers ’ Reports, the assessment limit s for each of the three developments (The Reserve, Hideaway, and Hayward SoMi) will continue to be adjusted for inflation annually. The assessment limits are adjusted annually on December 30 to reflect the percentage change in the San Francisco -Oakland-Hayward Consumer Price Index (CPI) for All 15

Urban Consumers. Any proposed levy suspension or annual levy below the allowed assessment limit in the future for any of the developments within the GHAD does not preclude the GHAD Board in the future from increasing or decreasing the levy of the assessment up to the inflation - adjusted assessment limit. This determination is made by the GHAD Board each year when approving the annual budget for the GHAD . As long as the GHAD Board levies future assessments in accordance with the Engineer's Report, a vote of property owners is not required; a vote is only required if the assessment limit is increased beyond that allowed in the Engineer's Report.

The proposed program budget for fiscal year 2026/27 is $198,488. The budget expenses break down into the following amounts:

Administration- GHAD Manager ................................ . $ 36,690 Administration - Outside Professional Services .......... $ 28,299 Preventive Maintenance and Operations .................. $127,499 Special Projects ................................ ............................ $6,000 Major Repair ................................ ................................ ....... $0 Total Expenses ................................ ........................ $ 198,488

FISCAL IMPACT:

The Hayward GHAD is proposing a budget of $198,488 for anticipated management, maintenance, and operations fees for the 2026/27 fiscal year. At the beginning of the 2026/27 fiscal year, the cumulative reserve is estimated at approximately $1,663,000, and approximately $1,972,000 at the end of the 2026/27 fiscal year.

The Hayward GHAD operates as a separate entity from the City of Hayward; therefore, there is no fiscal impact to the City of Hayward.

NEXT STEPS:

None.

Prepared by: GHAD Manager, Haley Ralston

Recommended by: GHAD Manager, Haley Ralston

ATTACHMENTS:

A. Resolution No. 26-03 Approving the Budget for Fiscal Year 2026/27 for the Hayward Geologic Hazard Abatement District
16 ATTACHMENT II

THE BOARD OF DIRECTORS OF HAYWARD GEOLOGIC HAZARD A B A T E M E N T

D I S T R I C T
RESOLUTION NO. 26-03

APPROVING THE GEOLOGIC HAZARD ABATEMENT DISTRICT BUDGET FOR FISCAL YEAR 2026/27

WHEREAS, on March 1, 2016, the City Council adopted Resolution 16- 030, approving and ordering t h e formation of the Hayward Geologic Abatement District (GHAD) as described in the GHAD Plan of Control for the La Vista subdivision (Tract 7620) and appointed itself to act as the GHAD Board of Directors (the "Board"); and

WHEREAS, the GHAD Manager, ENGEO, has prepared a budget for Fiscal Year (FY) 2026/27 and attached as Attachment 1; the estimated budget amount for management, maintenance, and repair responsibilities of the GHAD for FY 2026/27 is $198,488; and

WHEREAS, the GHAD Board of Directors desires to adopt the budget for FY 2026/27; and

NOW, THEREFORE, BE IT RESOLVED that the Hayward GHAD Board of Directors hereby orders that:

1. The GHAD Board approves the GHAD Budget for the FY 2026/27 attached as Attachment 1.

2. The recitals are incorporated herein by this reference.

3. This Resolution shall become effective immediately upon its passage and adoption.

IN COUNCIL, HAYWARD, CALIFORNIA May 19, 2026

ADOPTED BY THE FOLLOWING VOTE:

AYES:

NOES:

ABSTAIN:

ABSENT:

ATTEST:_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Clerk of Hayward Geologic Hazard

Abatement District Board of Directors
17 ATTACHMENT II

APPROVED AS TO FORM:

__________________________________________________
General Counsel of the Hayward Geologic Hazard Abatement District

Attachment 1- Hayward GHAD Budget for Fiscal Year 2026-2027 18 HAYWARD GEOLOGIC HAZARD ABATEMENT DISTRICT
PROGRAM BUDGET FOR FISCAL YEAR 2026/27

ATTACHMENT III
19 2633 Camino Ramon, Suite 250  San Ramon, CA 94583  (925) 866-9000  [email protected] www.engeo.com

May 5, 2026

Hayward Geologic Hazard Abatement District Board of Directors Chair Mark Salinas
Boardmember Angela Andrews
Boardmember Ray Bonilla Jr.

Boardmember Dan Goldstein
Boardmember Julie Roche
Boardmember George Syrop
Boardmember Francisco Zermeño

Hayward Geologic Hazard Abatement District
777 B Street
Hayward, CA 94541

Subject: The Reserve (La Vista) Development
Hideaway (Ersted Property) Development
Hayward SoMi Development
Hayward Geologic Hazard Abatement District
Hayward, California

PROGRAM BUDGET FOR FISCAL YEAR 2026/27

Dear Chair Salinas and Boardmembers:

Attached is the program budget for the Hayward Geologic Hazard Abatement District (GHAD) for Fiscal Year (FY) 2026/27. The proposed program budget is $198,488. The budget expenses are broken down into the following amounts.

Administration – GHAD Manager ................................ $36,690 Administration - Outside Professional Services ........... $28,299 Preventive Maintenance and Operations .................. $127,499 Special Projects ................................ ............................ $6,000 Major Repair ................................ ................................ ....... $0

The budget anticipates FY 2026/27 revenue of $ 506,913, with an estimated contribution of $308,425 to the reserve fund. A summary of the expenses is shown in Table 3, followed by a brief description of each budget item on the following pages.

If you have any questions regarding the contents of this letter, please contact us.

Sincerely,

Hayward Geologic Hazard Abatement District
ENGEO Incorporated, GHAD Manager
ENGEO Project No. 6671.002.025

Haley Ralston Robert H. Boeche

hjr/rhb/jg

ATTACHMENT III
20 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 1

HAYWARD GEOLOGIC HAZARD ABATEMENT DISTRICT

PROPOSED PROGRAM BUDGET
FISCAL YEAR 2026/27

The following proposed program budget summarizes the anticipated revenues and expenditures for FY 2026/27 for the Hayward Geologic Hazard Abatement District (GHAD), which includes The Reserve ( formerly known as La Vista (Tract 7620) ), Hideaway (formerly known as Ersted Property (Tract 8439) ), Hayward SoMi (Tracts 8605 and 8 614), and Parcel Group 3 (Parcels 2 and 3 of Parcel Map No. 11247) developments. The structure of the Hayward GHAD is shown below.

EXHIBIT 1: Hayward GHAD Structure

The GHAD has accepted maintenance and monitoring responsibilities for the majority of the parcels within the GHAD for The Reserve (La Vista) and Hideaway (Ersted) developments, except for those listed in Table 1. The GHAD accepted responsibilities for the parcels within each development by resolution on February 25, 2020, November 14, 2023, and November 19, 2024.

The parcels listed in Table 1 within The Reserve development have been offered to the GHAD but have not yet been accepted by the GHAD due to “punch list ” items that remain to be completed.

TABLE 1: Parcels Not Yet Accepted within The Reserve Development ASSESSOR’S PARCEL NUMBER DESCRIPTION (Tract 7620) GHAD OWNERSHIP 83-477-2 Parcel A No
83-477-5 Parcel P No

ATTACHMENT III
21 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 2
Based on our discussions with the City of Hayward, construction on the park site (Parcel “A”) has begun; therefore, the future GHAD -maintained improvements on Parcel A may be offered for transfer in the 2026/27 fiscal year.

Parcels within the Hayward SoMi development were eligible to transfer during FY 2025/26, as eligibility occurs a minimum of 3 years after issuance of the first residential building permit, which was during FY 2021/2022. The GHAD Manager will work with the developer of Hayward SoMi on the transfer process and bring transfer of GHAD responsibilities to the GHAD Board for approval when ready.

The GHAD is funded through real property assessments. The Board of Directors approved the Engineer’s Report for each development in the GHAD and set the initial assessment limits. The assessment limits have been adjusted annually on December 31 to reflect the percentage change in the San Francisco -Oakland-Hayward Consumer Price Index (CPI) for All Urban Consumers.

Previously, GHAD Staff used June as the annual CPI reference month , but t ransitioned to December as the reference month in 2025. The FY 2026/27 budget has been prepared with the December 2025 published CPI.

The annual assessment limits are shown in Table 2.

TABLE 2: Actual CPI Adjustments and Assessment Limit for Residential Properties FISCAL
YEAR
INDEX
DATE
SAN

FRANCISCO-

OAKLAND-

HAYWARD
CPI
THE

RESERVE
ANNUAL

ASSESSMENT
LIMIT1
THE

RESERVE
ANNUAL

ASSESSMENT
LEVY1

HIDEAWAY
ANNUAL

ASSESSMENT

LIMIT AND
LEVY1

HAYWARD
SOMI

TOWNHOMES
ANNUAL

ASSESSMENT

LIMIT AND
LEVY1

HAYWARD SOMI

CONDOMINIUMS
ANNUAL

ASSESSMENT

LIMIT AND
LEVY1
2016/2017 $1,502.00 $1,502.00
2017/2018 6/30/2017 3.48% $1,554.30 $1,554.30
2018/2019 6/30/2018 3.91% $1,615.03 $1,615.03 $932.00
2019/2020 6/30/2019 3.22% $1,666.96 $1,666.96 $961.96
2020/2021 6/30/2020 1.62% $1,693.90 $1,693.90 $977.51
2021/2022 6/30/2021 3.16% $1,747.34 $1,747.34 $1,008.35 $567.00 $454.00 2022/2023 6/30/2022 6.80% $1,866.14 $0.002 $1,076.91 $605.55 $484.87 2023/2024 6/30/2023 2.88% $1,919.87 $0.002 $1,107.91 $622.98 $498.83 2024/2025 6/30/2024 3.24% $1,982.02 $931.00 $1,143.78 $643.15 $514.97 2025/2026 12/30/2024 2.38% $2,029.17 $1,217.50 $1,170.99 $658.45 $527.22 2026/2027 12/30/2025 3.04% $2,090.78 $1,463.55 $1,206.54 $678.44 $543.23 1 If assessment limit is an odd number, the annual levy is rounded down to nearest even cent. 2 The assessment levy was suspended for The Reserve development only.

For FY 2025/26, all 179 residential parcels within The Reserve development, all 59 residential parcels in the Hideaway development , and all 189 residential units in the Hayward SoMi development were subject to the levy of a GHAD assessment. Parcels are subject to the levy starting the first fiscal year following issuance of a building permit. As discussed below, an assessment was not levied on residential parcels within The Reserve development in FY 2022/23 and 2023/24, as minimum account balance and other conditions were met for this development.

The final asse ssment roll prepared for the 202 5/26 fiscal year and submitted to the Alameda County Assessor’s Office identified 386 parcels subject to the levy of the GHAD assessment. The total levy amount for the 2025/26 FY was $404,783.

ATTACHMENT III
22 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 3

Based on the San Francisco-Oakland-Hayward CPI data reported in December 2025, an annual inflation rate adjustment rate of 3.04% will be used for FY 2026/27. We estimate that 427 residential units will be subject to assessment in FY 2026/27. Parcels are subject to the levy starting the first fiscal year following issuance of a building permit or certificate of occupancy.

The GHAD is ahead of its target reserve rate of accumulation for ecast in the approved 2016 Engineer’s Report for The Reserve development. The excess revenue is primarily due to lower expenses than anticipated, as discussed below. In general, we have, and may in the future, recommend an annual assessment levy amount less than the assessment limit if the listed conditions below are met. The budget prepared provides that The Reserve residential parcel levy be set at $ 1,463.55 for FY 202 6/27 to fund annual maintenance and operations and reserve accumulation.

• Unencumbered reserve funds collected from within a development exceed the target reserve amount estimated in the approved Engineer’s Report , or unencumbered reserve funds collected from a development exceed the target reserve. • Reserve funds collected from within a development exceed the dollar amount estimated for a large-scale repair.
• Plan of Control responsibilities have been transferred from the developer to the GHAD.

Graph 1 provides the actual and forecast account balances for the GHAD from the initial levy of the assessments in FY 2016/17 to FY 2056/57. The actual account balances and projected target reserve amounts have been normalized to 2016/17 dollars when the initial Engineer’s Report s were approved. The cumulative reserve at the end of FY 2025/26 is estimated to be approximately $1,271,411 in 2016/17 dollars and is below the cumulative target reserve amount of $ 3,273,299 in 2016/17 dollars for all developments in the GHAD. The GHAD reserve is intended to fund unanticipated expenses that may occur.

ATTACHMENT III
23 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 4
GRAPH 1: Actual and Forecast Cumulative Reserve
Levying an assessment will assist The Reserve development in maintaining its target rate of reserve accumulation toward the target reserve amount . Fiscal Year 2026/27 levies for the Hideaway and Hayward SoMi Developments would still be imposed at the assessment limit as those developments have not yet met the above conditions.

The GHAD Treasurer has estimated that dividend and interest income for FY 2026/27 should be approximately 2 percent above the rate of inflation. The GHAD Treasurer maintains an estimate that the long -term inflation rate will average approximately 2 to 2 ½ percent. Based on the published CPI for December 202 5, we provide the estimated total revenues in Table 3 for FY 2026/27.

TABLE 3: Estimated Revenue
FY 2026/27 LEVY/REVENUE

ESTIMATE
Residential Units (The Reserve) 179
Residential Units (Hideaway) 59
Residential Units (Hayward SoMi) 189
Assessment Revenue $452,463
Investment Income $54,450
Total Revenues $506,913
The budget is divided into four categories , including Administration and Accounting, Preventive Maintenance and Operations, Special Projects, and Major Repair s. As needed, the GHAD Manager, at their discretion, may reallocate funds within the budget. A description of each of the categories is provided below. In general, the budget amounts listed are based on the Engineer’s Reports approved by the Hayward GHAD Board of Directors in 2016 for The Reserve

ATTACHMENT III
24 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 5

development, in 2019 for the Hideaway , and in 2021 for the Hayward SoMi development. The budget amounts have been inflation adjusted to provide the budget estimates.

ADMINISTRATION AND ACCOUNTING

This category includes a dministrative expenses for tasks of the G HAD Manager, clerical, and accounting staff related to the operation and administration of the GHAD . The budget amounts listed are based on the Engineers’ Reports for each development in the GHAD . The budget amounts have been inflation adjusted to provide the listed budget estimates.

PREVENTIVE MAINTENANCE AND OPERATIONS

Preventive maintenance and operations include slope stabilization services, erosion protection, and professional services within the GHAD. Professional services include site-monitoring events as specified in the GHAD Plan of Control. Slope stabilization and erosion protection responsibilities include the open -space slopes and drainage swales. GHAD -maintained improvements generally include d etention and water -quality basins, maintenance roads, concrete-lined drainage ditches, retaining walls, subsurface drai nage facilities, storm drain facilities, trails, and debris benches.

SPECIAL PROJECTS

The Special Projects category allows the GHAD to budget for projects beneficial to the GHAD that do not fit into one of the other three categories. Special projects can include items such as global positioning system (GPS)/geographic information system (GIS) development for GHAD-maintained improvements; website development and maintenance; and reserve studies to re-evaluate the financial condition of the GHAD. The FY 202 6/27 budget allocates funds for GIS and website development and maintenance in the Special Projects category.

MAJOR REPAIR

Included within the major repair category are those repair or improvement projects that are intermittent and, by their nature, do not fit within a scheduled maintenance program. Minor slope repair and erosion control items are generally funded within the P reventive Maintenance and Operations category. For the purposes of this budget, we define major repairs as those estimated at over $250,000.

No major repair projects are currently anticipated in the FY 202 6/27 budget within the GHAD-maintained areas of the Hayward GHAD. The reserve portion of the budget allows for funding toward these unpredictable events.

TABLE 4: Summary of Proposed Fiscal Year 2026/27 Budget

BUDGET ITEM
FY
2025/26

ESTIMATED
FY
2025/2026
BUDGET1
FY
2026/27

FORECAST

PERCENT OF
TOTAL

EXPENDITURES
(FY 2026/27)

ADMINISTRATION AND ACCOUNTING
GHAD Manager Services
Administration $32,250 $32,250 $33,240
Annual Report and Budget Preparation $3,350 $3,350 $3,450 Subtotal $35,600 $35,600 $36,690 18%

ATTACHMENT III
25 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 6

BUDGET ITEM
FY
2025/26

ESTIMATED
FY
2025/2026
BUDGET1
FY
2026/27

FORECAST

PERCENT OF
TOTAL

EXPENDITURES
(FY 2026/27)
Outside Professional Administration Services
Assessment Roll and Levy Update Preparation $1,900 $1,850 $1,900 Alameda County Assessor’s Fees $6,848 $6,848 $7,692
California Association of GHADs Membership $207 $207 $207 GHAD Clerk $1,500 $1,500 $1,500
GHAD Treasurer $8,000 $8,000 $8,000
GHAD Attorney $6,000 $7,000 $7,000
Insurance- General Liability $1,815 $2,000 $2,000
Subtotal $26,270 $27,404 $28,299 14%
Administration and Accounting Total $61,870 $63,004 $64,989 32%

PREVENTIVE MAINTENANCE AND OPERATIONS
Contractor Services
Sediment Removal from Drainage Ditches $8,510 $8,600 $11,266 Detention Basin Maintenance $2,200 $2,200 $2,400
Vegetation Management $13,600 $21,800 $21,000
Access Roadway Maintenance $3,000 $3,000 $3,500
Open Space Maintenance $0 $2,000 $1,500
Subdrain Maintenance $3,600 $3,900 $5,750
Slope Stabilization $72,362 $93,000 $35,000
Conservation Easement Activities $1,305 $10,000 $10,000 Subtotal $104,577 $144,500 $90,416 46%
GHAD Manager Services
Scheduled Monitoring Events $12,800 $12,800 $13,200
Heavy Rainfall Monitoring Events $1,090 $2,500 $2,600
Detention Basin Scheduled Monitoring Events $4,100 $4,100 $4,200 Detention Basin Heavy Rainfall Monitoring Event $677 $1,000 $1,000 Sediment Removal from Drainage Ditches $1,720 $1,720 $2,253 Detention Basin Maintenance $440 $440 $480
Vegetation Management $4,360 $4,360 $4,200
Access Roadway Maintenance $600 $600 $700
Open Space Maintenance $400 $400 $300
Subdrain Maintenance $780 $780 $1,150
Slope Stabilization $18,972 $18,600 $7,000
Subtotal $45,939 $47,300 $37,083 19%
Preventive Maintenance and Operations Total $150,515 $191,800 $127,499

SPECIAL PROJECTS
GIS $5,000 $5,000 $5,000
Website Maintenance $1,000 $1,000 $1,000
Subtotal $6,000 $6,000 $6,000 3%

MAJOR REPAIRS
Subtotal $0 $0 $0 0%
TOTAL PROPOSED EXPENDITURES $217,080 $260,804 $198,488 100%

ATTACHMENT III
26 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 7

ESTIMATED RECEIVABLES
Beginning Balance
Balance (June 30, 2025) $1,423,516
Estimated FY 2025/26 Revenue
Assessment Income $404,783
Investment Income $51,878
Estimated FY 2025/26 Expenses
Estimated Expenses through 6/30/2026 $218,385
ESTIMATED RESERVE ON JUNE 30, 2026 $1,661,792
Estimated FY 2026/27 Revenue
Estimated FY 2026/27 Assessment $452,463
Estimated FY 2026/27 Investment Income $54,450
Estimated 2026/27 Expenses
Estimated Expenses through June 30, 2027 $198,488
ESTIMATED RESERVE ON JUNE 30, 2027 $1,970,217

For FY 2026/27, the payment limit for the GHAD Manager, ENGEO, is set at $73,773. The tasks included withi n the payment limit may include oversight of maintenance and repair projects, administration, and monitoring events, as summarized in Table 5.

TABLE 5: Payment Limit

TASK AMOUNT
Administration $33,240
Budget Preparation $3,450
Scheduled and Heavy Rainfall Monitoring Events $21,000
Sediment Removal from Drainage Ditches1 $2,253
Detention Basin Maintenance1 $480
Vegetation Management1 $4,200
Access Roadway Maintenance1 $700
Open Space Maintenance1 $300
Subdrain Maintenance1 $1,150
Slope Stabilization1 $7,000
TOTAL $73,773
1 Dependent on maintenance and/or repair activities by the GHAD during FY 2026/27. The GHAD Manager, ENGEO, payment limit is 20% of the total budget item.

Below is more detail about each line item included in the annual budget proposed above.

ADMINISTRATION AND ACCOUNTING

GHAD Manager

Administration

Administrative expenses include G HAD Manager duties related to the operation and administration of the GHAD. The budget estimate for administrative services is derived from the original GHAD budget used to prepare the GHAD Engineer’s Reports.

ATTACHMENT III
27 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 8

Annual Report and Budget Preparation

This budget provides for the preparation of the annual report and budget.

Outside Professional Services – Non-Technical

Assessment Roll and Levy Update

This budget item allows for preparation of the assessment roll for the GHAD and the updated levy based on the Consumer Price Index adjustment.

Alameda County Assessor’s Fees

This budget item accounts for fees from the Alameda County Assessor’s Office.

California Association of GHADs Membership

The GHAD maintains membership in the California Association of GHADs.

GHAD Clerk

This budget item allows for funding of GHAD clerk services. The Board appointed Fennemore to serve as the GHAD Clerk on September 13, 2016, with the approval of Resolution No. 16-002.

GHAD Treasurer

This budget item accounts for fees related to the GHAD Treasurer and the investment manager functions. The Board appointed Watermark Asset Management, Inc., now GHAD Treasurer, Inc., on September 13, 2016, with the approval of Resolution No. 16-002 and authorized a change in the GHAD Treasurer designation to GHAD Treasurer, Inc. on February 25, 2020, with the approval of Resolution 20-02.

GHAD Attorney

This budget item allows for funding of GHAD legal counsel. The Board appointed Wendel Rosen, now Fennemore, to serve as the GHAD Attorney on September 13, 2016, with the approval of Resolution No. 16-002. The duties of the legal counsel may include, but not be limited to, transfer documentation, preparation or review of contrac ts, grant deeds, righ t-of-entry, and board resolutions.

Insurance – General Liability

General liability insurance is maintained for open-space areas within the GHAD.

ATTACHMENT III
28 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 9

PREVENTIVE MAINTENANCE AND OPERATIONS

Maintenance and Operations

Sediment Removal from Drainage Ditches

This budget item is to provide for the annual removal of vegetation, cleaning, sealing, and minor repair of concrete-lined drainage ditches and storm drain inlets within The Reserve, Hideaway, and Hayward SoMi developments.

Detention Basin Maintenance

The budget item allows for ongoing maintenance activities, as described in the operations and maintenance manual for detention basins within The Reserve development.

Vegetation Management

This budget item includes annual firebreak mowing and litter removal, which will occur during FY 2026/27. This budget item allows for a second cutting of fire breaks, as needed.

Access Roadway Maintenance

This budget item includes gravel -surfaced access roadway maintenance on GHAD -owned parcels that may occur during the 2026/27 fiscal year.

Open Space Maintenance

This budget item includes trail maintenance , fence repairs, and litter pickup on GHAD -owned parcels that may occur during the 2026/27 fiscal year.

Subdrain Maintenance

This budget item allows for construction of subdrain markers and outfall structures to facilitate future monitoring and maintenance of the subdrain outlets, which are critical to slope stability within The Reserve development. This item was included in the Request for Proposals scope of services and is a one-time expense.

Slope Stabilization

This is for unanticipated minor repairs, including slope instability or erosion, that may occur during FY 2026/27.

Conservation Easement Activities

This budget item includes activities that may be needed in relation to the City of Hayward Conservation Easement or East Bay Regional Park District Conservation Easement in FY 2026/27.

ATTACHMENT III
29 Hayward Geologic Hazard Abatement District Board of Directors 6671.002.025 Hayward Geologic Hazard Abatement District May 5, 2026
PROGRAM BUDGET FOR FISCAL YEAR 2026/27 Page 10

Professional Services

Scheduled Monitoring Events

As provided in the Plan of Control, there are two scheduled monitoring events within the GHAD that will occur during each calendar year.

Heavy Rainfall Monitoring Event

We have budgeted for one heavy rainfall-monitoring event during the 2026/27 winter season. In the initial Engineer’s Report, we anticipated that a heavy rainfall -monitoring event would be needed on average once every 2 years.

Detention Basin Scheduled Monitoring Events

As provided in the Plan of Control, there are two scheduled monitoring events within the GHAD that will occur during each calendar year. The GHAD has not yet acquired detention basin monitoring or maintenance on Parcel A and does not expect to do so during FY 2026/27.

Detention Basin Heavy Rainfall Events

We have budgeted for one heavy rainfall-monitoring event during the 2026/27 winter season. In the initial Engineer’s Report, we anticipated that a heavy rainfall -monitoring event would be needed, on average, once every 2 years.

SPECIAL PROJECTS

Special projects can include items such as global positioning system (GPS)/geographic information system (GIS) development for GHAD -maintained improvements; website development and maintenance; and reserve studies to re -evaluate the financial condition of the GHAD. The FY 2026/27 budget allocates funds for GIS and website development and maintenance for the GHAD.

MAJOR REPAIRS

No major repair projects are currently anticipated in the FY 202 6/27 budget within the GHAD - maintained areas of the Hayward GHAD. While no major repairs are ongoing at this time, by their nature, major repairs, such as landslides, are unpredictable and could occur during FY 2026/27.

The reserve portion of the budget allows for funding toward these unpredictable events.

ATTACHMENT III
30 CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: RPT 26-040
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Compliance with Stormwater Trash Reduction Requirements

RECOMMENDATION
That the City Council reviews this informational report and receives staff’s presentation.

SUMMARY
This report provides a summary of the City’simplementation and compliance with the trash reduction mandate in the Municipal Regional Stormwater Permit (MRP) 3.0. Chapter C.10 of the MRP includes the requirement to reduce all trash from entering waterways from the City’sstorm drain system by July 1, 2025. The City achieved 100% compliance with all C.10 requirements before the due date. This report presents a final update of the City’s work to comply with the requirements.

ATTACHMENTS
Attachment I Staff Report
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
31

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT Compliance with Stormwater Trash Reduction Requirements

RECOMMENDATION

That City Council reviews this informational report and receives staff’s presentation.

SUMMARY

This report provides a summary of the City’s implementation and compliance with the trash reduction mandate in the Municipal Regional Stormwater Permit (MRP) 3.0. Chapter C.10 of the MRP includes the requirement to reduce all trash from entering waterways from the City’s storm drain system by July 1, 2025. The City achieved 100% compliance with all C.10 requirements before the due date. This report presents a final update of the City’s work to comply with the requirements.

FISCAL IMPACT

Stormwater compliance and activities do not impact the General Fund or Measure C.

The City’s compliance with the MRP is managed by Water Pollution Source Control (WPSC) staff within the Public Works and Utilities Department and is funded by the Stormwater Fund. Staff’s efforts to secure EPA grant funds ($800,000), used -oil state grant funds ($10,000-$30,000 renewed yearly), and Caltrans funds ($4 million) for trash capture device installation and maintenance have significantly reduced the impact of MRP compliance on the Stormwater Fund.

BACKGROUND

The National Pollution Discharge Elimination System (NPDES) program was established in 1972 by the Federal Clean Water Act (CWA) . The NPDES program was amended in 1986 to regulate stormwater runoff and established a permitting structure for municipal discharge to the waters of the state. From 1990 to 2009 each municipality in the Bay Area was regulated under countywide stormwater permits with individual requirements specific to 32

each county. On October 14, 2009 , the first regional stormwater permit, the Municipal Regional Stormwater Permit (MRP), was adopted by the San Francisco Bay Regional Water Quality Control Board (Water Board). The MRP regulated municipalities within the counties of Alameda, Contra Costa, Santa Clara, San Mateo as well as the cities of Fairfield, Suisun, and Vallejo and the Vallejo Sanitation and Flood Control District. Municipalities and local agencies included in the MRP are referred to as ‘Permittees’.

The first MRP , adopted on October 14, 2009, was adopted as a five -year permit and administratively extended through December 2015. The permit was revised and MRP 2.0 was adopted on November 19, 2015, and became effective on January 1, 2016. MRP 2.0 was to expire on June 30, 2021, but was extended through July 1, 2022. MRP 3.0 was adopted on July 1, 2022 , and is set to expire July 1, 2027 . This report focuses on Provision C.10 of the MRP which mandates trash reduction within the City’s storm drain system.

Staff has presented several reports regarding the MRP’s stormwater regulations to the Council Sustainability Committee for input on regulatory changes, requirements, and specifically trash reduction requirements. Staff presented to the CSC on January 11, 2021,1 to provide a summary of proposed changes to the MRP 2.0 at that time. On January 10, 2022,2 staff reported to the CSC on the requirements in MRP 2.0 to regulate properties that discharge stormwater directly to the City’s storm drain system, the recommended approach to address the requirements, and proposed amendments to the City’s Stormwater Management and Urban Runoff Control ordinance (Chapter 11, Article 5 of the Municipal Code).

On March 14, 2022,3 staff provided an update on the draft MRP 3.0 and on March 13, 2023,4 staff presented the amended Stormwater Management and Urban Runoff Control ordinance to enable enforcement of trash requirements on private properties to comply with MRP 3.0.

The CSC voted unanimously to recommend adoption of the ordinance and on April 11, 2023,5 the City Council adopted the amended ordinance. On January 8, 2024,6 staff provided the last update outlining next steps for final compliance actions that staff planned to meet the 100% trash reduction requirement by July 1, 2025.

Council Sustainability Committee – On March 9, 2026,7 staff presented the final report of the City’s compliance with C.10. The report was well received and Committee comments included complements to WPSC staff on a job well done and an overall positive reaction that the City met the mandate and completed all the projects before the July 1, 2025 due date. The Committee asked questions about the operation of trash capture devices and the costs associated with installing the equipment. S taff assured the Committee the projects were entirely funded by grants and cooperative agreements with Caltrans. The Committee also requested that this report be provided to the full City Council.

1 https://hayward.legistar.com/LegislationDetail.aspx?ID=4747799&GUID=B38B37E9-09C5-47B9-881D-B3FD7450E9BF&Options=&Search= 2 https://hayward.legistar.com/LegislationDetail.aspx?ID=5374350&GUID=DDFCFD4C-97BB-45B3-80A0-D93A23E07F9E&Options=&Search= 3 https://hayward.legistar.com/LegislationDetail.aspx?ID=5523059&GUID=7112B7B8-AC21-4EC5-9289-D35DC0FCDE01&Options=&Search= 4 https://hayward.legistar.com/LegislationDetail.aspx?ID=6058171&GUID=CF24A795-A3B2-418F-A4FD-0C97B2C40222&Options=&Search= 5 https://hayward.legistar.com/LegislationDetail.aspx?ID=6124946&GUID=265D462B-7AAA-4BFA-87FD-AF3B6BA89FD1&Options=&Search= 6 https://hayward.legistar.com/LegislationDetail.aspx?ID=6465956&GUID=7A332CE2-FE35-4856-8AE7-C313D4630494&Options=&Search= 7 https://hayward.legistar.com/LegislationDetail.aspx?ID=7943036&GUID=D2DACAEA-9EDF-4D1F-8FCC-A7F0C5497A00&Options=&Search= 33

DISCUSSION

The mandate for trash reduction in the MRP 3.0 is 100% removal of trash from the Permittee’s stormwater system, which the City achieved before the by July 1, 2025, due date.

Staff has been working for many years to eliminate trash from impacting the City’s storm drain system and the San Francisco Bay. In 2012, the City installed its first continuous deflective system (CDS) unit 8 on Tennyson at Tyrrell Avenue as well as 80 small trash capture devices in storm drain inlets.

EPA Grant – In 2016, the City was awarded a competitive grant from the Environmental Protection Agency’s (EPA) Water Quality Improvement Fund in the amount of $800,000 to reduce trash from its storm drain system. The project included the installation of two CDS devices to filter trash from stormwater and an outreach program to 1 st-12th grade students within the Hayward Unified School District as well as charter and private schools within the City’s jurisdiction. The outreach portion of the project was a newly developed trash reduction educational program where students learn ed about the impacts of trash on waterways and wildlife by attending field trips, conducting scientific experiments, and understanding trash reduction in their own City by witnessing a CDS unit installation within their City’s stormwater infrastructure.

In 2017, the first CDS unit funded by the EPA grant was installed on Patrick Avenue and treats 160 acres of residential and commercial areas, including high and medium trash generating zones on Hayward’s trash map (see Figure 1) . In 2016 through 2019 the educational outreach program was implemented and all programs for the 1st-12th grade were completed. Over 1,200 students from 10 schools participated in the program. More than 100 students participated in the high school program at the time the CDS unit wa s installed and witnessed the installation in the field as part of the trash reduction education. The City produced a video 9 showcasing the event. The final CDS unit funded by the EPA grant was installed on Cotter Way in October 2022, and treats a drainage area of 138 acres.

The EPA grant also funded many small trash capture devices10 throughout the City and four large connector pipe screens to filter trash in two creek locations. Both creek locations are tributaries of the Sulphur Creek Watershed and the screens filter drainage from more than 700 acres before the tributaries combine to discharge to the San Francisco Bay. The City installed 359 small devices resulting in an additional 23.7% trash reduction. The remaining large areas were treated by two large trash capture projects funded through a cooperative agreement with Caltrans.

Cooperative Agreement with Caltrans – The City was one of the first municipalities to enter into an agreement with Caltrans to install large trash capture devices to treat both City and Caltrans acreage. On April 20, 2021,11 the City Council authorized a cooperative

8 Short video showing installation of a CDS unit: https://www.youtube.com/watch?v=NaVlT_KIOmQ 9 https://www.hayward-ca.gov/your-government/departments/utilities-environmental-services/youth-trash-capture-and-watershed-education-project 10 Picture of a small trash capture device: https://remfilters.com/products/drop-inlet-filter/ 11 https://hayward.legistar.com/LegislationDetail.aspx?ID=4916428&GUID=5A8A9657-693A-48B0-9D7F-7E207950AC98&Options=&Search= 34

implementation agreement. Through the agreement, Caltrans funded two CDS units. One at Tennyson and I-880 was completed in the fall of 2023 and one on Arf Avenue was completed in 202 5. Approximately 831 acres are treated by these two projects with a reduction of approximately 19%.

Small Devices – In addition to the large infrastructure funded by the EPA grant and Caltrans, the City has installed 629 small devices in storm drain inlets in areas with high and medium trash generation since 2012.

Private Land Drainage Areas – MRP 3.0 requires that private properties that are directly plumbed to the City’s stormwater pipes and bypass the City’s storm drain inlets must also meet the trash reduction requirements – either through full trash capture or another equivalent method. The stormwater ordinance was amended in April 2023 to enable staff to require full trash capture for private land drainage area (PLDA) properties. The City has devoted considerable resources to determine and verify all direct discharge private properties. During 2021 – 2023 staff completed a survey with field verification to locate all PLDA properties. The City has a total of 196 PLDAs for which staff completed trash assessments. Of the total, 69 have a medium or higher trash generation.

From March 2024 to April 2025, the 69 properties were re-inspected for trash compliance.

Best management practices were discussed with property owners and trash concerns were mitigated through inspection and enforcement actions. Full trash capture devices are only be required if, after multiple inspections and discussions with property owners, other methods such as manual litter collection do not yield satisfactory results. Only one property was required to install full trash capture devices.

In total, as shown in Table 1, the City currently treats 4,2 20 acres with full trash capture devices and Figure 1 illustrates the full trash capture areas.

Table 1: Summary of Full Trash Capture Areas

Trash Capture
Type/Program
Total Number of
Devices
Area Treated
(Acres)
Percentage of
Trash
Reduction
Connector Pipe Screens 629 2,386 36%
Channel Screens 4 939 25%
Hydrodynamic Separators
(Public) 6 1,271 37%
Hydrodynamic Separators
(Private) 25 23 N/A (private
land)
subtotal 615 4,219 98%
PLDA Program 4 1 2%
Total 619 4,220 100%
35

Figure 1. Existing Areas Treated by Full Trash Capture Devices

ECONOMIC IMPACT

Compliance with MRP Provision C.10 has and will continue to result in costs to some Hayward businesses as compliance with trash reduction results in increased monitoring , trash pickup, and possibly installation of full trash capture facilities as determined through stormwater inspection and follow up for compliance . The cost of installing a full trash capture device depends on the shape and size of the storm drain inlets, number of inlets, and KEY
Current full trash capture
areas
High trash generating area

Medium trash generating
area
Low trash generating area

36

size of drainage area. The cost of a single device can range from a few hundred to thousands of dollars.

STRATEGIC ROADMAP

This agenda item relates to the Strategic Priority of Improve Infrastructure , but does not directly relate to the implementation of any identified projects.

SUSTAINABILITY FEATURES

Preventing pollution from entering the storm drain system will benefit Haywards’s aquatic ecosystems and the health of the San Francisco Bay and will help to create a clean and green community for Hayward residents and businesses.

PUBLIC CONTACT

No public contact was made for this item.

NEXT STEPS

Staff will continue to oversee the maintenance of all City -owned full trash capture devices (both large and small in the City’s inventory). Maintenance includes annual cleanings for the large devices and twice a year cleanings for the small devices. All devices are inspected frequently for clogging and damage as well as repair/replacement if needed. Staff will also check on PLDA properties from time to time to ensure compliance with C.10 trash reduction requirements and oversee any full trash capture operation and maintenance agreements including the annual report requirement for maintaining those devices.

Prepared by: Elisa Wilfong, Water Pollution Control Administrator Erik Pearson, Environmental Services Manager

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________
Jennifer Ott, City Manager
37 CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: RPT 26-045
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Ava Community Energy: Presentation of Impact Report by CEO Howard Chang

RECOMMENDATION
That the City Council reviews this informational report and receives a presentation from Ava Community Energy.

SUMMARY
Ava Community Energy has been Hayward’selectricity provider since 2018. Ava’sChief Executive Officer, Howard Chang, will present a summary of their recently published Impact Report (Attachment II). The report includes an overview of Ava Community Energy, their power generation, local programs, customer bill savings, and community benefits. The agency was established in 2016 as East Bay Community Energy (EBCE) and in 2023, the name was changed to Ava Community Energy.

ATTACHMENTS
Attachment I Staff Report
Attachment II Impact Report
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
38

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT Ava Community Energy: Presentation of Impact Report by CEO Howard Chang

RECOMMENDATION

That the City Council reviews this informational report and receives a presentation from Ava Community Energy.

SUMMARY

Ava Community Energy has been Hayward’s electricity provider since 2018. Ava ’s Chief Executive Officer, Howard Chang, will present a summary of their recently published Impact Report (Attachment II). The report includes an overview of Ava Community Energy, their power generation , local programs, customer bill savings, and community benefits . The agency was established in 2016 as East Bay Community Energy (EBCE) and in 2023, the name was changed to Ava Community Energy.

FISCAL IMPACT

Hayward’s participation in Ava Community Energy has no impact on the City’s General Fund or Measure C.

BACKGROUND

In December 2016, Hayward joined the County of Alameda and ten of its cities in founding and launching EBCE as a joint powers authority to provide cleaner, greener energy to their customers at lower rates . EBCE began providing electricity to commercial, municipal, and residential accounts in 2018 . Since 2018, EBCE has continued to increase investments in local programs, leading to an expansion in the number of programs offered and an increase in customer savings throughout EBCE’s service area . Information about Hayward’s participation and customer bill savings is available on Ava’s Hayward-specific webpage.1

1 https://avaenergy.org/hayward
39

In 2023, EBCE changed its name to Ava Community Energy to reflect the expanded service territory, which is now more than the East Bay. Ava now includes Lathrop, Stockton, Tracy, unincorporated San Joaquin County as well as all cities in Alameda County except the City of Alameda, which has its own electric utility.

Ava Community Energy offers two electricity products:

• Bright Choice – Carbon content is higher than PG&E. Rates are 0.5% lower than PG&E rates.
• Renewable 100 – 100% renewable electricity, sourced entirely from California solar and wind energy. Rates are currently 1¾ cents per kWh more than PG&E rates.

On November 10, 2020,2 the City Council approved the enrollment of all City facilities in the Renewable 100 product. On July 6, 2021,3 the City Council voted to transition most Hayward customers to Renewable 100, effective January 202 2. Customers on income or medical - related discounts are automatically enrolled in Bright Choice. The last update about Ava Community Energy was presented to the Council Sustainability Committee on September 8, 2025.4

DISCUSSION

In addition to its core services related to procuring alternative sources of energy, Ava also offers programs aimed at improving resiliency and electrifying buildings and vehicles .

Following are some of the programs that will be included in Ava’s presentation:
• Energy Resilience at Critical Facilities – The City is partnering with Ava to develop solar and battery energy systems at Hayward’s Corporation Yard and Fire Station 1 .

Both projects will be completed this spring.
• Public EV Charging – Ava is installing publicly accessible electric vehicle fast charging infrastructure in the East Bay, including a hub planned for Municipal Parking Lot #4 in Downtown Hayward.
• Home EV Charging – Ava’s SmartHome Charging program helps customers save money, earn rewards, and use more renewable energy by optimizing their home charging schedule.
• Incentives for E-Bikes – The Ava Bike Electric program is providing $10 million in incentives to customers in Ava’s service area to purchase e -bikes. The program , partially funded with a $4 million grant from the Alameda County Transportation

2 https://hayward.legistar.com/LegislationDetail.aspx?ID=4688323&GUID=F7AA3CB1-0D7A-48C3-A886-6C7CE8C13EB7&Options=&Search= 3 https://hayward.legistar.com/LegislationDetail.aspx?ID=5018124&GUID=8CCC9164-4B0D-463C-AD16-709EFC1035D4&Options=&Search= 4 https://hayward.legistar.com/LegislationDetail.aspx?ID=7648205&GUID=BACFE1D2-CFE3-4669-9859-125652D2F4F4&Options=&Search=

40

Commission (ACTC), will direct at least 40% of incentives dedicated to low -income customers.
• Solar and Storage Incentive Program – Ava recently launched an incentive program for customers to install new solar and battery storage on their homes. Half of the total program budget is reserved for low -income residential customers and community resilience hubs. Through this program, staff is working with Ava Community Energy to evaluate the feasibility of adding a battery to the Downtown Library.

Greenhouse Gas Emissions – Ava Community Energy was established with the intention to provide electricity at rates that are lower or competitive with those offered by PG&E and to develop an electric supply portfolio with a lower greenhouse gas (GHG) intensity than PG&E.

Renewable 100 is sourced from 100% renewable electricity and Bright Choice is sourced from a mix of sources. For a few years, Bright Choice was much more carbon intensive than PG&E’s base product. However, as shown on page 18 of the Impact Report , Ava’s Bright Choice was 96% carbon free in 2024 while PG&E was 98% carbon free. The 2025 analysis is still being finalized, but Bright Choice is project ed to be 97% carbon free in 2025.

Approximately 30% of Hayward’s customers are on Bright Choice, so the emissions associated with this product make a significant impact on Hayward’s overall GHG emissions.

Ava Community Energy is on track to meet it s goal for its entire portfolio to be carbon free by 2030.

ECONOMIC IMPACT

While most Hayward customers are automatically enrolled in Renewable 100, customers enrolled in the medical baseline discount program or the income -qualifying CARE/FERA 5, discount programs are enrolled in Bright Choice. In addition, some Hayward customers have opted for the Bright Choice product. Rates for Bright Choice are tied to PG&E’s rates and the current discount for Bright Choice is 0.5% lower than PG&E rates. As shown on page 8 of the Impact Report, the discount has changed over the years. In January this year, the discount was reduced to help address Ava’s budget deficit. Similarly, the premium for Renewable 100 has changed over the years and is currently 1¾ cents per kWh more than PG&E rates.

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority to Champion Climate Resilience & Environmental Justice, and specifically relates to implementation of the following Project s under that heading:

5 CARE is the California Alternate Rates for Energy Program and FERA is the Family Electric Rate Assistance Program. More information is available at https://avaenergy.org/your-energy-options/rate-discounts-assistance/state-discount-programs/ 41

Reduce Greenhouse Gases and Dependency on Fossil Fuels:

Project CP1: Implement Year 1 Programs from the adopted GHG Roadmap (Climate Action Plan).

Project CP2: Continue to collaborate with Ava Community Energy to provide public EV charging facilities

SUSTAINABILITY FEATURES

Community choice energy was identified in the City’s Climate Action Plan as the program with the greatest potential to reduce community wide GHG emissions. In 2018, Hayward’s participation in Ava Community Energy resulted in the 20% GHG reduction goal for 2020 being met two years early. In 2019, due in large part to EBCE, Hayward’s emissions were

25.7% lower than the 2005 baseline. However, in 2020-2022, the carbon content for Bright Choice increased significantly while PG&E decreased theirs. Bright Choice emissions are again declining and will be zero by 2030. In addition, Ava ’s current and proposed local development programs are supporting the implementation of many initiatives identified in Hayward’s Climate Action Plan.

PUBLIC CONTACT

No public contact was made for this agenda item.

NEXT STEPS

Staff will continue to coordinate closely with Ava staff to implement programs that benefit the Hayward community, implement the City’s Climate Action Plan, and carry out related projects identified in the Strategic Roadmap.

Prepared by: Erik Pearson, Environmental Services Manager

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________
Jennifer Ott, City Manager

42 Impact Report
Serving our communities since 2018
Published March 2026

ATTACHMENT II
43 ATTACHMENT II
44 A Message from the CEO
When Alameda County commissioned a feasibility
study in 2015 to explore community choice
aggregation, the question was whether public
electricity service could work for our communities.

More than a decade later, the answer is clear.

As of March 2026, Ava Community Energy (Ava) serves
a population of over 2 million: approximately 761,000
customer accounts across 18 member jurisdictions
in Alameda and San Joaquin Counties. Service to
unincorporated San Joaquin County will begin in May
2026. We’re one of California’s largest community
choice aggregators (CCA), generating over 7,346
gigawatt-hours (GWh) of retail electricity load annually.

Our service area represents California’s diversity. It
spans urban centers and agricultural communities,
high-tech industry and manufacturing, residential
neighborhoods and commercial corridors. Among
our customers, approximately 21% participate in
income-qualified programs (CARE or FERA), 14% have
installed solar systems, and 22% drive electric vehicles.

Serving all these customers requires us to show up a
little differently for each one, understanding different priorities rather than imposing one-size-fits-all solutions.

Ava was founded so our local communities could
have a choice over where their electricity comes
from and where their money goes. As a not-for-profit
public agency, we aren’t beholden to shareholders;
we answer only to the residents, businesses, and local
governments that make up our member jurisdictions.

This accountability to our communities shapes
everything we do.

Since launching service in 2018, Ava has helped add
2,452 megawatts (MW) of new renewable generation
and storage capacity to the grid. We’ve adopted the
goal of providing 100% carbon-free electricity to all
customers by 2030—fifteen years ahead of the state
mandate. We’ve saved customers over $183 million on
their electricity bills relative to PG&E.

Our impact also shows up in our commitment to
customer programs and community reinvestment.

Whether we’re helping build rooftop solar projects in
disadvantaged communities, distributing thousands
of e-bike rebates, or sponsoring a beloved local
organization, everything we do brings us closer to a
brighter future and helps ensure no one gets left behind in the clean energy transition.

The energy transition is complex. Procuring renewable
energy, designing customer programs, and navigating
a dynamic regulatory environment requires significant
expertise, innovation, and discipline. What customers
experience should be straightforward: reliable service, competitive rates, and investment that makes our
communities healthier and stronger.

That’s the promise of community choice energy. The
pages that follow show what we’ve built together, where we’re heading, and how we’re fulfilling our mission.

Thank you for your support of this work.

Howard Chang
Chief Executive Officer
Ava Community Energy

INTRODUCTION

ATTACHMENT II
45 ATTACHMENT II
46 Executive Summary
Purpose
This report provides key highlights of Ava Community Energy’s operations, service, and performance since beginning to enroll customers in 2018. It serves as a resource for Board members, city officials, community partners, customers, and other stakeholders who want to understand the full scope of Ava’s work and impact.

What’s Inside This Report
The report covers four major themes:
• Mission and Operations: How Ava functions as a public agency, the diverse communities we serve, and how local elected officials guide our work through transparent governance.
• Renewable Power: How we procure renewable energy and manage wholesale market operations, plus our virtual power plant strategy for coordinating batteries, electric vehicles, and other distributed resources to enhance reliability and reduce costs.
• Community Investment: How we reinvest in our service area through customer programs, public infrastructure projects, grants, sponsorships, and more, ensuring the energy transition benefits everyone.
• Policy and Financial Stewardship: Our principles for protecting affordability and advancing clean energy policy, plus the financial strategies that enable rate stability and operational resilience.

How to Use This Document
This report is designed for flexible navigation. You can read it sequentially for a complete picture of Ava’s operations, or jump directly to sections relevant to your interests. Each section provides context for how we approach our work, the results we’ve achieved, and where we’re headed.

This report will be updated periodically as our impact evolves.

Last updated March 25, 2026.

ATTACHMENT II
47 ATTACHMENT II
48 1 1
Table of Contents
Ava at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Who We Serve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Electricity Generation Service . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Our Power Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Customer Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Public Infrastructure & Municipal Support . . . . . . . . . . . . . . . . . . . . . . . . . 16 Community Reinvestment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Legislative and Regulatory Advocacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Financial Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

ATTACHMENT II
49 2
Ava at a Glance
About Us
Ava Community Energy (Ava) is a community choice aggregator (CCA), a public electricity provider committed to providing clean energy, competitive rates, and community investment to Alameda and San Joaquin Counties.

Ava is the default provider of electricity generation service for all customers in the cities and counties we serve. Per state law, customers are automatically enrolled in Ava’s service and are billed by PG&E.

Ava was formed as a Joint Powers Authority (an independent local government agency) and is made up of 18 city and county members. Ava does not have shareholders, nor does it rely on tax dollars. Instead, Ava reinvests energy utility revenue back into the community through customer programs, grants, sponsorships, and bill savings.

How It Works
1 . Ava generates clean power
Ava develops and contracts with
clean power plants to add more
renewable energy to the grid.

Electricity flows through California’s
transmission infrastructure to local
distribution lines.
2 . PG&E delivers the power
Electricity is delivered through
PG&E’s transmission and
distribution infrastructure.

Customers continue paying PG&E
for delivery, but no longer pay
PG&E for generation.
3 . Customers receive cleaner
power and local benefits
The community benefits from more
renewable energy, competitive rates,
local governance, and programs
designed for regional needs.

ATTACHMENT II
50 3Ava at a Glance
Our mission is to drive increasing
access to clean energy, serving the
needs of our customers and the
well-being of our community.

By the Numbers:

As of March 2026:
761,096
accounts served
96%
overall participation rate
$183.6 million
customer bill savings since 2018
18 member communities
2,452 MW
long-term renewable energy contracts
$107 .6 million
reinvested in our service area since 2018
Member Communities:

Albany
Berkeley
Dublin
Emeryville
Fremont
Hayward
Lathrop
Livermore
Newark
Oakland
Piedmont
Pleasanton
San Leandro
Stockton
Tracy
Union City
Unincorporated Alameda County
Unincorporated San Joaquin County (May 2026)

ATTACHMENT II
51 4
Who We Serve
Ava Community Energy serves residential, commercial, municipal, and agricultural customers across Alameda County and the cities of Tracy, Stockton, and Lathrop. In July 2024, Ava’s Board approved the membership request of unincorporated San Joaquin County, with service beginning in 2026.

Ava’s growth beyond Alameda County into San Joaquin County demonstrates that community choice energy works for all Californians.

Serving a diverse geography—spanning urban, suburban, agricultural, and historically underserved communities—helps us advance energy equity, strengthens Ava’s voice in Sacramento, and enables us to pilot and scale programs across different community contexts.

Key Demographics
As of March 2026:
761,096 accounts served
(population: ~2 million)
Customers By Load:
160,078 CARE & FERA customers
108,668 solar customers
169,678 electric vehicles
Governance
Ava is governed by a Board of Directors comprising 18 elected officials (including City Councilmembers, County Supervisors, and Mayors) from each member community. The Board meets monthly, and all meetings are open to the public, ensuring transparency and accountability to the communities we serve.

Ava’s Community Advisory Committee (CAC) brings together residents and business owners from across our service area to advise the Board of Directors on programs and initiatives, ensuring diverse community voices inform our work.

ATTACHMENT II
52 5Who We Serve
Ava’s service area
History In Brief
2015 — Alameda County commissioned a feasibility study to explore community choice aggregation
2016 — East Bay Community Energy formed as a Joint Powers Authority (JPA)
2018 — Launched service to residential and commercial customers in 11 cities and in unincorporated Alameda County
2019 — Cities of Trac y, Pleasanton, and Newark joined JPA 2021 — Service began in Tracy, Pleasanton, and Newark
2022 — City of Stockton joined JPA
2023 — City of Lathrop joined JPA; East Bay Community Energy rebranded as Ava Community Energy
2024 — Unincorporated S an Joaquin County joined JPA
2025 — Service began in Stockton and Lathrop
2026 — Service to begin in Unincorporated San Joaquin County Why did we change our name
to Ava?
Originally, we were named East Bay
Community Energy . As w e expanded
beyond Alameda County, we evolved our
name and brand to better represent all
our constituents .

Ava unites “Alameda” with the “ Valley .”
The rebrand, launched alongside a
refreshed visual identity, was designed
to welcome new constituents from San
Joaquin County and better communicate
the benefits of community choice energy
across all communities served .

ATTACHMENT II
53 6
CCAs Are a Proven Model in California
Community Choice Aggregators (CCAs) enable cities and counties to pool their electricity demand to procure clean energy and develop local programs as a public good on behalf of their own residents and businesses. CCAs partner with their region’s investor-owned utility, which continues to deliver power and maintain grid infrastructure.

Ava is one of 25 CCAs operating in California and, with approximately 760,000 customer accounts, is one of the state’s largest CCAs.

California CCAs have collectively contracted for over 21,000 megawatts (MW) of new clean energy generation capacity through long-term contracts called Power Purchase Agreements, or PPAs. 21,000+ MW of new
clean generation capacity
contracted through long-term Power
Purchase Agreements by CCAs in CA
48,000+ construction jobs
created by CCA renewable energy
projects
58% of California’s
energy load
served by CCAs
15+ million customers
served by CCAs in California
200+ California
communities
served by a CCA

ATTACHMENT II
54 7Electricity Generation Service
Electricity
Generation Service
As the default electricity generation provider in our service area, Ava offers more renewable energy options at competitive rates. All customers retain access to PG&E’s rate schedules—including time-of-use and electric vehicle rates—and continue to receive the same CARE, FERA, and Medical Baseline discounts available with PG&E.

Ava Service Plans
Eligible Renewable:

Solar Wind Biomass & Biowaste, Geothermal, Eligible Hydroelectric Other: Hydro Unspecified
Renewable 100
100% renewable energy
priced 1¾ cents per kWh
above PG&E rates
Bright Choice

61.8% eligible renewable
energy (2024) priced 0.5%
below PG&E rates
69%
of customers are
on Bright Choice
31%
are on
Renewable 100
Customer Choice
Each jurisdiction chooses
its default plan, but custom-
ers can easily change their
service plan at any time . We
offer both a lower-cost option
and a 100% renewable option
so that customers can choose
the one that best fits their
budget and priorities .

ATTACHMENT II
55 8
How Rates Are Set
Ava sets generation rates through a transparent public process approved by our Board of Directors. Rates are based on market conditions and indexed to PG&E’s generation rates to maintain the Board-approved customer discount or premium for each service plan. When PG&E adjusts its generation rates, Ava’s rates are updated accordingly to preserve this value proposition.

The Bright Choice discount and Renewable 100 premium evolve as market conditions change.

When rates are high, the discount increases; when rates are low, the discount decreases. Bright Choice customers have saved $139 million from this discount since 2018.

AVA’S VALUE PROPOSITION OVER TIME
Ava Service
Plan
June 2018–
June 2020
July 2020–
June 2022
July 2022–
June 2023
July 2023–
Dec . 2025
Jan . 2026–
Present
Bright Choice 1.5% below
PG&E
1% below
PG&E
3% below
PG&E
5% below
PG&E

0.5% below
PG&E
Renewable
100
1¢ per kWh
above PG&E
1¢ per kWh
above PG&E
¾¢ per kWh
above PG&E
¼¢ per kWh
above PG&E
1¾¢ per kWh
above PG&E

AVERAGE GENERATION RATES OVER TIME
Ava’s average residential Bright Choice generation rates over time, compared to PG&E residential generation rates.

Carbon-Free by 2030
Ava’s Board of Directors has adopted the goal of providing 100% carbon-free power on an annual basis to all customers by 2030—fifteen years ahead of California’s statewide mandate.

For more about this emissions target, see page 11.

ATTACHMENT II
56 9Electricity Generation Service
How Billing Works
Electricity service consists of two components: generation (producing power) and delivery (transmitting and distributing power to homes and businesses). Before Ava, customers paid PG&E for both services. Now, Ava provides generation service, and PG&E continues to provide delivery.

Customers receive a single monthly bill from PG&E that includes charges from both providers.

PG&E credits customers for the generation charges it would have previously billed, so Ava’s charges replace PG&E’s generation charges.

PG&E bill after a customer joins Ava
PG&E bill before a customer joins Ava
Additional fees from PG&E—such as the
Power Charge Indifference Adjustment (PCIA)
and Franchise Fee Surcharge—are factored
into Ava’s rates to ensure that customers are
not negatively impacted by these charges .

Example of the generation charges page in a PG&E bill showing Ava rates, the PCIA credit, and Franchise Fee Surcharge credit.

ATTACHMENT II
57 10
Our Power Supply
Ava purchases electricity through short- and long-term contracts. We’re constantly expanding our clean energy portfolio to meet our goal of 100% carbon-free electricity for all customers by 2030.

Long- T erm Renewable Energy Portfolio
Ava’s portfolio of long-term contracted resources typically represents new projects being built, adding more clean energy to the grid than existed previously. This includes utility-scale wind, solar, geothermal, and battery storage projects across California and the western United States, as well as locally-sited rooftop solar installations within our service area. All projects are selected through a competitive solicitation process that evaluates technical feasibility, price, environmental attributes, and community benefits.

As of March 2026:
7, 3 4 6 GW h
estimated retail load in 2025
27 long-term renewable power & energy
storage contracts
1,495 MW
new wind, solar, and geothermal built
957 MW
new energy storage built

ATTACHMENT II
58 11Our Power Supply
Local Power Projects
Scott Haggerty Wind Energy Center
The 54.8 MW Scott Haggerty Wind Energy Center,
named after Ava’s founding Board Chair and Alameda
County Supervisor, has been operational since 2021
in Altamont Pass. It generates enough electricity
annually to power over 47,000 homes.

Aramis Solar Energy Generation and
Storage Project
Located in the North Livermore Valley of
unincorporated Alameda County, this project is a 100
MW solar and 100 MW battery energy storage system
(BESS), planning to become operational by 2027. Ava
is contracted for 25 MW of Resource Adequacy from
the BESS with a 10-year delivery term.

Kola Energy Storage II
One of the largest standalone battery projects in the
world, Kola will provide 400 MW of storage total—
enough to power 300,000 homes for four hours at a
time. Ava is one of two offtakers on the project, located in unincorporated San Joaquin County, and has
contracted for 125 MW/500 MWh battery storage with
a 20-year term.

MRP Tracy Battery Storage
In 2025, Ava partnered with two other CCAs to execute
a long-term contract for a new long-duration battery
that will be built at the existing MRP Tracy Natural Gas power plant. This 40 MW, 8-hour (320 MWh) battery
will lessen the State’s need to dispatch the natural gas power plant, reducing emissions in Ava’s service area.

Disadvantaged Communities Solar Projects
California’s Disadvantaged Communities Green Tariff
(DAC-GT) program, called “Solar Discount” for Ava
customers, provides CARE and FERA customers living
in disadvantaged communities with 100% renewable
energy and a 20% electricity bill discount. In 2024, Ava selected Prologis to develop five solar rooftop projects under DAC-GT. T o expand this program to more
communities, Ava has issued an RFO for an additional

11.25 MW of local solar with voluntary paired storage.

Location Capacity Online Date
Hayward 0.56 MW Q3 2026
Oakland 0.72 MW Q2 2026
San Leandro 1 MW Q3 2026
Tracy 3 MW Q1 2028
Tracy 2 MW Q1 2027
The Scott Haggerty Wind Energy Center in Altamont Pass (Livermore)

ATTACHMENT II
59 12
The Path to Zero Carbon Emissions
In December 2020, Ava first proposed a goal of developing an annual emission-free portfolio by 2030. In April 2022, Ava’s Board of Directors approved an emissions-reduction trajectory demonstrating how the agency will reduce annual emissions over time.

Below is the progress we’ve made to date in decarbonizing our power supply 15 years ahead of the State-mandated 2045 target established by Senate Bill 100 in 2018. Board-approved increases to our targets have helped accelerate our progress towards this goal.

PATH TO ZERO EMISSIONS TO DATE
Ye a r Ava Bright Choice
Renewable %
Ava Bright Choice
Carbon Free %
Ava Bright Choice
PSDR* Emission Factor
CA-RPS%
Renewable %
2020 40% 54% 591 33%
2021 42% 58% 564 36%
2022 49% 71% 496 39%
2023 55% 89% 370 41%
2024 62% 96% 221 44%
2025** 54% 97% 209 47%
*The Power Source Disclosure Report (PSDR) is filed annually on June 1 for the previous calendar year. **2025 actuals will be released in June 2026.
12 ATTACHMENT II
60 13Our Power Supply
Managing Risk in a Complex Market
Before the energy we contract for reaches our customers’ homes and businesses, it passes through a sophisticated commodity market—one where Ava operates as a significant player managing considerable financial risk on behalf of the communities we serve.

How It Works
The California Independent System Operator (CAISO) manages the state’s electricity grid. It is responsible for ensuring the reliability of the grid, and also operates a wholesale energy market where generators sell power and utilities purchase it to meet customer demand in the most cost-effective manner possible. Ava participates in CAISO’s three interconnected markets: the Day-Ahead Market, where supply and demand are forecasted and scheduled 24 hours in advance; the Real- Time Market, which balances actual conditions in 15-minute and 5-minute intervals; and the Ancillary Services Market, which provides energy products to help maintain short-term grid stability and reliability.

Ava purchases renewable energy through long-term contracts (typically 10 to 20 years) at fixed or structured prices, providing rate stability and insulating customers from short-term market volatility. That contracted energy is sold into the CAISO market, where prices fluctuate constantly based on statewide supply and demand conditions. Market prices sometimes fall below Ava’s contracted costs; other times they exceed those costs, creating value that benefits customers.

Managing this exposure requires continuous monitoring, sophisticated financial analysis, and strategic hedging instruments to protect customer rates while meeting compliance obligations.

Procurement Advantages
As a public agency with an “A” credit rating from S&P Global Ratings, Ava is able to negotiate favorable contract terms and avoid posting collateral for the agency’s long-term contracted resources. Ava also accesses tax-exempt financing structures unavailable to for-profit entities, reducing the cost of long-term renewable energy procurement.

Delivering Consistent, Reliable Results
The complexity of wholesale market operations and
portfolio management happens behind the scenes.

What customers experience is straightforward: reliable, competitively-priced electricity service backed by an
increasingly clean energy supply.

Ava also procures other forms of power to ensure the
cost effectiveness and reliability that our customers
need. While emissions are measured and reported
annually, power purchasing and market participation
occur every hour of every day—matching customers’
real-time energy needs with available resources and
the financial tools used to manage risk. This continuous balancing requires technical expertise, disciplined
analysis, and unwavering focus on the financial interests of the communities we serve.

FAQ: How can Ava offer lower
rates than PG&E?
As a public agency, Ava has three
sustained competitive advantages:
1 . Ava has no shareholders, which
means we don’t need to turn ratepayer
dollars into shareholder profits .
2 . Ava has a lower tax liability than a
for-profit entity .
3 . Ava has access to cheaper capital
via municipal bond markets . In other
words, we can borrow at lower rates
than a for-profit entity .

ATTACHMENT II
61 14
Customer Programs
Beyond providing clean electricity at competitive rates, Ava aims to accelerate the renewable energy transition throughout our service area. We reinvest a portion of our revenue into customer programs that promote electrification, support energy resilience, reduce barriers to clean energy adoption, and more.

Active and Upcoming Programs
Ava Bike Electric (2025-2026)
• Provides instant rebates that make e-bikes more affordable, increases access to clean mobility options, reduces carbon emissions, and supports local businesses. • $10 million total funding ($6 million from Ava and $4 million from Alameda County Transportation Commission). A minimum of 40% of program funding is dedicated to CARE/FERA customers.

Building Efficiency Accelerator (2023-2026)
• A CPUC-funded program supporting large non-residential customers in implementing energy efficiency and electrification measures, combining targeted incentives with hands-on energy coaching and technical support.
• Currently serving 15 high-usage facilities, with projects forecasted to save 12 GWh of energy over the program period.

SmartHome Charging (2025-2027)
• Reduces customer bills and grid strain during peak hours by optimizing home EV charging. • T otal budget of $2.3 million for upfront and ongoing customer incentives.

SmartHome Battery (2026-2036)
• $11.25 million committed to supporting residential solar and battery installations that contribute capacity to Ava’s virtual power plant.
• Of that commitment, $3.75 million is reserved for income-qualified (CARE/FERA) customers.

ATTACHMENT II
62 15Customer Programs
Completed Program Highlights
Since 2018, Ava has implemented dozens of programs to accelerate clean energy adoption, strengthen grid resilience, and invest in our communities. Below is a list of some, but not all, of the programs we’ve launched and learned from.

Health-e Communities Pilot (2024-2025)
• Replaced 160 gas stoves with induction ranges in
income-qualified households and measured the
resulting impact on indoor air quality, in partnership
with Franklin Energy and Berkeley Air Monitoring Group. • Participants experienced a meaningful reduction in
nitrogen dioxide, a known air pollutant.

Induction Cooktop Lending Program (2023-2024)
• Supported 15 public lending sites and facilitated 475 individual lending sessions, enabling customers to
use induction cooking technology.
• 68% of program participants experienced improved
perception of induction cooking.

Heat Pump Water Heater Incentives (2024)
• Provided $545,000 in $1,000-per-unit incentives for
545 residential heat pump water heater installations,
in partnership with StopWaste and BayREN.

Medical Baseline Battery Program (2021-2024)
• $300,000 budgeted for distributing portable Yeti
Goal Zero batteries to Medical Baseline customers
in high fire risk zones.
• Distributed 50 no-cost batteries to income-qualified
customers, and provided $1,000 battery rebates to
150 additional customers.

Resilient Home Pilot (2020-present)
• Ava partnered with Sunrun to enroll roughly 1,200
residential battery systems that discharge energy to
the grid during evening peak demand periods.
• 22% of portfolio capacity is from disadvantaged
communities, income-qualified households, and
Medical Baseline customers.
• This program is no longer enrolling but will continue to operate through 2031.
“
Thank you for this program. I describe
my e-bike as not being a replacement for a
traditional bicycle, but for driving a car.

One less car!”
– Samuel, Ava Bike Electric rebate recipient
“
We kept getting notices that we could lose
power with all the wildfires the last few
years, and being on Medical Baseline where
I have a CPAP machine, I was wondering,
‘Will I be able to keep that thing going?’”
– Ed, Medical Baseline Battery Program battery recipient Building
a Virtual
Power Plant
A virtual power plant (VPP) is a network of decentralized energy sources that work together to support the grid during periods of high demand . Through centralized software, electricity providers can tap the collective power of many small systems—such as solar panels, batteries, EVs, and EV chargers—instead of procuring power from a traditional power plant .

Ava is developing a VPP using Lunar Energy’s GridShare platform and coordinating distributed resources through our SmartHome Charging and SmartHome Battery programs . The se programs are designed to benefit customers through bill savings and incentive payments while we build our VPP to scale . In the future, VPPs may meaningfully impact procurement costs and grid flexibility, but our current focus is on learning about the reliability of VPPs while ensuring participation benefits our customers .
15 ATTACHMENT II
63 16
Public Infrastructure
& Municipal Support
Working directly with our member jurisdictions and regional partners, Ava invests in public infrastructure projects and technical assistance that advance regional decarbonization goals.

Ava Charge
• T o encourage electric vehicle adoption, Ava is building a network of EV fast charging stations powered by renewable energy and located where people work, live, and gather. • The first Ava Charge station is located in downtown Oakland’s City Center West Garage, surrounded by multi-family housing and local businesses.

Critical Municipal Facilities
Ava is developing solar and battery storage systems for essential city facilities in Berkeley, Fremont, Hayward, and Livermore.

Site Name PV Nameplate
Capacity (kW)
BESS Inverter
Power (kW)
BESS Contract
Capacity (kWh)
Berkeley Allston Corp Y ard 151.20kW 100.00kW 490.00kWh Berkeley Live Oak Rec Center 36.08kW 30.00kW 81.00kWh
Fremont Age Well Center 25.08kW 30.00kW 81.00kWh
Fremont Tri City Volunteers 47.08kW 30.00kW 81.00kWh
Hayward Corp Y ard 50.40kW 30.00kW 81.00kWh
Hayward Fire Station #1 62.40kW 60.00kW 122.00kWh
Livermore City Council Chambers 50.62 kW 80.00kW 162.00kWh Livermore Maintenance Service Center 66.00kW 100.00kW 244.00kWh

ATTACHMENT II
64 17Public Infrastructure & Municipal Support
Ava staff, Board members, and partners celebrate the launch of an Ava Charge site in Downtown Oakland’s City Center West Garage.

The City of Piedmont’s municipal pool, made all-electric with support from a no-interest loan from Ava.

Photovoltaic (PV) solar panels being installed on the roof of the Livermore City Council Chambers.

Municipal Fleet Electrification
• Between 2019 and 2023, Ava provided no-cost technical assistance to 13 member jurisdictions to develop comprehensive fleet electrification plans for 2,793 light-, medium-, and heavy-duty vehicles.
• The program helped cities navigate technology selection, infrastructure planning, and state regulatory compliance while securing $18.8 million in external grant funding.

Additional Municipal Support
• 7 cities received grants and/or technical support for reach codes • 13 jurisdictions received support for EV permitting compliance (as mandated by AB 1236) • 5 jurisdictions received Affordable Multifamily Housing EV Charging T echnical Assistance for 35 sites
• 5 jurisdictions received support for California Energy Commission grant applications • $750,000 no-interest loan for the beneficial electrification of Piedmont’s municipal pool

ATTACHMENT II
65 18
Community
Reinvestment
Ava reinvests locally through grants, local sponsorships, bill assistance, and community outreach, ensuring our resources strengthen the communities we serve.

ATTACHMENT II
66 19Community Reinvestment
Community Investment Grants:
$1 .89 million invested to date
Our grantmaking initiatives align with our strategic
priority areas of resilience, energy efficiency,
transportation, and building electrification. These
are accomplished through education, workforce
development, community empowerment, or innovation.

Active Grant Programs
Community Electric Vehicle Charging (2024-2027)
• California Interfaith Power and Light
• Green The Church
Community Organizing and Capacity Building for
Resilience Hubs (2024-2027)
• Emerald Cities Collaborative
Clean Energy Jobs and Training for Youth
(2024-2027)
• Advancing Green Apprenticeship Pathways for
Efficiency Initiative
• Rising Sun Center for Opportunity
Past Grant Programs
Community Innovation Grants (2019-2020)
• Community Impact Hub
• Ecology Action
• People Power Solar
• RE-volv
• Rising Sun Center for Opportunity
• West Oakland Environmental Indicators Project
Community Resilience Hubs
Ava is supporting community-owned facilities with
technical assistance and financial incentives to install battery backup systems that provide power during
outages and emergencies, while serving as year-
round gathering spaces. $6.05 million is allocated
for outreach and education, technical assistance,
upfront installation rebates, and ongoing participation payments for eligible resilience hub sites.

COVID-19 Emergency Response
Ava’s public structure allows us to act quickly in service of community well-being during times of crisis. When
the pandemic hit in 2020, Ava directed over
$2 .1 million
where it was needed most:
• $1.1 million directly distributed to our member cities and counties
• $650,000 in grants to community-based
organizations serving residents and businesses
impacted by the health crisis
• $245,000 to medical and healthcare organizations
• $175,000 to local food banks and meal programs
• Offered flexible payment plans to customers
navigating financial hardship
• Received $13.8 million from the California Arrearage
Payment Program to cover unpaid customer bills
Bill Credits
When our operations generate significant surplus
revenue, the Board can vote to return portions of it to the communities we serve through direct on-bill credits.

ANNUAL BILL CREDIT HISTORY
2022/23 2023/24 2024/25
CARE/FERA $6 million $6 million $11 million
Residential - $4 million $4 million
Non-Residential - $3 million $7 million
T otal Returned to
Customers $6 million $13 million $22 million
Local Sponsorships:
$1 .4 million inve sted to date
See page 20 for local sponsorship highlights.

Rising Sun’s workforce development programs help prepare youth, women, and individuals in reentry for careers in climate.

ATTACHMENT II
67 20
Sponsorship Spotlights
Bike East Bay
Ava has supported Bike East Bay’s work to make bicycling safe, fun, and accessible across the East Bay since 2019. Our partnership includes annual sponsorship of Bike to Wherever Day, supporting bike valets at local sporting events, and co-hosting community E-bike T est and Ride events that give people hands-on experience with cleaner, more affordable transportation options.

Community Sponsorships
Three times per year, Ava gives grants of up to $2,500 to local community-based organizations.
• 232 sponsorships given since 2019
• $485,500 disbursed
Community Events
In addition to sponsoring organizations, we also support local community events.
• 77 events sponsored in 2025
Habitat for Humanity East Bay/Silicon Valley
Since 2018, Ava has supported Habitat for Humanity East Bay/Silicon Valley’s mission to expand affordable homeownership in our communities. In 2024, we deepened this commitment by sponsoring Sequoia Grove—Habitat’s first fully electric development in Alameda County—bringing solar, battery storage, heat pumps, and induction cooking to ten new homeowners in Hayward.

Sports Sponsorships
Cheering for local teams brings our community together to root for a common goal. As your local community energy provider, we’re proud to support these hometown teams with our fellow fans. “
With Ava’s support, we’re building climate-friendly housing that makes sustainable homeownership accessible to East Bay families.

Together, we’re creating homes with healthier indoor air quality, lower energy bills, and a more sustainable future for our entire community.” – Janice Jensen, President and CEO, Habitat for Humanity East Bay/Silicon Valley “
We truly appreciate Ava’s support of the bike community and leadership in making quality e-bikes accessible and affordable. Their partnership is helping us build communities that are joyful, safe, and inclusive where people come first.”
– Jill Holloway, Co-Executive Director of People and Operations, Bike East Bay

ATTACHMENT II
68 21Community Reinvestment 21Community Reinvestment
Coastal Clean Up with Engineers and Scientists Acting Locally (ESAL) Ava’s solar-powered charging station at work in Stockton LEAF in Fremont received a community sponsorship from Ava to further their work as an urban farm, food bank donor, and ecology educator Ava helped bring native plants to a 1000 ft. pathway in Hayward with Down By the Bay Nursery
Ava invited our customers to join us at local public induction cooking demonstrations

ATTACHMENT II
69 22
Legislative and
Regulatory Advocacy
Ava’s legislative and regulatory engagement is guided
by the agency’s goal to provide clean electricity at
competitive rates to the communities we serve. Our
policy positions flow directly from this public purpose.

Ava operates within a defined legal framework while
advocating for policies that strengthen the CCA
model and benefit our communities, customers, and
constituents.

California’s Community Choice
Framework
Community Choice Aggregation was established in
2002 under California Assembly Bill 117, to enable local governments to procure electricity on behalf of their
constituents while maintaining the existing utility’s role in transmission and distribution. The statute created
CCAs as a public benefit: a mechanism for communities
to exercise local control over their energy supply,
accelerate renewable energy development, and provide
rate alternatives to incumbent utilities.

How Ava Engages
Ava partners with the California Community Choice
Association (CalCCA), legislative delegations
representing member jurisdictions, and aligned
stakeholder organizations to advance our priorities
and communities’ interests. The agency provides
technical expertise to policymakers; submits testimony
and comment letters on proposed legislation and
regulations; and works collaboratively with state
agencies, including the California Public Utilities
Commission (CPUC), California Energy Commission
(CEC), California Air Resources Board (CARB), and
California Independent System Operator (CAISO).

All legislative positions are developed through internal analysis, reviewed by agency leadership, and approved
by Ava’s Board of Directors through a transparent
public process. The agency’s legislative program is
updated annually to reflect emerging policy priorities
while maintaining focus on the core principles outlined on the next page.

ATTACHMENT II
70 23Legislative and Regulatory Advocacy
Legislative Principles
Ava’s Board of Directors has established five core principles that guide the agency’s legislative positions:

Make Electricity More Affordable
We support policies that put downward pressure on electricity rates, which in turn reduces the burden on households and businesses and lowers the barriers to electrification.

Protect Community Choice
Local control and the autonomy to make decisions that reflect the needs of our customers form the very foundation of community choice aggregation. We support legislation that bolsters the stability and competitiveness of the CCA model, and oppose policies that undermine Ava’s ability to achieve our mission.

Accelerate Decarbonization
Ava takes a whole-of-society approach to address the growing threat of climate change and build healthier, more sustainable communities. We support policies that incentivize and accelerate decarbonization, including those that improve energy efficiency, reduce barriers to renewable energy and storage development, and increase the adoption of behind-the-meter distributed energy resources.

Promote Local Development
Decarbonizing our communities should also mean enhancing their environmental and economic resilience.

We support policies that empower disadvantaged communities, invest in workforce training programs, and create a cleaner, more robust, and more equitable economy for everyone.

Increase Bill Transparency and Understanding
For many customers, combing through the charges, fees, rates, and acronyms on their utility bill can be confusing and time-consuming. Ava supports policies that make it easier for customers to understand exactly what they’re paying for and why. We also support increased transparency in the utility ratemaking process so that customers can meaningfully participate in decisions affecting their daily lives.

Regulatory Priorities
After a bill becomes law, agencies such as the CPUC, CEC, CARB, and Federal Energy Regulatory Commission (FERC) are responsible for creating regulations that implement the law’s requirements. Ava’s Regulatory team participates in proceedings on behalf of our customers to advocate for fair and effective regulations. Our regulatory priorities are consistent with our legislative priorities, and include:
• Facilitating electrification and smarter energy use
• Accelerating renewable energy procurement
• Promoting fair and equitable rates
• Protecting Ava’s autonomy

ATTACHMENT II
71 24
Financial Sustainability
Though Ava is a relatively young public agency, we have established the financial strength and foundation to deliver lasting impact.
“A” Credit Rating
Ava maintains an “A” credit rating from S&P Global
Ratings. Our rating is the basis for counterparties,
investors, and creditors to be comfortable doing
business with Ava. Our creditworthiness allows us
to operate in power markets and procure services to
develop programs for our customers.

Reserves and Rate Stabilization Fund
The Board has established a reserve fund targeting
50% of annual operating expenses, designated as the
base level of our financial strength and not intended for use unless catastrophic unforeseen events occur. T o
ensure we can absorb market volatility or unexpected
cost changes without tapping reserves, the Board has
also established a Rate Stabilization Fund. This fund
is designed to be used as economic and operational
cycles may require, enabling Ava to absorb short-term
financial shocks without passing costs to customers.

Prepayment Bond Financing
As a tax-exempt public entity, Ava issues bonds at
lower interest rates than investor-owned utilities like PG&E can, using proceeds to prepay power contracts
at substantial discounts. Since 2021, this innovative
approach has generated over $200 million in expected
customer savings through 2035.

Ava pioneered the use of prepayment bonds,
co-founding the California Community Choice Financing
Authority (CCCFA) in 2021 with three other CCAs.

CCCFA was named the nation’s top issuer of green
municipal bonds in 2023 by the Climate Bonds Initiative and received The Bond Buyer’s ESG/Green Financing
Deal of the Year award in 2024.

Ava’s annual budgets, comprehensive financial reports, and independently audited financial statements are publicly available . The agency’s Board of Directors advises on and approves all major financial decisions through open public meetings . Av a’s fiscal year runs from July through June .

ATTACHMENT II
72 ATTACHMENT II
73 AvaEnergy.org

ATTACHMENT II
74 ATTACHMENT II
75 AvaEnergy .org
@PoweredWithAva

ATTACHMENT II
76 CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: MIN 26-052
DATE: May 20, 2025
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Approve the City Council Minutes of the City Council Meeting on May 5, 2026

RECOMMENDATION
That the City Council approves the City Council meeting minutes of May 5, 2026.

SUMMARY
The City Council held a City Council meeting on May 5, 2026.

ATTACHMENTS
Attachment I Draft Minutes of May 5, 2026
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
77 CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/89200754102?pwd=kCcwobgVX5laTJQM3G3QVhLRA7QraA.1 Tuesday, May 5, 2026, 7:00 p.m.

The City Council meeting was called to order by Mayor Salinas at 7:0 0 p.m. in the Council Chambers.

Pledge of Allegiance: Council Member Andrews

ROLL CALL

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

Absent: None

PRESENTATIONS

Mayor Salinas read a proclamation declaring May 3 to May 9, 2026, as Public Service Recognition Week in the City of Hayward. Human Resources Director Tecson accepted the proclamation on behalf of the City of Hayward.

Mayor Salinas recognized eight Hayward students as the 2026 La Alianza de Hayward scholarship recipients in honor of Cinco de Mayo, highlighting their academic achievement and leadership. Each student received a $500 scholarship. Council Member Zermeño and Ms.

Mariana Triviso were also recognized as members of La Alianza de Hayward. Ms. Triviso congratulated the recipient s and explained that they were selected from more than 64 applicants across Hayward’s four high schools based on their status as first -generation students, future college or career plans, and demonstrated perseverance through personal challenges; and emphasized La Alianza’s commitment to supporting Hayward students through scholarship fundraising and community events.

CLOSED SESSION ANNOUNCEMENT

The City Council convened in closed session on May 5, 2026, at 5:30 p.m., with all members present and no public comment, regarding the annual performance evaluation of the City Clerk pursuant to Government Code section 54957(b)(1). City Attorney Lawson and Mayor Salinas reported that the City Council met and discussed the item but took no reportable action. The closed session adjourned at 5:50 p.m.

PUBLIC COMMENTS

Chandra Joshi, identified himself as an American citizen and Hindu, warned the City Council about anti-Hindu rhetoric he attributes to activist Pieter Friedrich, alleging that Mr. Friedrich unfairly targets Hindu American political candidates by portraying them as extremist agents and loyal to foreign governments; urged the City Council to recognize these actions as 78 2 | M a y 5 , 202 6
discriminatory; and compared the situation to historical prejudice faced by other religious groups.

Diann Castleberry with AC Transit informed the City Council that the AC Transit Board of Directors will receive a report on June 10, 2026, to consider service reduction due to a budget shortfall; noted that AC Transit is facing a projected $200 million budget deficit over four years, which could lead to service reduction of more than 16%, the loss of approximately 100 buses, and up to 300 jobs if sustainable funding is not secured ; and encouraged community participation in the upcoming public meetings regarding potential service changes.

Sky Smith, a former high school teacher and aerospace test pilot , urged the City Council to consider promoting electric aviation at Hayward Executive Airport instead of pursuing industrial warehouse development at the SkyWest Golf Course property ; argued that establishing a green aviation hub could create STEM education opportunities and clean-energy jobs to local students; and proposed a 5-kilometer trail loop on the property to protect habitat for monarch butterflies and western pond turtles.

CITY MANAGER’S COMMENTS

City Manager Ott made four announcements: 1) the Hayward Public Library hosted the 5th Annual LitHop Festival on Independent Bookstore Day, celebrating poetry and literature, featuring Hayward’s new Poet Laureate Moh Kim Tong along with local poets; 2) the City of Hayward Spring Compost Giveaway will take place on May 9, 2026, at the SkyWest property; 3) Hayward will participate in Bike to Work/Wherever Day on May 14, 2026, with energizer stations at the Downtown and South Hayward BART stations; and 4) thanked City staff during Public Service Recognition Week for their dedication and professionalism, particularly amid ongoing fiscal challenges.

CONSENT CALENDAR

1. Approve the City Council Minutes of the City Council Meeting on April 21, 2026 MIN 26- 051
It was moved by Council Member Syrop, seconded by Council Member Goldstein, and carried unanimously, to adopt the City Council meeting minutes of April 21, 2026.

2. Adopt a Resolution Authorizing the City Manager to Execute Amendment No. 2 to the Lease Agreement for Use of Property at the Hayward Executive Airport with Ramesta Hospitality, LLC to Reflect Name Change to Ramesta Hospitality, LP CONS 26-154

Staff report submitted by Public Works Director Ameri, dated May 5, 2026, was filed.

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

79 CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/89200754102?pwd=kCcwobgVX5laTJQM3G3QVhLRA7QraA.1 Tuesday, May 5, 2026, 7:00 p.m.

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

Resolution 26-065, “Resolution Authorizing the City Manager to Execute Amendment No. 2 to the Lease Agreement for Use of Property at Hayward Executive Airport with Ramesta Hospitality, LLC to Reflect Name Change to Ramesta Hospitality, LP”

3. Adopt a Resolution Accepting the Clean Air Center Program Grant and Appropriating $25,000 for the Purchase of a Five-Year Supply of Air Filters for the Downtown and Weekes Libraries CONS 26-171

Staff report submitted by Public Works Director Ameri, dated May 5, 2026, was filed.

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

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

Resolution 26-066, “ Resolution Accepting the Clean Air Center Program Grant and Appropriating $25,000 for the Purchase of a Five-Year Supply of Air Filters for the Downtown and Weekes Libraries”

4. Adopt an Ordinance of the City Council of the City of Hayward Amending Chapter 6, Article 10 of the Hayward Municipal Code Relating to Massage Permits CONS 26-173

Staff report submitted by City Clerk Lens, dated May 5, 2026, was filed.

It was moved by Council Member Syrop, seconded by Council Member Goldstein, and carried unanimously, to adopt the ordinance.
80 4 | M a y 5 , 202 6

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

Ordinance 26-05, “An Ordinance of The City Council of the City of Hayward Amending Chapter 6, Article 10 of The Hayward
Municipal Code Relating to Massage Permits”

5. Adopt an Ordinance Amending the Zoning Map and Chapter 10, Article 1 (Zoning Ordinance), Article 2 (Off -Street Parking Regulations), Article 24 (Mission Boulevard Code) and Article 28 (Downtown Development Code) of the Hayward Municipal Code Associated with the Business-Friendly Hayward Project CONS 26-174

Staff report submitted by City Clerk Lens, dated May 5, 2026, was filed.

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

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

Ordinance 26-06, “An Ordinance Amending the Zoning Map and Chapter 10, Article 1 (Zoning Ordinance), Article 2 (Off -Street Parking Regulations), Article 24 (Mission Boulevard Code) and Article 28 (Downtown Development Code) of the Hayward
Municipal Code Associated with the Business-Friendly Hayward Project”

6. Adopt a Resolution Authorizing the City Manager to Execute a Service Agreement with Bay Area Tree Specialists for the Fire Department’s Vegetation Management Programs through June 30, 2031, in an Amount Not -to-Exceed $200,000 Annually and $1,000,000 Total, Contingent Upon the Annual Receipt and Appropriation of Grant Funding to Support the Agreement CONS 26-179

Staff report submitted by Public Works Director Ameri, dated May 5, 2026, was filed.

81 CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/89200754102?pwd=kCcwobgVX5laTJQM3G3QVhLRA7QraA.1 Tuesday, May 5, 2026, 7:00 p.m.

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

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

Resolution 26-067, “Resolution Authorizing the City Manager to Enter into an Agreement with Bay Area Tree Specialist for the Fire Department’s Vegetation Management Programs Through June 30, 2031 in a not -to-Exceed Amount of $200,000 Annually and $1,000,000 Total, Contingent Upon the Annual Receipt and Appropriation of Grant Funding to Support the Agreement”

7. Adopt a Resolution Accepting the Resignation of Commissioner Melissa Milleman from the Clean and Green Commission, Effective Immediately CONS 26-185

Staff report submitted by City Clerk Lens, dated May 5, 2026, was filed.

Council Member Andrews thanked former Clean and Green Commission Chair Milleman for her dedicated service, recognizing her hard work on City events and outreach efforts supporting Hayward’s Clean and Green goals.

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

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

Resolution 26 -068, “ Resolution Accepting the Resignation of Melissa Milleman from the Clean and Green Commission”

82 6 | M a y 5 , 202 6

WORK SESSION

8. Capital Improvement Program: Review of Recommended Capital Improvement Program for FY27 - FY36 (Report from Public Works Director Ameri) WS 26-012

Staff report submitted by Public Works Director Ameri, dated May 5, 2026, was filed.

Public Works Director Ameri presented the recommended Fiscal Year 2027 Capital Improvement Program (CIP ) and introduced Management Analyst Matta , who provided a synopsis of the staff report and reviewed the City’s online CIP platform.

Mayor Salinas opened the public comment section at 8:00 p.m.

TJ with Hayward Concerned Citizens questioned the justification for a conference room addition given recent reduction in meeting frequency , even though the funding is non- General Fund.

Mayor Salinas closed the public comment section at 8:01 p.m.

Mayor Salinas recognized his colleagues , Council Members Syrop and Andrews , for their service on the Council Infrastructure and Airport Committee. Members of the City Council commended staff on the presentation, and praised the digitized CIP format.

Discussion ensued among members of the City Council and City staff.

Council members discussed moving certain items from the Capital Improvement Fund (Fund 405) back into General Fund operating budgets to improve transparency, and staff recommended shifting annual subscriptions and supplies into operating budgets beginning next fiscal year; staff confirmed the purchase threshold requiring full City Council approval is $100,000; Council members spoke about plans for a new second-floor conference room to be funded by non-general fund sources, and clarified that the $264 million CIP budget is largely supported by fees, grants, and other non-general fund revenues; staff reported a $5.2 million Measure C contribution to La Vista Park will be removed due to value engineering, with no impact on the park's overall quality; the public safety building site was confirmed as final, with preliminary plans showing a 2 -3 story building on 10 acres , accommodating all required operations including a temporary holding facility; regarding the STACK Center, staff noted they received a two-and-a-half year extension on a library grant and will soon present Phase 2 development options, and will revisit discussions with HARD on potential collaboration; staff reported that water treatment facility upgrades are awaiting federal loan approval through WIFIA, with recent positive developments , including Senator Padilla's mention of the project during a congressional hearing ; private telecommunications companies continue to invest in citywide fiber installation, reducing the City’s previous need to build out its own network while increasing oversight responsibilities to ensure safe implementation; shifting real estate market conditions have affected assumptions related to prior Route 238 properties sales and the City is working with CalTrans on revised strategies 83 CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/89200754102?pwd=kCcwobgVX5laTJQM3G3QVhLRA7QraA.1 Tuesday, May 5, 2026, 7:00 p.m.
to reduce liabilities, manage carrying costs, and transition surplus properties while protecting City interests; Council members noted that the digitized CIP format has improved public engagement by allowing residents and businesses to easily track City investments and infrastructure priorities; staff reported that a 3-megawatt solar farm at the Water Resource Recovery Facility is operational, with plans for additional capacity pending assessment of Phase 2 construction needs and land already designated for expansion; the City’s ongoing prioritization of public safety through investments in safer streets, protected bike lanes, pedestrian infrastructure, and major railroad crossing improvements was emphasized; the Alameda County Transportation Commission’s state and federal advocacy efforts for additional funding for critical rail safety upgrades were also highlighted along with the importance of transformative projects such as the East Bay Greenway ; and there was a request for an update on a long -discussed Tennyson underground project and interest in exploring ways to preserve and expand community-serving spaces, including the possibility of a future Hayward community center at SkyWest.

PUBLIC HEARING

9. Community Development Block Grant: Approval of Fiscal Year 2026-2027 Community Development Block Grant Allocation Recommendations and Annual Action Plan (Report from Assistant City Manager Thomas) PH 26-021

Staff report submitted by Assistant City Manager Thomas, dated May 5, 2026, was filed.

Assistant City Manager Thomas introduced Management Analyst /Community Services Commission Staff Liaison Hwang who provided a synopsis of the Fiscal Year 2026 -2027 Community Development Block Grant (CDBG) a llocation recommendations and Annual Action Plan.

In response to Council Member Syrop ’s inquiry on whether alternative initiatives, such as a rental registry, could qualify for CDBG funding as potentially more cost-effective policy tools than traditional housing rehabilitation investments, Management Analyst Hwang explained that federal eligibility restrictions significantly limit allowable uses, and some opportunities may exist under Public Service categories pending further review. Council Member Syrop emphasized the importance of ensuring City Council priorities and innovative policy initiatives are incorporated into future funding discussions while expressing general support for the proposed recommendations.

In response to Council Member Andrews’ inquiry about whether fire equipment purchases for stations located in low -to moderate-income areas would create future operational costs and whether success metrics were in place, Assistant City Manager Thomas noted that any 84 8 | M a y 5 , 202 6
associated costs would be standard and Management Analyst Hwang added that the program includes objectives and data demonstrating compliance with CDBG requirements, including serving low -to-moderate-income individuals. Council Member Andrews emphasized the importance of ensuring that these investments remain sustainable without adding staffing or training costs.

Council Member Andrews raised concerns about whether investments in referral systems and homelessness services , such as the Eden Information and Referral ( EIR) project, are effectively reducing public safety calls and improving community outcomes; urged stronger performance tracking and evaluation metrics to better measure the return on the City funding decisions; and suggested that an update be presented to the Council Public Safety Committee, and subsequently to the full City Council.

In response to Council Member Andrews’ inquiry about performance metrics for the Hayward Navigation Center, Management Analyst Hwang reported that 83 percent of program exits led to positive housing destinations.

In response to Council Member Zermeño ’s inquiry about what technical assistance for nonprofit agencies would entail, Management Analyst Hwang explained that support could include grant-writing assistance, public workshops, and helping nonprofits identify external funding opportunities while maintaining appropriate boundaries to avoid any future conflicts of interest.

Council Member Roche emphasized the importance of ensuring that CDBG-funded projects are both timely and strategically effective; clarified expenditure deadlines to confirm that allocated HUD funds must be spent by the end of fiscal year 2027 to avoid recapture; sought operational clarification on fire equipment purchases in low-to moderate-income areas, confirming that funds would support distributed equipment upgrades; stressed the need to move beyond distributing funds and instead developing stronger sy stems for evaluating which nonprofit programs and service providers deliver the greatest measurable impact for Hayward residents; and encouraged future CSC efforts to incorporate deeper performance analysis, needs assessments, and more targeted funding strategies once broader agency funding resumes.

Mayor Salinas opened the public hearing at 9:04 p.m.

Community Services Commissioner Wong noted he voted no on the CSC’s recommendation, citing the lack of meaningful CSC input in the allocation decisions and the sudden cancellation of the Community Agency Funding (CAF) cycle without prior community input; urged the City Council not to suspend the next CAF funding cycles, warning that reduced nonprofit capacity could invite for-profit providers with less oversight; and also proposed allowing commissioners to participate in agency performance auditing.

Community Services Commissioner Vice Chair Gunn acknowledged the City’s difficult fiscal realities while emphasizing concern about the long-term social costs of reduced nonprofit and community service funding; expressed support for a community needs assessment; asked that fire equipment CSBG funding not become a precedent and replace future investment in direct 85 CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/89200754102?pwd=kCcwobgVX5laTJQM3G3QVhLRA7QraA.1 Tuesday, May 5, 2026, 7:00 p.m.
service providers; noted invisible opportunity costs of service cuts (e.g., missed meals) might not be measured; and supported reviewing more strategic future funding models.

Community Services Commission Chair Wheeler acknowledged the City ’s se vere budget challenges but noted that commissioners felt sidelined by the sudden cancellation of the traditional funding process and their limited involvement in allocation decisions; raised questions about whether the CSC will continue serving as a funding-recommendation body or shifts to purely advisory role; and called for clearer direction from the City Council regarding expectations and scope.

Mayor Salinas closed the public hearing at 9:14 p.m.

Members of the City Council thanked members of the Community Services Commission for their feedback and input.

Council Member Bonilla Jr., who also serves as the Council liaison to the CSC, acknowledged the feedback and emphasized the importance of finding collaborative and transparent approach to future CDBG decisions; highlighted the need to intentionally reallocate funds to support core community services; noted that one-time internal projects to preserve CAF availability should not be treated as ongoing funding sources; stressed that current financial constraints present an opportunity to rethink funding strategies to better deliver meaningful services; and proposed transitioning the Community Services Commission to a broadly advisory role focused on community needs assessment and human services, in add ition to its current funding responsibilities.

Council Member Syrop echoed support for expanding the Community Services Commission’s advisory role beyond grant allocations, emphasizing that commissioners’ lived experiences and professional insights could provide valuable feedback on broader City services and policy blind spots; cautioned against resource-intensive technical assistance models and instead prioritized practical commissioner input, community needs assessments, and preventative social service investments that strengthen long -term community outcomes ; agreed that fire equipment purchases should be removed from future CDBG funding; was open to exploring commissioner participation in performance auditing; and supported restoring the CAF cycle.

Council Member Andrews acknowledged the significant impact of CAF cuts and encouraged the Community Services Commission to explore broader advisory opportunities, including researching alternative arts, culture, and event funding models through partnerships with philanthropic or regional funding organizations to strengthen community engagement efforts; recognized the current need for fire equipment this year, but question whether such uses should remain a long-term funding priority; and while was supportive of an expanded advisory role, she expressed concern about assigning commissioners direct technical assistance 86 10 | M a y 5 , 202 6
responsibilities for nonprofits, instead recommending referral -based support through specialized economic development or nonprofit assistance organizations.

Council Member Goldstein expressed support for his colleagues’ recommendations, particularly those focused on expanding commissioner involvement in program measurement, accountability, and strategic funding alignment; and while cautious about assigning technical responsibilities to commissioners, he strongly emphasized the need for improved performance evaluation, better service coordination, and more holistic oversight to ensure funded agencies effectively address community needs without duplication; supported staff’s recommendation and affirmed the importance of continuing to prioritize proven projects such as the Hayward Navigation Center, home rehabilitation services, and the home repair program.

Council Member Zermeño expressed support for maintaining flexibility around technical assistance, noting it could include referrals or other supportive roles ; reaffirmed the Community Services Commission’s dual value as both a recommending and advisory body; acknowledged the disappointment surrounding the loss of nonprofit funding and voiced hope that improved fiscal conditions will allow community grants to be restored in the future; and encouraged continued commissioner input to strengthen funding strategies and better serve Hayward’s community organizations.

Council Member Roche thanked Management Analyst Hwang, Council Member Bonilla Jr., and the Community Services Commission for navigating an unusually difficult funding year while continuing to evolve the commission’s role ; and expressed support for the current recommendations and the broader discussions around CSC, emphasizing the need to restore Community Agency Funding as soon as it is fiscally feasible; highlighted the importance of strengthening future oversight, performance evaluation, and strategic funding effectiveness to better support Hayward’s most vulnerable residents.

Mayor Salinas expressed support for the City Council’s broader direction to reimagine the Community Services Commission as both a funding and strategic advisory body; emphasized that the current fiscal pause presents an opportunity to conduct a comprehensive community needs assessment, identify service gaps, and develop more focused, high -impact funding strategies; and while acknowledging the City’s budget challenges, he conveyed optimism that financial recovery will allow community funding to be restored in the future; encouraged commissioners and the public to view this period as a temporary reset that can ultimately produce stronger, more coordinated social service investments.

Council Member Bonilla Jr. moved to approve the CDBG funding recommendations and the Annual Action Plan, with the understanding that the allocations are one-time expenditures and shall not be considered ongoing or automatically renewed in future years; and also moved to expand the Community Services Commission’s role into an advisory capacity to help identify and advise the City Council on social, community and human service needs, including informing updates to the City’s community needs assessment and related strategic plans that support vulnerable members of the community.

Council Member Syrop seconded Council Member Bonilla Jr’s motion. 87 CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/89200754102?pwd=kCcwobgVX5laTJQM3G3QVhLRA7QraA.1 Tuesday, May 5, 2026, 7:00 p.m.

City Attorney Lawson advised separating Council Member Bonilla Jr.’s motion into two distinct motions: one approving CDBG funding recommendations and annual Action Plan, and a second motion on the Community Services Commission’s advisory role. Council Member Bonilla Jr. agreed to the procedural adjustment.

Council Member Roche expressed support for expanding the Community Services Commission’s future role but cautioned against formally defining the structure without further collaboration and input from Community Services Commission members.

Following discussion, Council Member Bonilla Jr. restated his motion to approve the Fiscal Year 2026-2027 Community Development Block Grant allocation recommendations and the Annual Action Plan ; and to direct staff to return at a future meeting with a separately agendized action item to formally consider expanding the Community Services Commission’s role into an advisory capacity, to help identify and advise the City Council on social, community and human service needs, as well as informing updates to the City’s community needs assessment and related strategic plans that support vulnerable community members.

Council Member Syrop seconded the motion.

It was moved by Council Member Bonilla Jr., seconded by Council Member Syrop, and carried unanimously, to adopt the resolution.

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

Resolution 26-069, “Resolution Approving and Appropriating the Community Agency Funding Recommendations for Fiscal Year 2026-2027 in the Community Development Block Grant (CDBG) Public Services Category and Authorizing the City Manager to Apply for Federal Assistance Under the Community Development Block Grant Program”

88 12 | M a y 5 , 202 6

LEGISLATIVE BUSINESS

10. California Public Employees Retirement System Contract: Adoption of a Resolution of Intention to Introduce an Ordinance Approving an Amendment to the Contract Between the City of Hayward and the California Public Employees Retirement System or Classic Members in the International Association of Fire Fighters Local 1909; Hayward Fire Officers Association; Hayward Fire Chiefs Association; Hayward Police Officers Association; Hayward Police Management Unit and the Unrepresented Safety Executive Group (Report from Human Resources Director Tecson) LB 26-009

Staff report submitted by Human Resources Director Tecson , dated May 5, 2026, was filed.

Mayor Salinas, with Council’s agreement, forwent the staff’s oral presentation.

There being no public speakers, Mayor Salinas opened and closed the public hearing at 9:59 p.m.

It was moved by Council Member Goldstein, seconded by Council Member Zermeño, and carried unanimously, to adopt the resolution and introduce the ordinance.

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

Resolution 26 -070, “ Resolution of Intention to Approve an Amendment to Contract Between the Board of Administration California Public Employees’ Retirement System and the City Council of Hayward”

Ordinance 26-_, “An Ordinance Authorizing the Amendment of the Contract Between the City of Hayward and the Board of
Administration of the California Public Employees’ Retirement System”

COUNCIL REPORTS AND ANNOUNCEMENTS

Council Member Andrews thanked City staff, H ayward Area Recreation and Park District , community partners, and local contributors for successfully organizing Make a Difference Day at Weekes Park, highlighting strong community turnout and engagement.

Council Member Syrop , also Hayward’s representative on the Alameda County Mosquito Abatement District, reported the County’s first West Nile virus case of the season , urging 89 CITY COUNCIL MEETING
777 B Street, Hayward, CA 94541
Council Chambers
https://hayward.zoom.us/j/89200754102?pwd=kCcwobgVX5laTJQM3G3QVhLRA7QraA.1 Tuesday, May 5, 2026, 7:00 p.m.
residents to take mosquito bite precautions and report dead birds at mosquitos.org to support prevention and monitoring efforts.

COUNCIL REFERRALS

There were none.

ADJOURNMENT

Mayor Salinas adjourned the City Council meeting at 10:09 p.m., in memory of Rosemar ie Ramos and Dennis Upp.

Rosemarie Ramos was a 79-year Hayward resident, wife, mother, businesswoman (independent insurance agency for 30 years) , community volunteer (All Saints Parish, CCD Program, Parent Teacher Association, and Young Ladies Institute); served on the Burbank Area Redevelopment Commission and the Hayward Arts Association ; and attended community events.

Dennis Upp was a longtime Southgate neighborhood resident and public safety advocate; served as president of the Bridgepoint Condominiums and was a block captain with Hayward Neighborhood Alert; organized National Night Out events; and was a certified Community Emergency Response Team (CERT) trainer.

Mayor Salinas asked City staff to work with both families and plant trees in memory of Rosemarie Ramos and Dennis Upp.

APPROVED

__________________________________________________________ Mark Salinas
Mayor, City of Hayward

ATTEST:

__________________________________________________________ Miriam Lens
City Clerk, City of Hayward
90 CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-187
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Director of Development Services

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute an Agreement with Project Sentinel for Fiscal Year 2027 in a Not-to-Exceed Amount of $210,000 to Provide Mediation, Arbitration, and Education Services Related to the Residential Rent Stabilization and Tenant Protection Ordinance and Mobilehome Space Rent Stabilization Ordinance

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) to authorize the City Manager to execute an agreement with Project Sentinel to provide mediation and arbitration services, administrative support, and outreach and educational services related to the Residential Rent Stabilization and Tenant Protection Ordinance (RRSO) and Mobilehome Space Rent Stabilization Ordinance (MRSO) in an amount not-to- exceed $210,000 for Fiscal Year 2027.

SUMMARY
As part of the RRSO, the City provides a mandatory mediation program with binding arbitration to resolve rent increase disputes for tenants of covered rental units. Project Sentinel currently administers the RRSO rent dispute resolution process, including providing mediation and arbitration services, administrative support, and outreach and education support. Project Sentinel has reliably provided these services for many years and their current contract with the City will expire on June 30, 2026.

The Project Sentinel agreement is paid from Rent Review Fund and funded by payments from the annual Residential Rent Stabilization Fee. The fee supports the administration of the RRSO, the MRSO, and the Tenant Relocation Assistance Ordinance (TRAO). The Operating Budget will cover the cost associated with this contract with Project Sentinel. Staff has accounted for a shift of $30,000 within the proposed Rental Housing Program operating budget to provide Project Sentinel with sufficient funds for translation service requests. The total fiscal impact will be equal to the amount budgeted for FY 2027, and there is no additional impact to the Rental Housing Program Fund.

ATTACHMENTS
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 2
powered by Legistar™
91 File #:CONS 26-187
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 5/14/2026Page 2 of 2
powered by Legistar™
92

DATE: May 19, 2026
TO: Mayor and City Council
FROM: Director of Development Services
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute an Agreement with Project Sentinel for Fiscal Year 202 7 in a Not-to-Exceed Amount of $210,000 to Provide Mediation, Arbitration, and Education Services Related to the Residential Rent Stabilization and Tenant Protection Ordinance and Mobilehome Space Rent Stabilization Ordinance

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) to authorize the City Manager to execute an agreement with Project Sentinel to provide mediation and arbitration services, administrative support, and outreach and educational services related to the Residential Rent Stabilization and Tenant Protection Ordinance (RRSO) and Mobilehome Space Rent Stabilization Ordinance (MRSO) in an amount not-to-exceed $210,000 for Fiscal Year 2027.

SUMMARY
As part of the RRSO, the City provides a mandatory mediation program with binding arbitration to resolve rent increase disputes for tenants of covered rental units. Project Sentinel currently administers the RRSO rent dispute resolution process, including providing mediation and arbitration services, administrative support, and outreach and education support. Project Sentinel has reliably provided these services for many years and their current contract with the City will expire on June 30, 2026.

The Project Sentinel agreement is paid from Rent Review Fund and funded by payments from the annual Residential Rent Stabilization Fee. The fee supports the administration of the RRSO, the MRSO, and the Tenant Relocation Assistance Ordinance (TRAO). The Operating Budget will cover the cost associated with this contract with Project Sentinel. Staff has accounted for a shift of $ 30,000 within the proposed Rental Housing Program operating budget to provide Project Sentinel with sufficient funds for translation service requests. The total fiscal impact will be equal to the amount budgeted for FY 2027, and there is no additional impact to the Rental Housing Program Fund.
93

FISCAL IMPACT
There are sufficient funds budgeted in the proposed FY 2027 Operating Budget to cover the cost associated with this item, and there is no additional impact to the Rental Housing Program Fund and no impact to the General Fund.

BACKGROUND
On June 19, 2019, the City Council approved adding Chapter 12 to the Hayward Municipal Code (HMC) to adopt a new Residential Rent Stabilization and Tenant Protection Ordinance to mitigate displacement of Hayward residents. 1 Included in the RRSO is a mediation and binding arbitration program in which tenants living in units covered by the residential rent threshold provision of the ordinance ( HMC Section 12-1.05) have access to free mediation and arbitration services such as when they receive a rent increase greater than five percent, a health or safety violation exists, there is a reduction in housing services, they do not receive a lawful notice of a rent increase, and they receive an increase in utility costs of more than one percent of their current rent and fail to provide supporting documentation . The MRSO also includes an arbitration program. The City entered into agreements with Project Sentinel to support its administration of the RRSO and MRSO since before FY 2018 . Each year, staff provide a n RRSO implementation update to the Housing Policy & Resource Committee (HPRC), formerly know n as the Homelessness-Housing Task Force (HHT F). The RRSO implementation update from the December 2025 HPRC meeting provides a more detailed discussion of Project Sentinel’s role and the implementation of the RRSO.2

DISCUSSION
As part of the RRSO, the City provides a mandatory mediation program with binding arbitration to resolve rent increase disputes for tenants of covered rental units . Project Sentinel currently administers the mediation and arbitration program and provides educational workshops to advise tenants and landlords of their rights and responsibilities under the City’s RRSO. A key component of the work Project Sentinel does to support the City’s implementation of the RRSO is ensuring that petitions move through the workflow within the timeframes established by the RRSO and contracting with a panel of mediators and arbitrat ors to provide services established under the RRSO and MRSO. The City contracted with Project Sentinel prior to FY 2018, with their scope expanding in FY 2020 to account for the adoption of the new RRSO in July 2019.

1 June 19, 2019 City Council Meeting Staff Report and Attachments:
https://hayward.legistar.com/LegislationDetail.aspx?ID=3985848&GUID=52D1B678-D6BB-401A-AB3C- 8990885C0CDD&Options=ID|Text|&Search=rent+stabilization 2 December 18, 2025, Housing Policy & Resource Committee Staff Report and Attachments:https://hayward.legistar.com/LegislationDetail.aspx?ID=7783849&GUID=FA830759-E06F-419B-9553- 821BB4B5A766&Options=&Search=
94

For FY 2027, staff accounted for a shift of $30,000 from translation services to Project Sentinel within the proposed operating budget . Previously, the City would use this $30,000 to purchase translation services on behalf of Project Sentinel. However, the City’s facilitation resulted in minor delays and inefficient, administrative involvement from the City during the rent dispute resolution process. The City will maintain $20,000 for translation services in the Housing operating budget to cover translations of new documents or other materials produced by Staff.

Staff recommend the City Council adopt a resolution authorizing the City Manager to negotiate and execute an agreement with Project Sentinel to support the implementation of the RRSO and MRSO in FY 2027.

ECONOMIC IMPACT
There is no immediate economic impact with consideration of this report.

STRATEGIC ROADMAP
This agenda item supports the Strategic Priority of Preserve, Protect, and Produce Housing.

This item is not specifically related to a project identified in the Strategic Roadmap.

PUBLIC CONT ACT
There has been no public comment related to this item.

NEXT STEPS
If this item is approved, staff will enter into an agreement with Project Sentinel to provide the services described in this report.

Prepared by: Ayush Patel, Management Analyst II

Recommended by: Sara Buizer, AICP , Director of Development Services Christina Morales, Deputy Director of Development Services Leigha Schmidt, Principal Planner

Approved by:

Jennifer Ott, City Manager

95 ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 26-____

Introduced by Council Member _____________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE AN

AGREEMENT WITH PROJECT SENTINEL IN AN AMOUNT NOT TO EXCEED $210,000 TO PROVIDE MEDIATION, ARBITRATION, AND EDUCATION

SERVICES RELATED TO THE RESIDENTIAL RENT STABILIZATION AND

TENANT PROTECTION ORDINANCE AND MOBILEHOME SPACE RENT

STABILIZATION ORDINANCE

WHEREAS, prior to 2018 an Agreement with Project Sentinel was executed to administer the City’s Residential Rent Stabilization and Tenant Protection Ordinance (RRSO) and the Mobile home Space Rent Stabilization Ordinance (MRSO) and to provide administrative support, develop a curriculum and provide education regarding tenant and landlord rig hts and responsibilities, and mediation and arbitration services to resolve disputes regarding rent increases and health or safety violations; and

WHEREAS, the City is reducing administrative involvement during the rent dispute resolution process by shifting translation services management to Project Sentinel; and

WHEREAS, there are sufficient funds budgeted in the proposed FY 202 7 Operating Budget to cover the cost associated with this agreement with no additional impact to the Rental Housing Program Fund; and

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Hayward hereby authorizes the City Manager to execute an Agreement for Fiscal Year 202 7 with Project Sentinel, in a form approved by the City Attorney, for a total not -to-exceed amount of $210,000.

96 ATTACHMENT II

IN COUNCIL, HAYWARD, CALIFORNIA, _______________________, 2026

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

97 CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-191
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Bennett Engineering Services, Inc., in a Not-to-Exceed Amount of $171,883 for Final Design Services for the D Street Traffic Calming Project, Project No. 05225

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to execute a Professional Services Agreement (PSA) with Bennett Engineering Services, Inc., in an amount not-to- exceed $171,883 for final design services for the D Street Traffic Calming Project, Project No. 05225.

SUMMARY
On February 20, 2026, the City received two (2) valid proposals for the Project Plans, Specifications, and Estimates (PS&E) for the D Street Traffic Calming Project. The Project proposes to enhance pedestrian safety and reduce speeding on D Street between 2nd Street and the eastern city limits. Bennett Engineering Services Inc.’s(Bennett) proposal ranked the highest with an average score of 76 based on criteria established in the published Request for Proposals 26-027. The negotiated cost proposal is $171,883, which includes three optional tasks totaling $4,796. Staff declined the optional task Prepare As -Built Drawings which can be performed by the construction contractor.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
98

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute a Professional Services Agreement with Bennett Engineering Services , Inc., in a Not-to- Exceed Amount of $171,883 for Final Design Services for the D Street Traffic Calming Project, Project No. 05225

RECOMMENDATION

That Council adopts a resolution (Attachment II) authorizing the City Manager to execute a Professional Services Agreement (PSA) with Bennett Engineering Services, Inc., in an amount no to exceed $171,883 for final design services for the D Street Traffic Calming Project, Project No. 05225.

SUMMARY

On February 20, 2026, the City received two (2) valid proposals responding a Request for Proposal (RFP) for the Project Plans, Specifications, and Estimates (PS&E) for the D Street Traffic Calming Project. The Project proposes to enhance pedestrian safety and reduce speeding on D Street between 2 nd Street and the eastern city limit s. Bennett Engineering Services Inc.’s (Bennett) proposal ranked the highest with an average score of 76 based on criteria established in the published Request for Proposals 26 -027. The negotiated cost proposal is $171,883, which includes three optional tasks totaling $4,796. Staff declined the optional task Prepare As -Built Drawings which can be performed by the construction contractor.

FISCAL IMPACT

This agenda item will not impact the General Fund or Measure C.

In 2019, Council initially allocated $120,000 for this, which, based on a revised cost estimate, was increased to $300,000 for the Fiscal Year 2022-23 CIP. Funding for this project is drawn from Fund 212, Measure BB (Local Transportation) revenues.

99

On September 23, 20251, Council accepted $500,000 from Alameda County Transportation Commission (Alameda CTC) Comprehensive Investment Plan for the design and construction of the project. Grant funding paired with existing project funds will fully cover both design and construction.

BACKGROUND

In June 2018, Council directed staff to conduct the D Street Traffic Calming project as part of the Fiscal Year 2018 -19 Capital Improvement Program (CIP). The project did not advance during a period of significantly reduced staffing for the Transportation Division, but was restarted in early 2024 after filling vacant positions.

D Street is a minor arterial roadway located in the City of Hayward. The project corridor spans from 2nd Street to the eastern City limit and consists of one lane in each direction. The surrounding land use is primarily residential with a market, several religious facilities, and Faith Ringgold Elementary School along the corridor. On February 5, 2026, Hayward Unified School District Board of Education approved a Fiscal Stability Plan that included the closure of Faith Ringgold . Despite the closure of the e lementary school, the corridor is a frequent route for Hayward High School and All Saints Catholic School students. The project was initiated in response to residents’ requests to address speeding and pedestrian safety.

In 2024, City staff applied for and was awarded $500,000 of funding from Alameda CTC for design and construction of the project.

DISCUSSION

On January 26, 2026, the City advertised a RFP for Project PS&E. This includes data collection, topographic survey, submittals for 30%, 60%, 90%, and 100% design, and design support during construction.

On February 20, 2026, the City received two (2) valid proposals from Bennett and Interwest Consulting Group, Inc. (Interwest). Bennett’s proposal was ranked the highest based on the criteria set forth in the RFP with an average score of 76. Interwest’s proposal scor ed 60.

Bennett’s proposal included a comprehensive scope and approach that aligned with the City’s goals for the project and the street characteristics. Bennett’s proposal for $ 189,523 was negotiated to $171,883 by adjusting design and construction materials at the Valley Street and D Street intersection.

The execution of this contract will allow the City to proceed with the Project PS&E. The anticipated completion is in August 2026 to allow construction to occur in Spring and Summer 2027.

1 https://hayward.legistar.com/LegislationDetail.aspx?ID=7665576&GUID=0D6F4EF3-0B6B-4D90-9D7E- BBAE58233A00&Options=&Search=
100

ECONOMIC IMPACT

This item has no direct economic impact. However, the project will provide improved safety and access for people walking, bicycling, and driving along the corridor, helping residents to reduce their transportation costs.

STRATEGIC ROADMAP

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

Project N1: Continue to implement major corridor traffic calming initiatives

SUSTAINABILITY FEATURES

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

PUBLIC CONTACT

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

An additional 700 resident mailers were sent out for the outreach event at Faith Ringgold Elementary School in May 2025. At the event, 21 residents participated in engagement activities and provided feedback on challenges they experience and the proposed design concept.

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

NEXT STEPS

If Council adopts this resolution , the City Manager will execute a PSA with Bennett Engineering Services Inc. for Final Design Services for the D Street Traffic Calming Project, Project No. 05225 in an amount not-to-exceed amount of $171,883. The project schedule for the PS&E is below:

Survey and Data Collection May 2026
30% Design May/June 2026
60% Design June/July 2026
90% Design July/August 2026
100% Design August 2026

101

Prepared by: Colin Patterson, Associate Transportation Planner

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________
Jennifer Ott, City Manager
102

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 26-____

Introduced by Council Member _________

RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A

PROFESSIONAL SERVICES AGREEMENT WITH BENNETT ENGINEERING SERVICES INC. TO PROVIDE CONSULTING SERVICES FOR THE PRELIMINARY

ENGINEERING PHASE OF THE D STREET TRAFFIC CALMING PROJECT, PROJECT NO. 05225 IN AN AMOUNT NOT TO EXCEED $171,883

WHEREAS, professional service assistance is needed for the Preliminary Engineering Phase of the D Street Traffic Calming Project, Project No. 05225; and

WHEREAS, the Preliminary Engineering Phase will provide final plans, specifications and estimates for traffic calming and pedestrian safety improvements on D Street between 2nd Street and the city limits; and

WHEREAS, on February 20, 2026, two (2) valid proposals were received and evaluated for the most qualified proposal with Bennett ranked the highest with and average score of 76/100 based on criteria established in the Request for Proposals 26-027; and

WHEREAS, the negotiated cost proposal is in the amount of $171,883.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Council hereby authorizes the City Manager to execute a professional services agreement with Bennett for consulting services in a not-to-exceed amount of $171,883, in a form to be approved by the City Attorney.

103

ATTACHMENT II

IN COUNCIL, HAYWARD, CALIFORNIA, _______________________, 2026

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

104

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-192
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Approving the Plans and Specifications and Calling for Bids for the FY24 Sewer Line Replacement Project, Project No. 07789

RECOMMENDATION
That City Council adopts a resolution (Attachment II) approving the plans and specifications for the FY24 Sewer Line Replacement Project, Project No. 07789, and calling for construction bids to be received on June 30, 2026.

SUMMARY
The Utilities Division of the Department of Public Works & Utilities manages replacement of the City’s undersized or structurally damaged sewer mains through annual Capital Improvement Program (CIP) projects. The FY24 Sewer Line Replacement Project will improve the capacity and maintain the operability of the sewer collection system by replacing or rehabilitating approximately 4.68 miles of existing vitrified clay pipe (VCP) and asbestos cement pipe (ACP) ranging in diameter from 6 to 10-inch with new 8, 10, 12, 15, or 18-inch PVC or HDPE pipe. This project takes place at twenty-six locations throughout the City (Attachment III). Approximately 2.04 miles will be replaced by traditional open-cut method, another approximately 0.77 mile will be replaced by trenchless technology used to cross under obstructions that prohibit open-cut installation, and approximately 1.87 miles will be repaired with Cured-In-Place Pipe (CIPP) lining. Design has been completed and bid documents have been prepared.

Staff is requesting City Council’s approval of the plans and specifications and calling for bids to be received on June 30, 2026.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
Attachment III Location Map
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
105

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Approving the Plans and Specifications and Calling for Bids for the FY24 Sewer Line Replacement Project, Project No. 07789

RECOMMENDATION

That City Council adopts a resolution (Attachment II) approving the plans and specifications for the FY24 Sewer Line Replacement Project, Project No. 07789, and calling for construction bids to be received on June 30, 2026.

SUMMARY

The Utilities Division of the Department of Public Works & Utilities manages replacement of the City’s undersized or structurally damaged sewer mains through annual Capital Improvement Program (CIP) projects. The FY24 Sewer Line Replacement Project will improve the capacity and maintain the operability of the sewer collection system by replacing or rehabilitating approximately 4.68 miles of existing vitrified clay pipe (VCP) and asbestos cement pipe (ACP) ranging in diameter from 6 to 10-inch with new 8, 10, 12, 15, or 18-inch PVC or HDPE pipe. This project includes twenty-six locations throughout the City (Attachment III). Approximately 2.04 miles will be replaced by traditional open-cut method, another approximately 0.77 mile will be replaced by trenchless technology used to cross under obstructions that prohibit open-cut installation, and approximately 1.87 miles will be repaired with Cured -In-Place Pipe (CIPP) lining. Design has been completed and bid documents have been prepared. Staff is requesting City Council’s approval of the plans and specifications and calling for bids to be received on June 30, 2026.

FISCAL IMPACT

There are no impacts to the General Fund or Measure C.

106

The estimated costs for the FY24 Sewer Line Replacement Project are as follows:

Construction Contract $14,359,000
Professional Engineering Services – Consultant $836,100 Inspection & Testing $612,400
Construction Administration – City Staff $924,000

Total $16,731,500

The adopted FY26 CIP includes $23,000,000 for the FY24 Sewer Line Replacement Project, Project No. 07789, in the Sewer Replacement Fund 611, of which the estimated $4,835,000 will be used for the A Street Sewer Line Replacement Project. The net remaining amount in the Sewer Replacement Fund 611 for this project is $18,167,000. Due to the rising cost of construction labor and materials, the City needs to go through the bidding process to determine the most current project budget. Should the construction cost exceed the funds currently allocated, staff will return to City Council to request that additional funds are appropriated to cover the additional cost.

BACKGROUND

The City’s current CIP includes funding to replace the City’s undersized or structurally damaged sewer mains through annual sewer line replacement projects. The City operates approximately 325 miles of sanitary sewer mains. The Utilities Division staff performs regular sewer main cleaning and has an ongoing program to monitor and inspect the condition of the City’s sanitary sewer collection system using closed circuit television (CCTV) technology. The inspection is performed by placing a camera, mounted on tracks, inside a sewer pipe and remotely guiding it through the length of the pipe to identify structurally damaged sewer mains for repair or replacement.

On February 20, 20241, City Council approved Resolution No. 24-066, authorizing the City to enter into a Professional Services Agreement with BKF Engineers (BKF), for design services and technical support during construction. The City has completed the environmental analysis for the construction of the FY24 Water and Sewer Line Replacement Projects in accordance with the California Environmental Quality Act (CEQA) and City Council adopted the Initial Study/Mitigated Negative Declaration document on March 17, 2026 . Combining both water and sewer projects into one analysis allows for better design efficiencies and economies of scale.

DISCUSSION

The FY24 Sewer Line Replacement Project consists of replacing 24,700 linear feet of VCP and ACP pipes with HDPE and PVC pipes by open trench and pipe bursting in addition to providing CIPP for existing pipes. Traditional open-trench sewer repair involves excavating a trench of approximately two to four feet in width and to the depth of the damaged or

1 https://hayward.legistar.com/LegislationDetail.aspx?ID=6517563&GUID=3DE2D074-1334-47C7-8115-C6F3C5D16B78 107

undersized pipe. Once the sewer main is exposed, the damaged or undersized section is removed and replaced with new pipe. At the same time, a portion of the existing sewer laterals that connect to the sewer are replaced and services are restored. When the repair is complete, the open trench is backfilled, compacted, and paved to match the original pavement section. The pipe bursting method uses a bursting head that is pulled through the existing pipe and pushes the pipe outward until it breaks apart. At the same time, the bursting head pulls the new pipe behind it and fills the space created by the old pipe with the new pipe. The CIPP technique installs a resin-impregnated flexible tube inside the existing pipe, then inflates, and cures it with hot water or steam to form a structurally sound, water- tight new pipe within the host pipe with full standalone structural properties.

Construction is anticipated to begin in Fall 2026 and take approximately 12 months.

ECONOMIC IMPACT

The community will enjoy the benefits of the project, including the continued operability and serviceability of the sewer collection system. Furthermore, robust and reliable sewer infrastructure can help foster economic development and viability in the City.

Replacing the sewer main and appurtenances are part of an effort to, pursuant to City Council direction, modernize and upgrade existing infrastructure. The project will reduce operations and maintenance costs associated with servicing the undersized and structurally defective sewer mains. In addition, staff time attending to issues related to high frequency maintenance and sanitary sewer overflows will be reduced.

STRATEGIC ROADMAP

This agenda item supports the Strategic Roadmap, which includes Invest in Infrastructure as one of the strategic priorities. Specifically, this item relates to the implementation of Objective 4: Invest in Water Supplies, Sanitation Infrastructure & Storm S ewers under “Invest in Infrastructure:”

N20: Replace an average of 2.5 miles of sewer pipelines annually

SUSTAINABILITY FEATURES

The repair and replacement of deteriorating sewer lines reduce the risk of sewer overflows, which can cause untreated wastewater to flow into public waterways.

PUBLIC CONTACT

Prior to and during construction, notices will be provided to affected residents, property, and business owners to inform them of the nature and purpose of the work, potential impacts, work schedule and City contact for additional information. In addition, staff will separately contact any large employers and schools that may be affected by the project and coordinate work to minimize impact.
108

NEXT STEPS

If City Council approves the project, staff will solicit the construction project for public bidding and return to City Council for the award of the construction contract, after construction bids have been received and reviewed.

The following schedule has been developed for this project:

Receive Bids June 30, 2026
Award Construction Contract July 28, 2026
Notice to Proceed September 2026
Construction Completion Fall 2027

Prepared by: Derek Pham, Senior Utilities Engineer

Reviewed by: Zaheer Shaikh, Utilities Engineering Manager

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_____________________________
Jennifer Ott, City Manager
109

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 26-____

Introduced by Council Member _________

RESOLUTION APPROVING PLANS AND SPECIFICATIONS AND CALL FOR BIDS FOR THE FY24 SEWER LINE REPLACEMENT PROJECT, PROJECT NO. 07789

WHEREAS, the City of Hayward (City) prepared an Initial Study/Mitigated Negative Declaration (IS/MND) for the proposed FY24 Sewer Line Improvement Project (Proposed Project) in accordance with the requirements of the California Environmental Quality Act (CEQA), and state and local guidelines implementing CEQA; and

WHEREAS, the City adopted the IS/MND on March 17,2025 and filed the Notice of Determination with the California State Clearinghouse and the Alameda County Recorder - Clerk; and

WHEREAS, the City is the lead agency on the Proposed Project, and the City Council is the decision-making body for the Proposed Project; and

WHEREAS, the City owns and operates approximately 325 miles of sanitary sewer mains; and

WHEREAS, the City conducts ongoing sewer main cleaning and closed -circuit television (CCTV) inspections to identify structurally damaged sewer mains for repair or replacement; and

WHEREAS, the purpose of the Proposed Project is to improve the sewer system by replacing or rehabilitating approximately 24,700 linear feet of existing aging pipes; and

WHEREAS, plans and specifications for the FY24 Sewer Line Replacement Project are currently on file in the Office of the City Clerk.

NOW, THEREFORE, BE IT RESOLVED, that those certain plans and specifications for the FY24 Sewer Line Replacement Project, Project No. 07789, on file in the Office of the City Clerk, are hereby adopted as the plans and specifications for the Proposed Project; and

BE IT FURTHER RESOLVED, that the City Clerk is hereby directed to cause a notice calling for bids for the required work and material to be made in the form and manner provided by law; and

110

ATTACHMENT II

BE IT FURTHER RESOLVED, sealed bids therefor will be received by the City Clerk’s office at City Hall, 777 B Street, First Floor, Hayward, California 94541, up to the hour of 2:00 p.m. on Tuesday June 30, 2026, and immediately thereafter publicly opened and declared by the City Clerk in the City Hall Rotunda.

BE IT FURTHER RESOLVED, that the City Council will consider a report on the bids at a regular meeting following the aforesaid opening and declaration of same.

IN COUNCIL, HAYWARD, CALIFORNIA, _______________________, 2026.

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

111

ATTACHMENT III
112

ATTACHMENT III
113

ATTACHMENT III
114

ATTACHMENT III
115

ATTACHMENT III
116

ATTACHMENT III
117

ATTACHMENT III
118

ATTACHMENT III
119

ATTACHMENT III
120

ATTACHMENT III
121

ATTACHMENT III
122

ATTACHMENT III
123

ATTACHMENT III
124

ATTACHMENT III
125

ATTACHMENT III
126

ATTACHMENT III
127

ATTACHMENT III
128

ATTACHMENT III
129

ATTACHMENT III
130

ATTACHMENT III
131

ATTACHMENT III
132

ATTACHMENT III
133

ATTACHMENT III
134

ATTACHMENT III
135

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-193
DATE: May 19, 2026
TO: Mayor and City Council
FROM: City Clerk

SUBJECT
Adopt an Ordinance Authorizing the Amendment of the Contract Between the City of Hayward and the Board of Administration of the California Public Employees’ Retirement System

RECOMMENDATION
That the City Council adopts the Ordinance introduced on May 5, 2026.

SUMMARY
This item entails the adoption of an Ordinance approving an amendment to the Contract between the City of Hayward and the California Public Employees Retirement System or classic members in the International Association of Fire Fighters Local 1909, Hayward Fire Officers Association, Hayward Fire Chiefs Association, Hayward Police Officers Association, Hayward Police Management Unit and the Unrepresented Safety Executive Group. The Ordinance was introduced on May 5, 2026, by Council Member Goldstein.

ATTACHMENTS
Attachment I Staff Report
Attachment II Summary of Published Ordinance
Attachment III Exhibit A CalPERS Amendment to Contract
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
136

DATE: May 19, 2026

TO: Mayor and City Council

FROM: City Clerk

SUBJECT: Adopt an Ordinance Authorizing the Amendment of the Contract Between the City of Hayward and the Board of Administration of the California Public Employees’ Retirement System

RECOMMENDATION

That the City Council adopts the Ordinance introduced on May 5, 2026.

SUMMARY

This item entails the adoption of an Ordinance approving an amendment to the Contract between the City of Hayward and the California Public Employees Retirement System or classic members in the International Association of Fire Fighters Local 1909; Hayward Fire Officers Association; Hayward Fire Chiefs Association; Hayward Police Officers Association; Hayward Police Management Unit and the Unrepresented Safety Executive Group. The Ordinance was introduced on May 5, 2026, by Council Member Goldstein.

FISCAL IMPACT

There is no fiscal impact associated with this report.

BACKGROUND

The Ordinance was introduced by Council Member Goldstein at the May 5, 2026, meeting of the City Council with the following vote:

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

137

STRATEGIC ROADMAP

The agenda item is a routine operational item
.

PUBLIC CONTACT

The summary of the Ordinance (Attachment II) was published in the Daily Review c/o Bay Area News Group-East Bay on Friday, May 15, 2026. Adoption, at this time, is therefore appropriate.

NEXT STEPS

The Hayward Municipal Code and other related documents will be updated accordingly.

Prepared and Recommended by: Miriam Lens, City Clerk

Approved by:

_____________________________
Jennifer Ott, City Manager

138

ATTACHMENT II

PUBLIC NOTICE OF AN INTRODUCTION OF AN ORDINANCE BY THE

CITY COUNCIL OF THE CITY OF HAYWARD

SUMMARY OF ORDINANCE

AN ORDINANCE AUTHORIZING THE AMENDMENT OF THE CONTRACT BETWEEN THE CITY

OF HAYWARD AND THE BOARD OF ADMINISTRATION OF THE CALIFORNIA PUBLIC EMPLOYEES’ RETIREMENT SYSTEM

THE CITY COUNCIL OF THE CITY OF HAYWARD DOES ORDAIN AS FOLLOWS:

Section 1. Provisions.

1. That an amendment between the City Council of the City of Hayward and the Board of Administration, California Public Employees’ Retirement System is hereby authorized, a copy of said amendment being attached hereto, marked Exhibit, and by such reference made a part hereof as though herein set out in full.

2. The City Manager of the City of Hayward is hereby authorized, empowered, and directed to execute said amendment for and on behalf of the City of Hayward.

Section 2. Severance. Should any part of this ordinance be declared by a final decision of a court or tribunal of competent jurisdiction to be unconstitutional, invalid, or beyond the authority of the City, such decision shall not affect the validity of the remainder of this ordinance, which shall continue in full force and effect, provided that the remainder of the ordinance, absent the unexcised portion, can be reasonably interpreted to give effect to the intentions of the City Council.

Section 3. Effective Date. In accordance with the provisions of Section 620 of the City Charter, this ordinance shall become effective 30 days from and after the date of its adoption.

Introduced at a meeting of the City Council of the City of Hayward, held on the 5th day of May 2026, by Council Member Goldstein.

This Ordinance will be considered for adoption at the regular meeting of the Hayward City Council, to be held on the 19th day of May 2026, at 7:00 p.m. Please note the City Council will hold a hybrid meeting which will allow for participation in the Council Chamber and virtually via the Zoom platform. The full text of this Ordinance is available for examination by the public by contacting the City Clerk’s office at [email protected] or (510) 583-4400.

Dated: May 15, 2026
Miriam Lens, City Clerk
City of Hayward

139
A.

CalPERS

EXHIBIT
California
Public Employees' Retirement System
---..aE:•,.;;;;;;;;;;;;;---

AMENDMENTTOC ONTRACT
Between the
Board of Administration
California Public Employees' Retirement System
and the
City Council
City of Hayward
----•----
The Board of Administration, California Public Employees' Retirement System, hereinafter referred to as Board, and the governing body of the above public agency, hereinafter referred to as Public Agency, having entered into a contract effective October 1, 1950, and witnessed August 7, 1960, and as amended effective January 16, 1952, January 1, 1956, April 1, 1959, January 1, 1960, November 1, 1962, April 1, 1965, December 1, 1969, July 1, 1973, July 16, 1973, June 1, 1978, April 23, 1979, January 12, 1981, March 9, 1981, July 11, 1986, October 10, 1988, June 21, 1991, June 19, 1992, March 8, 1996, January 1, 2001,April 1, 2001, July 1, 2001,August 26, 2002, May 23, 2008, July 4, 2011, February 24, 2014, July 27, 2015, June 27, 2016, February 20, 2017, June 26, 2017, December 11, 2017,April 1, 2019, and May 25, 2020, which provides for participation of Public Agency in said System, Board and Public Agency hereby agree as follows:

A Paragraphs 1 through 16 are hereby stricken from said contract as executed, effective May 25, 2020, and hereby replaced by the following paragraphs numbered 1 through 16 inclusive:

1. All words and terms used herein which are defined in the Public Employees' Retirement Law shall have the meaning as defined therein unless otherwise specifically provided. "Normal retirement age" shall mean age 55 for classic local miscellaneous members, age 62 for new local miscellaneous members, age 50 for classic local safety members, and age 57 for new local safety members.

Attachment III

140

2. Public Agency shall participate in the Public Employees' Retirement System from and after October 1, 1950, making its employees as hereinafter provided, members of said System subject to all provisions of the Public Employees' Retirement Law except such as apply only on election of a contracting agency and are not provided for herein and to all amendments to said Law hereafter enacted except those, which by express provisions thereof, apply only on the election of a contracting agency.

3. Public Agency agrees to indemnify, defend and hold harmless the California Public Employees' Retirement System (CalPERS) and its trustees, agents and employees, the CalPERS Board of Administration, and the California Public Employees' Retirement Fund from any claims, demands, actions, losses, liabilities, damages, judgments, expenses and costs, including but not limited to interest, penalties and attorney fees that may arise as a result of any of the following:
(a) Public Agency's election to provide retirement benefits, provisions or formulas under this Contract that are different than the retirement benefits, provisions or formulas provided under the Public Agency's prior non-CalPERS retirement program.
(b) Any dispute, disagreement, claim, or proceeding (including without limitation arbitration, administrative hearing, or litigation) between Public Agency and its employees (or their representatives) which relates to Public Agency's election to amend this Contract to provide retirement benefits, provisions or formulas that are different than such employees' existing retirement benefits, provisions or formulas. (c) Public Agency's agreement with a third party other than CalPERS to provide retirement benefits, provisions, or formulas that are different than the retirement benefits, provisions or formulas provided under this Contract and provided for under the California Public Employees' Retirement Law.

4. Employees of Public Agency in the following classes shall become members of said Retirement System except such in each such class as are excluded by law or this agreement:
a. Local Fire Fighters (herein referred to as local safety members); b. Local Police Officers (herein referred to as local safety members); c. Employees other than local safety members (herein referred to as local miscellaneous members).

5. In addition to the classes of employees excluded from membership by said Retirement Law, the following classes of employees shall not become members of said Retirement System:
a. PERSONS EMPLOYED AFTER JANUARY 16, 1952, AS CROSSING GUARDS;AND
b. PERSONS EMPLOYED AFTER JANUARY 30, 1959, AS PART-TIME LIFEGUARDS AND PART-TIME LIBRARY AIDES.

Attachment III

141

6. The percentage of final compensation to be provided for each year of credited prior and current service for classic local miscellaneous members in employment before and not on or after August 26, 2002, shall be determined in accordance with Section 21354 of said Retirement Law, subject to the reduction provided therein for service on and after January 5, 1956, the effective date of Social Security coverage, and prior to December 30, 1980, termination of Social Security, for members whose service has been included in Federal Social Security (2% at age 55 Full and Modified).

7. The percentage of final compensation to be provided for each year of credited prior and current service for classic local miscellaneous members in employment on or after August 26, 2002, shall be determined in accordance with Section 21354.4 of said Retirement Law, subject to the reduction provided therein for service on and after January 1, 1956, the effective date of Social Security coverage, and prior to December 30, 1980, termination of Social Security, for members whose service has been included in Federal Social Security (2.5% at age 55 Full and Modified).

8. The percentage of final compensation to be provided for each year of credited prior and current service as a new local miscellaneous member shall be determined in accordance with Section 7522.20 of said Retirement Law (2% at age 62 Full).

9. The percentage of final compensation to be provided for each year of credited prior and current service as a classic local safety member shall be determined in accordance with Section 21362.2 of said Retirement Law (3% at age 50 Full).

10. The percentage of final compensation to be provided for each year of credited prior and current service as a new local safety member shall be determined in accordance with Section 7522.25(d)of said Retirement Law (2.7% at age 57 Full).

11. Public Agency elected and elects to be subject to the following optional provisions:
a. Section 21573 (Third Level of 1959 Survivor Benefits) for local safety members only.
b. Sections 21624 and 21626 (Post-Retirement Survivor Allowance) for local safety members only.
c. Section 20042 (One-Year Final Compensation) for classic members only. d. Section 21635 (Post-Retirement Survivor Allowance to Continue After Remarriage) for local safety members only.
e. Section 21024 (Military Service Credit as Public Service). f. Section 21027 (Military Service Credit for Retired Persons). g. Section 21551 (Continuation of Pre-Retirement Death Benefits After Remarriage of Survivor).

Attachment III

142
h. Section 21022 (Public Service Credit for Periods of Lay-Off) for local miscellaneous members only.
i. Section 21574 (Fourth Level of 1959 Survivor Benefits) for local miscellaneous members only.
j. Section 20903 (Two Years Additional Service Credit). k. Section 20965 (Credit for Unused Sick Leave) for local fire members only.

I. Section 21547.7 (Alternate Death Benefit for Local Fire Members Credited with 20 or More Years of Service).
m. Section 20516 (Employees Sharing Cost of Additional Benefits):

From and after July 4, 2011, and until the effective date of this amendment to contract, Section 21362.2 (3% @ 50) effective January 1, 2001, and Section 20042 (One-Year Final Compensation) effective January 12, 1981, for classic local fire members. The employee cost sharing contribution is not to exceed 15.607%. The maximum employee cost sharing contribution is the normal cost plus the increase in the accrued liability due to the benefit improvement amortized over 20 years. In no event shall the employee cost sharing contribution attributable to the unfunded liability remain in effect beyond June 30 preceding the 20th anniversary of the effective date of the additional benefits. Therefore, after June 30, 2020, in any given contribution year, the maximum employee cost sharing contribution cannot exceed 5.986%.

From and after July 4, 2011, and until the effective date of this amendment to contract, Section 21362.2 (3% @ 50) effective July 1, 2001, and Section 20042 (One-Year Final Compensation) effective April 23, 1979, for classic local police members. The employee cost sharing contribution is not to exceed 13.882%. The maximum employee cost sharing contribution is the normal cost plus the increase in the accrued liability due to the benefit improvement amortized over 20 years. In no event shall the employee cost sharing contribution attributable to the unfunded liability remain in effect beyond June 30 preceding the 20th anniversary of the effective date of the additional benefits. Therefore, after June 30, 2021, in any given contribution year, the maximum employee cost sharing contribution cannot exceed 5.505%.
n. Section 20516 (Employees Sharing Additional Cost):

From and after February 24, 2014, 3.75% for new local fire members.

From and after July 27, 2015, 2.25% for new local police members.

From and after February 20, 2017, 5.25% for new local fire members in the International Association of Firefighters Local 1909.

From and after February 20, 2017, 3% for new local police members in the Hayward Police Officers' Association.

Attachment III

143
From and after June 26, 2017, 3% for local miscellaneous members in the Hayward Association of Man agement Employees Group, International Fe deration of Professional and Technical Engineers Local 21,
Unrepresented Group, Management, Human Resources,
an
d City Attorneys and City Man agers Group.

From June 26, 2017, and until December 12, 2017, 3% for local miscellaneous members in the Unrepresented Exec utive Group and Council Appointed Employees Group.

From and after December 12, 2017, 5% for local miscellaneous members in the Unrepresented Executive Group and Council Appointed E
mployees Group.

From and after April 1, 2019 , 4.5% for loc al miscellaneous members in the Service E mployees International Union Lo cal 1021, Clerical and Related Unit and the Service E mployees International Union Local 1021 , Maintenance and Operations Unit.

From and after the effective date of this amendment to contract, 6% for the classic local police members in the Hayward Police Officers' Association.

From and after th e effective dat e of t his amendment to contr act, 6% for th e classic lo cal police members in the Hayward Police Management Unit.

From and after the effective dat e of this amendment to contract, 6% for the classic local fire membe rs in the International Association of Fire Fighters Local 1909.

From and after the effective date of this amendment to contract, 6% for the classic local fire members in the Hayward Fire Officers Association.

From and after
the effective date of this amendment to contract,   6%
for  the  classic local  fire members in the  Hayward Fire Chief's Association.

From and after the effective date of this amendment to contrac t, 6% for the classic local fire membe rs in the Unrepresented Safety E
xecutive group.

Fro
m and after the effective date of this amendment to contract, 6% for the classic local polic e members in the Un represented Safety Executive group.

The
portion of the employer's contribution that the member agrees to contribute from his or her compensation, over and above the member's normal contribution ("Cost Sharing Percentage"), shall not exceed the Employer Normal Cost Rate, as that rate is defined in the CalPERS Actuarial Valuation for the relevant fiscal year. If the Cost Sharing Percentage will exceed the relevant Employer Normal Cost Rate, the Cost Sharing Percentage shall automatically be reduced to an amount equal to, and not to exceed, the Employer Normal Cost Rate for the relevant fiscal year.

Attachment III

o. Section 21548 (Pre-Retirement Option 2W Death Benefit) for local police members only.

12. Public Agency, in accordance with Government Code Section 20790, ceased to be an "employer" for purposes of Section 20834 effective on June 1, 1978.

Accumulated contributions of Public Agency shall be fixed and determined as provided in Government Code Section 20834, and accumulated contributions thereafter shall be held by the Board as provided in Government Code Section 20834.

13. Public Agency shall contribute to said Retirement System the contributions determined by actuarial valuations of prior and future service liability with respect to local miscellaneous members and local safety members of said Retirement System.

14. Public Agency shall also contribute to said Retirement System as follows:
a. Contributions required per covered member on account of the 1959 Survivor Benefits provided under Section 21573 of said Retirement Law. (Subject to annual change.) In addition, all assets and liabilities of Public Agency and its employees shall be pooled in a single account, based on term insurance rates, for survivors of all local safety members. b. Contributions required per covered member on account of the 1959 Survivor Benefits provided under Section 21574 of said Retirement Law. (Subject to annual change.) In addition, all assets and liabilities of Public Agency and its employees shall be pooled in a single account, based on term insurance rates, for survivors of all local miscellaneous members. c. A reasonable amount, as fixed by the Board, payable in one installment within 60 days of date of contract to cover the costs of administering said System as it affects the employees of Public Agency, not including the costs of special valuations or of the periodic investigation and valuations required by law.
d. A reasonable amount, as fixed by the Board, payable in one installment as the occasions arise, to cover the costs of special valuations on account of employees of Public Agency, and costs of the periodic investigation and valuations required by law.

15. Contributions required of Public Agency and its employees shall be subject to adjustment by Board on account of amendments to the Public Employees' Retirement Law, and on account of the experience under the Retirement System as determined by the periodic investigation and valuation required by said Retirement Law.

Attachment III

145

16. Contributions required of Public Agency and its employees shall be paid by Public Agency to the Retirement System within fifteen days after the end of the period to which said contributions refer or as may be prescribed by Board regulation. If more or less than the correct amount of contributions is paid tor any period, proper adjustment shall be made in connection with subsequent remittances.

Adjustments on account of errors in contributions required of any employee may be made by direct payments between the employee and the Board.

B. This amendment shall be effective on the __ day of ________ _ f BOARD OF ADMIN ISTRATI�
PUBLIC EMPLOYEES' RE�MENT SYSTEM
�
. .§> BY �-

MELODY BENAVID& CHIEF
PENSION CONT�TS AND PRE FUNDING
PROGRAMS Dl�ION
PUBLIC EMP�YEES' RETIREMENT SYSTEM
��
&�
�
��
AMENDMENT CalPERS ID # 4829348799
PERS·CON•702A

CITY COUNCIL

CITY OF HAYWARD ,,
�
�
�
BY
�PRESIDING OFFI
_ .. «;
��
��
Witne�'oate
�A�t:
�
✓
<t
Clerk
Attachment III

146

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-194
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Chief of Police

SUBJECT
Adopt a Resolution Authorizing the City Manager to 1) Negotiate and Execute an Agreement with Alameda County Health for the City of Hayward to Provide School-Based Mental Health Services for Fiscal Year 2026 - 2027; and 2) Accept $246,855 from Alameda County Health for this Purpose and Incorporate into the FY 2026-27 Adopted Budget

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to negotiate and execute an agreement with Alameda County Health (AC Health) for the City of Hayward (City) to provide school-based mental health services for fiscal year 2026 through 2027, accept $246,855 from Alameda County for such services, and include this funding in the adopted budget for FY 2026-27.

SUMMARY
For nearly two decades, the Youth and Family Services Bureau (YFSB) has had an annual contract with AC Health to provide school-based counseling and other support services in Hayward schools.

Consistent with best practices on the most effective way to serve youth in a school setting, the YFSB School-Based Mental Health Programs take a broad approach to serving students by offering a continuum of interconnected school-based behavioral health services that include prevention, early intervention, and treatment for students and their families who attend HUSD schools. The key components of the program include:
· Mental health counseling and clinical case management services for youth and families; · Therapeutic and positive youth development groups;
· Mental health consultation and classroom support for teachers, administrators and other school staff;
· Workshops, support groups and other consultation for parents/caregivers; · Mental health crisis response in the aftermath of school-related tragedies; · Participation in school site-based multi-disciplinary teams who work together to address the needs of referred youth and manage support resources available at the schools; and CITY OF HAYWARD Printed on 5/14/2026Page 1 of 2
powered by Legistar™
147
File #:CONS 26-194
· Active participation in school-wide efforts to create a positive school climate, prevent conflicts and violence, and enhance the community setting for all members.

Under the recommended agreements, 3.0 Full-Time Equivalent (FTE) Family Counselors will provide the services above to three identified schools.

Council approval is requested to authorize the City Manager to negotiate and execute the annual contract with the County for site-based mental health services to maintain these important services for students.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 5/14/2026Page 2 of 2
powered by Legistar™
148

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Chief of Police

SUBJECT: Adopt a Resolution Authorizing the City Manager to 1) Negotiate and Execute an Agreement with Alameda County Health for the City of Hayward to Provide School-Based Mental Health Services for Fiscal Year 2026 – 2027; and 2) Accept $246,855 from Alameda County Health for this Purpose and Incorporate into the FY 2026-27 Adopted Budget

RECOMMENDATION

That the Council adopts a resolution (Attachment II) authorizing the City Manager to negotiate and execute an agreement with Alameda County Health (AC Health) for the City of Hayward (City) to provide school-based mental health services for fiscal year 2026 through 2027, accept $246,855 from Alameda County for such services, and include this funding in the adopted budget for FY 2026-27.

SUMMARY

For nearly two decades, the Youth and Family Services Bureau (YFSB) has had an annual contract with AC Health to provide school -based counseling and other support services in Hayward schools.

Consistent with best practices on the most effective way to serve youth in a school setting, the YFSB School-Based Mental Health Programs take a broad approach to serving students by offering a continuum of interconnected school-based behavioral health services that include prevention, early intervention, and treatment for students and their families who attend HUSD schools. The key components of the program include:
• Mental health counseling and clinical case management services for youth and families; • Therapeutic and positive youth development groups;
• Mental health consultation and classroom support for teachers, administrators and other school staff;
• Workshops, support groups and other consultation for parents/caregivers; • Mental health crisis response in the aftermath of school-related tragedies; • Participation in school site-based multi-disciplinary teams who work together to address the needs of referred youth and manage support resources available at the schools; and 149

• Active participation in school-wide efforts to create a positive school climate, prevent conflicts and violence, and enhance the community setting for all members.

Under the recommended agreements, 3.0 Full-Time Equivalent (FTE) Family Counselors will provide the services above to three identified schools.

Council approval is requested to authorize the City Manager to negotiate and execute the annual contract with the County for site-based mental health services to maintain these important services for students.

FISCAL IMPACT

The City will receive $246,855 in funding through the agreement with AC Health. The three Family Counselor positions (3.0 FTE) discussed in this staff report are included in the City’s FY 2026 Operating Budget. Accepting these funds and incorporating them into the FY 2026 -27 adopted budget will help to offset the cost of these positions. While the revenue from these agreements does not fully cover the cost of the positions, the costs are further offset by additional revenue from the Medical Administrative Activities (MAA) agreement. Any remaining net costs to the City’s General Fund are already included in the proposed budget for FY 2026-27.

BACKGROUND

Preparing students to thrive and graduate high school ready for college and a career is one of the primary goals of K-12 education. Increasingly, educating the whole child to promote social- emotional and character development as well as academic skills is becoming a recognized best practice in education.1 The field of Social-Emotional Learning (SEL) offers a framework for how to incorporate a focus on the emotional needs of students into the daily tasks of education. The research shows that with this approach, students demonstrate significantly improved social and emotional skills, attitudes, behavior, and academic performance.2 Moreover, forming and maintaining relationships with caring adults at school has been linked to long-term success and can serve as a protective factor against trauma and other challenges.3

The YFSB has a long-standing history of contracting with AC Health to provide school-based counseling and other support services in Hayward schools. In 2009, AC Health, Healthy Schools and Communities launched a School -Based Behavioral Health Initiative to address student

1 AEI-Brookings Workgroup on Poverty and Opportunity, Opportunity, Responsibility and Security: A Consensus Plan for Reducing Poverty and Restoring the American Dream. December 3, 2015. Accessed August 24, 2020. https://www.brookings.edu/research/opportunity-responsibility-and-security-a-consensus-plan-for-reducing-poverty-and- restoring-the-american-dream/
2 Durlak, J. A., Weissberg, R. P., Dymnicki, A. B., Taylor, R. D. & Schellinger, K. B. (2011). The impact of enhancing students’ social and emotional learning: A meta-analysis of school-based universal interventions. Child Development, 82(1): 405–432.
3 Scales, P.C., Boat, A., & Pekel, K. (2020). Defining and Measuring Social Capital for Young People: A Practical Review of the Literature on Resource-Full Relationships. Minneapolis: Search Institute. Report for the Bill & Melinda Gates Foundation
150

social-emotional issues as a critical ingredient for learning. The initiative shifted the YFSB’s focus to include work with the whole school climate (including parents, teachers, administrators, community providers, and others) in addition to the counseling services (individual, group, and family) that were already being provided. The framework shift sought to amplify opportunities for youth to make crucial connections to adults by supporting the whole school, which included offering a range of services to both the youth and adults in the school system.

Current services offered include:
• School-based mental health services for youth and their families; • Mental health consultation training for teachers, staff, administrators, and parents; • Development and improvement of referral and service coordination systems; and • Consultation on school-wide efforts to create positive , culturally inclusive school environments.

The services offered by the YFSB are integrated with other social emotional learning strategies provided by County staff and a network of community-based behavioral health providers and serve as part of a larger system of support in HUSD for Hayward students. Currently, the County provides funding in the amount of $ 246,855 annually to offset the cost of three full-time equivalents (FTEs) YFSB Family Counselors to provide services on site in three Hayward schools.

The tables below summarize the services provided in the 2025-26 school year by the three YFSB Family Counselors assigned to the School-Based Mental Health Programs. In FY25-26, services were provided to the following HUSD Schools under the agreement with AC Health:
• Ochoa Middle School
• Bret Harte Middle School
• Martin Luther King Jr. Middle School

Table 1. School-Based Mental Health Program Totals – Academic Year 25-26 (through 4/30/26*)
Number of Unique Individuals Served (Students, Family,
Teachers, School Administrators, Other Providers)
696
Unique Activities of Direct Service 297
*Note: The County Data Tool utilized to monitor program data experienced a significant data loss and no data is available between 10/3/25 and 3/18/26

Table 2. School-Based Mental Health Program Services by Type – Academic Year 25-26 (through 4/30/26* )
Individual and Family Clients 128 students
Group Clients 106 students
Consultation and Training for Staff and
Administration
65 hours
Workshops and Assemblies 323 individuals
Intern Supervision and Training 11 hours
151

*Note: The County Data Tool utilized to monitor program data experienced a significant data loss and no data is available between 10/3/25 and 3/18/26

Table 3. School-Based Mental Health Program Services by Focus Area – Academic Year 25-26 (through 4/30/26*)
Social Emotional Learning and Wellness 56% of contacts
Mental Health 27% of contacts
Social Skills/Relationship Support 6% of contacts
Coordination of Services 6% of contacts
Climate and Culture Activities 3% of contacts
Family Partnerships and Support 2% of contacts
*Note: The County Data Tool utilized to monitor program data experienced a significant data loss and no data is available between 10/3/25 and 3/18/26

DISCUSSION

The YFSB School-Based Mental Health Programs have successfully served Hayward students for over a decade. At a time when the needs of Hayward youth and families are only increasing, it is more important than ever to maintain critical mental health services for students at school.

The services that will be provided under the recommended agreement have been developed in partnership with HUSD and AC Health, Healthy Schools and Communities. They reflect best practices for school-based mental health by taking a broader, school-wide approach to allow for the greatest impact possible with limited resources. Moreover, the program model allows for universal access to services with all students being eligible to participate at no cost, regardless of insurance or immigration status . Programs like YFSB’s School-Based Mental Health Programs have been shown to have a positive impact on key young adult outcomes across multiple domains of education, employment, criminal activity, substance use, and mental health.4

Components of YFSB School-Based Mental Health Services – Academic Year 26-27 • Mental health counseling and clinical case management services for youth and families to ensure that children and youth in need of early and intensive intervention services are receiving and benefitting from appropriate care, as well as removing or minimizing environmental contributors to problems;
• Therapeutic and positive youth development groups;
• Mental health consultation and classroom support for teachers, administrators and other school staff to enhance the capacity of adults to better meet the social-emotional needs of children, youth, and their networks;
• Workshops, support groups, and other consultation for parents/caregivers; • Mental health crisis response in the aftermath of school-related tragedies, including crisis intervention and management, triage, psychological first aid, and follow-up with students, parents, and school staff;

4 Damon E. Jones, Mark Greenberg, and Max Crowley. (2015). Early Social-Emotional Functioning and Public Health:

The Relationship Between Kindergarten Social Competence and Future Wellness. American Journal of Public Health 105, 2283_2290,
152

• Participation in school site-based multi-disciplinary teams who work together to address the needs of referred youth and manage support resources available at the schools; • Active participation in school-wide efforts to create a positive school climate, prevent conflicts and violence, and enhance the community setting for all members in order to create optimal conditions for learning and development; and • Clinical supervision of interns to support the school-based interventions above.

School-Based Mental Health Program Staff
The YFSB staff assigned to the School-Based Mental Health Programs are highly qualified to provide the described services. Of the three counselors assigned, one is a Licensed Marriage and Family Therapist and two are Licensed Clinical Social Workers, both bilingual Spanish speakers. They range in years of clinical experience from 10 to 25+ years.

Program Sustainability
It is anticipated that t hese programs will be able to continue for many years to come. The current contract amount received annually from Alameda County is $246,855. County financing comes from a combination of Measure A Funds and Tobacco Master Settlement Funds and is a recurring expenditure in the County’s operating budget.

The YFSB School-Based Mental Health Services are part of the YFSB’s overarching strategy to reduce and prevent juvenile involvement in the justice system by linking youth to services and opportunities that help them stay positively connected with the community. Keeping youth engaged in school is one of the most important protective factors in their success, and by extension, prevents them from getting into trouble with law enforcement. This has a clear nexus with public safety and contributes to the overall well-being of Hayward families.

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority of Enhance Community Safety and Quality of Life. Specifically, this item relates to Project Q17: Continue to provide family support programs through the Youth and Family Services Bureau.

ECONOMIC IMPACT

As stated above, supporting the emotional needs of students while they are in school has been shown to have positive outcomes on education, employment, criminal activity, substance use, and mental health that last for years to come. This has a positive economic impact on the Hayward community, as it addresses many of the factors that underlie poverty and a lack of economic opportunity. Moreover, the positive impact this program has on overall public safety contributes to a safe and thriving City that attracts residents and local businesses.

NEXT STEPS

If the Council authorizes this action, staff will work to 1) execute the agreement with AC Health to provide school-based services for FY26-27; 2) accept $246,855 in funding from AC Health 153

and include in the FY 2026 -27 Adopted Budget; and 3) continue providing essential mental health services to youth in schools.

Prepared by: Perla O’Shea, Management Analyst
Emily Young, Youth and Family Services Bureau Administrator

Recommended by: Bryan Matthews, Chief of Police

Approved by:

______________________________
Jennifer Ott, City Manager
154

ATTACHMENT II

HAYWARD CITY COUNCIL
RESOLUTION NO. 26-_____
Introduced by Council Member _____

RESOLUTION AUTHORIZING THE CITY MANAGER TO 1) NEGOTIATE AND

EXECUTE AN AGREEMENT WITH ALAMEDA COUNTY FOR THE CITY TO

PROVIDE SCHOOL-BASED MENTAL HEALTH SERVICES FOR FISCAL YEAR 2026 THORUGH 2027 AND 2) ACCEPT $246,855 FROM ALAMEDA COUNTY

HEALTH FOR SUCH SERVICES AND INCORPORATE INTO THE ADOPTED BUDGET FOR FY 2026-27

WHEREAS, the Youth and Family Services Bureau has a long -standing history of providing behavioral health services in schools that combine direct supports to children, youth, and their families with system enhancements, to promote healthy social -emotional growth, prevent problems, and address behavioral health challenges; and

WHEREAS, the execution of a Fiscal Year 2026 through 2027 Agreement between the City of Hayward and Alameda County Health is necessary to continue to provide these services and generate the associated revenue; and

WHEREAS, the acceptance and appropriation of $246,855 from Alameda County to the City of Hayward is necessary to enable the City to provide these services to Hayward schools.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to negotiate and execute a n Agreement with Alameda County Health to receive $ 246,855 for services provided by the City of Hayward’s Youth and Family Services Bureau in Fiscal Year 2026 through 2027.

FURTHER BE IT RESOLVED, that the City Council of the City of Hayward hereby approves acceptance of $246, 855 in funding received from Alameda County Health, and incorporates into the 2026-27 adopted budget.

155

ATTACHMENT II

IN COUNCIL, HAYWARD, CALIFORNIA _______________________, 2026

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward
APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward
156

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-196
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Authorizing the City Manager to Award a Contract to Fehr & Peers in a Not-To-Exceed Amount of $610,880 for the Nighttime Safety Enhancement Plan, Project No. 05359

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to award a contract to Fehr & Peers for the Nighttime Safety Enhancement Plan in an amount not-to-exceed $610,880.

SUMMARY
The City was awarded $611,000 grant funding from the California Department of Transportation’s (Caltrans) Sustainable Transportation Planning (STP) Fiscal Year 2025-2026 Grant program to develop the Nighttime Safety Enhancement Plan, which includes assessment of the existing streetlight conditions and recommendations of the illumination levels for various development areas with the focus on pedestrian and bicycle corridors. The Request for Proposal (RFP) was released on February 23, 2026, to procure a consultant to help develop the Nighttime Safety Enhancement Plan. A total of three proposals were submitted from Arup, Kimley-Horn, and Fehr & Peers. Staff scored Fehr & Peers’proposal as the highest out of the three proposals and recommends adopting a resolution to award a contract to Fehr & Peers for the Nighttime Safety Enhancement Plan in amount not-to-exceed $610,880.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
157

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT: Adopt a Resolution Authorizing the City Manager to Award a Contract to Fehr & Peers in a Not-To-Exceed Amount of $610,880 for the Nighttime Safety Enhancement Plan, Project No. 05359

RECOMMENDATION

That the City Council adopts a resolution (Attachment II) authorizing the City Manager to award a contract to Fehr & Peers for the Nighttime Safety Enhancement Plan in an amount not-to-exceed $610,880.

SUMMARY

The City was awarded $611,000 grant funding from the California Department of Transportation’s (Caltrans) Sustainable Transportation Planning (STP) Fiscal Year 2025 - 2026 Grant program to develop the Nighttime Safety Enhancement Plan , which includes assessment of the existing streetlight conditions and recommendations of the illumination levels for various development areas with the focus on pedestrian and bicycle corridors. The Request for Proposal (RFP) was released on February 23, 2026, to procure a consultant to help develop the Nighttime Safety Enhancement Plan. A total of three proposals were submitted from Arup, Kimley-Horn, and Fehr & Peers. Staff scored Fehr & Peers’ proposal as the highest out of the three proposals and recommends adopting a resolution to award a contract to Fehr & Peers for the Nighttime Safety Enhancement Plan in amount not-to-exceed $610,880.

FISCAL IMPACT

This agenda item will not impact the City’s General Fund. The total project cost for the Nighttime Safety Enhancement Plan is $691,000, including $611,000 grant funding from the Caltrans STP Grant program and $80,000 local cash match from Fund 212 – Measure BB (Local Transportation) and Fund 215- Measure B (Local Transportation) detailed in the table on the following page.

158

Fund
215 $63,900
212 $16,100
Total Matching Portion $80,000

The total project cost of $691,000 would be sufficient to fund Fehr & Peers in amount not - to-exceed $610,880 and the City staff with the remaining budget of $80,120.

BACKGROUND

The purpose of the Nighttime Safety Enhancement Plan is to strategically prevent nighttime collisions and accommodate safe travels for all road users in dark conditions. The Plan will include assessment of the existing lighting conditions, recommendations of minimum illumination levels in various development areas with a focus on high pedestrian and bicycle corridors, and establishment of maintenance programs, processes for handling new street light requests, and short- and long-term capital improvement alternatives.

Poor lighting conditions and a lack of streetlights have been identified as travel safety concerns at nighttime in the City. Based on the City’s Local Road Safety Plan (LRSP) (2023), 58% of the fatal and severe injury crashes reported between 2017 and 2023 occurred at nighttime. Further, based on the collision data from the Statewide Integrated Traffic Record System, 58% of pedestrian -involved and 54% of bicycle -involved fatal or severe injury collisions occurred in dark conditions with or without streetlig hts, underscoring the need for enhanced lighting systems.

The Nighttime Safety Enhancement Plan is a necessary tool to evaluate and improve the existing citywide lighting system and prevent collisions to help achieve the City’s Vision Zero goal by 2050. The LRSP recommended adding intersection lighting, which is a proven countermeasure with a crash reduction factor of 40% based on Caltrans’ Local Road Safety Manual; the lighting at intersections and on its approaches is expected to improve nighttime safety by making drivers aware of the surroundings, enhancing dri vers’ available sight distances, and increasing the visibility of non -motorists. The Federal Highway Safety Administration also indicates that adequate lighting at or above minimum acceptable standards can reduce nighttime injury pedestrian crashes at inte rsections by 42% and nighttime injury crashes on rural and urban highways by 28%.

The development of the Plan is funded by the Caltrans STP grant program, which was created to support the Caltrans mission to provide a safe and reliable transportation network that serves all people and respects the environment. The grant application was first submitted on January 18th, 2024, for the Fiscal Year 2024-25 with the project title as “Streetlight Master Plan,” but the application was not selected for that fiscal year. The grant application was later updated based on Caltrans feedback and resubmitted on January 22 nd, 2025, for the Fiscal Year 2025 -26, with the project title as “Nighttime Safety Enhancement Plan.” The grant application included $611,000 in grant request and $80,000 in a local cash match. On July 1st, 2025, Caltrans notified the City that the grant application was selected for grant funding.

159

DISCUSSION

The RFP was released on February 23, 2026, and closed on April 2, 2026, to procure a consultant to assist develop the Nighttime Safety Enhancement Plan. The proposals were received from three firms: Arup, Kimley-Horn, and Fehr & Peers. The staff evaluation team reviewed and scored the proposals on criteria such as project management & team leads, project understanding & approach, work plan & fee, qualification of firm/team. The proposal from Fehr & Peers scored the highest followed by Arup as the second highest. The table below provides the average score for each of the firms.

Firm Average Score
Fehr & Peers 88.00
Arup 84.00
Kimley-Horn 75.67

The staff evaluation team scored Fehr & Peers as the highest as they demonstrated their experience in similar citywide streetlight master plans, team members with expertise in lighting, creative public engagement strategies such as paid community-based organizations to increase public participation , and a partnership with Evari, Geographic Information Systems (GIS) consultant that has experience and expertise in streetlight data collection and analysis using GIS application. Therefore, staff recommends that Fehr & Peers be awarded as the consultant for the Nighttime Safety Enhancement Plan.

The execution of this contract will allow the City to proceed with the development of the Nighttime Safety Enhancement Plan with an anticipated completion date of December 2027.

ECONOMIC IMPACT

The Nighttime Safety Enhancement Plan will provide a roadmap for implementing future improved streetlight system which will accommodate safer travels , reduce crime, and increase access to key destinations in dark conditions. Increased nighttime activities would support commercial and retail developments in the City.

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority of Enhance Community Safety, Champion Climate Resilience & Environmental Justice , and Invest in Infrastructure . This item is not specifically related to a project identified in the Strategic Roadmap. Staff is bringing forward this new item to develop a plan to enhance the City’s streetlight system to support Strategic Priorities by increasing safety, reducing emissions, and improving the streetlight infrastructure.

SUSTAINABILITY FEATURES

160

The Plan will include recommendations of energy-efficient streetlights to help achieve the City’s goal of reducing greenhouse gas emissions to 55 percent below 200 5 baseline emissions level by 2030 and carbon neutrality by 2045. Additionally, enhanced streetlights could encourage and incentivize walking and biking for residents after hours , further reducing greenhouse gas emissions over time.

PUBLIC CONTACT

The Plan will include outreach and engagement with the general public, diverse community groups, community-based organizations, as well as the development of the Technical Advisory Committee to collect any feedback and concerns regarding the City’s streetlight system. All necessary stakeholders and affected neighborhoods, agencies, community-based organizations, and businesses will have opportunities for input, and be done in a way that is equitable.

NEXT STEPS

If Council approves this request, the City Manager will execute a professional service s agreement with Fehr & Peers in a not-to-exceed amount of $610,880 for the Nighttime Safety Enhancement Plan, Project No. 05359.

Prepared by: Jade Kim, Assistant Transportation Engineer Marissa Matta, Management Analyst II
Byron Tang, Principal Transportation Engineer

Recommended by: Alex Ameri, Director of Public Works

Approved by:

_____________________________
Jennifer Ott, City Manager
161

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 26-____

Introduced by Council Member __________

RESOLUTION AUTHORIZING THE CITY MANAGER TO AWARD A CONTRACT TO FEHR & PEERS IN AN AMOUNT NOT -TO-EXCEED $610,880 FOR THE NIGHTTIME SAFETY ENHANCEMENT PLAN, PROJECT NO. 05359

WHEREAS, 58% of the fatal and severe injury crashes reported in Hayward between 2017 and 2023 occurred at nighttime , and statewide, 58% of pedestrian-involved and 54% of bicycle-involved fatal or severe injury collisions occurred in dark conditions; and

WHEREAS, the Nighttime Safety Enhancement Plan includes assessment of the existing streetlight conditions and recommendations of the illumination levels for with an emphasis on pedestrian and bicycle modes of travel, establishment of maintenance programs, processes for handling new street light requests, and short- and long-term capital improvement alternatives; and

WHEREAS, the Nighttime Safety Enhancement Plan is a necessary tool to evaluate and improve the existing citywide lighting system and prevent collisions to help achieve the City’s Vision Zero goal by 2050; and

WHEREAS, the City of Hayward was awarded grant funding from the Caltrans Sustainable Transportation Planning Fiscal Year 2025 -2026 Grant program to develop the Nighttime Safety Enhancement Plan . The total project cost is $691,000, including $611,000 grant funding and $80,000 local cash match from Fund 212 – Measure BB (Local Transportation) and Fund 215 – Measure B (Local Transportation); and

WHEREAS, the Request for Proposal was released on February 23, 2026, to procure consultant to help develop the Nighttime Safety Enhancement Plan. The proposals were received from three firms: Arup, Kimley-Horn, and Fehr & Peers; and

WHEREAS, based on the evaluation criteria related to experience, team, project approach, schedule and fee, staff selects and recommends Fehr & Peers to be the consultant for the Nighttime Safety Enhancement Plan. The proposed cost for Fehr & Peers is $610,880.

The total project funding of $691,000 is sufficient to fund both City staff and Fehr & Peers.

NOW, THEREFORE, BE IT RESOLVED that the City Council hereby authorizes the City Manager to execute a professional service agreement with Fehr & Peers in a not -to-exceed amount of $610,880 for the Nighttime Safety Enhancement Plan, Project No. 05359.

162

IN COUNCIL, HAYWARD, CALIFORNIA, _______________________, 2026

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward
163

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-197
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Chief of Police

SUBJECT
Adopt a Resolution Authorizing the City Manager to 1) Negotiate and Execute an Agreement with Alameda County Health for the Provision of Medi-Cal Administrative Activities by the City of Hayward Youth and Family Services Bureau for Fiscal Year 2026 - 2027, 2) Accept Up to $400,000 in Reimbursements for the Provision of Such Services, and 3) Incorporate $300,000 in Reimbursement Revenue into the Adopted Budget For FY 2026-27 and Authorize the City Manager to Appropriate Up to an Additional $100,000 ..Title

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to negotiate and execute an Agreement with Alameda County Health (AC Health) for Medi-Cal Administrative Activities (MAA) services provided by the City of Hayward Youth and Family Services Bureau for Fiscal Year 2026- 27, incorporate $300,000 into the proposed budget for FY 2026-27 and appropriate up to an additional $100,000 if additional services are provided; and accept between $300,000 and $400,000 in reimbursement revenue.

SUMMARY
Since 2006, the City of Hayward has had an annual Memorandum of Understanding (MOU) with Alameda County Health (AC Health) to provide Medi-Cal Administrative Activities to youth and families in Hayward, with the goal of promoting family stability and preventing juvenile justice involvement through offering comprehensive, culturally responsive services and opportunities. As a result, of this MOU, AC Health provides an annual reimbursement to the City of Hayward for the cost of time spent providing services that support the Medi-Cal program. Examples of the activities provided by the Youth and Family Services Bureau (YFSB) include assisting eligible individuals to apply for Medi-Cal coverage, connecting people to Medi-Cal covered services, and developing programs and policies that close service gaps and allow more people to access Medi-Cal and Medi-Cal covered services. The amount of MAA reimbursement varies year to year, but it is expected to be between $300,000 and $400,000 for FY26-27, which minimally funds 1.0 Full Time Equivalent (FTE) Family Counselor.

Additional revenue generated beyond that is reinvested into YFSB’s programming to further offset the cost to the City’s General Fund.

CITY OF HAYWARD Printed on 5/14/2026Page 1 of 2
powered by Legistar™
164
File #:CONS 26-197
Council approval is requested to authorize the City Manager to negotiate and execute the annual MOU with the AC Health for MAA to maintain these important mental health services for Hayward youth and families.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 5/14/2026Page 2 of 2
powered by Legistar™
165

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Chief of Police

SUBJECT: Adopt a Resolution Authorizing the City Manager to 1) Negotiate and Execute an Agreement with Alameda County Health for the Provision of Medi-Cal Administrative Activities by the City of Hayward Youth and Family Services Bureau for Fiscal Year 2026 - 2027, 2) Accept Up to $400,000 in Reimbursements for the Provision of Such Services , and 3) Incorporate $300,000 in Reimbursement Revenue into the Adopted Budget For FY 2026 -27 and Authorize the City Manager to Appropriate Up to an Additional $100,000

RECOMMENDATION

That the City Council adopts a resolution (Attachment II) authorizing the City Manager to negotiate and execute an Agreement with Alameda County Health (AC Health) for Medi -Cal Administrative Activities (MAA) services provided by the City of Hayward Youth and Family Services Bureau for Fiscal Year 2026-27, incorporate $300,000 into the proposed budget for FY 2026-27 and appropriate up to an additional $100,000 if additional services are provided; and accept between $300,000 and $400,000 in reimbursement revenue.

SUMMARY

Since 2006, the City of Hayward has had an annual Memorandum of Understanding (MOU) with Alameda County Health (AC Health) to provide Medi-Cal Administrative Activities to youth and families in Hayward, with the goal of promoting family stability and preventing juvenile justice involvement through offering comprehensive, culturally responsive services and opportunities. As a result, of this MOU, AC Health provides an annual reimbursement to the City of Hayward for the cost of time spent providing services that support the Medi-Cal program.

Examples of these activities which are provided by the Youth and Family Services Bureau (YFSB) include assisting eligible individuals to apply for Medi-Cal coverage, connecting people to Medi-Cal covered services, and developing programs and policies that close service gaps and allow more people to access Medi -Cal and Medi -Cal covered services. The amount of MAA reimbursement varies year to year, but it is expected to be between $300,000 and $400,000 for FY26-27, which minimally funds 1.0 Full Time Equivalent (FTE) Family Counselor. Additional revenue generated beyond that is reinvested into YFSB’s programming to further offset the cost to the City’s General Fund.
166

Council approval is requested to authorize the City Manager to negotiate and execute the annual MOU with the AC Health for MAA to maintain these important mental health services for Hayward youth and families.

FISCAL IMPACT

The City will receive between $300,000 and $400,000 in reimbursement from the one-year agreement with AC Health. The 1.0 FTE Family Counselor position discussed in this staff report is included in the City’s Proposed FY 2026-27 Operating Budget. Accepting and appropriating the reimbursement funds will help to offset the cost of the position.

BACKGROUND

Research clearly shows that being arrested in adolescence significantly increases the likelihood of subsequent arrests.1 Consistent with best practices on the most effective ways to serve youth and families and prevent escalating contact with the juvenile justice system, YFSB provides a continuum of services that address the root causes underlying youth behaviors that result in contact with law enforcement.

The YFSB’s central mission is to ensure Hayward’s richly diverse youth and families feel safe, supported and experience community connectedness and general wellbeing. This is achieved through offering comprehensive, culturally responsive services and opportunities that promote family stability and prevent juvenile justice involvement through empowering families to build on their strengths, supplement needs, and create pathways to achieving goals. For nearly 45 years, YFSB has successfully done this supporting thousands of families to address challenges and improve their individual and family functioning. Less than 10% of youth who participate in YFSB’s services are arrested or re-arrested within one year. YFSB’s groundbreaking model of integrating mental health clinicians into the Hayward Police Department was recognized in the Commission on Accreditation for Law Enforcement Agencies (CALEA) evaluation as a national model and was recommended for replication in police departments nationwide.

To offset the cost of providing YFSB Services, since 2006, the City has had an annual MOU with the AC Health to provide MAA. The State of California Department of Health Care Services (DHCS) recognizes that local, community agencies such as YFSB have a unique relationship with Medi-Cal eligible individuals and are in a position to facilitate these individuals’ access to Medi-Cal and Medi-Cal covered services. It further recognizes the expertise of these agencies to identify and assess the healthcare needs of the Medi-Cal-eligible individuals served. As a result, DHCS, through the AC Health, reimburses the City for the cost of time spent providing services that support the Medi-Cal program. Examples of these activities include assisting

1 The Annie E. Casey Foundation. (2020). Research in Brief to Transform Juvenile Probation: Expand the Use of Diversion from the Juvenile Justice System. Baltimore, MD: Author. Retrieved from https://www.aecf.org/resources/expand-the-use-of-diversion-from-the-juvenile-justice-system/

167

eligible individuals to apply for Medi-Cal coverage, connecting people to Medi-Cal covered services, and developing programs and policies that close service gaps and allow more people to access Medi-Cal and Medi-Cal covered services. The amount of MAA reimbursement varies year to year, but it is expected to be between $ 300,000 and $ 400,000 for FY 26-27, which minimally funds 1.0 FTE Family Counselor. Additional revenue generated beyond that is reinvested into YFSB’s programming to further offset the cost to the City’s General Fund.

Table 1 below, summarizes the number of reimbursable hours spent improving access to Medi- Cal and Medi-Cal covered services as part of the MAA program in FY24-25, which is the most recent year with available data

Table 1. FY24-25 Hours Spent on Medi-Cal Administrative Activities

DISCUSSION

The YFSB staff play a critical role in connecting community members to Medi -Cal covered services. In recognition of this function, the County provides an annual reimbursement for the cost of staff time spent providing this service. This reimbursement funding is re -invested to support YFSB programming, which contributes to the overall strength and success of the YFSB model. Providing alternatives to youth involvement in the juvenile justice system is a critical issue locally and nationally. The literature clearly shows that more restrictive juvenile justice interventions such as youth incarceration contribute to poorer outcomes and increased rates of recidivism. Conversely, offering alternatives such as family counseling, case management, and diversion, not only reduc es recidivism but also leads to better outcomes for youth and families overall. The execution of this agreement and the acceptance of the associated funding will allow the YFSB to continue to play a crucial role in keeping youth out of the juvenile justice system and contributing to the overall safety and wellbeing of Hayward families.

Components of Medi-Cal Administrative Activities Program – FY26-27 - Medi-Cal outreach to connect Medi -Cal-eligible individuals with Medi -Cal-covered services;
- Referral, coordination, and monitoring of Medi-Cal covered services; - Facilitating the Medi-Cal application process;
- Contract administration for Medi-Cal covered services; and - Program planning and policy development to increase Medi-Cal system capacity and close service gaps and coordinate with other agencies to improve service delivery

Activity Hours
Medi-Cal Outreach 917
Referral, Coordination, and Monitoring of Medi-Cal-covered services 3,690 Contract Administration 512
Program Planning and Policy Development 4396
Total 9,514
168

The services that will be provided under the recommended agreement are part of the YFSB’s overarching strategy to reduce and prevent juvenile involvement in the justice system by linking youth to services and opportunities that help them stay positively connected with the community. Addressing the root causes underlying youth behavior problems, such as mental health challenges, family functioning issues, school engagement problems, and insufficient access to positive activities and supports are critical components to encourage youth success and prevent contact with law enforcement. For youth who do encounter law enforcement, these services give officers more options and minimize formal processing in the juvenile justice system. This has a clear nexus with public safety and contributes to the overall wellbeing of Hayward families.

ECONOMIC IMPACT

As stated above, improving community safety and keeping youth out of the juvenile justice system by supporting them to lead productive and healthy lives will have a positive economic impact on the Hayward community, as it addresses many of the factors that underlie poverty and a lack of economic opportunity. Moreover, the positive impact this program has on overall public safety contributes to a safe and thriving City which attracts residents and local businesses.

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority of Enhance Community Safety and Quality of Life. Specifically, this item relates to Project Q17: Continue to provide family support programs through the Youth and Family Services Bureau.

NEXT STEPS

If the Council authorizes this action, staff will work to: 1) execute the agreement with AC Health to provide MAA services and continue providing essential mental health services to Hayward youth and families for FY26-27; 2) incorporate $300,000 into the proposed budget for FY 2026- 27 and appropriate up to an additional $100,000 if additional services are provided; and 3) accept between $300,000 and $400,000 in reimbursement revenue.

Prepared by: Perla O’Shea, Management Analyst
Emily Young, Youth and Family Services Bureau Administrator

Recommended by: Bryan Matthews, Chief of Police

Approved by:

_________________________________
Jennifer Ott, City Manager
169

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 26-____

Introduced by Council Member _________

RESOLUTION AUTHORIZING THE CITY MANAGER TO 1) NEGOTIATE AND

EXECUTE AN AGREEMENT WITH ALAMEDA COUNTY FOR THE PROVISION

OF MEDI -CAL ADMINISTRATIVE ACTIVITIES BY THE CITY OF HAYWARD YOUTH AND FAMILY SERVICES BUREAU FOR FISCAL YEAR 2026 -27 2) INCORPORATE $300,000 INTO THE FY 2026 -27 ADOPTED BUDGET AND

AUTHORIZE THE CITY MANAGER TO APPROPRIATE UP TO AN ADDITIONAL $100,000 IF ADDITIONAL SERVICES ARE PROVIDED AND 3) ACCEPT UP TO $400,000 IN REIMBURSEMENTS FROM ALAMEDA COUNTY HEALTH FOR THE

PROVISION OF THESE SERVICES

WHEREAS, the City of Hayward and the Alameda County Healt h Have an Annual Memorandum of Understanding (MOU) whereby the City of Hayward’s Youth and Family Services Bureau (YFSB) provides Medi-Cal Administrative Activities to youth and families in the City of Hayward; and

WHEREAS, pursuant to the Memorandum of Understanding and due to the critical role the YFSB plays in connecting the Hayward community to Medi-Cal covered services, the Alameda County Health provides a yearly reimbursement to the City of Hayward for the cost of staff time spent providing these services; and

WHEREAS, the amount of the reimbursement varies year to year, but is expected to be between $300,000 and $400,000 for Fiscal Year 2026 - 27; and

WHEREAS, the execution of a Fiscal Year 202 6 - 27 Agreement between the City of Hayward and the Alameda County Health is necessary to continue to provide these services and receive such reimbursements under the MOU.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized to:

1. Negotiate and execute an agreement with Alameda County Health for the provision of Medi -Cal Administrative Activities by the City of Hayward Youth and Family Services for Fiscal Year 2026 – 27

2. Incorporate $300,000 of such reimbursement into the FY 2026 -27 Adopted Budget and authorize the City Manager to appropriate up to an additional $100,000 subject to providing such services; and
170

ATTACHMENT II

3. Accept up to $400,000 in reimbursements from Alameda County for the provision of Medi-Cal administrative activities by the YFSB for fiscal year 2026 – 27.

IN COUNCIL, HAYWARD, CALIFORNIA, _______________________, 2026

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward

171

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-199
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Chief of Police

SUBJECT
Adopt a Resolution Authorizing the City Manager to 1) Negotiate and Execute an Amendment Extending an Agreement with the Alameda County Probation Department For Fiscal Year 2026 - 2027 for the Provision of Services at the Resource Connection Network Youth Service Center, and 2) Accept $639,888 from Alameda County to Fund the Extension and Incorporate the Funds into the FY 2026-27 Adopted Budget

RECOMMENDATION
That the City Council adopts a resolution (Attachment II) authorizing the City Manager to negotiate and execute an amendment extending an agreement with the Alameda County Probation Department, from July 1, 2026 to June 30, 2027, to provide services at the Resource Connection Network Youth Service Center, and to accept $639,888 from Alameda County to fund the extension and incorporate the funds into the FY 2026-27 Adopted Budget.

SUMMARY
Since the 1970s, the Youth and Family Services Bureau (YFSB) has had an annual contract with the Alameda County Probation Department to provide services as a Youth Service Center within the Resource Connection Network (RCN), formerly known as the Delinquency Prevention Network (DPN). Services include crisis intervention, counseling, case management, and diversion programs for youth who are system involved or at elevated risk of system involvement.

In March 2024, the City was awarded a two-year contract to continue to provide RCN services with the option to extend for three additional years. On April 24, 2026, the City received an Agreement from the Alameda County for a one-year contract extension in the amount of $639,888. The County stated that they are only extending for one year due to budget restrictions.

Council approval is requested to authorize the City Manager to extend the agreement with the Alameda County Probation Department to continue the important work of providing crisis intervention, counseling, case management and diversion services to youth who are system involved or at elevated risk of system involvement.

CITY OF HAYWARD Printed on 5/14/2026Page 1 of 2
powered by Legistar™
172
File #:CONS 26-199

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 5/14/2026Page 2 of 2
powered by Legistar™
173

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Chief of Police

SUBJECT: Adopt a Resolution Authorizing the City Manager to 1) Negotiate and Execute an Amendment Extending an Agreement with the Alameda County Probation Department For Fiscal Year 2026 - 2027 for the Provision of Services at the Resource Connection Network Youth Service Center, and 2) Accept $639,888 from Alameda County to Fund the Extension and Incorporate the Funds into the FY 2026-27 Adopted Budget

RECOMMENDATION

That the City Council adopts a resolution (Attachment II) authorizing the City Manager to negotiate and execute an amendment extending an agreement with the Alameda County Probation Department, from July 1, 2026 to June 30, 2027, to provide services at the Resource Connection Network Youth Service Center, and to accept $ 639,888 from Alameda County to fund the extension and incorporate the funds into the FY 2026-27 Adopted Budget.

SUMMARY

Since the 1970s, the Youth and Family Services Bureau (YFSB) has had an annual contract with the Alameda County Probation Department to provide services as a Youth Service Center within the Resource Connection Network (RCN), formerly known as the Delinquency Prevention Network (DPN). Services include crisis intervention, counseling, case management, and diversion programs for youth who are system involved or at elevated risk of system involvement.

In March 2024, the City was awarded a two-year contract to continue to provide RCN services with the option to extend for three additional years. On April 24, 2026, the City received an Agreement from the Alameda County for a one -year contract extension in the amount of $639,888. The County stated that they are only extending for one year due to budget restrictions.

Council approval is requested to authorize the City Manager to extend the agreement with the Alameda County Probation Department to continue the important work of providing crisis 174

intervention, counseling, case management and diversion services to youth who are system involved or at elevated risk of system involvement.

FISCAL IMPACT

With the additional $639,888 awarded as part of the recommended amendment, the City will receive a total of $1,882,388 for RCN Youth Service Center services from July 2024 through June 2027, spanning three fiscal years. The 6.8 FTE required to provide the services discussed above are included in the City’s FY 2026 -27 Operating Budget. Accepting these funds and incorporating them into the FY 2026 -27 adopted budget will help to offset the cost of these positions. While the revenue from these agreements does not fully cover the cost of the positions, the costs are further offset by additional revenue from the Medical Administrative Activities (MAA) program. Any remaining net costs to the City General Fund are already included in the proposed budget for FY 2026-27.

BACKGROUND

YFSB’s central mission is to ensure Hayward’s richly diverse youth and families feel safe, supported, and experience community connectedness and general wellbeing. YFSB’s groundbreaking model of integrating youth serving systems across Hayward, including embedding mental health clinicians in a police department setting, allows YFSB to meaningfully improve the well-being of youth and families by maintaining alignment across the systems with which families have contact. This is achieved through offering com prehensive, culturally responsive services and opportunities that promote family stability and prevent juvenile justice involvement through empowering families to build on their strengths, supplement needs and create pathways to achieving goals. For nearly 50 years, YSFB has successfully done this work supporting thousands of families to address challenges and improve their individual and family functioning. Less than 10% of youth who participate in YFSB’s services are arrested or re - arrested within one year.

Since the 1970s, YFSB’s core service of providing mental health counseling to youth and families who are either system involved or at elevated risk of system involvement has been primarily funded through an annual contract with the Alameda County Probation Department for Resource Connection Network (Youth Service Center) services.

In December of 2022 , the Probation Department in partnership with the Alameda County General Services Agency released a Request for Proposals (RFP) as part of a competitive bid process to identify the most qualified service providers to continue to deliver these services in specified geographic regions County wide. Hayward was identified as Region 8. Through the RFP, the County outlined both general and specific requirements for contractors.

The general requirements specified that services utilize evidence -based practices and incorporate three specific approaches:

- Trauma Informed Care Approach, which recognizes the long-lasting impact of trauma, including historical trauma, and implements services and interventions accordingly; 175

- Positive Youth Development Approach, which values and honors the strengths that youth and families possess as the basis of what is needed to achieve their goals; and - Cultural Responsiveness Approach, which emphasizes the importance of developing policies, systems, and structures that are relevant for families across racial/ethnic identities as well as gender, sexual orientation, language capacity, socioeconomic status, exposure to trauma, migration, and other factors that directly impact culture.

In the Spring of 2023, YFSB completed the application and interview process to provide the services outlined above. In May 2023, a Notice of Intent to Award was received. Subsequently, the County received a bid protest from an unsuccessful bidder. In June 2023, the City was notified that rather than executing new contracts for successful RFP bidders, existing contracts would be extended for six months (July 2023 through December 2023) to accommodate the bid protest process. In November 2023 the City was notified that the bid protest was ongoing and once again, the current contract would be extended for an additional six-month period (January 2024 through June 2024). In March 2024, the City received a revised Notice of Intent to Award, pending successful contract negotiations, signifying the bid protest had been resolved.

On May 6, 2024, the City received an Agreement from the County for a two-year contract award in the amount of $1,242,500 ($612,500 for FY25 and $630,000 for FY26), with the option to extend an additional three years (FY27 -FY29). On April 24, 2026 the City received an Agreement from the County for a one-year contract extension in the amount of $639,888. The funding from this agreement will offset the cost of the 6.8 FTE (5.0 FTE Family Counselors, 1.0 FTE Counseling Supervisor, and 0.8 FTE Administrative sup port) required to provide the contracted services.

Program evaluation of YFSB’s Youth Service Center services consistently shows the effectiveness and evidence-base of YFSB’s approach. In the most recently submitted bi-annual report covering the service period of July 1, 2025 through December 31, 2025 , 80% of participants reached their target level of functioning as measured by the evidence -based Partners for Change Outcome Management System (PCOMS) tool. 96% were determined to be successful, meaning the family and/or client engaged in services, crisis cases developed a safety plan, the family and/or client met at least one treatment plan goal, and/or parents/guardians used parenting support. 99% of participants were not arrested while participating in services.

Updated recidivism data is not currently available; however, five years’ worth of data analyzed in 2023, showed 99% of participants were not arrested or rearrested 6 months after services concluded and 98% were not arrested/re-arrested within 12 months.

DISCUSSION

YFSB’s Youth Service Center services have successfully served Hayward youth and families for more than four decades. At a time when the needs of families are only increasing, it is more important than ever to maintain critical mental health services for youth. Moreover, as the field of law enforcement strives to be responsive to the needs of the community, programs like YFSB that prioritize the use of mental health services can be part of the solution. The services that will be provided under the recommended agreement have been developed in partnership with the Alameda County Probation Department. They reflect best practices for keeping youth 176

positively engaged in the community and preventing involvement with the juvenile justice system.1,2 Moreover, the program model allows for universal access to services with all City of Hayward residents being eligible to participate at no cost, regardless of insurance or immigration status. Services like those provided by YFSB have been shown to mitig ate the negative impacts of arresting youth during adolescence, including reducing the likelihood of future arrest or incarceration and increasing school enrollment and graduation rates.3

Components of YFSB RCN Youth Service Center Services
- Family-focused mental health counseling and crisis intervention for at-risk and system- involved youth ages eight to 18, as well as Transition Age Youth (TAY), ages 18-21 with active probation involvement or non-minor dependents. At-risk and system-involved youth are defined as youth who are habitually truant, youth who runaway, and/or youth at risk of becoming wards under Section 601 and youth described in Section 602 of the California Welfare and Institutions Code;
- Case management services to link youth and families to appropriate community resources; and
- Diversion services specifically aimed at diverting identified problem behavior and preventing formal entry into the juvenile justice system.

Youth and Family Services Bureau Program Staff
The YFSB staff are highly qualified to provide the services required by the County. Table 1 below outlines their education and licensure status. Clinical staff range in years of experience from three to 25 years. The YFSB Family Counselors and Clinical Supervisors reflect the diversity of the Hayward community and three are bilingual, bicultural Spanish speakers.

Table 1. YFSB Clinical Staff Training/Licensure

Degree/Licensure Number of Clinical Staff
Licensed Clinical Psychologist 2
Licensed Clinical Social Worker 1
Licensed Marriage and Family Therapist 2
Registered Associate Social Worker earning
hours towards licensure
2 Program Sustainability
It is anticipated that these programs will continue for years to come and a 3% Cost of Living Adjustment has been awarded as part of the current contract extension. County financing comes from state allocations for Juvenile Probation Activities Funding and the Juvenile Justice Crime Prevention Act and is a recurring expenditure in the County’s operating budget.

1 Josh Weber, Michael Umpierre, and Shay Bilchik, Transforming Juvenile Justice Systems to Improve Public Safety and Youth Outcomes (Washington, DC: Georgetown University Center for Juvenile Justice Reform, 2018). 2 The Annie E. Casey Foundation. (2018). Transforming Juvenile Probation: A Vision for Getting it Right. Baltimore, MD: Author. Retrieved from https://www.aecf.org/resources/transforming-juvenile-probation/ 3 Cauffman, E., Beardslee, J., Fine, A., Frick, P.J., & Steinberg, L. (2020). Crossroads in Juvenile Justice: The Impact of Initial Processing Decision on Youth Five Years after First Arrest. Development and Psychopathology. 177

The services that will be provided under the recommended agreement are part of the YFSB’s overarching strategy to reduce and prevent juvenile involvement in the justice system by linking youth to services and opportunities that help them stay positively connected with the community. Addressing the root causes underlying youth behavior problems, such as mental health challenges, family functioning issues, school engagement problems, and insufficient access to positive activities and supports are critical components to encourage youth success and prevent contact with law enforcement. For youth who do encounter law enforcement, these services give officers more options and minimize formal processing in the juvenile justice system. This has a clear nexus with public safety and contributes to the overall wellbeing of Hayward families.

STRATEGIC ROADMAP

This agenda item supports the Strategic Priority of Enhance Community Safety and Quality of Life. Specifically, this item relates to Project Q17: Continue to provide family support programs through the Youth and Family Services Bureau.

NEXT STEPS

If the Council authorizes this action, staff will work to: 1) Extend and amend the agreement with Alameda County Probation Department for RCN Youth Service Center services through June 2027; 2) accept $639,888 from Alameda County and incorporate the funds into the adopted budget for FY 2026-27; and 3) continue providing essential mental health services to Hayward youth and families.

Prepared by: Perla O’Shea, Management Analyst
Emily Young, YFSB Administrator

Recommended by: Bryan Matthews, Chief of Police

Approved by:

_________________________________
Jennifer Ott, City Manager
178

ATTACHMENT II

HAYWARD CITY COUNCIL
RESOLUTION NO. 26-____
Introduced by Council Member______________

RESOLUTION AUTHORIZING THE CITY MANAGER TO 1) NEGOTIATE AND

EXECUTE AN AMENDMENT EXTENDING AN AGREEMENT WITH THE
ALAMEDA COUNTY PROBATION DEPARTMENT FOR FISCAL YEAR 2026 - 2027

FOR THE PROVISION OF SERVICES AT THE RESOURCE CONNECTION NETWORK YOUTH SERVICE CENTER , AND 2) ACCEPT $639, 888 FROM

ALAMEDA COUNTY TO FUND THE EXTENSION AND INCORPORATE THE FUNDS INTO THE FISCAL YEAR 2026-27 BUDGET

WHEREAS, the City of Hayward’s Youth and Family Services Bureau (YFSB) has a long-standing history of providing resource connection services to youth and families at risk of juvenile justice involvement; and

WHEREAS, in 20 24, the YFSB was awarded a t wo-year contract with the Alameda County Probation Department to continue providing services as a Resource Connection Network Youth Service Center; and

WHEREAS, on April 24, 2026 , the City was notified of the County’s intent to extend the contract through June 30, 2027; and

WHEREAS, executing an amendment extending the agreement with the Probation Department is necessary to continue to provide these services and generate the associated revenue.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to negotiate and execute an extension to the agreement with Alameda County for Fiscal Year 2026 - 2027 for the provision of services at the Alameda County Resource Connection Network Youth Family Services Center by the YFSB

BE IT FURTHER RESOLVED by the City Council of the City of Hayward that the City Manager is hereby authorized and directed to accept $639,888 from Alameda County to be used by YFSB to fund the extension to the agreement and incorporate the funds into the FY 2026-27 adopted budget.

179

ATTACHMENT II

IN COUNCIL, HAYWARD, CALIFORNIA, _______________________, 2026

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

__________________________________________
City Attorney of the City of Hayward

180

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-200
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Director of Public Works

SUBJECT
Adopt a Resolution Awarding a Contract to Andes Construction, Inc., for the Hesperian Sewer Rehabilitation Project, Project No. 07832, in the Amount of $720,000 and Authorizing an Administrative Change Order Budget of $72,000

RECOMMENDATION
That the City Council adopts the attached resolution (Attachment II) awarding the construction contract to Andes Construction, Inc. (Andes), for the Hesperian Sewer Rehabilitation Project, Project No. 07832, in the amount of $720,000 and authorizing an administrative change order budget of $72,000 for a total contract amount not-to-exceed $792,000.

SUMMARY
The Utilities Division of the Public Works & Utilities Department is responsible for maintaining approximately 325 miles of sewer mains within the City’ssanitary sewer system. As part of this effort, this project will rehabilitate approximately 700 linear feet of 33-inch reinforced concrete pipe (RCP) sewer main on Hesperian Boulevard using the trenchless cured-in-place pipe (CIPP) method to address structural deficiencies and extend the service life of the sewer.

On April 21, 2026, three (3) bids were received on BidNet Direct for the Hesperian Sewer Rehabilitation Project ranging from $720,000 to $1,115,300. Andes submitted the low bid of $720,000, which is approximately 20% below the Engineer’sEstimate of $905,000. Staff have reviewed the bids, and have determined the low bidder, Andes, to be responsive and qualified to perform this work. Staff recommend awarding the construction contract to the lowest responsive and responsible bidder, Andes, in an amount not-to-exceed $792,000, including potential Administrative Change Orders.

This project is categorically exempt from environmental review from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines, Section 15301, Class 1 - Existing Facilities.

ATTACHMENTS
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 2
powered by Legistar™
181
File #:CONS 26-200
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 5/14/2026Page 2 of 2
powered by Legistar™
182

DATE: May 19, 2026

TO: Mayor and City Council

FROM: Director of Public Works

SUBJECT Adopt a Resolution Awarding a Contract to Andes Construction, Inc. , for the Hesperian Sewer Rehabilitation Project , Project No. 07832 , in the Amount of $720,000 and Authorizing an Administrative Change Order Budget of $72,000

RECOMMENDATION

That the City Council adopts the attached resolution (Attachment II) awarding the construction contract to Andes Construction, Inc. (Andes) , for the Hesperian Sewer Rehabilitation Project , Project No. 07832, in the amount of $720,000 and authorizing an administrative change order budget of $72,000 for a total not-to-exceed contract amount of $792,000.

SUMMARY

The Utilities Division of the Public Works & Utilities Department is responsible for maintaining approximately 32 5 miles of sewer mains within the City’s sanitary sewer system. As part of this effort, this project will rehabilitate approximately 700 linear feet of 33-inch reinforced concrete pipe ( RCP) sewer main on Hesperian Boulevard using the trenchless cured-in-place pipe (CIPP) method to address structural deficiencies and extend the service life of the sewer.

On April 21, 2026, three (3) bids were received on BidNet Direct for the Hesperian Sewer Rehabilitation Project ranging from $720,000 to $1,115,300. Andes submitted the low bid of $720,000, which is approximately 20% below the Engineer’s Estimate of $905,000. Staff have reviewed the bids, and have determined the low bidder, Andes, to be responsive and qualified to perform this work. Staff recommend awarding the construction contract to the lowest responsive and responsible bidder, Andes, in an amount not -to-exceed $792,000, including potential Administrative Change Orders.

This project is categorically exempt from environmental review from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines, Section 15301, Class 1 – Existing Facilities.

183

FISCAL IMPACT

There will be no impact on the General Fund or Measure C.

The total estimated costs for the Hesperian Sewer Rehabilitation Project are as follows:

Project Tasks Cost
Construction Contract
CIPP, local repair, cleaning, bypass, traffic control, CCTV $720,000 Administrative Change Order (10%) $72,000
Staff Time for In-House Services
(design, construction management, inspection) $ 56,000

Total $848,000

Funding for this work will come from the Hesperian Sewer Rehabilitation CIP project (Project No. 07832), which is part of the Sewer Replacement Fund (Fund 611). Adequate funding is available in the Sewer System funds for Fiscal Year 2026.

BACKGROUND

The 33-inch RCP sewer main located in the southbound lanes of Hesperian Boulevard was installed in 1952 and has been in continuous service for over 70 years. In June 2025, closed- circuit television (CCTV) inspection was conducted on a 700 -foot length of the sewer main on Hesperian Boulevard between W est A Street and Sueirro Street (spanning manholes 9368-09, 9368-10, and 9368-12). A void in the RCP sidewall, approximately 6 feet long, was observed just south of SSMH 9368 -09, located in the crosswalk at the southwest corner of Hesperian Boulevard and W est A Street. The CCTV also showed various levels of pipe degradation along the sewer line, with the worst conditions just downstream from SSMH 9368-09. Due to the age and condition of the pipe, rehabilitation of the pipe should be performed with local repairs at the void section.

The Hesperian Sewer Rehabilitation project includes 700 linear feet of CIPP lining and approximately 10 feet of sewer replacement by open cut excavation. Both the CIPP installation and localized pipe replacement require full bypass pumping of sewer flows during the construction. Work will also include pre - and post -construction CCTV inspections, traffic control, and surface improvement restoration.

The CIPP method is a trenchless rehabilitation technique that involves inserting a resin - saturated liner into the existing pipe and curing it in place using steam, hot water, or ultraviolet (UV) light, forming a new jointless structural liner within the host pipe.

184

DISCUSSION

On March 24, 2026 1, Council approved the plans and specifications for the project and authorized the call for bids.

On April 21, 2026, three (3) bids were received on BidNet Direct for the Hesperian Sewer Rehabilitation Project ranging from $720,000 to $1,115,300. Andes submitted the lowest bid in the amount of $720,000, which is approximately 20% below the Engineer’s E stimate of $905,000. The average of the three (3) bids received was $ 935,313 which is approximately 3% above the Engineer’s estimate. An additional $72,000 (or 10% of the contract amount) is included for potential administrative construction contingency in the event additional funds are needed for unforeseen conditions and changes during construction.

ECONOMIC IMPACT

Proactive maintenance and repair of aging utilities infrastructure is essential to maintain service, protect public health, and avoid costly emergency repairs. Rehabilitating the 700 - foot-long segment of 33-inch RCP sewer main on Hesperian Boulevard with trenchless CIPP technology addresses structural deficiencies before they escalate, reducing the risk of service interruptions, sinkholes, and damage to surrounding infrastructure. This approach represents a cost -effective investment in the long -term reliability and safety of the sewer system.

STRATEGIC ROADMAP

This agenda item supports the various goals of City Council’s Strategic Roadmap. The Hesperian Sewer Rehabilitation project will increase the reliability of the City’s sewer collection system, while supporting the goals of City Council. Specifically, this item relates to the implementation of the following strategic objectives:

Invest in Infrastructure
• Invest in Water Supplies, Sanitation Infrastructure & Storm Sewers N20 – Replace an average of 2.5 miles of sewer pipelines annually

SUSTAINABILITY FEATURES

All project work is related to operations and maintenance of existing sewer infrastructure; therefore, no sustainability features are included.

PUBLIC CONTACT

The public will be informed about this project through standard City notification procedures, including coordination with nearby residents, businesses, and other stakeholders along Hesperian Boulevard. Notifications will provide details on the construction schedule, traffic

1 https://hayward.legistar.com/LegislationDetail.aspx?ID=7956763&GUID=208385C1-2BD0-4A76-8256-129C628DF768&Options=&Search= 185

control measures, and any temporary construction-related impacts. Access to adjacent businesses and properties will be maintained throughout construction and the project will not result in any disruption of sewer service to community residents or businesses.

NEXT STEPS

The following schedule has been developed for this project.

Award Construction Contract May 19, 2026
Notice to Proceed June 2026
Construction Completion September 2026

Prepared by: Steven Wolfe, Associate Civil Engineer

Reviewed by: Zaheer Shaikh, Utilities Engineering Manager

Recommended by: Alex Ameri, Director of Public Works

Approved by:

______________________________
Jennifer Ott, City Manager
186

ATTACHMENT II

HAYWARD CITY COUNCIL

RESOLUTION NO. 26-____

Introduced by Council Member _________

RESOLUTION AWARDING THE CONSTRUCTION CONTRACT TO ANDES CONSTRUCTION, INC. , FOR THE HESPERIAN SEWER REHABILITATION PROJECT, PROJECT NO. 07832 , IN AN AMOUNT OF $720,000 AND AUTHORIZING AN ADMINISTRATIVE CHANGE ORDER BUDGET OF $72,000

WHEREAS, by resolution on March 24, 2026, the City Council approved the plans and specifications for the Hesperian Sewer Rehabilitation Project, Project No. 07832, and authorized the call for bids; and

WHEREAS, on April 21, 2026, three (3) bids were received ranging from $720,000 to $1,115,300. The low bid, submitted by Andes Construction, Inc., is approximately 20% below the engineer’s estimate of $905,000; and

WHEREAS, the City has determined that Andes Construction, Inc. possesses the necessary experience and skills to perform the work; and

WHEREAS, the project is challenging involving pipe replacement and CIPP lining in an arterial street with potential unforeseen conditions uncovered during rehabilitation activities, therefore, an administrative change order contingency of $72,000 (10% of the bid amount) is requested bringing the contract maximum compensation to be awarded to $792,000 including administrative change orders.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Hayward that Andes Construction, Inc., of Oakland, CA, is hereby awarded the contract for the Hesperian Sewer Rehabilitation Project , Project No. 07832, in the amount of $720,000 in accordance with the plans and specifications adopted therefore and on file in the office of the City Clerk of the City of Hayward, and for the price named and stated in the final proposal of the hereinabove specified bidder, and all other bids are hereby rejected; and

BE IT FURTHER RESOLVED that the City Manager is hereby authorized to execute a construction contract with Andes Construction, Inc. , in amount of $720,000 and approv e $72,000 in administrative construction contingency for the project, for a total contract amount not to exceed $792,000, in a form to be approved by the City Attorney.

187

ATTACHMENT II

IN COUNCIL, HAYWARD, CALIFORNIA, _______________________, 2026

ADOPTED BY THE FOLLOWING VOTE:

AYES: COUNCIL MEMBERS:

MAYOR:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ATTEST: ______________________________________
City Clerk of the City of Hayward

APPROVED AS TO FORM:

_________________________________________
City Attorney of the City of Hayward
188

CITY OF HAYWARD
Hayward City Hall
777 B Street
Hayward, CA 94541
www.Hayward-CA.gov
File #: CONS 26-204
DATE: May 19, 2026
TO: Mayor and City Council
FROM: Assistant City Manager

SUBJECT
Adopt a Resolution Authorizing the City Manager to 1) Negotiate and Execute an Amendment to the Agreement with Onward Health, Inc. for the Hayward Operated Paratransit Program to Extend the Agreement Term Through June 30, 2029 and Increase the Not-To-Exceed Amount to $9 Million, and to 2) Appropriate Funds from Measure BB for this Extension

RECOMMENDATION
That Council adopt a resolution authorizing the City Manager to 1) negotiate and execute an amendment to the agreement with Onward Health, Inc. for the Hayward Operated Paratransit Program (HOP) to extend the agreement by three years through June 30, 2029, and increase the agreement’s total not-to- exceed amount from $1,975,030 to $9,000,000, and to 2) appropriate funds from the Measure BB fund balance and FY 2026-27 revenue for this extension to ensure service continuation and meet increased demand needs.

SUMMARY
The Hayward Operated Paratransit (HOP) program provides essential transportation services to seniors and adults with disabilities and is funded entirely through Measure BB, with no impact to the City’s General Fund. Following the transition to Onward Health Inc. and an expanded service model in 2025, the program has experienced significant growth in enrollment and ridership, improving access for historically underserved populations. Based on positive performance from the vendor, staff recommend extending the agreement through June 30, 2029, to ensure continued service while implementing cost- saving measures to maintain fiscal sustainability. Measure BB revenues and available fund balance are sufficient to support the program and maintain a healthy reserve.

ATTACHMENTS
Attachment I Staff Report
Attachment II Resolution
CITY OF HAYWARD Printed on 5/14/2026Page 1 of 1
powered by Legistar™
189

DATE: May 19, 2026
TO: Mayor and City Council

FROM: Assistant City Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager to 1) Negotiate and Execute an Amendment to the Agreement with Onward Health, Inc. for the Hayward Operated Paratransit Program to Extend the Agreement Term Through June 30, 2029 and Increase the Not-To-Exceed Amount to $9 million, and to 2) Appropriate Funds from Measure BB for this Extension

RECOMMENDATION
That Council adopt a resolution authorizing the City Manager to 1) negotiate and execute an amendment to the agreement with Onward Health, Inc. for the Hayward Operated Paratransit Program (HOP) to extend the agreement by three years through June 30, 2029, and increase the agreement’s total not-to-exceed amount from $1,975,030 to $9,000,000, and to 2) appropriate funds from the Measure BB fund balance and FY 2026-27 revenue for this extension to ensure service continuation and meet increased demand needs.

SUMMARY

The Hayward Operated Paratransit (HOP) program provides essential transportation services to seniors and adults with disabilities and is funded entirely through Measure BB, with no impact to the City’s General Fund. Following the transition to Onward Health Inc. and an expanded service model in 2025, the program has experienced significant growth in enrollment and ridership, improving access for historically underserved populations. Based on positive performance from the vendor, staff recommend extending the agreement through June 30, 2029, to ensure continued service while implementing cost-saving measures to maintain fiscal sustainability. Measure BB revenues and available fund balance are sufficient to support the program and maintain a healthy reserve.

FISCAL IMPACT
The proposed amendment to the FY 2025–2026 agreement with Onward has no impact to the City’s General Fund. HOP program costs are funded exclusively by the City’s Measure BB Paratransit special revenue funds received via Alameda County Measure BB Direct Local Distribution (DLD) sales tax revenues.

190