WHEREAS, the list of grant awardees who will receive a portion of the $245,000 General Fund allocation are included in Exhibit B, attached hereto and made a part hereof; and WHEREAS, the $245,000 allocation of General Fund dollars has been incorporated into the City’s draft FY 23-24 / FY 24-25 budget (Account 1110-6101-41007-54118).
NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Union City does hereby accepts the Public Service Needs Assessment (Exhibit A) and awards $245,000 annually from the General Fund for Public Service grants for FY 23/24 and FY 24/25 subject to final adoption of the FY 23/24 and FY 24/25 City budget; and BE IT FURTHER RESOLVED that the City Council of the City of Union City does hereby authorize the City Manager, or his or her designee, to execute all documents necessary to secure and award the public service grants identified in Exhibit B.
City Council/RSA Agenda 189 Tuesday, June 13, 2023
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0s
CITY OF
UNION CITY
2023
City Council/RSA Agenda 190 Tuesday, June 13, 2023
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City Council/RSA Agenda 191 Tuesday, June 13, 2023
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Contents
EXECUTIVE SUMMARY .............................................................................................5 Purpose ......................................................................................................................................5 Key Findings ...............................................................................................................................5 Introduction ................................................................................................................6 Background.................................................................................................................................6 Methodology ...............................................................................................................................9 Demographic Profile....................................................................................................................9 Public Service Review.................................................................................................................9 Conclusions and Recommendations .........................................................................................10 Appendix...................................................................................................................................10 Demographic Review...............................................................................................11 Introduction ...............................................................................................................................11 Data Sources ............................................................................................................................11 Union City’s Current Population and Future Demographic Projections......................................12 Race and Ethnicity...............................................................................................................12 Age and Disability ................................................................................................................15 Household Size and Type ....................................................................................................18 COMMUNITY OUTREACH ........................................................................................25 Overview...................................................................................................................................25 Stakeholder Meetings ..........................................................................................................25 Community Survey...............................................................................................................25 Key Findings Stakeholder .........................................................................................................25 Findings Community Perceptions .........................................................................................25 Community Survey Findings ......................................................................................................32 Demographics of Respondents ............................................................................................32 Age and Race ......................................................................................................................33 Household size ....................................................................................................................34 Household income ...............................................................................................................35 Community Priorities..................................................................................................................36 Children and Family Services ...............................................................................................36 Legal and Life Skills Support......................................................................................................39 Life Circumstance and Victim Support Services ....................................................................40 Homeless Needs and Services ............................................................................................41 Parks, Recreation, and Public Facilities ................................................................................42 Summary Rankings..............................................................................................................43 City Council/RSA Agenda 192 Tuesday, June 13, 2023
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Services Availability .............................................................................................................46 Social Service Challenge......................................................................................................47 Conclusions ..............................................................................................................................48 EXISTING PUBLIC SERVICES REVIEW ..................................................................49 Public Service Providers............................................................................................................49 Introduction..........................................................................................................................49 Service Types Summary ......................................................................................................49 Service Provider Profiles........................................................................................................ 10 A Funding of Existing Service Providers.................................................................................... 22 A Key Findings and Recommendations ................................................................ 24 A Children and Family Services................................................................................................ 24 A Recommendations........................................................................................................... 24 A Senior Services..................................................................................................................... 25 A Recommendations........................................................................................................... 25 A Legal and Life Services Support............................................................................................ 25 A Recommendations........................................................................................................... 25 A Life Circumstance and Victim Support................................................................................... 26 A Recommendations........................................................................................................... 26 A Homeless Needs and Services ............................................................................................. 26 A Recommendations........................................................................................................... 27 A Parks, recreation, and public facilities ................................................................................... 27 A Recommendations........................................................................................................... 27 A Information on the availability of services .............................................................................. 27 A Recommendations........................................................................................................... 27 A Challenges preventing Union City resident from access assistance as needed..................... 28 A Recommendations........................................................................................................... 28 A APPENDIX A: SurveyMonkey Survey.................................................................29 A APPENDIX B .........................................................................................................38 A Jamboard Feedback: Stakeholder Meeting 1 ........................................................................ 38 A Jamboard Feedback: Stakeholder Meeting 2 ........................................................................ 44 A City Council/RSA Agenda 193 Tuesday, June 13, 2023
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EXECUTIVE SUMMARY
Purpose
The City of Union City’s Needs Assessment 2023 is an evaluation of the current public services available to the City of Union City, and an analysis of stakeholder and public survey feedback to help guide the City towards future funding of programs and service providers. The report takes into account trends and changes in population and household. Through a broad overview of programs and services currently provided, cross-referenced with survey results, this report hopes to identify service gaps and make recommendations to address these areas.
Key Findings
Union City’s population is trending towards seniors (65 years and older). The total Senior Population for the City of Union City is 11,780 which is 17 percent of the total population the city1. The median household income for the City of Union City is $127,8282, and of the senior population (65+ years) 36 percent earn less than 50 percent the median household income (homeowners) and for senior renters 57 percent earn less than the median household income.
This aging population presents unique challenges and opportunities for the City of Union City. The primary senior needs that were identified were
• In-home support Services
• Assisted living housing
• Senior recreational activities
The other top needs that were identified are:
• Availability of internet resources/access
• Establishing a resource center for people experiencing homelessness • Emergency/overnight shelters for people experiencing homelessness • Teen center or additional teen programs
1 2017-2021 ACS
2 2017-2021 ACS
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Introduction
The City of Union City seeks to understand the needs and requirements to better serve and enhance the quality of life of the community. To that end, the City engaged in a broad-spectrum Public Services Needs Assessment to inform its Public Service Grant program. This engagement helps ensure that funding decisions for community services are based on public needs.
This Public Services Needs Assessment and Funding Strategy is intended to seek out information from the community and stakeholders, as well as demographic data about the City, to identify what public or social services in the community are in the highest demand. With that information, the City can make calculated and strategic investments in services and programs that will best meet community priorities and improve the quality of life for residents. This report is derived from information collected between January and March of 2023 and represents a multi-tiered approach at determining community needs.
The following sections describe the background, methodology, findings, conclusions and recommendations, as well as a funding strategy to help find diversified funding sources and plans that will help the City continue to improve and streamline services for all community members.
The goal of this document is to form a foundation from which the City of Union City can make effective and beneficial decisions regarding the funding, provisions, and operations of local public service providers. By strategically allocating resources, the City hopes to not just improve services for those in need but help raise the quality of life for the whole community through a commitment to fiscal responsibility and transparency.
Background
The City of Union City is an ethnically diverse, medium-sized city centrally located in Alameda County in the Bay Area with a population of approximately 68,6683. Union City is surrounded by the City of Hayward on the north and west, the City of Fremont on the south and east, and the salt marsh on the west. Union City offers a variety of housing, commerce, and parks and recreation.
The City of Union City is demographically distinctive in that most of the city’s population identifies as part of a minority group. Just over 50 percent of the population identify as Asian, while about 20.3 percent identify as Hispanic or Latino and 4.8 percent identify as Black or African American. At the same time, the population in Union City is slowly aging, as the number of children and youth under the age of 19 is gradually decreasing with a 1.2 percent decrease from 20164. While the number of persons over the age of 65 is increasing (3.6 percent increase). Understanding the demographic profile of the city is important in planning for future services needs and expectations.
For Fiscal Year 2023, the City of Union City was allocated $557,187 in CDBG funds5. For the City’s CDBG Action Plan Updated for FY 2022-23, the City was allocated $555,537 in CDBG funds, with an 3 July 1, 2021 US Census
4 2016 comparison to July 1, 2021 US Census
5 HUD Community Planning And Development Formula Program Allocations For FY 2023 City Council/RSA Agenda 195 Tuesday, June 13, 2023
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additional $162,705 from Prior Year Resources and $60 from Program Income, giving the City $718,302 for programs in FY 20226. The City identified the following goals:
1. To promote production, rehabilitation, and preservation of existing housing
2. Reduce housing discrimination
3. Reduce homelessness
4. Increase availability of supportive housing
5. Improve public facilities
6. Support public service programs
7. Fund economic development
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
1 Promote
Production,
Rehabilitation,
and Preservati
2020 2025 Affordable
Housing
City-wide Housing
Needs
CDBG:
$100,000
Homeowner
Housing
Rehabilitated:
10 Household
Housing Unit
2 Reduce
Housing
Discrimination
2020 2025 Affordable
Housing
City-wide Housing
Needs
CDBG:
$10,000
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit: 80
Persons
Assisted
3 Reduce
Homelessness
2020 2025 Homeless City-wide Homeless
Needs
CDBG:
$10,000
Homelessness
Prevention: 10
Persons
Assisted
6 UC 22-23 CDBG Action Plan
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic
Area
Needs
Addressed
Funding Goal Outcome
Indicator
4 Increase
Availability of
Supportive
Housing
2020 2025 Affordable
Housing
City-wide Supportive
Housing
Needs
CDBG: $0
HOME
Consortium:
$152,413
Tenant-based
rental
assistance /
Rapid
Rehousing: 20
Households
Assisted
Other: 6 Other
5 Improve
Public
Facilities
2020 2025 Non-Housing
Community
Development
City-wide Community
Development
Needs
CDBG:
$397,195
Public Facility
or
Infrastructure
Activities
other than
Low/Moderate
Income
Housing
Benefit: 1680
Persons
Assisted
6 Support Public
Service
Programs
2020 2025 Non-Housing
Community
Development
City-wide Community
Development
Needs
CDBG:
$70,000
Public service
activities other
than
Low/Moderate
Income
Housing
Benefit: 1092
Persons
Assisted
7 Fund
Economic
Development
2020 2025 Non-Housing
Community
Development
City-wide Community
Development
Needs
CDBG:
$20,000
Businesses
assisted: 8
Businesses
Assisted
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Methodology
The Union City Public Services Needs Assessment and Funding Strategy uses a mixed-method approach to collecting and analyzing data. Quantitative data sources include the US Census, the California Department of Finance, the American Community Survey (ACS), and an online Survey that was distributed in several languages to ensure community saturation: English, Spanish, Tagalog, Mandarin, and Farsi. Qualitative data was gathered from stakeholder interviews from service providers.
Demographic Profile
To document demographic trends, this report uses US Census data compared from the last Public Needs Assessment conducted in 2016, to the current available US Census Estimates from July 1, 2021.
Each table and statistic mentioned in this study is either sourced in the text or referenced in a footnote.
Trends in Union City’s demographics are compared to similar data as for Alameda County and the state of California, when applicable, to identify unique populations and needs that may disproportionately impact Union City and require distinct responses.
The community outreach process for this needs assessment was designed to include as many people and interested stakeholders as possible. It included two online meetings with key stakeholders and an online survey. In 2016 450 people provided feedback, while the in 2023 we were able to capture 620 people to provide feedback throughout the process (a 27 percent increase in participation).
Public Service Review
To understand public services needs in the community, it is critical to have a framework of the existing services, service providers, and barriers facing community members who need services. To help understand the challenges and opportunities facing service providers, this study includes a detailed public service review. We reached out to 35 service providers in the Union City area, including providers who do not receive any funding from the City. Of those, 23 percent of the stakeholders we reached out to were interviewed and asked to provide information about their budgets, types of clientele, and their role in the community. The notes from these interviews are included in the Appendix. Any confidential or personally identifying client information has been redacted to protect the privacy of the study participants and their clientele.
This needs assessment includes funding strategies to help service providers identify opportunities to leverage funds and increase their overall program revenue. The funding strategies follow two basic themes: strategies to improve the dollar-for-dollar impact from existing funding sources and strategies to identify alternative funding sources and opportunities that can be used to supplement existing funding and to increase service capacity and performance.
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Conclusions and Recommendations
The conclusions section includes the findings and results from the outreach process and analyzes those findings in the demographic context of Union City. This chapter also includes a narrative on prioritized needs based on a cross referencing of the outreach and demographic findings. This narrative is designed to be used to help the City identify which areas have the highest public service needs and which areas will positively impact the most residents. The recommendations offer suggestions so that the City can assist in increasing performance capacity and reducing reporting burden for existing service providers. These recommendations all directly reference the key findings from which they are derived to help ensure transparency and impartiality.
Appendix
All of the survey results, meeting minutes, and public input are included in the appendix to this document. All survey results are anonymous and the meeting minutes are identified by date and location.
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Demographic Review
Introduction
Demographics play a major role in community priorities and needs. A community with a larger senior population is going to have different current priorities and future needs than a community with primarily young families. Similarly, a community’s race, ethnic, and cultural composition can impact how community members communicate with government agencies, such as City staff, police, and emergency services, as well as how they communicate and relate to each other as neighbors.
Jurisdictions with a significant number of first-generation immigrants face different challenges than more homogenous third and fourth generation neighborhoods.
Diversity is a strength in any city—it provides a wealth of community assets and can significantly contribute to neighborhood vibrancy by increasing economic opportunity and adding cultural depth.
Diversity thrives when nurtured. In order to realize the full value of a diverse population, the different residents need to feel vested, engaged, and above all, welcome in their neighborhoods and in the greater community. To do that, cities need to make sure that publicly funded and publicly accessible services are attuned to the needs of a diverse community.
The following sections in this needs assessment review the demographic trends and changes in the City of Union City. The goal of this review is to:
• Assess the City’s current population and compare Union City’s data with Alameda County and State of California data
• Identify Union City demographic groups with traditionally high public service needs Data Sources
The accuracy and usefulness of demographic profiling and trending relies heavily on the type of data available for analysis. This needs assessment uses multiple data sources to ensure that the data is as current and as complete as possible. As these different data sources are not always congruent and do not always have the same depth of information for each topic, the following list identifies each data source, its strengths and weaknesses, and what it will be used for in this analysis:
2016 and July 1, 2021, US Census. The US Census Bureau has been collecting demographic data since the late eighteenth century and has evolved significantly through each decennial census. The census changed significantly from 2000 to 2010, during which period the ACS was introduced. Census data is not sample data; it is a 100 percent survey of the entire population. This means that the data is the most accurate available. However, in 2010, the US Census changed the census forms, eliminating much of the data traditionally collected at the 100 percent survey. The reasoning was that the new ACS would be able to collect that information more frequently and less expensively, allowing for more current and flexible data sets. The result is that not all data available as 100 percent survey data in the earlier City Council/RSA Agenda 200 Tuesday, June 13, 2023
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decennial census is available in the 2010 census. The US Census data is used in this analysis primarily for historical trending. Data is converted to the ACS to identify the most current demographics.
Association of Bay Area Governments 2015-2023 Regional Housing Needs Allocation. California law requires that each jurisdiction prepare a Housing Element to its General Plan which identifies how the jurisdiction plans to address housing challenges and needs for the coming planning period. To assist in this effort, the Councils of Government (COG) across the state prepare regional housing needs allocations (RHNA) estimates that identify probable growth trends in the area and obligates jurisdictions to verify that they have sufficient developable capacity to meet those trends. RHNA estimates are formula-based and draw on a range of variables to improve accuracy. Jurisdictions are not necessarily responsible for providing the housing identified in their RHNA obligation through the Housing Element, but they are responsible for identifying sufficient, appropriately zoned vacant and underutilized land to meet those obligations.
2023 State and County Population Projections. Department of Finance (DOF). State of California. The State and County Population Projections estimate the population with components of change, births, and public school enrollment at the state and county level produced by the Demographic Research Unit (DRU).
Union City’s Current Population and Future Demographic Projections Race and Ethnicity
The City of Union City is notable in its demographic distribution of race and ethnic minorities. The total population, according to the 2021 ACS, is 68,668. Union City is officially a “minority majority” jurisdiction, where more than half of the total population self-identifies as part of a minority group. The proportion of Union City’s population that identifies as a racial minority is almost 70 percent of the total population, Alameda County accounts for 52.2 percent, and the state of California is 29 percent7.
The US Census measures race and ethnicity separately. Race categories include White, Black or African American, American Indian, Asian, Native Hawaiian, and combinations of two or more races.
Ethnicity categories include Hispanic or Latino, including geographic subcategories, and Not Hispanic or Latino. Many people who identify as Hispanic or Latino also identify as a race, such as white or black or African American. As these categories are measured separately, it is important to recognize that a table including both race and ethnicity will include a double count of individuals who identify as Hispanic or Latino. Unless otherwise specified in this study, all racial percentages will total 100 percent of the population while ethnicity percentages will total a smaller percentage of the total population. 7 July 1, 2021 US Census
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The graph below compares the racial and ethnic distribution of Union City’s population in comparison to Alameda County and the state of California.
Source: ACS 2017-2021
As Figure 2 shows, the largest minority population in Union City is of Asian descent at about 55 percent of the total population. The second largest race or ethnic group in the city is Hispanics or Latinos at about 22 percent. Whites make up the third largest group at 16 percent. Figure 3shows the racial distribution of the City of Union City by map.
22%
16%
5%
1%
55%
1%
12%
11%
0% 10% 20% 30% 40% 50% 60%
Hispanic or Latino (of any race)
White
Black or African American
American Indian and Alaska Native
Asian alone
Native Hawaiian and Other Pacific Islander
Some other race
Two or more races
Race/Ethnicity as a Percent of Total Population
City of Union City Alameda County California
Figure 1 Race/Ethnicity as a Percent of Total Population City Council/RSA Agenda 202 Tuesday, June 13, 2023
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Source: HUD 2020
Figure 2 Map of Racial Distribution
City Council/RSA Agenda 203 Tuesday, June 13, 2023
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Age and Disability
It is important to understand the age and disability demographics of a community when planning for public services. People and households have different needs as they mature and change; for example, a family with young children in the home has different priorities than a family with teenagers or a retired or elderly household. Understanding the current age distribution also informs on the incidence of disability in the population. While persons of all ages can experience a disability, it is disproportionately common among older people. Figure 4 is a graph of the current age demographics in the city as compared with Alameda County and the state of California.
Figure 3 Population Age Distribution
Source: ACS 2017-2021
According to the 2017-2021 ACS, 17 percent of the city’s population is over the age of 65, which is higher than both Alameda County at 14 percent, and the state of California at 15 percent. The median age in Union City is 43.5 years, which is slightly higher than the county’s 37.8 years and the state’s 36.7 years.
The city’s youth (under age 18) population is lower at 13.9 percent than the state at 22.4 percent and Alameda County’s at 20.1 percent.
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
Under 5
years
5 to 9
years
10 to 14
years
15 to 19
years
20 to 24
years
25 to 34
years
35 to 44
years
45 to 54
years
55 to 59
years
60 to 64
years
65 to 74
years
75 to 84
years
85 years
and over
Population Age Distribution
California Alameda County Union City
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This distribution suggests that there will be a need for public services that are more supportive of an aging population. Figure 5 shows the number of Union City residents with a disability. At 29%, the highest group presenting with disability needs are seniors 65 and over.
Figure 4 Persons with Disability by Age Group
Source: ACS 2017-2021
2%
5%
29%
9%
0%
5%
10%
15%
20%
25%
30%
35%
Percent of age group with a disability
Persons With a Disability by Age Group
Youth 17 and under Adult 18-64 Seniors 65 and over All ages City Council/RSA Agenda 205 Tuesday, June 13, 2023
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Figure 6 shows the distribution of the types of disabilities in the City of Union City.
Figure 5 Incidences of Disability Type
Source: ACS 2017-2021
Ambulatory difficulties account for 35 percent of all reported disability types in the City of Union City, followed by cognitive difficulties. The US Census defines “ambulatory difficulty” as having serious difficulty walking or climbing stairs and “cognitive difficulty” as having serious difficulty concentrating, remembering, or making decisions. Both disabilities have a higher propensity to appear in an aging population. Taking Figure 5 and Figure 6 together, the highest support need is likely with seniors. 1,431
832
2,316
3,387
1,782
0 500
1,000
1,500
2,000
2,500
3,000
3,500
Number of instances
Incidence of Disability Type
Hearing difficulty Vision difficulty Cognitive difficulty Ambulatory difficulty Self-care difficulty City Council/RSA Agenda 206 Tuesday, June 13, 2023
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Household Size and Type
Household size and type also play a role in determining what kinds of public services are most needed. For instance, seniors living alone frequently need more support than seniors living with family members, and single-parent households with young children frequently need more support than two-parent households or multigenerational households. The following figures evaluate household characteristics in the city. According to the 2017-2021 ACS, there are about 20,800 households in the City of Union City. Figure 7 shows the rental to ownership occupancy ratios. Figure 8 shows household sizes in Union City compared to Alameda County and California.
Figure 6 Renter to Owner Occupancy Ratios
Source: ACS 2017-2021
44%
45%
34%
56%
55%
66%
0% 10% 20% 30% 40% 50% 60% 70%
California
Alameda County
Union City
Renter to Owner Occupancy Ratios
Owner Renter
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Figure 7 Household Size
Source: ACS 2017-2021
In Figures 7 and 8, Union City stands out in 4 or more person households and in owner vs. renters.
While this may suggest a more stable and permanent community, the high percentage of 4-or-more person households also suggests overcrowding. The average household size in the City of Union City is 3.37, which is the same as the 2016 ACS numbers
8 .
8 ACS 2017-2021
24%
30%
17%
29%
25%
30%
17%
27%
14%
28%
20%
38%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
1-person household 2-person household 3-person household 4-or-more-person household Household Size
California Alameda County Union City
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Household Type
Figure 8 Household Type
Source: ACS 2017-2021
The higher percentage of married-couple family household types in the City of Union City in comparison to Alameda County and the State of California indicates that there is stability in the community.
Although, coupled with the data regarding persons per household, this may indicate overcrowding and multi-generational living in the same household.
Senior Household Income
Seniors are defined as persons 65 years and older and senior households are those households headed by a person 65 years and older. Seniors have special housing needs based on factors such as age, health, selfcare capacity, economic status, family arrangement, and homeownership. Particular needs for the elderly include smaller and more efficient housing, barrier-free and accessible housing, and a wide variety of housing with health care and/or personal services. Various programs can help meet the needs of seniors, including, but not limited to, congregate care, supportive services, rental subsidies, shared housing, and housing rehabilitation assistance. For elderly with disabilities, housing with features 81%
19%
27%
Married-couple family
Other family
Nonfamily households
Household Type
City of Union City Alameda County California
City Council/RSA Agenda 209 Tuesday, June 13, 2023
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that accommodate disabilities can help ensure continued independent living. Elderly with mobility/selfcare limitation also benefit from transportation alternatives. Senior housing with these accommodations can allow more independent living9. The total Senior Population for the City of Union City is 11,780 which is 17 percent of the total population the city10.
In terms of households, elderly-owned households 36 percent of the population are less than or equal to 50% of the HUD-Adjusted Median Family Income (HAMFI)11. The median household income for the City of Union City is $127,82812. For elderly-renters, the persons percent of population that are less than or equal to 50% of the HAMFI is even higher, 57%.
Female-headed, single-parent households with children under 18, in union city Union
City Total
Union
City
Percent
Alameda
County
Total
Alameda
County
Percent
California California
In male head
of household,
no wife
present family
1,455 9% 28,792 8% 864,894 9%
In female head
of household,
no husband
present family
1,710 10% 65,185 17% 1,764,642 19%
Single-parent
households 3,165 19% 93,977 25% 2,629,536 28%
Table 1 Female-Headed, Single-Parent Household
Source: ACS 2017-2021
In TABLE 1 the percentage of females who are head of households is similar that of male head of households (9% and 10%, respectively) in the City of Union City. This is unlike the population for Alameda County and the State of California, where the population of female head of household is more than double than those of male head of households. 9 City of Union City Housing Element
10 2017-2021 ACS
11 2015-2019 CHAS data
12 2017-2021 ACS
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Demographic Trends
Population, Race and Ethnicity, and Age
Identifying the changes in a community’s population can help to identify trends and potential needs that may not be evident in a snapshot of current demographics.
The following figures review the total population and age range changes in Union City from 2016 to July 1, 2021. These figures include data from the U.S. Census.
Figure 9 Population Growth
Source: ACS 2016 and 2021
The total population of the City of Union City in 2016 was 73,316, there was a 9 percent decrease to 2021 which is 68,668. As Figure 10 shows, the population of the City in younger age categories (34 years and younger) decreased, with the highest increase occurring with the senior population ages 65 years and older. The City of Union City current has an aging population, and with that comes consideration for more senior-focused programs and facilities. 21%
8%
19%
13%
12%
7%
5%
14%
19%
5%
13%
15%
14%
7%
8%
18%
0%
5%
10%
15%
20%
25%
Total
Population
19 Years
and
Younger
20 to 24
years
25 to 34
years
35 to 44
years
45 to 54
years
55 to 59
years
60 to 64
years
65 and
older
Population Growth
2016 2021
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Figure 10 Change In Population And Race In Union City
Source: ACS 2016 and 2021
Figure 11 illustrates the change in population by race. Minorities increased from 2016 to 2020 (9 percent). Conversely, the White population in the City of Union City decreased 6 percent. 22%
4%
0%
53%
2%
6%
16%
5%
1%
55%
1%
11%
0%
10%
20%
30%
40%
50%
60%
White Black or African
American
American Indian
and Alaska Native
Asian Native Hawaiian
and Other Pacific
Islander
Two or more races
Change in Population by Race
2016 2021
City Council/RSA Agenda 212 Tuesday, June 13, 2023
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Figure 11 Change In Hispanic Or Latino Population In Union City Source: ACS 2016 and 2021
Figure 12 illustrates the change in population in the Hispanic or Latino (of any race) in the City of Union City. While the overall population of the City decreased by 9 percent, the Hispanic or Latino population increased 2 percent from 2016.
20%
24%
0%
5%
10%
15%
20%
25%
30%
Hispanic or Latino (of any race)
Change in Hispanic or Latino Population
2016 2021
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COMMUNITY OUTREACH
Overview
Overall, more than 614 provided their feedback throughout the process. The following summarizes the responses received during each portion of the outreach process. Overall trends and themes identified are located in the Key Findings section at the end of this chapter. The Key Findings section takes into account results and feedback from all input events and methods. Complete meeting notes and survey data are provided as part of the appendix.
Stakeholder Meetings
Two stakeholder meetings were held on February 8 and February 9, 2023 to garner feedback on the current and future public services in Union City. Twenty three percent of the stakeholders we reached out to were interviewed, representing a range of nonprofit and community services agencies in Union City and Alameda County. Activities included a Jamboard exercise and group discussion. Complete meeting notes from the meetings are presented in the appendix.
Community Survey
An online survey was provided on Union City’s website from January 3, 2023 to February 7, 2023.
Surveys were available in four languages including English, Chinese, Tagalog, Spanish and Farsi and advertised through social media, the school district, and the City’s websites. Flyers were provided to local services providers to distribute to their clients, staff, and volunteers. A total of 614 completed surveys were received: 605English surveys, 1 Tagalog survey, 2 Mandarin surveys, and 6 Spanish surveys. The following section includes results from both the online and print surveys.
Key Findings Stakeholder
Findings Community Perceptions
Group Discussion Summary
Stakeholders felt that most residents were happy with services they receive in Union City; however, there is room for improvement. There were 8 questions asked during the two stakeholder meetings. The responses to these 8 questions are summarized below. A full list of the responses is provided in the table. A group discussion was organized around these questions:
What are the greatest public services needs in the community? Based on stakeholder inputs, the greatest public services need in the community are homeless services, senior support services, and youth support services. For homeless services, many stakeholders identified the need for more shelters, case management services, access to social services and City Council/RSA Agenda 214 Tuesday, June 13, 2023
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unhoused resources. There are also concerns for seniors in the city. Stakeholders identified the need for more affordable housing for seniors, support for seniors who want to stay at home, fall prevention for seniors, and helping seniors with access to technology. The stakeholders also feel that youth services are needed in the city, which include affordable afterschool programs, youth health education, in person teen/ alcohol addiction support, and school-based counseling.
What do you see are the top 3 priorities for public service non-profits? The top three priorities, based on stakeholder feedback, are staffing support, funding availability, and behavioral support services for people experiencing homelessness. Stakeholders feel that non-profits need additional staffing and to be able to have affordable housing options for staff. Another priority is funding stability and having diversified funding for public service non-profits. Lastly, stakeholders indicated that it is a priority to be able to provide mental health support, counseling, case management for people experiencing homelessness .
Are you aware of a community need that is not being served or is underserved? Stakeholders’ input suggests that parental support, senior support, homeless support, affordable housing, and refugee support are the needs that are underserved in the City. In terms of parental support, stakeholders feel that there should be affordable childcare, access to early leaning, and parenting support for parents of challenging teens. Homeless needs include access to more homeless shelters and proactive response to at-risk individuals. Having more affordable housing and addressing senior isolation are two ways to fulfill senior needs in the city.
How to you adapt to deficiencies in funding?
Stakeholders stated that the main way they adapt to funding deficiencies is through fundraising and donations. They also increase marketing and promotion to raise more agency awareness. Other feedbacks included leveraging volunteers and streamlining paperwork.
What services (if any) are offered in excess of their need? While some noted that there are no services that are offered in excess of their need, some stakeholders feel that there needs to be more focus on senior care. For example, stakeholders feel that there is more focus on youth and families, but not enough for seniors. Another stakeholder feels that elder care should be more proactively funded rather than having the current system of reactive funding.
What types of requests of feedback from your constituents have you received related to public service?
The requests received by stakeholders vary from meeting public transportation needs, senior needs, public realm needs, and community needs. In terms of public transportation, some feel that they are lacking access to public transportation and that there are not enough seats, shade, and protections for bus stops. There needs to be more age friendly parks or public spaces and increase crosswalk City Council/RSA Agenda 215 Tuesday, June 13, 2023
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accessibility. Input from agencies’ constituents also suggest that people need more flexible business hours and help with application process that can be long. Moreover, seniors feel like they need more access to at home services.
Are there any regional, statewide, or national initiatives that should be brought to Union City? Feedback received focused on two organizations including the World Health Organization Age Friendly City and Age Friendly Silicon Valley.
What is your vision for public services in the future?
The visions that stakeholders share is increased accessibility, creating a resource center, more in person services, and expanded resources. In terms of accessibility, stakeholders hope that people who need services would be able to get it regardless of their status and that they would be able to get a timely response to their need. The stakeholders also collectively agree that the city needs to have a resource center or a navigation system where families and seniors can access the list of available services in the city.
Additional input/ information
The stakeholders were encouraged to provide additional input and contribute questions for the City to consider regarding services needed in the City. The questions posed were:
• How the City is planning to address the caregiving crisis • What recent census data show in terms of trends and changes in demographics and economics of the city
• Does the city have a REDI (Racial Equity, Diversity, Inclusion) Program and if the city is planning to have one
• Lastly, stakeholders feel that the City needs to support overall wellness and help those in need City Council/RSA Agenda 216 Tuesday, June 13, 2023
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TABLE 4.1: GROUP DISCUSSION OVERVIEW
What are the greatest public services needs in the community? Homeless Seniors Youth
• Homeless shelters for
people with animals
• Family shelters
• Unhoused resources &
access to available
resources
• Support for unhoused
individuals
• Access to social services
• Unhoused case
management
• Case management
• South County homeless
shelter
• Senior Housing
• Shortage of affordable
housing for seniors
• Older adults and technology
• supporting older adults to
stay at home
• Fall prevention-seniors,
minimize
accidents/ramps/exercise
programs/glasses etc.
• Affordable afterschool
programs
• Youth and health
education
• In-person teen
drug/alcohol addiction
support
• Behavioral health in
schools
• School-based counseling
Family Technology Other
• Family housing
• Immediate case
management support for
teen mothers to include
health care, housing,
social services access
• Food insecurity
• Technology support for our
most marginalized members
of the community
• Data and technology needs
• Finding staff
• Workforce
• Community access to
emergency funding to
help w/ rent or bills
• Easier access to public
transportation
• Benefits navigation/care
coordination
• Drugs and alcohol
counseling
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What do you see as the top 3 priorities for public service non-profits? Staffing Funding Homelessness
• Staffing
• Finding staff
• Workforce
• Affordable housing options
for staff
• Funding
• Financial stability
• Finding funding to sustain
• Balanced funding-diversified
for non-profits not relying one
just one source, provide
alternative sources of
funding
• Homelessness
• Homeless
• Mental health support for
at-risk individual
• Behavioral health
• Integrating servicesbehavioral/case
management/counseling
Referrals Living needs Seniors
• Easier ways to refer to one
another
• Easier to give referrals to
clients
• Basic food/hygiene/home and
access
• Meeting urgent living needs
(food, access to hygiene,
diapers, etc.)
• Providing services to
seniors-expansion
Are you aware of a community need that is not being served or is underserved? Childcare Senior Homelessness
• Parenting support for
parents of "challenging
teens"
• Affordable childcare
• Access to early learning
• Affordable senior housing
• Senior isolation
• Homeless shelters
• Proactive response to atrisk individuals (reaching
out to folks who are on
medians, for example)
Housing Other
• Affordable housing • Refugee support
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How to you adapt to deficiencies in funding?
Fundraising Promotion Staffing
• Fundraising
• Ask for donations
• Donations
• Solicit private support
(foundations)
• Hire staff to promote the
agency. Increase more agency
awareness via Social Media,
mailings, more Grants,
Fundraisers, donation asks.
• Marketing assistance to
secure additional funding
• Leverage volunteers
Other
• Streamline paperwork
What services (if any) are offered in excess of their need? None Elderly
• None, that we know of
• None-too many needs
• Early ages vs elderly
• Disparate focus between
age groups
• More focus on youth and
families not enough for
seniors
• Reactive funding vs
proactive funding for elder
care
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What types of requests of feedback from your constituents have you received related to public service?
Public Transportation Public Spaces Hours
• Public transportation is
lacking access
• Not enough seats/ shade.
Protections for bus stops
• Age friendly parks/ public
spaces
• Crosswalk accessibility
• Access to meet the needs
of the community (flexible
business hours)
• Application processes are
long
Seniors
• Seniors could use more
access to in home support
services
Are there any regional, statewide, or national initiatives that should be brought to Union City?
Initiatives
• World Health Organization
Age Friendly City
• Age Friendly Silicon Valley
What is your vision for public services in the future?
Accessibility Resource Center In person services
• There would be no wrong
door, that public services
would be access
wherever
• That everyone would
need services, would get
services regardless of the
income status, and
language capability
• City have a resource page of
all public services classified
by need
• City to create a navigator
program/ system
• One stop shop for families
• Directory of local services
• Face to face
• In person services
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• Whole person care
• Timely response
• Online information available
24/7
• Union City family center
information
• Resource Center dedicated
to helping seniors with their
needs
Expand Services
• Non-profits to continue to
partner to provide more
resources
Additional input/ information
• How is the city planning
to address the caregiver
crisis?
• Does the city of a REDI
(Racial Equity, Diversity,
Inclusion) Program? Is
there a plan to have one?
• What does recent census
data show? Changes?
Trends? Changes in
demographics/
economics/ etc.
• Support overall wellness
and help those in need
Community Survey Findings
Demographics of Respondents
Survey participants were asked several demographic questions including gender, age, race/ethnicity, household size, and income. There was a total of 614 survey respondents. Of the total survey respondents: 90 percent indicated they were Union City residents; 53 percent indicated they were Union City workers; 5 percent indicated they were a Union city business owner or nonprofit representative; 5 percent identified as “other”; 1 percent identified as a person experiencing homelessness in Union City; and 1 percent identified as a municipal employee for Union City.
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Age and Race
Of the survey participants that responded, 55 percent were female and 37 percent were male, compared to the overall statistic of 48.9 percent female and 51.1 percent male in Union City based on the 2021 American Community Survey. As shown in the figure below, participants represented a range of ages with largest age groups being 45-54 years in age; 20 percent of survey respondents were 65 years old or older, meanwhile 23.5 percent of Union City residents are 65 years old or older. Thus, the input of seniors was captured by this survey in a rate proportional to the overall population.
Figure 12 Age
Source: 2023 City of Union City Survey
Table 2 shows the race and ethnicity of survey participants. The largest group of respondents were Asian (33 percent), White (22 percent), and Hispanic (16 percent). There were a greater percentage of white survey respondents and less Asian and Hispanic respondents as compared with Union City’s overall demographics. While the survey was offered in in four languages including, English, Spanish, Chinese, and Tagalog and advertised though a variety of sources including social media, the City’s website, and the existing network of social service providers, this deviation indicates that there is a disconnect in communication from the City, service providers, and Asian residents. Other cultural, social, and economic factors could also play a role in this deviation. 0%
7%
20%
26%
0%
20% 20%
6%
0%
5%
10%
15%
20%
25%
30%
18-24 years old
23-34 years old
35-44 years old
45-54 years old
5-17 years old
55-64 years old
65-years-old or older
Prefer not to answer
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Answer Choices
Survey
Response
Count
Survey
Response
Count
Percentage
Asian or Asian American 159 33% 55%
White 109 22% 16%
Hispanic or Latino 78 16% 22%
Prefer not to answer 74 15% n/a
Black or African American 29 6% 5%
Multi-racial or Other (please specify) 21 4% 11%
Native Hawaiian or other Pacific Islander 13 3% 1%
American Indian or Alaska Native 3 1% 1%
Table 2 Race and Ethnicity
Source: Union City Social Service Assessment Survey; 2017–2021 ACS Note: Totals do not equal number of survey respondents as multiple selections were allowed.
Household size
The two household sizes with most survey respondents are households with two persons and 4 persons. Household comprised of two persons make up (26 percent) and household comprised of 4 people make up (25%) of the total, as shown in Table 3. Households with five or more persons comprised of 15 percent, three persons comprised 17 percent, and single-person households made up 5 percent of survey respondents. By comparison, citywide, approximately 38 percent of households have four or more persons, 20 percent have three persons, 28 percent have two persons, and 14 percent are single householders.
Answer Options
Survey
Response
Percentage
Survey
Response
Count
Union City
Percentage
Total 100% 614 100%
1 (myself) 7% 34 14%
2 26% 127 28%
3 17% 84 20%
4 25% 122 38%*
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5 or more 15% 74 n/a
Prefer not to answer 10% 48 n/a
Table 3 Household Size, Compared With Union City
Source: Union City Social Service Assessment Survey 2023; 2017–2021 ACS Notes*: Value reflect households with 4 or more people
Notes: Due to rounding, percentages may not total 100.
Household income
As shown in Table 4, a majority of respondents (48 percent) have a household income of over $75,000, while 72.5% of Union City residents have a household income over $75,000. In addition, 18 percent of respondent households have an income of between $15,000 and $74,999 while 2 percent of respondent households have an income of less than $14,999. As discussed in Chapter 3, HUD uses income calculations based on a combination of ACS median income data and a formula intended to capture inflation and the nuances of household type to identify income limits that can determine whether a household of any given size qualifies as low income or not. Households that qualify as low income are frequently eligible for publicly funded services. In Union City, the median household income (not adjusted for household size) is $127,828. HUD’s adjusted median family income (HAMFI) for Alameda County is $142,800. HUD only provides HAMFI numbers for states, counties, and special jurisdictions.
For the most part, cities are supposed to use the HAMFI of their home county to establish low-income limits. The highest low-income limit recognized by HUD that would allow a Union City resident to be eligible for federally funded services is $106,000 for a household of four persons. Single-person households have a lower income limit set at $74,200, and larger households have a higher income limit depending on the number of people in the household.
Household income percentages for survey respondents are generally comparable to the percentages of Union City as a whole. However, as shown in the table below, 18% of survey respondents earn less than the low-income limit for single-person households, as set by HUD.
Answer Options
Survey
Response
Percent
Survey
Response
Count
Union City
Percentage
Total 100.0% 614 100%
Less than $14,999 2% 11 4.1%
$15,000 - $24,999 2% 10 3.3%
$25,000 - $34,999 3% 14 2.5%
$35,000 - $49,999 5% 22 5.7%
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$50,000 - $74,999 8% 40 12.0%
Over $75,000 48% 232 72.5.%
Prefer not to answer 32% 156 n/a
Table 4 Household Income Of Survey Respondents, Compared With Union City Source: Union City Social Service Assessment Survey 2023; 2017–2021 ACS Notes: Due to rounding, percentages may not total 100.
Community Priorities
The community survey used a multiple selection tool to assess community priorities. Service types were grouped by categories, such as senior services or children and family services. Respondents were asked to place a check in a series of columns for each public service listed in the category. The columns identified which services were being used and which services were needed.
This method of collecting the survey data allows for analysis by cumulative rank.
The following graphs summarizes the survey results regarding the most used services in Union City as well as the need for more services, organized by the categories used in the survey. The section of tables after the graphs below summarizes respondents’ rankings of the most used services, most adequate services, and most needed services, independent of the survey categories.
Children and Family Services
The survey participants indicated that the three most needed children and family services are afterschool services, tutoring programs, and family or youth counseling or support groups. There was a total of 614 residents who took the survey. A total of 351 residents, making up 57% of total participants indicated their need for after-school services. The second most chosen services were tutoring programs with a total of 249 residents making up the 41% of the total participants. Lastly, a total of 193 participants making up 31% of the total population responded for the need of family or youth counseling or support groups services. Meanwhile, participants indicated that the most used service is after-school programs. There was a total of 321 respondents and 167 participants making up 52% of the total participants indicated that they have used after-school programs in the past.
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Figure 15 compares the percentage of respondents who indicated the need for more each type of children and family services to how often the services were utilized.
Figure 13 Children And Family Services
Source: Union City Social Service Assessment Survey 2023 Senior Services and Services for Persons with Disabilities 76% 68% 50% 81% 75%93% 86%
89%
76%
95%
81%
93%
60%
59%
24%
32%
50%
19%
25%
7%
14%
11%
24%
5%
19%
7%
40%
41%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Affordable health/dental care
After-School
CalFRESH
CalWORKS
Child or Infant Care
Family Crisis Hotline Referral
Family or Youth Counseling
Foster Youth or Group Home
Prenatal Healthcare and Pregnancy
Single Parent or Support
Tutoring Programs
Victims of Domestic Violence
Women, Infants, and Children (WIC)
Other (please specify)
Union city needs more of this type of service Service is adequate in Union City City Council/RSA Agenda 226 Tuesday, June 13, 2023
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Figure 16 shows the ratio of respondents who indicated the need for more each type of senior services and services for persons with disabilities compared to how adequate the service is in the city.
The participants indicated that the three top needed services for persons with disabilities are in-home support services, assisted living housing, and senior recreational activities. There was a total of 569 respondents. For in-home support services, a total of 337 participants making up 59% of the total respondents indicated the City’s needs for more services. A total of 267 making up 47% of the total participants indicated the need for more assisted living housing in the city. Lastly, there are a total of 226 respondents making up 40% of the total participants who indicated the need for more senior recreational activities.
Meanwhile, there was a total of 214 participants who responded to which senior services and services for persons with disabilities that they have used. The most indicated services were in-home support services with a total of 67 respondents making up 31% of the total survey participants.
Figure 14 Senior Services And Services For Persons With Disabilities Source: Union City Social Service Assessment Survey 2023 86% 83%85% 83% 85% 69%
78%
74%
81%
49%
14%
17%
15%
17%
15%
31%
22%
26%
19%
51%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Assisted Living Housing
Community Healthcare Assistance
Educational Support Services for Persons with
Cognitive Disabilities
In-home Support
Meal Service
– Home Delivered or Congregate
Meals
Physical Therapy or Rehabilitation
Public, Disabled, or Medical Transportation
Respite or Hospice
Senior Recreational Activities
Other (please specify)
Union City needs more of this type of service Service is adequate in Union City City Council/RSA Agenda 227 Tuesday, June 13, 2023
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Legal and Life Skills Support
The survey participants indicated that the three most needed legal and life skills support services are mental and health services, job training or placement services, and housing placement services.
There was a total of 526 residents who took the survey. A total of 320 participants making up 61% of the total respondents indicated the city’s need for more mental health services. The second most chosen services were job training or placements services with a total of 281 participants making up the 53% of the total respondents. Lastly, a total of 210 participants making up 40% of the total population responded for the need of housing placement services.
Legal and life skills support services were not used by many participants or their family members; however, The most previously utilized legal and life skills support services in the city as indicated by 35 out of 120 respondents making up 29% of the total is mental health services.
Figure 17 Show the ratio of respondents who indicated the need for more each type of legal and life skills support compared to how adequate the service is in the city.
Figure 15 Legal And Life Skills Support
Source: Union City Social Service Assessment Survey 2023 90% 90% 90% 91% 88%
90%
88%
88%
51%
10%
10%
10%
9%
12%
10%
12%
12%
49%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Fair Housing, Discrimination, TenantLandlord Mediation Housing Placement
Immigration Support
Job Training or Placement
Legal Aid or Legal Support
Mental Health
Mortgage or Financial Counseling
Veterans Support
Other (please specify)
Union City needs more of this type of service Service is adequate in Union City City Council/RSA Agenda 228 Tuesday, June 13, 2023
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Life Circumstance and Victim Support Services
The survey participants indicated that the three most needed life circumstance and victim support services are crime prevention and response, crime victim support services, and emergency shelter or transitional housing services. There was a total of 526 residents who took the survey. A total of 343 participants making up 65% of the total respondents indicated the city’s need for more crime prevention and response services. The second most chosen services were emergency shelter or transitional housing services with a total of 193 participants making up the 37% of the total respondents. Lastly, a total of 160 participants making up 30% of the total population responded for the need of crime support services.
A total of 146 respondents to responded to the question of the most utilized life circumstance and victim support services in the cit. Food pantry and bank services is the most utilized as indicated by 47 respondents making up 32% of the total respondents.
Figure 18 shows the ratio of respondents who indicated the need for more each type of life circumstance and victim support services compared to how adequate the service is in the city.
Figure 16 Life Circumstance And Victim Support Services Source: Union City Social Service Assessment Survey 2023 89% 88%94% 75%92%95% 75%
86%
84%
91%
91%
51%
11%
12%
6%
25%
8%
5%
25%
14%
16%
9%
9%
49%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Child or Adult Protective
Crime Prevention and Response
Crime Victim Support
Donated or Free Clothing, Blankets,
Sleeping Bags, Personal Care Items,
Tents/Tarps
Drug and Alcohol Treatment or
Support (Inpatient or Outpatient)
Emergency Shelter or Transitional
Housing
Food Pantry or Food Bank
Hot Meals, Congregate Meals, Soup
Kitchen
Support for Access to Disability,
Unemployment, or Social Security
Supportive Housing or Veterans
Supportive Housing
Victims of Domestic Violence
Support
Other (please specify)
Union City needs more of this type of service Service is adequate in Union City City Council/RSA Agenda 229 Tuesday, June 13, 2023
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Homeless Needs and Services
The three most needed services are a resource center for people experiencing homelessness, emergency/overnight shelters, and transitional housing services. There was a total of 515 residents who took the survey. A total of 405 participants making up 79% of the total respondents indicated the city’s need for more resource center for people experiencing homelessness. The second most chosen services were emergency/overnight shelters with a total of 369 participants making up the 72% of the total respondents. Lastly, a total of 323 participants making up 63% of the total population responded for the need more transitional housing.
Figure 19 shows the ratio of respondents who indicated the need for more each type of Homeless needs and services compared to how adequate the service is in the city.
Figure 17 Homeless Needs And Services
Source: Union City Social Service Assessment Survey 2023 96% 97% 90% 97%
97%
74%
4%
3%
10%
3%
3%
26%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Emergency/overnight shelters
Establish a resource center for people
experiencing homelessness
One-time rent/utility payments
Permanent supportive housing with
social services
Transitional housing (short term up to 6
months)
Other (please specify)
Union City needs more of this type of service Service is adequate in Union City City Council/RSA Agenda 230 Tuesday, June 13, 2023
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Parks, Recreation, and Public Facilities
The most used parks, recreation, and public facilities were the police patrol, drugs and crime, and speed limit enforcement services. There was a total of 502 participants who took the survey. A total of 367 participants making up 73% of the total respondents indicated the city’s need for more police patrol. The second most chosen services were drugs and crime services with a total of 363 participants making up the 72% of the total respondents. Lastly, a total of 199 participants making 40% of the total respondents responded the need for more speed limit enforcement.
Figure 20 Show the ratio of respondents who indicated the need for more each type of parks, recreation, and public facilities services compared to how adequate the service is in the city.
Figure 18 Parks, Recreation, And Public Facilities
Source: Union City Social Service Assessment Survey 2023 76% 44% 65% 51%
65%
87%
75%
24%
56%
35%
49%
35%
13%
25%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Computers and Internet Access
Library Services
Playgrounds for Toddlers or Children with
Disabilities
Public Bicycle and Pedestrian Trails
Recreational Programs (arts and crafts and
sports/athletic programs)
Teen Center or Teen Programs Job training,
college prep, mentoring, etc.)
Other (please specify)
Union City needs more of this type of service Service is adequate in Union City City Council/RSA Agenda 231 Tuesday, June 13, 2023
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The services that had a majority vote as being adequately provided in Union City are library services and CALFRESH with public bicycle coming in close at 49%. The library services have 56% of respondents identifying it as being adequately provided. CalFRESH food stamp program has 50% of survey respondents identifying it as being adequately provided. The CalFRESH program is a 2010 rebranding of California’s Food Stamp program as sponsored by the federal Supplemental Nutrition Assistance Program.1 The rebranding included a significant marketing campaign, alignment with MediCal and Department of Education. Advocates continue to perform community outreach and education about the program to encourage subscribership. Eligibility criteria have even been loosened to help as many households as possible manage their food cost burden. Due to this visibility and ongoing effort, it is probable that more households know about CalFRESH than other public services and see the service as adequately provided.
In general, public services for parks, recreation, and public facilities, children and families, and services for seniors were identifies as slightly more adequately provided than services for legal and life skills, life challenges and victim support, and homeless needs. A reason for this could be that the families and seniors services are more visible, possibly through marketing or networking, than the services that support life skills, legal needs, and life challenges.
Summary Rankings
Below are three tables that show respondents’ rankings of the most used services, most adequate services, and most needed services, collectively. These lists rank the most selected answers for each question as a combination of the different categories. These tables identify the most used, most needed, and most adequately provided services for the community across all the service categories.
Survey takers were able to select more than one answer or select “other” as a response and write in their own answers based on their personal experience. Therefore, the percentages listed do not add up to 100 percent, but instead reflect the number of total respondents who selected that service as one of their answers. The complete survey responses are provided in the appendix of the final report.
Service
Respondents who
have used this service
(themselves or a
member of their
household)
Percent of all
respondents
(614)
Library Services 303 49%
Public Bicycle and Pedestrian Trails 197 32%
Recreational Programs (arts and crafts and
sports/athletic programs) 178 29%
After-School Services 167 27%
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Playgrounds for Toddlers or Children with
Disabilities 99 16%
Assisted Living Housing 66 11%
Meal Service – Home Delivered or Congregate
Meals 66 11%
CalFRESH (Food Stamps) 63 10%
Affordable health/dental care 60 10%
Child or Infant Care 59 10%
Tutoring Programs 58 9%
Computers and Internet Access 56 9%
Teen Center or Teen Programs Job training,
college prep, mentoring, etc.) 53 9%
Table 5 Most Used Services
Source: Union City Social Service Assessment Survey 2023 City Council/RSA Agenda 233 Tuesday, June 13, 2023
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Service
Respondents Who Think
Union City Needs More of
This Service
Percent of All
Respondents
(614)
Establish a resource center for people experiencing
homelessness 405 66%
Emergency/overnight shelters 369 60%
Police patrol 367 60%
Drugs and/or crime 363 59%
Teen Center or Teen Programs Job training, college
prep, mentoring, etc.) 352 57%
After-School Services 351 57%
Crime Prevention and Response 343 56%
In-home Support Services 337 55%
Recreational Programs (arts and crafts and
sports/athletic programs) 329 54%
Transitional housing (short term up to 6 months) 323 53% Mental Health Services (free or reduced cost
counseling, support groups, etc.) 320 52%
Job Training or Placement Services 281 46%
Assisted Living Housing 267 43%
Permanent supportive housing with social services 255 42% Tutoring Programs 249 41%
Library Services 238 39%
Senior Recreational Activities 226 37%
Meal Service – Home Delivered or Congregate Meals 224 36% City Council/RSA Agenda 234 Tuesday, June 13, 2023
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Housing Placement Services 210 34%
Public Bicycle and Pedestrian Trails 205 33%
Speed limits are not enforced 199 32%
Legal Aid or Legal Support Services 195 32%
Family or Youth Counseling or Support Groups 193 31%
Emergency Shelter or Transitional Housing 193 31%
Affordable health/dental care 188 31%
Table 6 Most Needed Services
Source: Union City Social Service Assessment Survey 2023 Services Availability
Survey participants were asked how they find available social services in Union City. Figure 21 shows that the majority of survey respondents (81 percent) find services through an Internet search followed by44 percent who use a referral from a friend or family member.
Figure 19 Finding Service Providers
Source: Union City Social Service Assessment Survey 2012 81%
44%
24%
20% 17% 15%
8% 8% 8% 7% 7% 2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Internet Search
Family or Friend Referral
Government (City or County)
Agency Referral
Kennedy Community Center,
Holly Community Center,
Ruggieri Senior Center Referral
School or Teacher Referral
Church or Faith-based Referral
Nonprofit Service Agency
Referral
Calling 211
Other (please specify)
Physician Referral
Magazine, Radio, or Billboard
Advertisement
Yellow Pages or other Directory
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Social Service Challenge
Table 7 identifies the greatest challenges for participants searching for available social services. The greatest challenge for participants included being concerned about privacy and protection of personal information (36 percent), followed by not knowing where to look or who to ask (36 percent), and not thinking that they qualify for assistance (33 percent).
Answer Options
Response
Percent
Response
Count
I am concerned about privacy and the protection of my personal information
36% 142
I don't know where to look or who to ask 36% 139
I don't think I qualify for assistance 33% 127
I don't need help, and I don't know anyone who needs help 17% 68 The services I need are not available 17% 67
The hours that the offices or phone lines are open do not work with my schedule
15% 59
I do not have anyone to take care of my children while I am gone 13% 49 I have distrust or disillusionment in service providers 10% 39 Other (please specify) 9% 37
I don't want people to know I need help 8% 30
I don't have transportation 7% 28
I have had problems completing the application process 6% 24 The information is not in my language 3% 11
I do not have a permanent address 2% 8
I do not have a valid ID 1% 3
Table 7 Social Service Challenges
Source: Union City Social Service Assessment Survey 2023 City Council/RSA Agenda 236 Tuesday, June 13, 2023
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Conclusions
The general trend between the results from survey participants and stakeholders is that there is a need for more social services in social services. Both survey respondents and stakeholders feel that homeless services are top priority that the city needs to address. Survey participants also responded that there needs to be additional emergency shelters established with more police patrol for crime prevention. Stakeholders indicated the priority is to address homelessness, senior care, and parental support services. The widely used services according to the survey participants are public facilities including the library and pedestrian trails. A good handful of participants also have participated in recreational activities and afterschool program.
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EXISTING PUBLIC SERVICES REVIEW
Public Service Providers
Introduction
The following description provides an overview of the existing public service providers in Union City with information about their programs, clientele, service areas, and the location where Union City residents are served. This information was compiled from the organizations’ websites, quarterly reports, scopes of work, and responses to questions email. The service providers included in this section are either currently funded by the City of Union City or attended one of the two stakeholder workshops, or both.
Service Types Summary
Figure 22 Services Tally, tallies the number of service providers that provide particular types of services. As seen in the figure below, most of the services funded in the City of Union City are Community Development oriented. These services include childcare, services for those suffering from domestic violence, senior services, parking, supportive housing, and after school programs. The next largest type of service that is funded by the City of Union City are Housing services, which include fair housing, rental assistance, repair grants and rehabilitation and preservation. Homeless services funded includes shelters and reduction of house discrimination.
Figure 20 Service Types
Source: City of Union City 2021 CAPER
1 1
1 4
5 6
Economic Development
Public Facilities
Public Service Programs
Homeless
Housing
Community Development
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Service Provider Type of
organization
Type of location where services are
provided (addresses provided in the
following summaries)
Is there a
Union City
Location?
Health (includingEmploymentYouthMeals or food distributionRelationship support orHomeless counseling /
housing / landlord-tenant SeniorsEducationDisabledLegal aid/paralegalInterpretation/ translationTransportation/ escortDomestic ViolenceLGBTQImmigration/ citizenshipAdult day careRecreationReentry after incarcerationVoter assistanceSubstance Abuse Service providers available to the City of Union City
Abode Services Non-profit Service provider's facility No Yes Bay Area Community Services
(BACS)
Non-profit Service provider's facility No Yes Yes Yes Yes Yes Yes Yes Yes Centro de Servicios Non-profit Service provider's facility Yes Yes Yes Yes Yes Yes Yes Yes City of Fremont-Senior Support
Governmental
agency
Primarily mobile/in-home services, some at service
provider's facility
No, but mobile
services are provided
Yes Yes Yes Yes Yes
City of Union City, Community and
Recreation Services (CARES)
Governmental
agency
Service provider's facilities Yes Yes Yes Yes Yes Yes Yes Yes Yes ECHO Housing Non-profit
For UC residents, by phone (org has offices in
nearby cities)
No, but services
provided by phone Yes
Filipino Advocates For Justice Non-profit Service provider's facility Yes Yes Yes Yes Yes Yes Yes Kidango Non-profit Service provider's facility Yes Yes Yes Yes LIFE ElderCare Non-profit Mobile/in-home Yes, also mobile Yes Yes Yes Yes Safe Alternatives to Violent
Environments Inc. (SAVE)
Non-profit Mobile and at service provider's facility No Yes Yes Yes Yes Yes Yes Spectrum Community Services -
SNAP and Fall Prevention Programs
Non-profit Service provider's facility Yes Yes Yes Yes
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Service Provider
Type of
organization
Type of location where services are
provided (addresses provided in the
following summaries)
Is there a
Union City
Location?
Health (includingEmploymentYouthMeals or food distributionRelationship support orcounseling Homeless /housing / landlord-tenantSeniorsEducationDisabledLegal aid/paralegalInterpretation/ translationTransportation/ escortDomestic ViolenceLGBTQImmigration/ citizenshipAdult day careRecreationReentry after incarcerationVoter assistanceSubstance Abuse Tri-City Volunteers Non-profit Mobile and at service provider's facility No, but mobile
services are provided
Yes
The Arc- Alameda County Non-profit Mobile and at service provider's facility Yes Yes Yes Yes Yes Timelist Group Non-profit Mobile and at service provider's facility Yes Yes Yes Yes Yes Yes Eden Youth Center Non-profit Service provider's facility No Yes Union City Family Center Non-profit
Primarily at service provider's facility. Also at
schools.
Yes Yes Yes Yes Yes
Table 8 Services Summary of Services Available
Source: Estimated from organizations’ websites and responses to inquiries.
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Service Provider Profiles
Abode Services
Abode Services is a nonprofit with the mission to end homelessness by assisting low-income, unhoused people, including those with special needs, to secure stable, supportive housing, and to be advocates for the removal of the causes of homelessness. Its services fall into the following categories: homeless services, landlord/tenant assistance, affordable housing development, managing government assistance programs, case management, shelters (homeless, transitional, assisted), and counseling (job, psychological). See Table 9 for a list of programs.
Abode’s clientele are typically homeless individuals, extremely low-income individuals, veterans, families, and singles. The organization has a regional presence, stretching from Berkeley to Santa Cruz. The Union City community is primarily served at Sunrise Village Homeless Shelter at 588 Brown Road, Fremont, CA 94539. Abode Services partners with local governments, agencies (HIP- Housing for Independent People, Allied Housing- strategic, formal alliance) and developers.
Its website is http://www.abodeservices.org/.
Housing First (homeless services)
Allied Housing (housing development wing)
HOPE (Homeless Outreach for People Endowment - mobile social/medical care/outreach)
RAP (chronic homeless individuals coming off the streets in Santa Clara County) RISE Project (households with an adult with at least two significant disabilities) McKinney Linkages (families with an adult in job training) Tri-Valley Housing Scholarship Program (families with an adult in job training) Project Independence (youth aging out of foster care)
STAY Project Independence (youth aging out of foster care who have mental illness)
Greater HOPE Project (homeless adults who have a severe mental illness) Shelter Plus Care Program (individuals living with serious mental illness, chronic drug/alcohol problems, and AIDS/HIV)
Table 9 Abode Services Programs
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Bay Area Community Services (BACS)
BACS is a nonprofit with the mission to uplift underserved individuals and their families by providing behavioral health, housing, and aging services for teens, adults, older adults, and their families. Its programs span the Bay Area and focus on doing “whatever it takes” to help individuals stay out of institutional care and stay connected to their communities. BACS partners with City of Fremont, DayBreak, and other local nonprofits. The two BACS programs most used by Union City residents are summarized below. BACS programs are underutilized by Union City residents due to a lack of transportation. Its website is https://www.bayareacs.org/.
BACS - Adult Day Care
BACS’s adult day programs offer space where elders with memory disorders can connect with others, socialize, and participate in guided activities. Typical clients are seniors over 65 with neurological disorders such as Alzheimer’s and dementia. Clients receive memory care services including structured activities, outings, visits, and presentations. These programs are offered in two locations, at 40963 Grimmer Boulevard, Fremont, CA 94538, and 5714 M.L.K. Jr. Way, Oakland, CA 94609.
BACS - South County Wellness Center
BACS’s South County Wellness Center provides short-term case management, employment counseling, peer groups, and peer counselors to anyone over 18 with mental health issues. Typical clientele from Union City and Fremont are experiencing mental health issues that manifest in life issues such as difficulty finding housing, finding or maintaining employment, or sustaining healthy relationships. The South County Creative Living Center is at 40963 Grimmer Boulevard, Fremont, CA 94538.
Centro de Servicios
Centro de Servicios is a nonprofit with the mission to help poor and low-income families secure their immediate and basic needs and rights; retain their pride and dignity; and become selfsufficient and productive citizens.
Its services include food distribution, community thrift store, interpretation/translation, immigration/citizenship, legal aid/paralegal services, notary services, information and referral services, access to shelter and housing services, linkage to health care, and job placement assistance. See Table 10 for a list of its programs.
Typical clientele of Centro de Servicios are Hispanic/Latino and living at or around the poverty line; 100 percent of clients are low income; and 88 percent do not speak English and therefore need translation/legal assistance. Seniors comprise 14 percent of all people served by Centro, City Council/RSA Agenda 243 Tuesday, June 13, 2023
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children 26 percent, and other adults 60 percent. Centro de Servicios is located at 525 H Street, Union City, CA 94587 and 35 percent of its clientele are from Union City.
Centro de Servicios partners with the following Alameda County agencies and organizations:
Board of Education, Cal Works, Community Food Bank, Head Start, Health Department, Housing Authority, Public Library, and the Probation Department. It also partners with the California Immigrant Health Project, Kaiser Permanente, Kidango, New Haven Adult School, New Haven Unified School District, Purple Lotus Society, Spectrum Community Services, Terra Firma, TriCity Recycling, Tri-City Health Clinic, Tri-City Homeless Coalition, Union City Police Department, Union City Community and Recreation Services., and Washington Hospital. Its website is http://centrodeservicios.org/.
Food Immigration
State Benefits Medi-Cal enrollment
Emergency Cash Health Information & Access
Clothing Job Information & Referral
Information & Referral Legal Aid
Citizenship Interpretation
Table 10 Centro De Servicios Programs
City of Fremont Senior Support
Senior support services are provided by the Aging and Family Services Division of the Human Services Department of City of Fremont. Its services include emotional support, home assessment and care coordination, support location, escort services, translation services, and paratransit. See Table 11 for a list of programs.
Typical clientele are seniors, 55 years old and over. Although many clients are well, the organization specifically targets services to those who are in need. Clients are typically from Union City or elsewhere in the tri-city area (Newark, Union City, and Fremont). The Aging and Family Services Division partners with numerous other organizations, including the Community Ambassador Program for Seniors (CAPS), Centerville Presbyterian Church, Muslim Support Network, Sikhs Engaged in Volunteer Activities, India Community Center, Taiwanese Community Help Association, Our Lady of Guadalupe, St. Anne Catholic Parish, Tropics Mobile Park Community, Veterans of Foreign Wars/American Legion, and the Fremont Senior Center. Many programs are City Council/RSA Agenda 244 Tuesday, June 13, 2023
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mobile or in-home services, although some are based at the Fremont Senior Center, located at 40086 Paseo Padre Parkway, Fremont, CA 94538, and some are based out of the Human Services Department, located at 3300 Capitol Avenue, Fremont, CA 94537-5006. Its website is https://fremont.gov/218/For-Seniors.
Community Ambassador Program for Seniors (CAPS)
Health Promoter Program
Paratransit Program
Senior Peer Counseling Program
Mobile Mental Health Program
Senior HelpLine
Multipurpose Senior Center
Older Adult Service Specialist
Shared Housing Program
Tri-City Elder Coalition
Table 11 City of Fremont Senior Support Programs
City of Union City, Community and Recreation Services (CARES) Union City's award-winning Community & Recreation Services Department offers a wide variety of programs designed to meet the needs of children, teens, adults and seniors. Programs include fee classes; summer, winter and spring day camps; after school middle school programs; youth sports; aquatics; arts; tot time; senior lunches; community gardens; volunteer recruitment and special needs programs for people with physical and mental disabilities. The Community & Recreation Services Department operates the Holly Community Center, Kennedy Community Center, Ruggieri Senior Center, Sports Center, Teen Center, Teen Workshop and, in the summer, the Dan Oden Swim Complex. Its website is http://www.ci.unioncity.ca.us/departments/community-recreation-services City Council/RSA Agenda 245 Tuesday, June 13, 2023
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City of Union City, Youth & Family Services Program (UCYFS) Within the Community and Recreation Services Department is the Youth & Family Services Program. The mission of UCYFS is to work together with the Union City community to build selfsufficiency, healthier relationships, and a safer environment. UCYFS can be accessed by individuals, family members, school personnel, or other agencies by directly contacting UCYFS for services and support. All services are free or offered on a sliding scale basis based on annual income.
Its services include the following:
Street outreach
Taking Care of Business (TCB) Workshops
10th Street Boxing Gym (Brick House Boxing Club)
Case management
Counseling
Parenting workshops
Employment
Table 12 City Of Union City, Youth & Family Services Program (UCYFS), Youth Violence Prevention And Intervention Services Programs UCYFS have two office locations to better serve the people of Union City. Office hours vary day to day so it is best to call ahead to schedule an appointment. The phone number is 510-675-5817.
For more information: http://www.ci.union-city.ca.us/departments/community- recreationservices/youth-and-family-services-yfs. Its website also provides a list of phone numbers for 11 different types of 24-hour hotlines and a list of phone numbers for 8 different options for Family Services and Crisis Counseling. Its website also lists Upcoming Community Events.
ECHO Housing (Eden Council for Hope & Opportunity)
ECHO Housing is a nonprofit with the ultimate goal to promote equal access in housing and provide support services which aid in the prevention of homelessness and promote permanent housing conditions. Its services include fair housing services (counseling, investigation, mediation, enforcement, education), homeseeking and shared housing counseling and placement, prepurchase counseling (one on one), first- time homebuyer education (for credit for government programs), and tenant/landlord services (mediation). See Table 12 for a list of programs.
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Typically, ECHO’s clients are diverse in terms of race and ethnicity. Most clients are low or extremely low income. Many clients are families with children in need of housing services. Many clients are female heads of households, who are underemployed and/or receiving CalWorks. The majority of ECHO’s clients are from unincorporated Alameda County, rather than Union City. For residents of Union City, ECHO provides services by phone. The organization also has offices in several nearby cities.
ECHO partners with the following organizations: all regional cities and counties, Department of Fair Employment and Housing, Department of Housing and Urban Development, Rental Housing Association of Southern Alameda County, Bay Area Legal Aid, East Bay Community Law Center, Centro Legal de la Raza, Community Resources for Independent Living, City of Livermore Tenant-Based Rental Assistance Program, City of San Leandro Rent Review Program, and the Livermore/Pleasanton Homebuyer Education Program. Its website is http://www.echofairhousing.org/.
Fair Housing Program
Homeseeking Counseling
Shared Housing Counseling & Placement
Pre-Purchase Counseling, Homebuyer Education
Tenant/Landlord Counseling Program
Table 13 Echo Housing Programs
Eden Youth and Family Center (EYFC)
Eden Youth and Family Center is a nonprofit with a 35-year history. Its mission is to provide and support a comprehensive array of services and advocacy for the underserved children, youth, and families of the Hayward area, and to enhance the economic, social, educational, and healthy well-being of the community.
Union City residents are served by the current location in South Hayward, at 680 W. Tennyson Road. Its website is http://www.eyfconline.org/.
Filipino Advocates for Justice
Filipino Advocates for Justice is a nonprofit that builds a strong and empowered Filipino community by organizing constituents, developing leaders, providing services, and advocating for policies that promote social and economic justice and equity. Its services include civic engagement and advocacy, City Council/RSA Agenda 247 Tuesday, June 13, 2023
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leadership development, capacity building of community organization, and direct services. See Table 14 for a list of programs.
Typically, Filipino Advocates for Justice’s clients are low-wage workers, immigrants, and youth.
Many clients are Filipino but services are not restricted by ethnicity. Clients in Union City are typically Union City residents, which is expected since the organization has an office in Union City.
The Union City office is at 3961 Horner Street, Union City, CA 94587. Filipino Advocates for Justice also has an office in Oakland.
Filipino Advocates for Justice partners with schools and cities. Its website is http://www.filipinos4justice.org/.
Newcomer Empowerment Services (immigration assistance)
Worker Support Services (job placement for low-wage workers and immigrants) Voter Assistance Services
Filipino Youth Development (most in Union City are from this program) Table 14 Filipino Advocates For Justice Programs
Kidango
Kidango is a nonprofit with the mission to inspire children, empower families, and build stronger communities. Kidango’s services include early education, child development, and family services.
The two Kidango programs most used by Union City residents are summarized below. Clients in Union City are typically Union City residents, which is expected since the organization has eight locations in Union City. There are 49 Kidango centers located in 11 cities throughout the East Bay. Kidango partners with the California Department of Education on the programs described below. Its website is http://www.kidango.org/.
Kidango - Early Childhood Education
Kidango’s Early Childhood Education Program provides child care and services to ensure kindergarten readiness by age 5. Clients of this program are typically low or extremely low income and Hispanic/Latino.
Kidango - Early Intervention Program
Kidango’s Early Intervention Program provides child care services to assist with developmental disabilities. Clients of this program are typically diverse and at any income level.
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Union City Family Center
The Union City Family Center provides an innovative community school model. As the anchor organization for over 40 regional partners, we collaborate with educators, employers, public officials, social service providers, and community residents, to provide an integrated system of care, utilizing evidence-based practices, to support our community from cradle to retirement.
Its services include academic support, youth development, family services, a food and clothing pantry, referrals, job training, school enrollment, schooling, behavioral health, CalFresh, and Covered California. See Table 15 for a list of programs.
Typically, Union City Family Center clients are students/youth, parents/guardians, and families.
Clients are typically Union City residents, which is expected since the organization is located in Union City. The office is located at 725 Whipple Road, Union City, CA 94587. It also provides after-school programs at Cesar Chavez Middle School, Guy Emanuele Jr. Elementary School, and Searles Elementary School.
Union City Family Center partners with these organizations: Alameda County Healthy Homes Department - Lead Poisoning Prevention Program, Center for Healthy Schools and Communities, Centro de Servicios, City of Union City (Union City Community and Recreation Services, Youth & Family Services, Union City Police Department), Collaborating Agencies Responding to Disasters (CARD), Compassion Network - FFRC, Congregations Organizing for Renewal (COR), East Bay Regional Park District, Filipino Advocates for Justice, First 5 Alameda County, Fremont Family Resource Center, Fremont Human Services Department, Great Exchange Covenant Church, Kidango, La Clinica de La Raza, Mental Health Association of Alameda County, Family Education & Resource Center (FERC), New Haven Adult School, New Haven Schools Foundation, New Haven Unified School District, Reading Partners, Resonate Church, Safe Passages, Safe Routes to School, South Bay Community Church - Genesis, Tiburcio Vasquez Health Center, Tri-CED Recycling, The Village Method, Washington Hospital, and the YMCA.
School-based Supports
Nutrition, Health and Daily
Economic Empowerment
Toddlers and Childcare
Table 15 Union City Family Center Programs
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LIFE ElderCare
LIFE ElderCare is a nonprofit that empowers seniors to live with independence and interdependence by nourishing mind, body, and spirit.
Its programs and services are Meals on Wheels, VIP Rides, fall prevention, Friendly Visitors (companionship services) and Lavender Seniors (LGBTQ services).
Although LIFE ElderCare’s services are based on need, not income, the majority of clients naturally fall into HUD's definition of extremely and very low income. Almost none drive and 95 percent are age 60 or older, while the remaining 5 percent are disabled adults under the age of 60.
The majority live alone or with someone lacking sufficient capacity to care for them (including the occasional household with multiple clients). They are elders who cannot afford assisted living facilities but do not want to leave their homes for skilled nursing facilities which are usually for the very incapacitated. All services are mobile/in-home. The administrative office is located at 3300 Capitol Avenue, Fremont, CA 94538.
LIFE ElderCare partners with many entities, including health care providers, Cal State East Bay, City of Fremont, PACE programs, Spectrum, faith-based organizations, Tri-City Volunteers, Rotary Clubs, the business community, Community Resources for Independent Living, and more. Its website is http://lifeeldercare.org/.
Safe Alternatives to Violent Environments Inc. (SAVE)
SAVE is a nonprofit with the mission to strengthen every individual and family it serves with the knowledge and support needed to break the cycle of violence and build healthier lives.
Its services address domestic violence and include a 24-hour hotline, advocacy, counseling, case management, classes, workshops, legal/financial/housing aid, food and clothing, emergency shelter and court accompaniment. See Table 16 for a list of programs.
SAVE’s clients represent all income levels and include anyone in need of domestic violence support services, including domestic violence victims from Union City. SAVE also recently placed a SAVE advocate at the Union City Police Department. Services are mobile and on-site at 1900 Mowry Ave., Suite 201, Fremont, CA 94538.
SAVE partners with local police department and cities. Its website is http://save-dv.org/. 24 Hotline
COPS (Community Oriented Prevention Services) Advocates Walk-in Services
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Loves Me, Loves Me Not (healthy relationship education for youth) Stronger Than You Think (peer support for teenagers facing relationship violence) Be Empowered (youth empowerment)
Adult and Family Empowerment (individual counseling and drop-in support groups) Drop-In Support Groups
Emergency Shelter
Linkages Collaborative (housing between emergency shelter and independent living) Legal Advocacy (temporary restraining order clinics)
LGBTQ Empowerment
Table 16 SAVE Programs
Spectrum Community Services
Spectrum Community Services is a nonprofit that assists low-income and disadvantaged individuals, families, and seniors in their efforts to live independently. It offers a wide variety of community programs and services in partnership with local service organizations.
Typically, Spectrum Community Services’ clients are seniors, many of whom are low and extremely low income. Clients are diverse in their races and ethnicities. Clients in Union City are typically Union City residents, which is expected since the organization has a location in Union City. Its website is http://www.spectrumcs.org/.
Spectrum Community Services - Fall Prevention Programs
Spectrum Community Services’ Fall Prevention Programs include senior programming, exercise classes, and fall prevention.
Spectrum Community Services - SNAP
Spectrum Community Services’ SNAP programs includes nutrition programs for seniors.
Arc of Alameda County
The Arc of Alameda County is a nonprofit that provides advocacy, support, and education to persons with intellectual and developmental disabilities and their families throughout Alameda County. Its priority is helping clients lead quality lives in their own communities. Its services City Council/RSA Agenda 251 Tuesday, June 13, 2023
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include: life skills, education, and employment for people with developmental/intellectual disabilities.
The Union City Campus is located at 34135 Seventh Street, Union City, CA 94587. Campuses are also in San Leandro, Hayward, and Livermore. Its website is https://arcalameda.org/, Timelist Group
Timelist Group is a nonprofit whose aims are to end the cycle of violence, crime, poverty, and recidivism through reentry services, outreach, and educational programs, and to empower community members with educational tools, resources, positive influences, skills development, and leadership training to keep them on a path that will guide them to success.
Its services are for incarcerated individuals and their families. Services address substance abuse and mental health, as well as provide referrals, apprenticeship, job training and placement, legal assistance, support for women, family reunification, education, and test preparation.
Typically, Timelist Group’s clients are African Americans (55 percent) and Latinos (45 percent).
Clients are low income and mostly related to the incarcerated and formerly incarcerated populations, as well as their families. The majority of Timelist Group’s clients are from Union City.
The Union City office is located at 1328 Decoto Road, Suite 124, Union City, CA 94587. It also has mobile outreach, as well as multiple offices in other communities.
Timelist Group partners with these organizations: Decoto Resource Center, New Haven Adult School, Prisoner Reentry Network, Roots Community Health Clinic, Fremont Resource Center, TriCities One Stop Career Center, Life Support Alliance, Alameda County Community Food Bank, and Alameda County Probation Department. Its website is http://timelistgroup.org/.
Tri-City Volunteers
Tri-City Volunteers is a nonprofit with the mission to eliminate hunger and promote financial selfsufficiency in Alameda County and beyond, by distributing food and providing volunteer opportunities and job training in order to improve the quality of life for all community members, especially children, youth, low-income families, and seniors.
Nearly all of Tri-City Volunteers’ registered clients report having extremely or very low income, and approximately a quarter of registered clients have children under 18 at home. Seniors make up 36 percent; 15 percent have social security benefits and 13 percent have no income at all. The racial and ethnic composition includes 35 percent Hispanic or Latino, 18% percent white, 16 percent Asian, 15 percent Filipino, and 9 percent black/African American. About 30 percent of TriCity Volunteers’ clients are from Union City. A new mobile food pantry program is launching, which aims to serve 200 seniors per month in Union City.
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Ninety percent of the food distributed by Tri-City Volunteers is provided through partnership with Alameda County Community Food Bank. Other partners include Fremont Family Resource Center, Sparkpoint, New Haven School, Tropics Senior Mobile Home Park, Rebecca Jean Catering, (corporate caterer for Tesla), and Amazon. Union City residents are served by the Fremont location, at 37350 Joseph Street, Fremont, CA 94536. Its website is http://www.tricityvolunteers.org/. 2-1-1
2-1-1 does not provide services directly; however, it provides valuable referrals and information. Its website (http://www.211.org/) and helpline (dial 2-1-1) is available 24 hours a day, 7 days a week. 2-1-1 connects people with services related to the issues in Table 5.15, below.
Crisis and emergency
Disaster assistance
Food
Health
Housing and utilities
Jobs and support
Reentry
Veterans
Table 17 2-1-1 Service Referral Topics
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Funding of Existing Service Providers
After assessing the City's housing and community development priority needs, evaluating the Five-Year Strategic Plan objectives for FY 2020-2024, and analyzing CDBG eligibility criteria, the City is proposing to allocate its available CDBG and HOME funding to the following eligible funding categories: Minor Home Repair, Public Services, Fair Housing, General Administration, and public facility improvements. These following projects are currently being funded for FY 2022-23. # Project Name
1 Minor Home Repair Grant Program
2 Spectrum Community Services
3 Union City Family Center
4 Kidango, Inc.
5 Community Child Care Council (4Cs) of Alameda County
6 Fair Housing - ECHO Housing
7 CDBG Program Administration
8 Old Alvarado/Cesar Chavez Park Improvements
9 Abode Services
In 2016-2017, the City created a public service grant application process that prioritized programs that can address some of the Public Services Needs Assessment Study’s findings such as locating services within Union City, equal opportunity outreach and marketing, creating more partnerships/collaborations to reduce duplication of services, prioritizing programs that can leverage other funding, and improving the collection and reporting of metrics and achievements.
The City used this grant applicant process for its FY 21-22/FY 22-23 two-year grant cycle. From this process, the City awarded two-year grants to 11 public service programs using CDBG and General Fund dollars.
Although the City conducted the Study to help guide the City in its allocation priorities and to ensure the City is using its funding effectively, a major obstacle continues to be the lack of overall funding. HUD's spending cap of 15% of the annual allocation for public services is an obstacle for providing supportive services to extremely-low-, very-low- and moderate-income residents.
The need for public services far exceeds the funds available to support those services. Due to the COVID-19 pandemic, the City received less overall applications then in our standard grant application year for funding to support supportive services targeting services to extremely-low, very-low, and moderate income residents. Due to staff shortages at many of the organizations, City Council/RSA Agenda 254 Tuesday, June 13, 2023
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some applicants opted to not apply during this grant cycle or if they did apply, many opted for General Fund requests due to decrease the administrative burden that they would not be able to meet some of the mandatory reporting required by CDBG funds. For example, the City received over $93,940 in requests for CDBG public service funding however the City only has about $80,000 available each year in CDBG funds for public services. Additionally, the City received over $414,000 in General Fund requests but only has $245,000 in General Fund dollars to allocate City Council/RSA Agenda 255 Tuesday, June 13, 2023
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Key Findings and Recommendations
Union City is a racially, ethnically, and culturally diverse community with many unique opportunities and community assets. The City of Union City does have higher aging population than Alameda County and the State of California, and the city’s youth population (under 18) is lower that the State and County. It is a community with larger families, where many residents commute out for work, and where housing prices are slightly lower than the adjacent San Francisco Bay Area and Silicon Valley markets.
Union City is located adjacent to other incorporated cities and shares many resources with other jurisdictions, yet there is no established regional network to help support and provide oversight for these resources. The City funds many local and regional nonprofit service providers out of CDBG and General Fund grants, with the understanding that these funds are to support service providers in assisting Union City residents. The following are key findings that have resulted from this study.
The information listed below is based on the feedback received from the stakeholder meetings and community surveys.
NOTE: All percentages show are the total percent of overall respondents.
Youth and Family Services
The top three needs identified for youth and families are:
1. After-School Services (57%)
2. Tutoring Programs (41%)
3. Family/Youth Counseling/Support Groups (31%)
The programs currently being used by the City’s families and youth include:
1. After-School Services (52%)
2. CalFRESH (20%)
3. Affordable health/dental care (19%)
Recommendations
The City of Union City should continue to fund after-school services but expand the funding to programs that include tutoring. Additionally, programs that provide counseling and support groups for children and families should be prioritized for funding including the City’s Youth and Family Services. It should be noted that there are a number of for-profit tutoring organizations like Kumon, KEONI Learning & Assessment, Mathnasium, and others located throughout the City that can potentially fill this need. The City can also look to partner with the New Haven Unified School District to see what partnership opportunities might be available to help in this area as well.
City Council/RSA Agenda 256 Tuesday, June 13, 2023
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Senior Services
The top three needs identified for Seniors include:
1. In-home support Services (59%)
2. Assisted living housing (47%)
3. Senior recreational activities (40%)
The programs that are currently being used by the City’s Senior population are:
1. In-home support services (31%)
2. Senior recreational activities (25%)
3. Physical therapy or rehabilitation services (23%)
Recommendations
The City should continue to support existing Senior Centers throughout the City and provide support to other community centers who may provide senior support services. Also, identify existing non-profits and organizations who currently serve the City’s senior population and look to see where the City may be able to evaluate the expansion of existing services through the Public Service grants process. The City should also support efforts by developers and affordable housing providers to provide affordable housing, which can accommodate the growing number of low-income seniors within the City.
Legal and Life Skills Support
To provide an increased quality of life for the population of the City, legal and life skills services were also addressed. The top three needs identified were:
1. Mental health services (free or reduced cost counseling, support groups, etc.) (61%)
2. Job training or placement services (53%)
3. Housing placement services (40%)
The programs currently being used by the City’s population are:
1. Mental Health Services (free or reduced cost counseling, support groups, etc.) (29%)
2. Job Training or Placement Services (23%)
3. Legal Aid or Legal Support Services (23%)
Recommendations
The services indicated as a need generally align with the services currently being used by the population of the City. The City should continue to support programs for residents, which align with the needs identified. In terms of housing placement, the City should look to continue its relationship with Alameda County organizations that provide emergency housing/shelter and affordable housing options like 2-1-1, the Office of Homelessness Care and Coordination, and the continued utilization of the Alameda County Coordinated Entry System. The City should City Council/RSA Agenda 257 Tuesday, June 13, 2023
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continue to prioritize these types of services for residents while looking for opportunities to coordinate more effectively with the County to ensure housing placement needs for Union City residents are being prioritized.
Life Circumstances Support
Safe communities and programs that support residents important during crisis situations are very important. The City strives to create a safe and supportive environment for its residents. The following life circumstances needs were identified:
1. Crime Prevention and Response (65%)
2. Emergency Shelter or Transitional Housing (37%)
3. Crime Victim Support Services (including victims of Assault and Stalking) (30%) The programs currently used by the city’s population to address the needs listed above are:
1. Food Pantry or Food Bank Services (32%)
2. Crime Prevention and Response (31%)
3. Donated or Free Clothing, Blankets, Sleeping Bags, Personal Care Items, Tents/Tarps (19%)
Recommendations
The City should support organizations that provide services like emergency shelters, food pantries, and donation services for individuals experiencing changing life circumstances, which has only been made worse by the pandemic. The City should also continue investing in the City’s Police Department and Youth and Family Services Department to address crime prevention and programs, which support victims of crime.
Homeless Needs and Services
As of 2022, 30% of all people in the United States experiencing homelessness resided in California, including half of all unsheltered people (115,491 in California; 233,832 in the US). In the County of Alameda, 7,135 individuals were observed as unsheltered and 489 individuals were observed as unsheltered in the City of Union City13.
The top three homeless needs identified were:
1. Resource centers for people experiencing homelessness (79%)
2. Emergency/overnight shelters (72%)
3. Transitional housing (short term up to 6 months) (63%) The top three services being used are:
1. Emergency/overnight shelters (31%)
2. One-time rent/utility payments (28%)
3. Resource centers for people experiencing homelessness (26%) 13 2022 Point in Time Count Report
City Council/RSA Agenda 258 Tuesday, June 13, 2023
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Recommendations
The need for housing and transitional shelters are represented in both the needs identified and current services utilized. To further address unsheltered individuals in the City, it is recommended the City fund programs that provide emergency/overnight shelters including continuing funding the City’s CAREavan prgram and transitional housing. It is further recommended the City continue funding staff positions as well as non-profit entities to provide a point of contact and resources for people experiencing homelessness to access program information to assist them.
Parks and Recreation / Public Facilities Support
Parks and recreation / public facilities provide a positive impact on the health and wellness of children and adults throughout the community.
The top three needs requested were:
1. Teen Center / Teen Programs (i.e., Job training, college prep, mentoring, etc.) (69%)
2. Recreational Programs (i.e., arts and crafts and sports/athletic programs) (64%)
3. Library Services (47%)
The top three programs and facilities that are being used are:
1. Library Services (78%)
2. Public Bicycle and Pedestrian Trails (51%)
3. Recreational Programs (arts and crafts and sports/athletic programs) (46%) Recommendations
Teen programs were the number one need desired in the City (69% of all survey respondents).
The City should continue providing teen programming and look to see where partnerships can be made with outside service providers to enhance these services. The City should continue funding the Union City Library and look for grant opportunities to expand library services.
Information on the Availability of Services
Having access to city information and services is essential in order for these services to be fully utilized.
The top three ways people find information on public services are:
1. Internet Search (81%)
2. Family or Friend Referral (44%)
3. Government (City or County) Agency Referral (24%)
Recommendations
The City should continue updating its website regularly as this is one of the primary ways community members obtain information regarding City services. While the internet and social media is a useful tool to disseminate information, digital inequity is still a concern for some residents. The City should continue with its direct mailers regarding recreational programming and City updates.
City Council/RSA Agenda 259 Tuesday, June 13, 2023
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Challenges preventing Union City resident from access assistance as needed The biggest challenge identified regarding residents accessing services is the concern about privacy and protection of personal information. The second and third concern(s) are lack of knowledge on where to look for assistance, and unsure of qualifications for assistance.
Recommendations
All three challenges indicated could be assisted with more public education announcements and better marketing of information regarding the City’s services and programming. Partnering with the Union City Library and other social service providers to post key information in higher visibility areas (i.e., senior centers, recreational facilities,) may assist in getting information to community members.
City Council/RSA Agenda 260 Tuesday, June 13, 2023
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APPENDIX A: SurveyMonkey Survey
Below are the questions that were asked for the 2023 City of Union City Survey Introduction
Union City Needs Your Input!
• What services are most helpful?
• What services do we need more of?
• And, how can we better connect people with available services? Please take a few minutes to complete this survey and give your input. The survey will be available between XXXX and XXXX, so please share your input now! All survey responses are 100% anonymous.
This survey is also available in Spanish, Tagalog and Chinese at the links below. (links TBD)
If you have any questions about this survey or the ongoing needs assessment, please contact:
Francisco Gomez Jr., MPA, Housing & Community Development Manager Email: [email protected]
Telephone: 510.675.5322
Thank you for taking this survey!
Children and Family Services
1. Which of these CHILDREN AND FAMILY services does Union City need more of? Please select your Top 3 services.
o Affordable health/dental care
o After-School Services
o CalFRESH (Food Stamps)
o CalWORKS (California Work Opportunity and Responsibility to Kids) o Child or Infant Care
o Family Crisis Hotline Referral or Support Services
City Council/RSA Agenda 261 Tuesday, June 13, 2023
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o Family or Youth Counseling or Support Groups
o Foster Youth Services or Group Home Services
o Prenatal Healthcare and Pregnancy Services
o Single Parent Services or Support
o Tutoring Programs
o Victims of Domestic Violence Support Services
o Women, Infants, and Children (WIC) Services
o Other (please specify)
2. Which of these CHILDREN AND FAMILY have you or family members used? Please select all that apply. Leave blank if the answer does not apply or you do not know. o Affordable health/dental care
o After-School Services
o CalFRESH (Food Stamps)
o CalWORKS (California Work Opportunity and Responsibility to Kids) o Child or Infant Care
o Family Crisis Hotline Referral or Support Services
o Family or Youth Counseling or Support Groups
o Foster Youth Services or Group Home Services
o Prenatal Healthcare and Pregnancy Services
o Single Parent Services or Support
o Tutoring Programs
o Victims of Domestic Violence Support Services
o Women, Infants, and Children (WIC) Services
o Other (please specify)
Senior and Disabled Support Services
3. Which of these SENIOR services or services for PERSONS WITH DISABILITIES does Union City need more of? Please select your Top 3 services. o Assisted Living Housing
o Community Healthcare Assistance (free or reduced cost immunizations, check-ups, etc.)
o Educational Support Services for Persons with Cognitive Disabilities o In-home Support Services
o Meal Service – Home Delivered or Congregate Meals
o Physical Therapy or Rehabilitation Services
City Council/RSA Agenda 262 Tuesday, June 13, 2023
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o Public, Disabled, or Medical Transportation
o Respite or Hospice Services
o Senior Recreational Activities
o Other (please specify)
4. Which of these SENIOR services or services for PERSONS WITH DISABILITIES have you or someone in your household used? Leave blank if the answer does not apply or you do not know.
o Assisted Living Housing
o Community Healthcare Assistance (free or reduced cost immunizations, check-ups, etc.)
o Educational Support Services for Persons with Cognitive Disabilities o In-home Support Services
o Meal Service – Home Delivered or Congregate Meals
o Physical Therapy or Rehabilitation Services
o Public, Disabled, or Medical Transportation
o Respite or Hospice Services
o Senior Recreational Activities
o Other (please specify)
Legal and Life Skills Support Services
5. Which of these LEGAL and LIFE SKILLS SUPPORT services does Union City need more of? Please select your Top 3 services.
o Fair Housing, Discrimination, Tenant- Landlord Mediation Services o Housing Placement Services
o Immigration Support Services
o Job Training or Placement Services
o Legal Aid or Legal Support Services
o Mental Health Services (free or reduced cost counseling, support groups, etc.) o Mortgage or Financial Counseling
o Veterans Support Services
o Other (please specify)
6. Which of these LEGAL and LIFE SKILLS SUPPORT services have you or someone in your household used? Leave blank if the answer does not apply or you do not know.
City Council/RSA Agenda 263 Tuesday, June 13, 2023
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o Fair Housing, Discrimination, Tenant- Landlord Mediation Services o Housing Placement Services
o Immigration Support Services
o Job Training or Placement Services
o Legal Aid or Legal Support Services
o Mental Health Services (free or reduced cost counseling, support groups, etc.) o Mortgage or Financial Counseling
o Veterans Support Services
o Other (please specify)
7. Which of these LIFE CIRCUMSTANCE and VICTIM SUPPORT services does Union City need more of? Please select your Top 3 services.
o Child or Adult Protective Services
o Crime Prevention and Response
o Crime Victim Support Services (including victims of Assault and Stalking) o Donated or Free Clothing, Blankets, Sleeping Bags, Personal Care Items, Tents/Tarps
o Drug and Alcohol Treatment or Support (Inpatient or Outpatient) o Emergency Shelter or Transitional Housing
o Food Pantry or Food Bank Services
o Hot Meals, Congregate Meals, Soup Kitchen Services
o Support for Access to Disability, Unemployment, or Social Security Services o Supportive Housing or Veterans Supportive Housing
o Victims of Domestic Violence Support Services
o Other (please specify)
8. Which of these LIFE CIRCUMSTANCE and VICTIM SUPPORT services have you or someone in your household used? Leave blank if the answer does not apply or you do not know.
o Child or Adult Protective Services
o Crime Prevention and Response
o Crime Victim Support Services (including victims of Assault and Stalking) o Donated or Free Clothing, Blankets, Sleeping Bags, Personal Care Items, Tents/Tarps
o Drug and Alcohol Treatment or Support (Inpatient or Outpatient) o Emergency Shelter or Transitional Housing
o Food Pantry or Food Bank Services
City Council/RSA Agenda 264 Tuesday, June 13, 2023
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o Hot Meals, Congregate Meals, Soup Kitchen Services
o Support for Access to Disability, Unemployment, or Social Security Services o Supportive Housing or Veterans Supportive Housing
o Victims of Domestic Violence Support Services
o Other (please specify)
Homeless Needs and Services
9. Which of these HOMELESS NEEDS and SERVICES does Union City need more of? Please select your Top 3 services.
o Emergency/overnight shelters
o Establish a resource center for people experiencing homelessness o One-time rent/utility payments
o Permanent supportive housing with social services
o Transitional housing (short term up to 6 months)
o Other (please specify)
10. Which of these HOMELESS NEEDS and SERVICES have you or someone in your household used? Leave blank if the answer does not apply or you do not know. o Emergency/overnight shelters
o Establish a resource center for people experiencing homelessness o One-time rent/utility payments
o Permanent supportive housing with social services
o Transitional housing (short term up to 6 months)
o Other (please specify)
Parks, Recreation, and Public Facilities
11. Which of these PARKS, RECREATION, AND PUBLIC FACILITIES does Union City need more of? Please select your Top 3 services.
o Computers and Internet Access
o Library Services
o Playgrounds for Toddlers or Children with Disabilities o Public Bicycle and Pedestrian Trails
o Recreational Programs (arts and crafts and sports/athletic programs) o Teen Center or Teen Programs Job training, college prep, mentoring, etc.) o Other (please specify)
City Council/RSA Agenda 265 Tuesday, June 13, 2023
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12. Which of these PARKS, RECREATION, AND PUBLIC FACILITIES services have you or someone in your household used? Leave blank if the answer does not apply or you do not know.
o Computers and Internet Access
o Library Services
o Playgrounds for Toddlers or Children with Disabilities o Public Bicycle and Pedestrian Trails
o Recreational Programs (arts and crafts and sports/athletic programs) o Teen Center or Teen Programs Job training, college prep, mentoring, etc.) o Other (please specify)
Public Safety
13. Which of these Public Safety services does Union City need more of? Please select your Top 3 services.
o Curb and sidewalk accessibility
o Drugs and/or crime
o Police patrol
o Speed limits are not enforced
o Unsafe path to school
o Unsafe playgrounds
o Vacant homes
o None, no safety issues
o Other (please specify
Obtaining Assistance
14. How do you find out about the availability of services? (Check all that apply.) o Calling 211
o Church or Faith-based Referral
o Family or Friend Referral
o Government (City or County) Agency Referral
o Internet Search
o Kennedy Community Center, Holly Community Center, Ruggieri Senior Center Referral
o Magazine, Radio, or Billboard Advertisement
City Council/RSA Agenda 266 Tuesday, June 13, 2023
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o Nonprofit Service Agency Referral
o Physician Referral
o School or Teacher Referral
o Yellow Pages or other Directory
o Other (please specify)
15. What is the hardest part for you (or someone in your household) regarding getting help? AND/OR What are the biggest challenges preventing Union City residents from getting the help they need? (Check all that apply.)
o I am concerned about privacy and the protection of my personal information o I do not have a permanent address
o I do not have a valid ID
o I do not have anyone to take care of my children while I am gone o I don't have transportation
o I don't know where to look or who to ask
o I don't need help, and I don't know anyone who needs help o I don't think I qualify for assistance
o I don't want people to know I need help
o I have distrust or disillusionment in service providers o I have had problems completing the application process o The hours that the offices or phone lines are open do not work with my schedule o The information is not in my language
o The services I need are not available
o Other (please specify)
Demographic Information - Tell Us About You!
16. I am a:
o Male
o Female
o Prefer not to answer
17. My age is:
o 5 - 17 years
o 18 - 24 years
City Council/RSA Agenda 267 Tuesday, June 13, 2023
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o 25 - 34 years
o 35 -44 years
o 45 - 54 years
o 55 - 64 years
o 65 or older
18.I am:
o White
o Black/ African American
o Hispanic
o Asian
o Native Hawaiian / Other Pacific Islander
o American Indian / Alaska Native
o Multi racial (please specify)
o Other (please specify)
o Prefer not to answer
19. How many people live in your household?
o 1 (myself)
o 02
o 03
o 04
o 05 or more
20. My household's annual income is:
o Less than $14,999
o $15,000 - $24,999
o $25,000 - $34,999
o $35,000 - $49,999
o $50,000 - $74,999
o Over $75,000
o Prefer not to answer
City Council/RSA Agenda 268 Tuesday, June 13, 2023
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21. I am a... (select all that apply):
o I am a resident of Union City
o I work in Union City
o I am a business owner or a nonprofit based in Union City o I am a municipal employee for the City of Union City
o I am person experiencing homelessness in the City of Union City o Other (please specify)
You've reached the end of the survey. We appreciate you taking the time to help improve living conditions in the City of Union City.
City Council/RSA Agenda 269 Tuesday, June 13, 2023
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APPENDIX B
Jamboard Feedback: Stakeholder Meeting 1
City Council/RSA Agenda 270 Tuesday, June 13, 2023
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City Council/RSA Agenda 271 Tuesday, June 13, 2023
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City Council/RSA Agenda 272 Tuesday, June 13, 2023
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City Council/RSA Agenda 273 Tuesday, June 13, 2023
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City Council/RSA Agenda 274 Tuesday, June 13, 2023
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City Council/RSA Agenda 275 Tuesday, June 13, 2023
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Jamboard Feedback: Stakeholder Meeting 2
City Council/RSA Agenda 276 Tuesday, June 13, 2023
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City Council/RSA Agenda 277 Tuesday, June 13, 2023
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City Council/RSA Agenda 278 Tuesday, June 13, 2023
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City Council/RSA Agenda 279 Tuesday, June 13, 2023
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City Council/RSA Agenda 280 Tuesday, June 13, 2023
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City Council/RSA Agenda 281 Tuesday, June 13, 2023
CDBG Funding CDBG Public Services
Estimated FY 23-24 CDBG Allocation 557,187 15% of CDBG Allocation 83,578 Estimated Program Income 60 15% of Prior Year (22-23) Program Income* 9 Prior Year Unexpended Funds** 320,155 Public Services Spending Limit 83,587 Total CDBG Funding Available 877,402
Estimated 23-24 HOME Funds 148,123 CDBG Administration
General Fund - Public Service Contracts 245,000 20% of CDBG Allocation 111,437 20% of Current Year (22-23) Program Income 12
Total Funds Available 1,270,525 CDBG Administration Spending Limit 111,449 Activity HOME General Fund Total
Administration
CDBG Administration 111,449 - - 111,449
HOME Administration - 8,476 - 8,476
Administration Subtotal 8,476 119,925
Public Facility Improvement Projects
Kennedy Park Improvement Project 425,953 - - 425,953
Public Facilities Subtotal - - 425,953
-
Housing Programs
Minor Home Repair Program 80,000 80,000
BACS Project Reclamation project 139,647 - - 139,647
- - - -
Housing Programs Subtotal 139,647 - 219,647
Public Services
- 145,000 145,000
- - 10,000
- 20,000 30,000
Community Resources for Independent Living (CRIL) - 10,000 10,000 - 10,000 10,000
LIFE ElderCare - 15,000 15,000
- 10,000 10,000
Safe Alternatives to Violent Environments (SAVE) - - 10,000 Safe Alternatives to Violent Environments (SAVE) - 5,000 5,000 Spectrum Community Services-Fall Prevention - 10,000 10,000 Spectrum Community Services-Senior Meals - - 15,000
Tiburcio Vasquez Health Center - 20,000 20,000
- 35,000
Public Services Subtotal 245,000 325,000
Microenterprise
- - 20,000
Microenterprise Subtotal 20,000
Total 717,402 148,123 245,000 1,110,525
*Estimated FY 22-23 Program Income = $60
** $160,000 of unexpended CDBG funding is for SBA program to be utilized in FY22-23; 80,000
425,953
111,449
4Cs of Alameda County - Microenterprise
80,000
20,000
35,000
-
15,000
10,000
-
Available Funding CDBG Spending Limits
CDBG
2023-2024 Budget
20,000
Union City Family Center
Legal Assistance for Seniors
Immigration Institute of the Bay Area
ECHO Housing
City of Fremont - Senior Support
Centro de Servicios – Decoto Center
-
-
-
10,000
-
-
10,000
-
OMB Control No: 2506-0117 (exp. 06/30/2018)
Annual Action Plan
2023 40
Exhibit B - FY 23-24 List of Funded Projects and Public Service Providers - CDBG and General Fund
City Council/RSA Agenda 282 Tuesday, June 13, 2023
CDBG General Fund Total Amount Source Amount Source Staff Score
HRC
Score
Total
Score
CDBG General Fund Total
7 Safe Alternatives to Violent
Environments (SAVE)-Crisis Response
Youth Services/Mental
Health Services $ 10,151 $ - $ 10,151 $ N/A - - $ N/A 39 51 90 $ 10,000 $ - $ 10,000 2.9% 1 New Haven Unified School District -
Union City Family Center Safety Net Services, Food $ 35,000 $ 5,000 $ 40,000 $ 35,000 CDBG $ 35,000.00 CDBG 46 40 86 $ 35,000 $ - $ 35,000 10.1% 3 Legal Assistance for Seniors Legal, Seniors $ - $ 10,000 $ 10,000 $ 10,000 GF $ 10,000 GF 38 45 83 $ - $ 10,000 $ 10,000 2.9% 5 LIFE ElderCare Meals on Wheels for
Seniors
$ - $ 40,000 $ 40,000 $ N/A - - $ N/A 32 49 81 $ - $ 15,000 $ 15,000 4.3% 11 Immigration Institute of the Bay Area Legal Services for Immigrants
$ - $ 20,000 $ 20,000 $ - N/A $ - N/A 29 51 80 $ 10,000 $ 10,000 2.9% 17 Community Resources for Independent
Living (CRIL) Disabled Services $ - $ 15,000 $ 15,000 $ 10,000 GF $ 10,000 GF 35 43 78 $ - $ 10,000 $ 10,000 2.9% 14 Community Child Care Council (4Cs) of
Alameda County
Child Care,
Microenterprise
$ 25,000 $ - $ 25,000 $ CDBG 20,000 20,000 $ CDBG 35 42 77 $ 20,000 $ - $ 20,000 5.8% 9 Spectrum Community Services - Senior
Meals Food/Meals, Seniors $ 40,000 $ - $ 40,000 $ 25,000 CDBG $ 25,000 CDBG 35 40 75 $ 15,000 $ - $ 15,000 4.3% 10 Spectrum Community Services - Fall
Prevention Senior Services $ - $ 12,500 $ 12,500 $ - N/A $ - N/A 25 49 74 $ 10,000 $ 10,000 2.9% 12 Tiburcio Vasquez Health Center Patient Care Coordination Health Services $ - $ 69,492 $ 69,492 $ 37,880 GF $ 37,880 GF 33 40 73 $ - $ 20,000 $ 20,000 5.8% 15 City of Fremont Senior Services $ 15,000 $ - $ 15,000 $ 12,000 GF $ 12,000 GF 28 39 67 $ 10,000 $ - $ 10,000 2.9% 13 Eden Council for Hope and Opportunity Fair Housing & Tenant/Landlord $ 10,000 $ 25,000 $ 35,000 $ 35,000 CDBG/GF $ 35,000 CDBG/GF 37 29 66 $ 10,000 $ 20,000 $ 30,000 8.7% 2 Centro de Servicios - Decoto Safety Net Services, Food $ - $ 240,000 $ 240,000 $ GF 145,120 $ 145,120 GF 23 41 64 - $ 145,000 $ 145,000 $ 42.0% 8 Safe Alternatives to Violent
Environments (SAVE)-Youth Services
Program
Youth Services/Mental
Health Services $ - $ 15,000 $ 15,000 $ N/A - - $ N/A 23 38 61 $ - $ 5,000 $ 5,000 1.4% 16 Magnolia Women's Recovery Program
Inc
Women's Recovery
Program for SUD & Mental
Health Services
$ 20,000 $ 20,000 $ 40,000 $ N/A - - $ N/A 15 42 57 $ - $ - $ - 0.0% 6 California Food Education Food Services - Farm to
Famiy Program
$ 40,710 $ - $ 40,710 $ N/A - - $ N/A 17 39 56 $ - $ - $ - 0.0% 4 Daily Bowl Food Services $ - $ 75,000 $ 75,000 $ - N/A $ - N/A 18 36 54 $ - $ - $ - 0.0% $ - $ - $ - $ - - $ 0 0 0 $ - $ - $ - 0.0%
Total Requested 195,861 $ 546,992 $ 742,853 $ Total Recommended 100,000 $ 245,000 $ 345,000 $ 100.0% General Public Services $ 60,000 $ 245,000 $ 305,000
*Eden I&R receives a non-competitive grant of $10,000 annually from the City for access to its 211 service. Currently covered through the City Managers Office. Homeless $ 20,000 $ - $ 20,000 Microenterprise $ 20,000 $ - $ 20,000
Total Available $ 100,000 $ 245,000 345,000
#
%
Funding Requested
HRC Public Services Subcommittee
Public Service Grant Recommendations for FY 23-24/FY 24-25 HRC Subcommittee Recommendations
Organization Name
FY22-23 Funding
Service Type
FY21-22 Funding Score
City Council/RSA Agenda 283 Tuesday, June 13, 2023
Public Service Grants - Application Summary
CDBG General Fund FY 23-24 FY 24-25 Amount Source Amount Source California Food Education Farm to Family: Healthy Foods Access $ 40,710 $ 40,710 - $ 250 250 163 $ - $ N/A $ - N/A Centro de Servicios Centro de Servicios - Decoto $ - $ 240,000 $ 10,502 240,000 14,000 23 $ 145,120 $ GF $ 145,120 GF City of Fremont Older Adult Case Management $ 15,000 $ - $ 25 15,000 25 600 $ 12,000 $ GF $ 12,000 N/A Community Child Care Council (4Cs)
Child Care Initiative Project
MICROENTERPRISE $ 25,000 $ - $ 8 25,000 8 3,125 $ 20,000 $ CDBG $ CDBG 20,000 Community Resources for Independent
Living Housing and Independent Living Skills $ - $ 15,000 $ 75 15,000 85 200 $ 10,000 $ GF $ 10,000 GF Daily Bowl Glean and distribute food to pantries $ - $ 75,000 $ - 75,000 - - $ - $ N/A $ - N/A Eden Council for Hope and Opportunity
Fair Housing and Tenant/Landlord
Services $ 10,000 $ 25,000 $ 125 35,000 125 280 $ 10,000 $ CDBG $ GF 25,000 $ - $ - $ - - - $ - $ - $ -
Immigration Institute of the Bay Area Legal Services for Immigrants $ - $ 20,000 $ 100 20,000 100 200 $ - $ N/A - $ N/A Legal Assistance for Seniors
Legal Services, HICAP and Community
Education for Union City Seniors $ - $ 10,000 $ 195 10,000 195 51 $ 10,000 $ GF $ GF 10,000 LIFE ElderCare Meals on Wheels $ - $ 40,000 $ 120 40,000 120 333 $ - $ N/A - $ N/A Magnolia Women's Recovery Programs,
Inc
Women's Recovery program for
substance use disorders and mental
health services (Serve Women, Children,
Families) $ 20,000 $ 20,000 $ 5 40,000 5 8,000 $ - $ N/A - $ N/A New Haven Unified School District -
Union City Family Center Union City Family Center $ 35,000 $ 5,000 $ 600 40,000 650 67 $ 35,000 $ CDBG $ GF 35,000 Safe Alternatives to Violent
Environments Crisis Response Services $ 10,151 $ - $ 75 10,151 75 135 $ - $ N/A 0 N/A Safe Alternatives to Violent
Environments Youth Services Program $ - $ 15,000 $ 2,000 15,000 2,000 8 $ - $ N/A 0 N/A Spectrum Community Services Fall Prevention $ - $ 12,500 $ 73 12,500 100 171 $ - $ N/A $ - N/A Spectrum Community Services Senior Meals $ 40,000 $ - $ 115 40,000 115 348 $ - $ N/A $ - N/A Tiburcio Vasquez Health Center, Inc.
James Logan High School Health Center
Based Clinic-Health Educator $ - $ 69,492 $ 1,138 69,492 1,195 61 $ 37,880 $ GF $ 37,880 GF TOTAL REQUESTED $ 195,861 $ 546,992 $ 742,853 $ 280,000 $ 295,000
AVAILABLE FUNDS TOTAL
General Public Services $ 40,000 $ 245,000 $ 285,000
Homeless Services $ 20,000 $ 20,000
Microenterprise $ 20,000 $ 20,000
TOTAL AVAILABLE $ 80,000 $ 245,000 $ 325,000
*Eden I&R receives a non-competitive grant of $10,000 for its 211 service and is currently supported through the City Manager's Office.
Organization Name
Total Amount
Requested
21-22 Funding
Proposed # of UC
Residents to be Served Cost Per
Client
(FY 23-24)
Amount Requested FY 22-23 Funding
Proposal Title
City Council/RSA Agenda 284 Tuesday, June 13, 2023
Application:
Possible
Points
City Staff
Score
HRC Subcommittee
Score
Total
Score
2 1 Program Name N/A N/A N/A N/A
2 Program Address N/A N/A N/A N/A
3 Program Description - Please provide a brief narrative of the proposed program. 2 N/A
4 Funding Source: CDBG or General Fund N/A N/A N/A N/A
5 Who are the primary clientele for the program? N/A N/A N/A N/A 6 Is your organization able to provide oral and written translation services to clients? N/A N/A N/A N/A
7 If Yes to question 6, please list all languages N/A N/A N/A N/A 8 How will services be provided? N/A N/A N/A N/A
9-10 Estimate how many persons the program will serve in fiscal years 19- 20 and 20-21 N/A N/A N/A N/A
26 11
What specific services or activities will the project provide? Define and describe the services that will be provided (i.e. how they will be provided, who will provide them, frequency and duration of services) 4 N/A
12 What are the primary goals of the program? 4 N/A
13 What Community Need does the program address?
1 point per community need that is addressed with a maximum possible score of 4 points
4 N/A
14 Please describe how the program will address the community need identified in the question 13. 4 N/A
15 Describe what is unique about this program or project Explain how your program does not duplicate services currently provided by other providers OR if other providers do provide similar service(s), explain how you coordinate with those providers to avoid duplication and improve effectiveness
4 N/A
16 Please describe how you ensure that clientele are eligible for the program, and how you will handle persons who are not eligible for services.
4 N/A
17 Bonus Metrics: Describe if your program specifically prioritizes services to homeless populations, senior poulations, and youth populations. What services are specifically provided targeting these populations? How have your services impacted these populations within the community? Providing metrics will reflect favorably on grant applications.
2 2
18 Local Preference : Does the program operate out of a fixed location in Union City? (2 points for yes) 2 N/A
19 Is this program a regional program?
If yes, please list the geographical area this program serves.
If no, please answer this question as not applicable
N/A N/A N/A N/A
City of Union City
Public Service Grants | FY 23-24 & FY 24-25
Application Scoring Criteria
General Information
Application Questions
Program Description
Program Location
City Council/RSA Agenda 285 Tuesday, June 13, 2023
Application:
Possible
Points
City Staff
Score
HRC Subcommittee
Score
Total
Score
City of Union City
Public Service Grants | FY 23-24 & FY 24-25
Application Scoring Criteria
Application Questions
6 20
Is this a new or existing program?
Existing Program - 4 points
New Program but applicant currently or has in the past operated a similar program - 1 point
New program and applicant has never operated a similar program - 0 points
4 N/A
21 New Programs Only: Briefly describe the similar program your organization has operated.
1 point if existing program is similar to the proposed program 1 N/A
22 New Programs Only: Describe the location(s) where your organization has operated a similar program
1 points if located in Union City
1 N/A
23 How long have you operated this program?
2 Points – more than 5 years
1 Point - 2 to 5 year
0 Points - less than 2 years
2 N/A
6 24 Describe your outreach/marketing efforts for this program 3 N/A 25 How will outreach include equal opportunity marketing to all race and ethnic groups in Union City? 3 N/A
17 26
Demographic Metrics: Please check each of the metrics below that you are able to collect and report out on for this program:
Race/Ethnicity, Household Size, Female Head of Household, Homelessness Status, Household Income, Age of Head of
Household, Disabled Head of Household, Number of Children under 18 in Household.
(2 points if provider can collect/report on all metrics) 2 N/A
27 Please explain why any of the above metrics will not be collected.
Indicate N/A if all metrics are checked N/A N/A N/A N/A 28 BONUS Metrics: Translation Services - (4 Points for yes) Metrics are not required, but will reflect favorably on grant applications.
4 N/A
29 BONUS Metrics: Equal Opportunity Marketing Actions - (7 Points for yes) Metrics are not required, but will reflect favorably on grant applications.
7 N/A
30 How will you monitor and evaluate your progress towards meeting the goals of your program? Describe how progress towards goals will be monitored and how program statistics will be compiled? Describe the data collection tools that will be used. Indicate who will be responsible for monitoring progress and tracking and compiling information required for reporting.
4 N/A
4 31 Is the program being provided by the applicant? N/A N/A N/A N/A 32 If No to question 30, who will be responsible for managing Union City grant funds? If Yes to question 30, please answer this question as not applicable.
N/A N/A N/A N/A
33 If your program is awarded less than the requested funding, would you still be able to provide (potentially reduced) services? N/A N/A N/A 34 How would your program compensate for a reduced grant award? Provide a narrative of the budgeting process for your organization and how budget amendments/adjustments are typically processed.
Identify where you would consider cutting costs, if necessary, leveraging partnerships, recruiting volunteers, etc.
4 N/A
Organizational Capacity
Existing Programs - up to 6 points | New programs - up to 5 points Outreach
Financial Capacity
Measuring Success
City Council/RSA Agenda 286 Tuesday, June 13, 2023
Application:
Possible
Points
City Staff
Score
HRC Subcommittee
Score
Total
Score
City of Union City
Public Service Grants | FY 23-24 & FY 24-25
Application Scoring Criteria
Application Questions
N/A
N/A Yes/No N/A N/A
12 4
2 N/A
1 N/A
1 N/A
4 2 N/A
1 N/A
1 N/A
4 2 N/A
1 N/A
1 N/A
9 3 N/A
3 N/A
3 N/A
6 3 N/A
3 N/A
4 4 N/A
6 2 N/A
2 N/A
2 N/A
100 0 0
Shared Services (up to 2 Points)
Reciprocal Referral Services (1 point if yes)
Please identify up to three (3) measurable program metrics that can be used to indicate the success of your program besides the metrics identified in Question 23. Please make these metrics are as specific as possible. If you are unable to track and report on additional metrics, please mark this table as not applicable. (Up to 9 points possible, 3 points per metric)
Table 1: Partnerships
Partnership #1
Partnership #2
Shared Services (up to 2 Points)
Reciprocal Referral Services (1 point if yes)
Formal Partnership (1 point if yes)
Please list up to 3 partners your program will be directly and actively working with to assist clients. If you do not have any partners, please mark each cell in the table as not applicable. Please indicate in the table below whether these partnerships will include:
1) Shared Services (e.g. sharing an office space, staff person, consultant services, etc.); 2) Reciprocal Referral Services (i.e. your program refers/shares clients with your partner and they in turn refer/share clients with your program);
3) Formal Partnership (i.e. Formal = MOU or other agreement)
TOTAL POINTS
Metric 2 – Clear and measurable (up to 3 points)
Metric 3 – Clear and measurable (up to 3 points)
Table 3: Program-Level Budget
Does the program have at least three distinct funding sources (3 points if yes)
Does CDBG funding (from all jurisdictions) makes up less than 50% of total program revenues?
(3 points if yes)
Bonus Documents
Cost Allocation Plan
Strategic Plan
Equal Opportunity Marketing Plan
Clarity and Completeness
Up to 4 points will be award to applicants that followed the directions and the application was clear, complete, and concise.
Reciprocal Referral Services (1 point if yes)
Formal Partnership (1 point if yes)
Metric 1 – Clear and measurable (up to 3 points)
Shared Services (up to 2 Points)
Formal Partnership (1 point if yes)
Partnership #3
Table 2: Metrics
Union City Budget
Did the applicant complete the Union City Budget Tab?
City Council/RSA Agenda 287 Tuesday, June 13, 2023
Item 6.a
23/24 Community Development Block
Grant (CDBG) Annual Action Plan /
Public Service Needs Assessment &
Public Service Grant Allocations
City Council/RSA Agenda 288 Tuesday, June 13, 2023
2 Background
• City receives annual allocation of
CDBG funding
• Required to prepare an Annual
Action Plan:
• Assess community need
• Identifies resources
• Outlines strategy to address needs
• Submission deadline for Action Plan
review July 11, 2023.
• HUD’s drop-dead review deadline for Annual
Action Plan is August 16, 2023
City Council/RSA Agenda 289 Tuesday, June 13, 2023
3 Available Funding
CDBG
FY 23-24 CDBG Allocation $557,187
Estimated Program Income $ 60
Prior Year Unexpended Funds $320,155
CDBG Subtotal $877,402
FY 23-24 HOME Funds $148,123
General Fund – Public Service Grants $245,000
Total Funds
____________
$1,270,525
City Council/RSA Agenda 290 Tuesday, June 13, 2023
4 Proposed Activities
ACTIVITY CDBG HOME General Fund Total
Administration $111,449 $8,476 - $119,925
Kennedy Park Improvement Project $425,953 - - $425,953
Minor HomeRepairProgram $80,000 - - $80,000
BACS Reclamation Project – Homekey
Scattered Site project
- $139,647 - $139,647
Public Services $80,000 - $245,000 $325,000
MicroenterpriseAssistance $20,000 - - $20,000
Total $717,402 $148,123 $245,000 $1,110,525
City Council/RSA Agenda 291 Tuesday, June 13, 2023
5 Charles F. Kennedy Park Improvement Project - $425,953 • Proposed Project
• Renovation of park & parking lot
improvements
• Rehabilitate the grounds with new
landscaping & irrigation
• Repair & Rehabilitate damaged
asphalt & resolve non-ADA compliant
grading due to existing trees
throughout park.
• Repair/Replace picnic areas, create
ADA pathways for picnic areas &
parking lot, incorporate ADA
compliant benches, replace & expand
amphitheater
City Council/RSA Agenda 292 Tuesday, June 13, 2023
6 Charles F. Kennedy Park Improvement Project - $425,953 (CDBG) • Surplus CDBG funding available for a
capital project (no spending limit)
• Evaluated potential projects for CDBG
eligibility & timely expenditure
requirements
• Staff wanted to prioritize project on east
side of City since prior allocations went
towards Old Alvarado/Cesar Chavez
Park
City Council/RSA Agenda 293 Tuesday, June 13, 2023
7 Minor Home Repair Program - $80,000 (CDBG)
• City’s Housing Rehabilitation
Program
• Minor home repair &
accessibility to low-income
individuals
• Utilizing Alameda County
Healthy Homes Program - Longterm partner
• Good track record
City Council/RSA Agenda 294 Tuesday, June 13, 2023
8 Bay Area Community Services (BACS)- Reclamation Project for Scattered Sites multi-jurisdictional application to State Homekey program - $139,647 (HOME)
• Acquire a single-family home to
convert it to supportive shared housing
for people experiencing homelessness
• Proposing City match ($238,000) for a
more competitive Homekey application
using HOME funds
• Increases allocation per “door” to
$250,000
City Council/RSA Agenda 295 Tuesday, June 13, 2023
Public Service Grants
Allocation Process
City Council/RSA Agenda 296 Tuesday, June 13, 2023
10 Background
• City allocates two-year grants to
social service providers
• Grants range from
$10,000 to over $100,000
• Funding sources
• General Fund
• Community Development
Block Grant (CDBG)
City Council/RSA Agenda 297 Tuesday, June 13, 2023
11 Public Service Needs Assessment Study (2023)
Scope
• What types of public services are most needed
in Union City?
• What types of related public services should be
prioritized for the City’s grant allocation
process?
Process
• Demographic & Data Review
• Community Outreach – surveys, stakeholder
meetings, in-person/zoom conference call
interviews, HRC engagement
City Council/RSA Agenda 298 Tuesday, June 13, 2023
12 Primary recommendation:
Prioritization of support services for
homeless, seniors, and youth
• HRC Public Services Subcommittee
formed to rate/rank applications
• Application prioritizes programs that address
study findings:
• Services or programs prioritizing homeless
services, senior services, and youth services
• Priorities applied to the FY23-24 & FY24-25
cycle
Study Results
City Council/RSA Agenda 299 Tuesday, June 13, 2023
13 Application Review Process
City Council/RSA Agenda 300 Tuesday, June 13, 2023
14 Application Review Process
• Each application was scored by
• Staff (objective scoring criteria)
• HRC subcommittee members
(subjective scoring criteria)
• Recommendations based on the following:
• Applicant’s score
• Funding source
• Ability to meet the CDBG requirements
(if applicable)
• Prioritization of services serving youth,
senior, and homeless populations
City Council/RSA Agenda 301 Tuesday, June 13, 2023
15 Available Funding
Funding
Source
Amount
Available
Eligible
Activities
Additional
Information
General
Fund*
$245,000 Public Services Allocation subject to
Council approval
CDBG* $60,000 Public Services Only 15% of CDBG grant can be spent on public services
CDBG $20,000 Homeless Programs $20,000 set aside for homeless services to leverage additional
State homeless funding
CDBG $20,000 Microenterprise
Assistance
Not subject to 15% public
service cap
Total $345,000
City Council/RSA Agenda 302 Tuesday, June 13, 2023
16 Applications Received
• 17 Applications Received
• 9 - current grantees
• 13 - prior-year grantees
• 4 - new applicants
• $742,853 Requested
• $195,861 – CDBG
• $546,992 – General Fund
City Council/RSA Agenda 303 Tuesday, June 13, 2023
17 CDBG - Funding Recommendations
Public Service Organization Service
Recommended
Funding
Safe Alternatives to Violent
Environments (SAVE) – Crisis
Response
New Haven Unified School District
Youth Services/Mental Health
Services
Union City Family Center
$10,000
$35,000
Spectrum Community Services Senior Meals Program $15,000 City of Fremont Senior Services $10,000
Eden Council for Hope and
Opportunity (ECHO)
Fair Housing &
Tenant/Landlord Counseling $10,000
Subtotal $80,000
City Council/RSA Agenda 304 Tuesday, June 13, 2023
18 CDBG - Funding Recommendations
Microenterprise Assistance Service Recommended Funding
Community Child Care Council
(4Cs)
Child Care Initiative
Project
$20,000
TOTAL $100,000
City Council/RSA Agenda 305 Tuesday, June 13, 2023
19 General Fund - Funding Recommendations
Public Service Organization Service
Recommended
Funding
Legal Assistance for Seniors Legal Services/HICAP $10,000 LIFE ElderCare Meals on Wheels for Seniors $15,000
Immigration Institute of the
Bay Area Legal Services for Immigrant $10,000
Community Resources for
Independent Living (CRIL)
Housing/Independent Living
Skills
for Persons with Disabilities
$10,000
Spectrum Community
Services – Fall Prevention Senior Services $10,000
City Council/RSA Agenda 306 Tuesday, June 13, 2023
20 General Fund - Funding Recommendations (cont.)
Public Service Organization Service
Recommended
Funding
Tiburcio Vasquez Health
Center
Patient Care Coordination
Health Services $20,000
Eden Council for Hope and
Opportunity (ECHO)
Fair Housing &
Tenant/Landlord Services $20,000
Centro De Servicios –
Decoto
Safety Net Services / Food
Insecurity
$145,000
Safe Alternatives to Violent
Environments(SAVE)-Youth
services
Youth Services/Mental Health
Services
$5,000
Total $245,000
City Council/RSA Agenda 307 Tuesday, June 13, 2023
21 Fiscal Impact
• CDBG/HOME funded activities do not
impact the General Fund
• General Fund - Public Service Grants
• $245,000 (per fiscal year)
• Allocation incorporated into FY 23-24
and FY 24-25 budget for approval
City Council/RSA Agenda 308 Tuesday, June 13, 2023
22 Recommendation
• Hear public testimony on the 2023-2024 CDBG
Annual Action Plan; and
• Adopt a resolution approving the 2023-2024 CDBG
Action Plan and authorizing the City Manager to
submit the Action Plan to HUD and execute
documents and certifications necessary to secure
and award funding; and
• Adopt a resolution accepting the Public Service
Needs Assessment and awarding $245,000 annually
from the General Fund for public service grants for
FY 23-24 and FY 24-25 (subject to final budget
City Council/RSA Agenda 309 Tuesday, June 13, 2023 approval) Agenda Item
DATE: 6/13/2023
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: JOAN MALLOY, CITY MANAGER
JACKIE ACOSTA, FINANCE DIRECTOR
SUBJECT: PUBLIC HEARING ON THE PROPOSED FY2023-2024 AND FY2024-2025
BIENNIAL BUDGET AND FIVE-YEAR CAPITAL IMPROVEMENT PLAN
FOR FY2023-2024 THROUGH FY2027-2028
Please see the Biennial Budget staff report, attached below.
STRATEGIC PLAN ALIGNMENT
BACKGROUND
DISCUSSION
FISCAL IMPACT
RECOMMENDATION
Prepared by:
Jackie Acosta, Finance Director
Submitted by:
City Council/RSA Agenda 310 Tuesday, June 13, 2023
Jackie Acosta, Finance Director
ATTACHMENTS:
Description Type
Biennial Budget Public Hearing Staff Report Attachment
Attachment 1 - Study Session CIP Staff Report, 5-23-23 Attachment Attachment 1 - Study Session CIP PowerPoint 5-23-23 (no Transit) Attachment Attachment 2 - Study Session Operating Budget Staff Report, 6-6-23 Attachment Attachment 2 - Study Session Operating Budget PowerPoint 6-6-23 Attachment Attachment 3 - Five Year CIP Updated 6-10-2023 Attachment Attachment 4 - Revenue Detail by Fund Attachment
Attachment 5 - Expenditure Detail by Fund Attachment
Desk Item-All Funds - Fund Balance Summary Attachment
Power Point Attachment
City Council/RSA Agenda 311 Tuesday, June 13, 2023
Agenda Item
DATE: 6/13/2023
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: JOAN MALLOY, CITY MANAGER
JACKIE ACOSTA, FINANCE DIRECTOR
SUBJECT: PUBLIC HEARING ON THE PROPOSED FY 2023-2024 AND FY 2024- 2025 BIENNIAL BUDGET AND FIVE-YEAR CAPITAL
IMPROVEMENT PLAN FOR FY 2023-2024 THROUGH 2027-2028
EXECUTIVE SUMMARY
Staff recommends that the City Council conduct a public hearing in three parts for the proposed FY 2023-2024 and FY 2024-2025 Biennial Budget and Five-Year Capital Improvement Plan for FY 2023- 2024 through FY 2027-2028, consider information and updates provided by staff, and provide direction to staff in preparing the final Biennial Budget and Five-Year CIP for adoption at a Special Meeting on June 20, 2023, at 3:00 p.m.
The three considerations include:
1. Receive the staff report, conduct a public hearing and provide a final decision on CIP TransitRelated Projects - Item No. 53, Transit Corporation Yard Bus charging Stations (EVCI); Item No. 54, Heavy-Duty Battery Electric Transit Vehicle Procurement; Item J, Union City Transit Short Range Transit Plan (SRTP); and Item K, Alvarado-Niles Road Multimodal Corridor Study.
2. Receive the staff report, conduct a public hearing and provide a final decision on miscellaneous CIP Projects – Item No. 26, Decoto Road, Phase 2 - Class IV Bike Lanes & Pedestrian Improvements; and Item No. 39, Alvarado District Historic Sign Project.
3. After a final decision is made on items 1 and 2 above, receive the staff report and provide any additional comments and direction regarding the proposed budget and CIP, and reopen and continue the Public Hearing to a Special Meeting on June 20, 2023, at 3:00 p.m., for final consideration and adoption of the proposed biennial budget and CIP.
City Council/RSA Agenda 312 Tuesday, June 13, 2023
STRATEGIC PLAN
The biennial budget has been developed based on the City Council’s Strategic Plan goals which are:
Goal A – Financial Stability and Sustainability: Foster fiscal health through disciplined long-term planning, cost control, heightened efficiency, increased revenue and cost recovery.
Goal B – Governance and Organization Effectiveness: Produce high-quality services to the community through a commitment to local government best practices and employee development, support and retention.
Goal C – Economic, Community Development and Public Safety: Institute forward-thinking business, land use development, housing, social services, and public safety strategies that provide community growth and innovation.
Goal D – Environmental Sustainability and Infrastructure: Create a healthy, sustainable community and maintain and improve the City’s infrastructure.
Goal E – Communication and Outreach: Build strong connections with community partners, residents and employees.
BACKGROUND
The City adopts an operating budget and prepares a Five-Year Capital Improvement Plan (CIP) budget every two years (biennially). The City’s current budget for FY 2021-2022 and FY 2022-2023 was adopted in June 2021. As required by the Union City Municipal Code (UCMC), the City Manager is responsible for preparing and submitting a proposed budget to the City Council for approval. Under the direction of the City Manager, staff has developed the FY 2023-2024 and FY 2024-2025 operating budget with an accompanying Five-Year CIP budget.
The City Council has held the following meetings in preparation of the Biennial Budget Public Hearing:
May 23, 2023 - Study Session to review the proposed projects in the Fiscal Year 2023-2024 through Fiscal Year 2027-2028 Five-Year Capital Improvement Plan (CIP) (Attachment 1), June 6, 2023 – Study Session to review the proposed Fiscal Year 2023-2024 and Fiscal Year 2024- 2025 General Fund Operating Budget (Attachment 2), and
June 13, 2023 – Study Session to review the proposed Fiscal Year 2023-2024 and Fiscal Year 2024- 2025 Citywide Operating Budget and the planned projects in Five-Year Capital Improvement Plan (CIP) and review the 10-Year Financial Forecast (incorporated by reference).
DISCUSSION
This public hearing allows the public an opportunity to comment on the proposed budget and for the City Council to consider the public’s input before providing direction to staff with respect to the preparation of the final biennial budget, which is scheduled for adoption at a Special Meeting on June 20, 2023.
City Council/RSA Agenda 313 Tuesday, June 13, 2023
The proposed Biennial Operating Budget for FY 2023-2024 and FY 2024-2025 and the Five-Year CIP includes the continuation of City operations based on projected operating revenues and fund balance reserves available to fund operations and capital improvements.
The budget was developed with the following framework:
1. Planned restoration of staffing and services to pre-COVID-19 pandemic levels
2. Full fiscal recovery delayed by the length of the pandemic and not expected until FY 2025- 2026
3. Costs have gone up significantly due to salary and equity adjustments, rising inflation, increases in insurance costs and increases in the fire services contract with ACFD
4. Most funds have sufficient reserves to allow for the restoration of projects, staffing and maintenance of services
Five-Year Capital Improvement Plan (CIP)
Development of the Five-Year CIP takes a logical and systematic approach. First, existing fund balances for current CIP projects are determined. Next, revenue projections are developed for all fund types: Governmental Funds, Special Revenue Funds, Capital Project Funds, and Proprietary Funds.
Since the Study Session minor adjustments have been made to the CIP and an updated draft has been provided as Attachment 3.
The funds and their sources are outlined below:
The Special Revenue Funds that include State Gas Tax and SB-1 Road Maintenance Funds, along with the Alameda County Transportation Commission’s Measure BB (Road), Measure BB (Bike & Ped) and Measure F, are instrumental funding revenues for the improvements and maintenance of the City’s streets, sidewalks, median areas, streetlights and traffic signals. These local funds are also leveraged to initiate, facilitate and secure additional regional, state and federal transportation funds for the City’s street improvements, transit upgrades and complete streets/multimodal projects. A portion of Public Works staff time that is relevant to a CIP program or CIP project management can be charged to some of these funds.
Development impact fees are the key source of funding for parks and capital investment but cannot be used for staff salaries. Upcoming development projects will provide revenues to the Governmental City Council/RSA Agenda 314 Tuesday, June 13, 2023
Funds, the Capital Project Funds and the Special Revenue Funds over the course of the Five-Year CIP Plan. As noted on the graphic below, the realization of these increased revenues from the development projects in the Government Funds and the Special Funds will be seen in FY 2025-2026 and beyond.
The current robust fund balance in the Capital Project Funds includes grant funding for the large capital projects that are underway, including Union City Boulevard Bike Lanes (2023) and Quarry Lakes Parkway (2023). In FY 2024-2025, another spike is seen with the influx of federal grant funds for the purchase of the electric bus fleet.
Transit Funds remain stable as these operating funds come through outside governmental agencies (federal, state, regional, and local).
Anticipated Capital Fund Revenues
City Council/RSA Agenda 315 Tuesday, June 13, 2023
Below is a highlight of projects in the proposed Five-Year CIP Projects categorized by project type.
Bold text denotes priority projects.
Highlights of Five-Year CIP Projects (Without Transit Projects) At the May 23, 2023 CIP Study Session, staff reviewed with the City Council the proposed allocation of the remaining Series 2011 Bonds from the Redevelopment Agency. Consistent with the bond official statement, staff recommended earmarking the remaining funds to ongoing Station District projects as follows:
• $1,500,000 – At-Grade Pedestrian Crossing to East Plaza • $2,500,000 – Quarry Lakes Parkway
• $1,000,000 – Intermodal Station, Phase 3 (Passenger Rail at Intermodal Station) • $200,000 – Waste Consolidation Area
• Remaining funds for miscellaneous projects, including the mobility hub and enhancements to the East Plaza area.
This will be incorporated into the CIP for Council’s final consideration.
Operating Budget and General Fund
Using the June 30, 2021 audited financial statement information as a starting point, below is a chart of the financial results of the City’s General Fund for the past two years.
City Council/RSA Agenda 316 Tuesday, June 13, 2023
General Fund Amounts
June 30, 2021 Fund Balance $16,371,772
FY 2021-2022 revenues (est) $72,531,413
FY 2021-2022 expenditures (est) $65,031,952
Revenues over expenditures (est) $7,499,461
June 30, 2022 Fund Balance (est) $23,871,233
July 1, 2022 Fund Balance (est) $23,871,233
FY 2022-2023 revenues (est) $77,248,310
FY 2022-2023 expenditures (est) $71,147,660
Revenues over expenditures (est) $6,100,650
June 30, 2023 Fund Balance (est) $29,971,883*
* Estimated $15.5 million is the minimum fund balance required to maintain 20% reserve per Budget Principles
The City is starting the next two-year budget cycle with a healthy General Fund balance, however, the City is facing an operating budget shortfall for the next biennial budget because of the following:
• Increased salary and benefits costs as a result of the three-year MOUs and the equity adjustments provided to staff to address the below-market pay scales • Increased fire services contract costs
• Increased liability and workers’ compensation insurance costs • Increases in supplies, materials and contract services costs due to inflation • Restoration of full staffing and services
• Full fiscal recovery is delayed by the significant length of the pandemic and not anticipated until FY 2025-2026 (For example, the Transient Occupancy Tax (TOT) revenues are still underperforming, parking and citation revenues are almost non-existent due to the lack of BART riders, and the General Fund continues to support the Landscape and Lighting District).
For Fiscal Year 2023-2024, General Fund revenues are estimated to be $76,242,740 while expenditures are projected at $77,773,024, creating an operating shortfall of $1,530,284. Similarly, for Fiscal Year 2024-2025, General Fund revenues are estimated to be $79,707,691 while expenditures are projected at $81,079,487, creating an operating shortfall of $1,371,796. See Chart #1 below.
Chart #1
The City’s General Fund does have sufficient fund balance (reserves) to accommodate these operating shortfalls and maintain the required minimum 20% General Fund reserve of approximately $15.5 million for FY 2023-2024 and $16.2 million for FY 2024-2025; however, the reserve cannot be City Council/RSA Agenda 317 Tuesday, June 13, 2023
sustained over the long-term. In order to continue to provide the level of services the community wants and expects, the City will need to find additional stable and continuous revenue sources.
Chart #2 shows General Fund revenues by type and expenditures by department as projected for the biennial budget. Total General Fund revenues for the two-year period are estimated to be $155,950,431, while expenditures are projected at $158,852,511, creating an operating shortfall of ($2,902,080) combined for the two-year budget. The General Fund Balance has sufficient capacity to cover the operating shortfall over the next two-year budget cycle, however, over the long-term, the City cannot continue to operate with a structural deficit. Additional revenue sources need to be identified.
Chart #2
Citywide Budget
The Citywide Budget is made up of multiple types of funds beyond just the General Fund. Those include Special Revenue Funds, Internal Services Funds, Enterprise Funds, Capital Projects Funds, Debt Service Funds, Pension Funds and Former Redevelopment Agency (RDA) Funds. The Citywide Budget for FY 2023-2024 projects total revenues to be $140,459,610 and expenditures to be $151,861,509, with reserves that have been built up in many of those funds over past years supplementing the revenues to cover budgeted operating and capital budgets. The Citywide Budget for FY 2024-2025 projects total revenues to be $159,249,6951 and expenditures to be $163,615,035, with reserves again supplementing revenues to cover expenditures.
Long-term financial forecast
The City’s Long-Term General Fund Forecast has been updated based on the proposed FY 2023-2024 and FY 2024-2025 Biennial Budget. The General Fund Forecast includes not only the General Fund itself, the City’s primary operating fund, but other funds that are closely tied to the General Fund and account for the operations of those funds. They are the Post-Employment Benefit Fund (Fund 2020), the Fire Equipment Acquisition Fund (Fund 2210), the CRS Leisure Revolving Fund (Fund 2410), the Allied Waste Vehicle Impact Fund (Fund 2620), and the Corporate Yard Fuel Facility & Maintenance Fund (Fund 5210).
The Long-Term Forecast indicates that City is facing significant budget shortfalls in 11 of the next 12 years. This forecast also assumes that the Measure WW Utility Users’ Tax will be renewed by the voters before its current expiration in December 2028 and that the Measure AA Local Sales Tax will City Council/RSA Agenda 318 Tuesday, June 13, 2023
be renewed before its expiration in 2034. Without those two assumptions, the shortfalls in the out years would be much greater.
While for this upcoming biennial budget (FY 2023-2024 and FY 2024-2025), the City has sufficient reserves to cover the shortfall, the Long-Term Forecast shows that the City will fall below the minimum reserve requirement in FY 2030-2031 and will exhaust all its reserves by FY 2034-2035 should the City not address this structural budget deficit. As stated in the prior study session, the City needs to identify new, ongoing and stable revenue sources in order to give the City long-term stability so that it is not constantly facing a “fiscal cliff.”
FISCAL IMPACT
There is no fiscal impact as a result of conducting this public hearing. Adoption of the budget at a subsequent meeting will result in the appropriation of funds for use during the upcoming fiscal year.
City Council/RSA Agenda 319 Tuesday, June 13, 2023
RECOMMENDATION
Staff recommends that the City Council:
1. Receive the staff report, conduct a public hearing and provide a final decision on CIP TransitRelated Projects - Item No. 53, Transit Corporation Yard Bus charging Stations (EVCI); Item No. 54, Heavy-Duty Battery Electric Transit Vehicle Procurement; Item J, Union City Transit Short Range Transit Plan (SRTP); and Item K, Alvarado-Niles Road Multimodal Corridor Study.
2. Receive the staff report, conduct a public hearing and provide a final decision on miscellaneous CIP Projects – Item No. 26, Decoto Road, Phase 2 - Class IV Bike Lanes & Pedestrian Improvements; and Item No. 39, Alvarado District Historic Sign Project.
3. After a final decision is made on items 1 and 2 above, receive the staff report and provide any additional comments and direction regarding the proposed budget and CIP, and reopen and continue the Public Hearing to a Special Meeting on June 20, 2023, at 3:00 p.m. for final consideration and adoption of the proposed biennial budget and CIP.
Prepared by
Jackie Acosta, Finance Director
Joan Malloy, City Manager
Anita Castillo, Budget Manager
Submitted by
Jackie Acosta, Finance Director
Attachments
Description: Type:
Attachment 1 – May 23, 2023 Study Session CIP Staff Report with Attachments Attachment 1 – May 23, 2023 Study Session CIP PowerPoint Attachment 2 – June 6, 2023 Study Session Operating Budget Staff Report with Attachments Attachment 2 – June 6, 2023 Study Session Operating Budget PowerPoint Attachment 3 – Updated Five-Year Capital Improvement Plan Attachment 4 – Revenue Detail By Fund
Attachment 5 – Expenditure Detail By Fund
City Council/RSA Agenda 320 Tuesday, June 13, 2023
Agenda Item
DATE: MAY 23, 2023
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: JOAN MALLOY, CITY MANAGER
MARILOU AYUPAN, PUBLIC WORKS DIRECTOR
JACKIE ACOSTA, FINANCE DIRECTOR
SUBJECT: STUDY SESSION ON THE FIVE-YEAR CAPITAL IMPROVEMENT PROJECTS (CIP) FOR THE BIENNIAL BUDGET, FY 2023-2024 TO FY 2027-2028 – EXCLUDING ANY TRANSIT-RELATED CIP PROJECTS
Staff recommends that the City Council receive an overview presentation of the proposed FiveYear Capital Improvement Project (CIP) Plan for FY 2023-2024 to FY 2027-2028.
Anything in this report related to Union City Transit will be heard under Agenda Item 3.b. and will not be considered, discussed, or presented during Item 3.a.
STRATEGIC PLAN ALIGNEMNT
As part of the proposed Biennial Budget FY 2023-2024 and FY 2024-2025, the development of the Five-Year CIP Plan will guide the financing of important projects to support Council’s priorities in land development, safety, transportation, sustainability, and infrastructure.
Goal A: Financial Stability and Sustainability. Foster fiscal health through disciplined longterm planning, cost control, heightened efficiency, increased revenue and cost recovery.
Goal C. Economic, Community Development and Public Safety. Institute forward-thinking business, land use development, housing, social services, and public safety strategies that promote community growth and innovation.
Strategy 2: Facilitate the build out of the greater Station District Area through the construction of the Quarry Lakes Parkway, completion of the pedestrian rail crossing, and implementing the recommendations of the Southern Alameda County Regional Rail Integration Study to make the Station District a passenger rail hub served by ACE and Dumbarton Rail.
Goal D. Environmental Sustainability and Infrastructure. Create a healthy, sustainable community and maintain and improve the City’s infrastructure.
Strategy 1: Continue the build-out of the City’s Bicycle and Pedestrian network with an emphasis on closing gaps, addressing safety concerns, and increasing connectivity to the Station District.
City Council/RSA Agenda 321 Tuesday, June 13, 2023
Study Session on the Five-Year Capital Improvement Projects (CIP) for the Biennial Budget, FY 2023-2024 To FY 2027-2028,
Excluding Any Transit-Related CIP Projects
2 BACKGROUND
The City adopts an operating budget and prepares a Five-Year CIP Plan every two years (biennially). The City’s current biennial budget for FY 2021-2022 and FY 2022-2023 was approved in June 2021. As required by municipal code, the City Manager is responsible to prepare and submit a proposed budget to the City Council for approval. Under the direction of the City Manager, City staff has been developing the proposed budget for FY 2023-2024 and FY 2024- 2025 with an accompanying Five-Year CIP plan.
DISCUSSION
Overview
City staff, along with the assistance of the City’s financial consultant, Baker Tilly, are preparing a preliminary Biennial Budget for FY 2023-2024 and FY 2024-2025 for City Council consideration.
Over the course of the past biennial budget, the City has sustained significant cost savings, primarily through vacant staff positions and the support from the American Rescue Plan Act (ARPA) funds that provided revenue replacement during the COVID-19 pandemic. The City is starting with healthy reserves, but as the City looks forward to the next biennial budget, deficits are projected. Key impacts to the Biennial Budget for FY 2023-2024 and FY 2024-2025 include:
1) Restoration of staffing and services to pre-COVID 19 pandemic levels. 2) Full fiscal recovery from the pandemic of all funds is not anticipated until FY 2025-2026. 3) General Funds costs have gone up significantly due to salary increases and equity adjustments, inflation, higher insurance costs, and increases in the fire services contract. 4) Most funds have sufficient reserves to allow restoration of staffing and the maintenance of services.
5) The delay in development projects has impacted the timely receipt of development impact fees and has required the postponement of several CIP projects. Priority projects will continue to move forward.
Though not a direct impact to the biennial budget, the City continues to be haunted by the catastrophic cyber-attack on the financial system in September 2019. Though a majority of the financial records have been restored, the annual audit is one year behind, which hampers financial reporting in a timely manner.
Capital Improvement Plan (CIP)
Over the past several months, Public Works staff have met with all City departments to coordinate and develop near-term and long-term project needs. In general, the new projects in the proposed Five-Year CIP are identified in various planning documents or reports, or the project is prioritized because it supports specific goals and strategies, or it is needed for safety and maintaining good repair. Below is the list of criteria:
1) Proposed project is in adopted planning documents, such as a. Strategic Plan
b. General Plan
c. Bicycle and Pedestrian Plan
City Council/RSA Agenda 322 Tuesday, June 13, 2023
Study Session on the Five-Year Capital Improvement Projects (CIP) for the Biennial Budget, FY 2023-2024 To FY 2027-2028,
Excluding Any Transit-Related CIP Projects
3 d. Sustainability Plan
e. Parks and Recreation Master Plan
f. Station District Specific Plan
g. IT Strategic Roadmap
2) Proposed project supports economic development projects, such as a. Station District
b. Union Landing
3) Proposed project is identified in the county and regional transportation plans, such as a. Countywide Transportation Plan, Alameda County Transportation Commission b. Plan Bay Area 2050, Metropolitan Transportation Commission c. Regional Rail Plan, Metropolitan Transportation Commission d. 2023 California State Rail Plan, State of California 4) Proposed project is identified in draft Local Roadway Safety Plan (MTC requirement for federal funds)
5) Proposed project is required for safety, maintenance, or upgrades (State of Good Repair) 6) Proposed project is needed for updating and modernizing parks, community facilities or operational buildings (Civic Center, Fire Stations, and Maintenance Facility) Development of the Five-Year CIP takes a logical and systematic approach. First, existing fund balances for current CIP projects are determined. Next, revenue projections are developed for all fund types: Governmental Funds, Special Revenue Funds, Capital Project Funds, and Proprietary Funds. The funds and their sources are outlined below:
The Special Revenue Funds that include State Gas Tax and SB-1 Road Maintenance Funds, along with the Alameda County Transportation Commission’s Measure BB (Road), Measure BB (BikePed) and Measure F, are instrumental funding revenues for the improvements and maintenance of the City’s streets, sidewalks, median areas, streetlights, and traffic signals. These local funds are also leveraged to initiate, facilitate and secure additional regional, state, and federal transportation funds for the City’s street improvements, transit upgrades, and complete streets/multimodal projects.
City Council/RSA Agenda 323 Tuesday, June 13, 2023
Study Session on the Five-Year Capital Improvement Projects (CIP) for the Biennial Budget, FY 2023-2024 To FY 2027-2028,
Excluding Any Transit-Related CIP Projects
4 Development projects are the key source of funding for parks and capital investment. Approved projects that are expected to begin construction in the near term include: Turk Island - a 33-unit, single-family home subdivision near Seabreeze Park; Seven Hills Estates - a 6-unit, single-family home subdivision off Florence Street, above Seven Hills Park; and Lazuli Landing (MidPen) - an 81-unit, mixed-use affordable housing development located at Mission Boulevard and D Street.
Projects that are approved but are not expected to start construction for a few years include the Station East Development – a 893-unit project that is sponsored by Integral Properties; and Union Flats 2.0 - a 443-unit apartment complex in the Station District. On the horizon is the development of the Caltrans property with approximately 400 market rate units and 134 affordable units.
The upcoming development projects will provide revenues to the Governmental Funds, the Capital Project Funds and the Special Revenue Funds over the course of the Five-Year CIP Plan. As noted on the graphic below, the realization of these increased revenues from the development projects in the Government Funds and the Special Funds will be seen in FY 2025-2026 and beyond.
The current robust fund balance in the Capital Project Funds include grant funding for the large capital projects that are underway, including Union City Boulevard Bike Lanes (2023) and Quarry Lakes Parkway (2023). In FY 2024-2025, another spike is seen with the influx of federal grant funds for the purchase of the electric bus fleet.
Transit Funds remain stable as these operating funds come through outside governmental agencies (federal, state, regional, and local).
City Council/RSA Agenda 324 Tuesday, June 13, 2023
Study Session on the Five-Year Capital Improvement Projects (CIP) for the Biennial Budget, FY 2023-2024 To FY 2027-2028,
Excluding Any Transit-Related CIP Projects
5 The Engineering Division, along with a team of design consultants, continues to work on current CIP projects that will be carried over to the next biennial budget. Two major projects expected to be in construction this upcoming budget cycle include the Union City Boulevard Bikes Lanes and Rehabilitation Project that is scheduled to begin construction in 2023 and the BART Pedestrian At-Grade Crossing that is expected to begin construction in 2024. Because of delays to the street overlay projects in the past budget cycle and damage incurred by the recent heavy rainstorms, Public Works is planning several overlay projects, including a robust Annual Citywide Overlay Project; the Decoto Road Rehabilitation, Phase 1; and Dyer Street Rehabilitation, Phase
2. Other important projects include the Citywide LED Streetlight Conversion, Short Range Transit Plan, and the Park and Community Facilities Master Plan.
Below is the chart of the proposed Five-Year CIP Projects categorized by project type. The asterisk denotes priority projects.
As noted, anticipated development impact fees have been delayed due to the delay in development projects. Many planned CIP projects have been postponed. In outer years of the CIP, staff anticipates an increase in revenues as identified below for the Special Parks, DISPA Development and Capital Facilities funds. This has delayed long-awaited investments and improvements to parks and community facilities (Holly Community Center, Kennedy Youth Center, Centro de Servicios/YFS, Ruggieri Senior Center and the Mark Green Sports Center) and the operational buildings (civic center, fire stations and the maintenance facility).
As we strive to improve organization effectiveness, efficiencies and services to the public, IT investments will include new software, hardware, and services to digitize current City workflow processes, convert hard-copy forms and records to digital files, implementation of request tracking services, and establishment of citywide connectivity for Smart City initiatives. In addition, City Council/RSA Agenda 325 Tuesday, June 13, 2023
Study Session on the Five-Year Capital Improvement Projects (CIP) for the Biennial Budget, FY 2023-2024 To FY 2027-2028,
Excluding Any Transit-Related CIP Projects
6 investments will continue to be made in stabilization of IT foundation services like email, file storage, collaboration tools, disaster recovery, and implementation of robust end-to-end cyber security protections.
FUNDS FY 22/23 FY 23/24 FY 24/25 FY 25/26 FY 26/27 FY 27/28 TOTAL SPECIAL PARKS $ 278,015 $ 1,072,136 $ 44,723 $ 171,990 $ 10,861,533 $ 197,378 $ 12,625,774 DIPSA (STATION DISTRICT) $ 6,539 $ 3,044 $ 1,265 $ 6,568,682 $ 4,996,530 $ 1,571,856 $ 13,147,916 CAPITAL FACILITES $ 75,951 $ 498,656 $ 719,631 $ 6,372,498 $ 6,455,840 $ 1,413,216 $ 15,535,792
PUBLIC IMPROVEMENTS
(FORMER RDA) $4,600,000 $ 4,600,000
The additional revenues that are expected in the outer years of the Five-Year CIP will provide the City Council with an opportunity to prioritize key projects and needed improvements. While the City Council should be thinking comprehensively about the five-year projects, the focus of the Council’s consideration should be on the next two-year, biennial budget.
Lastly, the City received a land payment from Windflower for the Union Flats property in December 2022 for $4,600,000. These funds were deposited into the former Redevelopment Agency bond account referred to as the Public Improvements Fund (see above table). The projected ending fund balance at 6-30-2023 is approximately $5,653,235. These funds must be reinvestment into the former Redevelopment Agency area on specific projects identified in the 2011 bond documents. Eligible projects include:
• BART Phase 1 and 2
• Station District Infrastructure
• East Plaza and Loop Road
• Pedestrian Promenade and Playground
• Pedestrian Crossing to Shelton Property
• Public Building on the East Plaza
• Passenger Rail Station at the Intermodal Station
• East-West Connector Project Funding Gap (Quarry Lakes Parkway) • Waste Consolidation Area Development
• Horner-Veasy Area Improvements
Staff recommends earmarking the remaining funds to ongoing Station District projects as follows:
• $1,500,000 - At-Grade Pedestrian Crossing to East Plaza • $2,500,000 – Quarry Lakes Parkway
• $1,000,000 – Intermodal Station, Phase 3 (Passenger Rail at Intermodal Station) • $200,000 - Waste Consolidation Area
• Remaining funds for miscellaneous projects, including the mobility hub and enhancements to the East Plaza area.
City Council/RSA Agenda 326 Tuesday, June 13, 2023
Study Session on the Five-Year Capital Improvement Projects (CIP) for the Biennial Budget, FY 2023-2024 To FY 2027-2028,
Excluding Any Transit-Related CIP Projects
7 FISCAL IMPACT
There is no fiscal impact for the City Council to receive this report. No fiscal impact will be incurred until the City Council adopts the Biennial Budget for FY 2024-2025 and FY 2025-2026 in June 2023.
RECOMMENDATION
Staff recommends that the City Council receive the proposed Five-Year CIP presentation.
Prepared by
Marilou Ayupan, Public Works Director
Submitted by
Marilou Ayupan, Public Works Director
Attachments
Draft List of Two-Year CIP Projects
Draft Five-Year CIP Project Narratives
City Council/RSA Agenda 327 Tuesday, June 13, 2023
LIST OF TWO-YEAR CIP PROJECTS FOR FY 2023/24 TO FY 2024/25 Item
No. Project Title *Priority Projects
ANNUAL AND ACTIVE CIP PROJECT Roads
Signals
Bike
Ped
Transit
Parks
Trees Facilities PD Fire IT
1 *Annual Citywide Pavement Rehab Project x
2 Annual Sidewalk, C&G, and Ramp Repair Project x
3 *Annual Tree Pruning & Removal Project x x
4 Right of Way Fence/Wall Installation/Repair x
5 Irrigation Renovation x
6 Park & Facility Signage x
7 Playground Equipment & Fitness Course Repair x
8 Traffic Signal System Upgrades x
9 Traffic Signal Maintenance Program x
11 Kennedy Center Remodel x
13 *HMGP Senior Center Generator x
14 *BART Pedestrian At-Grade Crossing To East Plaza x
15 WCA (Waste Consolidation Area) Site - Parking & Develop Plan x 16 *Union City Blvd Bike Lanes Project x
17 Bicycle & Pedestrian Master Plan Update x
18 Intermodal Station, Phase 3 (Intercity Rail) x
19 Gateway (Caltrans) Site - Plans & Studies x
20 *Quarry Lakes Parkway x
21 11th Street Fountain Upgrades x
22 *2023 Street Sweeper Replacement x
23 *Citywide Streetlight LED Conversion Project x
24 Dyer Street Resurfacing, Phase II x
25 7th Street Infrastructure Improvements Project x
26 Decoto Road, Phase 2 - Class IV Bike Lanes & Ped Imp x 27 Citywide Trash Capture Device Installation Project x 28 Roadway Safety Improvements x
29 Bicycle & Pedestrian Crossing Improvements x
31 Kennedy Center Electrical & Gas Repairs x
32 *Park Repairs & Renovations x
33 Civic Center Grounds & Park Improvements x
34 Stadium Lighting For Sports Fields x
35 *Parks & Community Facilities Master Plan x
37 Urban Forestry Master Plan x
38 Citywide Mural Project x
LIST OF TWO-YEAR CIP PROJECTS FOR FY 2023/24 TO FY 2024/25 39 Alvarado District Historic Sign Project x
40 Block 5 Parking - Mobility Hub x
41 Station District Pedestrian Bridge x
47 PD Radio Purchase (Handpack & Vehicle) x
50 City-Owned Building Repairs & Renovations x
53 *Transit Corp Yard Bus Charging Stations (EVCI) x
54 Heavy-Duty Battery Electric Transit Vehicle Procurement x NEW CIP PROJECTS Roads
Signals
Bike
Ped
Transit
Parks
Trees Facilities PD Fire IT
A HP Sign Printer x
B CWT Finsihing Table x
C *Decoto Road Project Phase I x
D Corporation Yard Lunchroom Replacement Chairs x
E Corporation Yard Standby Generator Replacement x
I Old Alameda Creek (I-880) Trail Improvements x
J *Union City Transit Short Range Transit Plan (SRTP) x K Alvarado-Niles Road Multimodal Corridor Study x
L Central Avenue Electrical Undergrounding Project x
M Union Landing Roadway Access Improvements x
N UP Safety Crossing Improvements (Whipple & Smith) x
O Kennedy Park Improvements x
T Citywide Parks Planting Improvements x
U *Arroyo Park Tennis Court Resurfacing x
Z Station District Landscaping Enhancements x
5-YEAR CAPITAL IMPROVEMENT PLAN
DRAFT COPY
City Council/RSA Agenda 330 Tuesday, June 13, 2023
INDEX BY CATEGORY
Category Project Title Page No.
BIKE & PED At-Grade Pedestrian Crossing to East Plaza
Union City Blvd Bike Lanes Project
Bicycle & Pedestrian Master Plan
7th Street Infrastructure Improvements Project
Bicycle & Pedestrian Crossing Improvements
Station District Pedestrian Bridge
Old Alameda Creek (I-880) Trail Improvements
ECONOMIC DEVELOPMENT WCA (Waste Consolidation Area) Site - Parking & Dev Plans Quarry Lakes Parkway
Citywide Mural Project
Alvarado District Historic Sign Project
Block 5 Parking - Mobility Hub
Intermodal Station, Phase 3 (Intercity Rail)
Station District Landscaping Enhancements
FACILITIES IMPROVEMENT Kennedy Center Remodel
Holly Center Rehabilitation
HMGP Senior Center Generator
Kennedy Center Electrical & Gas Repairs
Conference Room AV Upgrade - Cisco AMP
Conference Room AV Upgrade - Display Upgrade
Fire Station 31 Improvements
Office Space for YFS & Centro De Servicios
City-Owned Parking Lot Improvements
City-Owned Building Repairs & Renovations
City Hall Interior Improvements
Civic Center Public Vehicle Charging Station
Corporation Yard Standby Generator Replacement
Engine 32 Replacement Apparatus
Engine 332 Replacement Apparatus
Engine 333 Replacement Apparatus
Fire Station 32 Improvements
Mark Green Sports Center New Emergency Generator
City Council/RSA Agenda 331 Tuesday, June 13, 2023
INDEX BY CATEGORY
Category Project Title Page No.
INFORMATION TECHNOLOGY (IT) IT - ECD Architecture Drawings Digitalization PD Radio Purchase (Handpack & Vehicle)
ECD Digitalization Project
OTHER Citywide Trash Capture Device Installation Project HP Sign Printer
CWT Finishing Table
Corporation Yard Lunchroom Replacement Chairs
PARKS & RECREATION IMPROVEMENT Irrigation Renovation
Playground Equipment & Fitness Course Repairs
11th Street Fountain Upgrades
Park Repairs & Renovations
Civic Center Grounds & Park Improvements
Stadium Lighting for Sports Fields
Parks & Community Facilities Master Plan
Kennedy Park Improvements
New Park Restrooms
7 Hills Park Improvements
Citywide Parks Surface Improvements
Fred Castro Park Improvements
Citywide Parks Planting Improvements
Arroyo Park Tennis Court Resurfacing
SIDEWALK Annual Sidewalk, C&G, and Ramp Repair Project
Dyer Street Sidewalk Extension
SIGNAGE Park And Facility Signage
Electronic Program Boards at City Facilities
City Council/RSA Agenda 332 Tuesday, June 13, 2023
INDEX BY CATEGORY
Category Project Title Page No.
STREETS Annual Citywide Pavement Rehab Project
Right Of Way Fence/Wall Installation/Repairs
Gateway (Caltrans) Site - Plans and Studies
2023 Street Sweeper Replacement
Citywide Streetlight LED Conversion Project
Dyer Street Resurfacing, Phase 2
Decoto Road, Phase 2 - Class IV Bike Lanes & Pedestrian Imp Roadway Safety Improvements
MTC Pavement Management Program
Mission Blvd "Complete Streets"
Decoto Road Project Phase I
Alvarado-Niles Road Multimodal Corridor Study
Central Avenue Electrical Undergrounding Project
Union Landing Roadway Access Improvements
UP Safety Crossing Improvements (Whipple & Smith)
TRAFFIC SIGNAL Traffic Signal System Upgrades
Traffic Signal Maintenance Program
Citywide Traffic Management Optimization Project
TRANSIT Transit Corp Yard Bus Charging Stations (EVCI)
Heavy-Duty Battery Electric Transit Vehicle Procurement E. Plaza Passenger Amenities & Elec Vehicle Opp Charging Union City Transit Short Range Transit Plan
TREES/LANDSCAPE Annual Tree Pruning & Removal Project
Urban Forestry Master Plan
City Council/RSA Agenda 333 Tuesday, June 13, 2023
INDEX BY PROJECT
Item No. Project Title Page No.
1 Annual Citywide Pavement Rehab Project
2 Annual Sidewalk, C&G, and Ramp Repair Project
3 Annual Tree Pruning & Removal Project
4 Right of Way Fence/Wall Installation/Repairs
5 Irrigation Renovation
6 Park & Facility Signage
7 Playground Equipment & Fitness Course Repairs
8 Traffic Signal System Upgrades
9 Traffic Signal Maintenance Program
10 IT - ECD Architecture Drawings Digitalization
11 Kennedy Center Remodel
12 Holly Center Rehabilitation
13 HMGP Senior Center Generator
14 At-Grade Pedestrian Crossing To East Plaza
15 WCA (Waste Consolidation Area) Site - Parking & Dev Plans 16 Union City Blvd Bike Lanes Project
17 Bicycle & Pedestrian Master Plan Update
18 Intermodal Station, Phase 3 (Intercity Rail)
19 Gateway (Caltrans) Site - Plans & Studies
20 Quarry Lakes Parkway
21 11th Street Fountain Upgrades
22 2023 Street Sweeper Replacement
23 Citywide Streetlight LED Conversion Project
24 Dyer Street Resurfacing, Phase 2
25 7th Street Infrastructure Improvements Project
26 Decoto Road, Phase 2 - Class IV Bike Lanes & Pedestrian Imp 27 Citywide Trash Capture Device Installation Project
28 Roadway Safety Improvements
29 Bicycle & Pedestrian Crossing Improvements
30 Dyer Street Sidewalk Extension
City Council/RSA Agenda 334 Tuesday, June 13, 2023
INDEX BY PROJECT
Item No. Project Title Page No.
31 Kennedy Center Electrical & Gas Repairs
32 Park Repairs & Renovations
33 Civic Center Grounds & Park Improvements
34 Stadium Lighting For Sports Fields
35 Parks & Community Facilities Master Plan
36 MTC Pavement Management Program
37 Urban Forestry Master Plan
38 Citywide Mural Project
39 Alvarado District Historic Sign Project
40 Block 5 Parking - Mobility Hub
41 Station District Pedestrian Bridge
42 Mission Blvd "Complete Streets"
43 Conference Room AV Upgrade - Cisco AMP
44 Conference Room AV Upgrade - Display Upgrade
45 Electronic Program Boards at City Facilities
46 Fire Station 31 Improvements
47 PD Radio Purchase (Handpack & Vehicle)
48 Office Space for YFS & Centro De Servicios
49 City-Owned Parking Lot Improvements
50 City-Owned Building Repairs & Renovations
51 City Hall Interior Improvements
52 Civic Center Public Vehicle Charging Station
53 Transit Corp Yard Bus Charging Stations (EVCI)
54 Heavy-Duty Battery Electric Transit Vehicle Procurement 55 East Plaza Passenger Amenities & Electric Vehicle Opp Charging City Council/RSA Agenda 335 Tuesday, June 13, 2023
INDEX BY PROJECT
Item No. Project Title Page No.
A HP Sign Printer
B CWT Finishing Table
C Decoto Road Project Phase I
D Corporation Yard Lunchroom Replacement Chairs
E Corporation Yard Standby Generator Replacement
F Engine 32 Replacement Apparatus
G Engine 332 Replacement Apparatus
H Engine 333 Replacement Apparatus
I Old Alameda Creek (I-880) Trail Improvements
J Union City Transit Short Range Transit Plan (SRTP)
K Alvarado-Niles Road Multimodal Corridor Study
L Central Avenue Electrical Undergrounding Project
M Union Landing Roadway Access Improvements
N UP Safety Crossing Improvements (Whipple & Smith)
O Kennedy Park Improvements
P New Park Restrooms
Q 7 Hills Park Improvements
R Citywide Parks Surface Improvements
S Fred Castro Park Improvements
T Citywide Parks Planting Improvements
U Arroyo Park Tennis Court Resurfacing
V Citywide Traffic Management Optimization Project
W ECD Digitalization Project
X Fire Station 32 Improvements
Y Mark Green Sports Center New Emergency Generator
Z Station District Landscaping Enhancements
City Council/RSA Agenda 336 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 1,330,854 800,000 400,000 500,000 1,150,000 4,180,854 Allied Waste Vehicle Impact 764,236 250,000 - - - 1,014,236 SB1 Road Maintenance & Rehab - - - - 500,000 500,000
Measure F Vehicle Registration Fee 50,000 - - - 50,000
Measure BB 516,618 550,000 400,000 500,000 650,000 2,616,618 Total 1,330,854 800,000 400,000 500,000 1,150,000 4,180,854 Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Improves public safety by maintaining even street surfaces
2. Improves public safety by mitigating potholes
3. Extends service life of pavement
Estimated Cost
Operating Impacts
1. Annual Citywide Pavement Rehab Project
Location: Citywide
Category: Streets
Funding Sources
Type: Recurring
Description: This project on an annual basis will
restore the City's surface pavement along its roadway
network. Based on Pavement Condition Index (PCI)
assessments through the City's latest Pavement
Management Plan (PMP), staff will direct a specific
number of streets and roadways to be repaired using
several different methods that will cover light
maintenance, heavy maintenance, light rehab, heavy
rehab, and reconstruction.
Justification: The City has a target to keep roadways
in above average condition and its goal is to reach a
target PCI of 75 and above (scale of 100).
Status:
Ongoing
City Council/RSA Agenda 337 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 60,000 130,000 80,000 - 50,000 320,000
State Gas Tax 60,000 - - - - 60,000
Measure BB Bike & Ped - 130,000 80,000 - 50,000 260,000 Total 60,000 130,000 80,000 - 50,000 320,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Defers costs for future sidewalk CIP improvements
2. Reduces the number of claims against the City related to slips, trips, and falls Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Improves public safety by repairing tripping hazards that are reported by residents
2. Extends service life of sidewalk
Estimated Cost
Funding Sources
Operating Impacts
2. Annual Sidewalk, C&G, and Ramp Repair Project
Location: Citywide
Category: Sidewalk
Type: Recurring
Description:
Typically involves repair, remove, and replace uplifted or damaged sidewalks, curb & gutter, residential drive
way, install root barrier- 2' deep, and remove concrete in planter strip and backfill.
Justification:
To fulfill the City Strategic goals of maintaining City infrastructure and demand the highest aesthetic.
Sidewalks have been lifted due to tree roots, this
project prevent pedestrians trip and fall hazards. Per
City's ordinance a portion of project cost will be
collected from Residents.
Status:
Ongoing
City Council/RSA Agenda 338 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Professional - Consulting Services 365,000 365,000 290,000 - - 1,020,000 State Gas Tax 200,000 200,000 125,000 - - 525,000
Street Lights/Landscaping 165,000 165,000 165,000 - - 495,000 Total 365,000 365,000 290,000 - - 1,020,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. Reduces future maintenance costs
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Reduces maintenance costs of city trees
2. Reduces the number of claims against the City related to fallen trees and tree branches Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Improves public safety by trimming or removing potentially hazardous trees that are reported by residents Estimated Cost
Funding Sources
Operating Impacts
3. Annual Tree Pruning & Removal Project
Location: Citywide
Category: Trees/Landscape
Type: Recurring
Description:
On a rotating basis, trees are inspected, trimmed,
pruned and on rare occasions, removed based upon
criteria that strives to protect the tree as an investment with a focus on safety and aesthetics. The Grounds
Division reviews the tree pruning needs and makes
recommendations.
Justification:
Ideally, trees should be pruned every 5-7 years. But if there are delays the trees grow bigger, resulting in a
greater cost to prune & greater safety concerns.
Status:
Ongoing
City Council/RSA Agenda 339 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 10,000 - 10,000 - - 20,000
Measure F Vehicle Registration Fee 10,000 - 10,000 - - 20,000 Total 10,000 - 10,000 - - 20,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community impact when damaged concrete walls and fencing is repaired in a timely manner (especially if private property was exposed)
Estimated Cost
Funding Sources
Operating Impacts
4. Right Of Way Fence/Wall Installation/Repairs
Location: Citywide
Category: Streets
Type: Recurring
Description:
New installation and/or repair of existing right of way wood fence and/or block wall.
Justification:
Often times, traffic accidents cause damage to the
existing sound walls and/or wood fences. Citizens also
periodically request new right of way fencing to be
installed.
Status:
Ongoing
City Council/RSA Agenda 340 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 45,000 45,000 50,000 50,000 50,000 240,000 Special Parks 45,000 45,000 50,000 50,000 50,000 240,000 Total 45,000 45,000 50,000 50,000 50,000 240,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
5. Irrigation Renovation
Location: Various Parks
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Recurring
Description:
To modernize irrigation systems and controllers
throughout all parks where needed.
Justification:
The irrigation controllers currently being used
throughout most City parks are outdated and are in
need of modernization. Up-to-date instruments and
devices are readily available for maintenance whereas
outdated equipment can be difficult to find to make
repairs.
Status:
Ongoing
City Council/RSA Agenda 341 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 10,000 - - - - 10,000
Special Parks 10,000 - - - - 10,000
Total 10,000 - - - - 10,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community impact from improved signage providing clarity and better information Estimated Cost
Funding Sources
Operating Impacts
6. Park & Facility Signage
Location: Citywide
Category: Signage
Type: Recurring
Description:
Install new signs in all parks and facilities with the rules and requirements for that location.
Justification:
Most parks and facilities currently do not have signage that is enforceable. This would give the City the ability to issue citations if needed.
Status:
Ongoing
City Council/RSA Agenda 342 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 250,000 180,000 - 350,000 350,000 1,130,000 Special Parks 250,000 180,000 - 350,000 350,000 1,130,000 Total 250,000 180,000 - 350,000 350,000 1,130,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community impact from playground repairs
Estimated Cost
Funding Sources
Operating Impacts
7. Playground Equipment & Fitness Course Repairs
Location: Citywide
Category: Parks & Recreation Improvement
Type: Recurring
Description:
Repair or replace old playground equipment that does
not meet current ASTM standards. Replace playground
fibers and woodchips. Repair some of the fitness
courses in various parks; including demolition of
existing equipment, signs, & footing.
Justification:
Playground anchor posts and platforms are rotting and
splintering, as well as missing play elements due to
vandalism. The fitness courses at Cann, Mariner, and
Casa Verde Parks are rusting, posts are rotting and
signage is faded.
Status:
Ongoing
City Council/RSA Agenda 343 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - 100,000 600,000 300,000 - 1,000,000
Measure F Vehicle Registration Fee - 100,000 - - - 100,000 Traffic Signalization - - 600,000 300,000 - 900,000
Total - 100,000 600,000 300,000 - 1,000,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Defers costs for future traffic signal CIP improvements Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Extends service life of traffic signal equipment
2. Positive public safety impact from improved signal operations and timing Operating Impacts
8. Traffic Signal System Upgrades
Location: Citywide
Category: Traffic Signal
Estimated Cost
Funding Sources
Type: Recurring
Description:
Remove median signal pole and install new signal heads
on main pole.
Justification:
The existing signal system is not compliant with current State Standards. In addition, the existing median signal poles are frequently knocked down by trucks making
turns and are thus a hazard to public safety.
Status:
Ongoing
City Council/RSA Agenda 344 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 50,000 20,000 110,000 165,000 135,000 480,000 Measure F Vehicle Registration Fee 50,000 20,000 10,000 40,000 10,000 130,000 Traffic Signalization - - 100,000 125,000 125,000 350,000 Total 50,000 20,000 110,000 165,000 135,000 480,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive public safety impact from maintaining traffic signals Operating Impacts
9. Traffic Signal Maintenance Program
Location: Citywide
Category: Traffic Signal
Estimated Cost
Funding Sources
Type: Recurring
Description:
To provide weekly routine traffic signal maintenance,
assistance and support with the City's traffic signal
improvement projects, and response to emergency
callouts for traffic signal malfunctions and signal pole knockdowns.
Justification:
The project allows the City to meet the required traffic safety conditions with the public rights-of-way.
Status:
Ongoing
City Council/RSA Agenda 345 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Professional Services - - 120,000 - - 120,000
Capital Facilities Improvement - - 120,000 - - 120,000
Total - - 120,000 - - 120,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact on Economic & Community Development (ECD) Department to be more organized and efficient Category: Information Technology
Location: City Hall (34009 Alvarado-Niles Road)
10. IT - ECD Architecture Drawings Digitalization
Operating Impacts
Funding Sources
Estimated Cost
Type: Non-recurring
Description:
Architecture drawings to be scanned & imported into
the city's digital document repository.
Justification:
Thousands of large format drawings are taking up
physical space, and are cumbersome to sort/locate.
This project will allow data to be easily retrieved and improve employees' efficiency.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 346 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 167,843 - - - - 167,843
Capital Facilities Improvement 167,843 - - - - 167,843
Total 167,843 - - - - 167,843
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues (10,000) (10,000) (10,000) (10,000) (10,000) (50,000) Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Reduction in revenues due to Teen Center community rooms being reduced in size Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community impact from continued facility improvements Estimated Cost
Funding Sources
Operating Impacts
11. Kennedy Center Remodel
Location: Kennedy Youth Center (1333 Decoto Road)
Category: Facilities Improvement
Type: Non-recurring
Description:
Construction of the Union City Teen Center at Kennedy
Park.
Justification:
The new facility will provide much needed resources
and programs for the community.
Status:
Ongoing
City Council/RSA Agenda 347 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - 1,135,000 - - 1,135,000
Capital Facilities Improvement - - 1,135,000 - - 1,135,000 Total - - 1,135,000 - - 1,135,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues - 5,000 5,000 5,000 5,000 20,000 Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. The Holly Center is the most popular facility rental. Improvements are thus expected to attract even more use.
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community impact since the facility remains very popular for family events and other special occasions Estimated Cost
Funding Sources
Operating Impacts
12. Holly Center Rehabilitation
Location: Holly Community Center (31600 Alvarado Boulevard) Category: Facilities Improvement
Type: Non-recurring
Description: Upgrade fire alarm system, replace tile at front entrance, install 2nd level in storage room, install security lighting, refinish floor in dance studio, replace stage curtain, remodel kitchen, paint interior/exterior, replace floor in offices, & upgrade trash dumpster
enclosure.
Justification: Floor, tile, and concrete are aged,
kitchen has deteriorated, interior and exterior painting is faded and chipped, and trash enclosure does not
meet environmental code requirements.
Status: Projected start date 07/01/2025
City Council/RSA Agenda 348 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 220,000 - - - - 220,000
Capital Facilities Improvement 220,000 - - - - 220,000
Total 220,000 - - - - 220,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Provides a critical resource to the City's Emergency Operations Center (EOC) Operating Impacts
13. HMGP Senior Center Generator
Location: Ruggieri Senior Center (33997 Alvarado-Niles Road) Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Replacement of stand-by emergency generator for the
Ruggieri Senior Center.
Justification:
The original generator failed in 2013. This is the site for the city's Emergency Operations Center (EOC).
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 349 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 1,050,000 500,000 - - - 1,550,000
Measure BB Bike & Ped 50,000 - - - - 50,000
Public Improvement 1,000,000 500,000 - - - 1,500,000
Total 1,050,000 500,000 - - - 1,550,000
Est. Operating Costs - - 5,000 5,000 5,000 15,000
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. The infrastructure will require routine maintenance (i.e. cleaning) Est. Savings / Revenues - - 10,000 10,000 10,000 30,000 Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Generates potential revenue from future development
2. Anticipated revenue from more active use of city facilities Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Reduces traffic on Decoto Road by creating alternative access to the BART station
2. Station District area becomes more attractive for development Operating Impacts
14. At-Grade Pedestrian Crossing To East Plaza
Location: Union City Bart Station (10 Union Square)
Category: Bike & Ped
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Construct the pedestrian at-grade crossing at the Union Pacific Railroad’s Oakland Subdivision tracks for
improved access between the BART station, transit
facilities, and TOD Housing.
Justification:
Currently, patrons from TOD area have to walk north to
Decoto Road, cross the existing at-grade railroad
crossing and then walk south. The new at- grade
crossing will serve as a free, unrestricted passage, and meet current safety standards while substantially
reducing the number of pedestrians using the existing
at-grade crossing at Decoto Road.
Status: Ongoing
City Council/RSA Agenda 350 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 100,000 100,000 - - - 200,000 Construction 10,000 10,000 100,000 200,000 100,000 420,000 Total 110,000 110,000 100,000 200,000 100,000 620,000
DIPSA Development 10,000 10,000 100,000 100,000 100,000 320,000 Public Improvement 100,000 100,000 - 100,000 - 300,000
Total 110,000 110,000 100,000 200,000 100,000 620,000
Est. Operating Costs - - - - - -
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues - - - - - -
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
15. WCA (Waste Consolidation Area) Site - Parking & Development Plans Location: Citywide
Category: Economic Development
Estimated Cost
Funding Sources
Type: Recurring
Description: The Waste Consolidation Area (WCA) site,
which includes slag from the former Pacific State Steel Corp site on 11th Street is city property. This site will be impacted by the proposed Southern Alameda County
Integrated Rail (SoCo Rail) project with a proposed
intercity rail station and layover facilities. The City plans to prepare development options to compliment this
new rail station.
Justification: With the proposed SoCo Rail project
considering use of a western portion of the WCA for a
proposed railroad yard layover facility, the City has the opportunity to consider development options for the
remaining WCA parcel.
Status: Ongoing
City Council/RSA Agenda 351 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 4,417,401 - - - - 4,417,401
SB1 Road Maintenance & Rehab 1,900,000 - - - - 1,900,000 Measure B ACTC Streets & Roads 163,977 - - - - 163,977
Measure B ACTC Bike & Ped Paths 415,024 - - - - 415,024 Measure F Vehicle Registration Fee 700,000 - - - - 700,000 Measure BB 700,000 700,000
Measure BB Bike & Ped 538,400 - - - - 538,400
Total 4,417,401 - - - - 4,417,401
Est. Operating Costs - - - - - -
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Will help to slow down speeding cars
2. Positive impact from more active use by bicyclists and pedestrians Operating Impacts
16. Union City Blvd Bike Lanes Project
Location: Union City Boulevard
Category: Bike & Ped
Estimated Cost
Funding Sources
Type: Non-recurring
Description: Construct approximately 2.2 miles of
bike lanes from Smith Street to the city limit with
Fremont. Installation will include traffic signal
modifications and a right turn lane at the Union City
Blvd / Lowry Road Intersection. The project also
includes pavement rehabilitation of the existing
roadway to improve the pavement surface for the
new buffer bike lanes.
Justification: Funds include an ACTC Grant of $7.8
million (local match of $1 million). Other
transportation funds have been preprogrammed to
support additional improvements.
Status: Ongoing
City Council/RSA Agenda 352 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 30,000 - - - - 30,000
Measure B ACTC Bike & Ped Paths 30,000 - - - - 30,000
Total 30,000 - - - - 30,000
Est. Operating Costs - - - - - -
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues - - - - - -
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. The completed master plan will help with future grants Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Supports public safety by identifying problem areas for bicycle and pedestrian use
2. Positive environmental impact from bike lanes and sidewalk gaps Operating Impacts
17. Bicycle & Pedestrian Master Plan Update
Location: Citywide
Category: Bike & Ped
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
2021 Bicycle and Pedestrian Master Plan Update.
Justification:
The Union City Bicycle and Pedestrian Master Plan
provides a blueprint for developing a system of trails, bikeways, and other transportation and recreation
facilities for non-motorized users. The City's current
plan was created in 2012. The project is critical to
modernize these policies and further improve
conditions for bicycling and walking in the community.
Status:
Ongoing
City Council/RSA Agenda 353 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 500,000 500,000 - - - 1,000,000 Public Improvement 500,000 500,000 - - - 1,000,000
Total 500,000 500,000 - - - 1,000,000
Est. Operating Costs - - - - - -
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
18. Intermodal Station, Phase 3 (Intercity Rail)
Location: Union City BART Station (10 Union Square)
Category: Economic Development
Estimated Cost
Funding Sources
Type: Non-recurring
Description: MTC has identified the Union City BART
Station, utilizing the existing Oakland Subdivision
railway as the mid-term Intercity Rail Station with ACE as the rail provider. This rail service will connect several Central Valley counties to the Bay Area with connection to Merced to the south and the Sacramento area to the
north.
Justification: The design and layout of the proposed
intercity rail station requires coordination with the
proposed BART Pedestrian At-Grade Crossing and
Quarry Lakes Parkway. In addition, the rail station will require modification to 11th Street, East Plaza, Block 5, and the Restoration site.
Status: Ongoing
City Council/RSA Agenda 354 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 30,000 - 100,000 100,000 100,000 330,000 DIPSA Development 30,000 - 100,000 100,000 100,000 330,000 Total 30,000 - 100,000 100,000 100,000 330,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Estimated Cost
Funding Sources
Operating Impacts
19. Gateway (Caltrans) Site - Plans and Studies
Location: Quarry Lakes Parkway & Alvarado-Niles Road
Category: Streets
Type: Non-recurring
Description:
Infrastructure plans and studies will support the
development of about 25 acres of state-owned parcels
for a future mixed-use housing development identified
in the Station District Area Plan.
Justification:
The outdated 2011 East-West Connector project plans
were not designed as a local street network with
underground utilities infrastructure. Furthermore,
visual landscape/streetscape guidelines were not
defined and it did not consider adjacent land-use
opportunities.
Status:
Ongoing
City Council/RSA Agenda 355 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 1,567,000 1,667,000 3,875,000 4,300,000 2,450,000 13,859,000 SB1 Road Maintenance & Rehab - 100,000 500,000 1,000,000 1,000,000 2,600,000 Measure B ACTC Streets & Roads 95,000 - - - - 95,000
Measure BB 350,000 - 100,000 100,000 200,000 750,000
Measure BB Bike & Ped 80,000 25,000 75,000 200,000 100,000 480,000 DIPSA Development 42,000 42,000 3,000,000 3,000,000 1,000,000 7,084,000 Public Improvement 1,000,000 1,500,000 200,000 - 150,000 2,850,000 Total 1,567,000 1,667,000 3,875,000 4,300,000 2,450,000 13,859,000 Est. Operating Costs - - - - 50,000 50,000
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. The street corridor will require street sweeping and routine maintenance of the landscape median/trees
2. New utility costs for traffic signals, street lights, and irrigation systems Est. Savings / Revenues - - - - 20,000 20,000
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. It is anticipated that completion of the project will attract more development to the Station District area Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Supports public safety by mitigating excessive motor vehicle traffic
2. Reduces traffic congestion on Decoto Road (and thus pollution emissions and the stress of drivers)
3. Positive impact from more active use by bicyclists, pedestrians, and transit operators Estimated Cost
Funding Sources
Operating Impacts
20. Quarry Lakes Parkway (formerly known as East-West Connector) Location: Mission Blvd to Paseo Padre Pkwy
Category: Economic Development
Type: Non-recurring
Description: Quarry Lakes Parkway is a new four-lane,
complete streets/multimodal corridor with landscape
median, buffer bike lanes, and a separate Class I trail system between Paseo Padre Pkwy and Mission Blvd
(parallel to the Decoto Road corridor). The project has been organized into four phases in Union City to
support mix-use housing projects.
Justification: Local funds will be used for contracts
and improvements not identified in the current ACTC
Plans. Measure B, Measure BB, and State STIP will fund
the majority of the project (approximately $200
million).
Status:
Ongoing
City Council/RSA Agenda 356 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 71,818 100,000 - 50,000 - 221,818
Public Improvement 71,818 100,000 - 50,000 - 221,818
Total 71,818 100,000 - 50,000 - 221,818
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. Maintenance costs should decrease in the future
Est. Savings / Revenues 10,000 10,000 10,000 10,000 10,000 50,000 Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Repairs are expected to reduce future maintenance costs, thus providing some savings to the City Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Fountain becomes a very attractive civic feature to pedestrians, BART commuters, and others in the community Operating Impacts
21. 11th Street Fountain Upgrades
Location: 11th Street (near BART Station)
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Rehabilitation of the 11th Street fountain with new
grout, pumping, and filtration control systems.
Justification:
The 11th Street fountain leaks and needs new grout.
The pump and filtration controls are also unreliable and are in frequent need of maintenance. Upgrading the
fountain will ultimately reduce the cost currently
required to maintain it.
Status:
Ongoing
City Council/RSA Agenda 357 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement 944,200 - - - - 944,200
Allied Waste Vehicle Impact 628,600 - - - - 628,600
SB1 Road Maintenance & Rehab 315,600 - - - - 315,600
Total 944,200 - - - - 944,200
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. New operating costs to train street sweeping crews on the new equipment Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Lower maintenance costs
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive citywide impact from cleaning/maintaining city streets and roads to appropriate levels Operating Impacts
22. 2023 Street Sweeper Replacement
Location: Citywide
Category: Streets
Estimated Cost
Funding Sources
Type: Non-recurring
Description: To replace two street sweepers, a 2010
model and a 2012 model Elgin Crosswind, with two
2023 Elgin Crosswind1 models.
Justification: Public Works is currently operating and
maintaining 2 older generation sweepers that often
break down. The aging equipment is becoming costly
to repair and is a barrier to keep our streets and
parking lots appropriately cleaned. Buying the new
2023 Elgin Crosswind1 sweepers will increase reliability and productivity. The latest model sweepers operate
on a single-engine; making it more efficient, easier to operate, and less costly to maintain.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 358 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 700,287 765,000 765,000 760,000 400,000 3,390,287 Professional - Consulting Services 150,000 85,000 85,000 90,000 - 410,000 Total 850,287 850,000 850,000 850,000 400,000 3,800,287 State Gas Tax 50,287 - - - - 50,287
SB1 Road Maintenance & Rehab 150,000 250,000 250,000 300,000 400,000 1,350,000 Measure F Vehicle Registration Fee 100,000 150,000 100,000 - - 350,000 Measure BB 400,000 300,000 350,000 400,000 - 1,450,000
Measure BB Bike & Ped 150,000 150,000 150,000 150,000 - 600,000 Total 850,287 850,000 850,000 850,000 400,000 3,800,287 Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Cost savings from reduced electrical usage
2. Cost savings from reduced frequency of maintenance
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Improved lighting will support public safety
2. Positive environmental impact from reduced consumption of electrical energy, and fulfills a small part of the City's Climate Action Plan
23. Citywide Streetlight LED Conversion Project
Location: Citywide
Category: Streets
Estimated Cost
Operating Impacts
Funding Sources
Type: Non-recurring
Description:
Project will convert all current street light induction luminaries to LED.
Justification:
This conversion will increase street lighting brightness and modernize street light infrastructure. It will result in lower overall power usage, a longer service life, and will reduce overall maintenance, providing additional
cost savings.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 359 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 50,000 - - - - 50,000
Construction 370,000 700,000 - - - 1,070,000
Construction Mgmt./Inspection 80,000 - - - - 80,000
Total 500,000 700,000 - - - 1,200,000
SB1 Road Maintenance & Rehab - 700,000 - - - 700,000
Measure BB 500,000 - - 500,000
-
Total 500,000 700,000 - - - 1,200,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Extends service life of pavement
2. Positive environmental impact from bike lanes
Estimated Cost
Funding Sources
Operating Impacts
24. Dyer Street Resurfacing, Phase 2
Location: Dyer Street (from Union City Boulevard to Deborah Drive) Category: Streets
Type: Non-Recurring
Description:
Spot reconstruction and asphalt overlay with
replacement striping, and curb ramps. The restriping
will complete the buffer bike lanes gap between Union
City Boulevard and Deborah Drive.
Justification:
Rehabilitation of the roadway will improve driving
conditions, reduce roadway noise, and reduce overall
future maintenance costs. Planned changes to the
roadway geometrics will greatly improve safety for
pedestrians, bicyclists, and drivers.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 360 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - 350,000 - - - 350,000
Right of Way (Utilities & Permits) - - 100,000 - - 100,000 Construction - - 1,400,000 1,000,000 - 2,400,000
Total - 350,000 1,500,000 1,000,000 - 2,850,000
SB1 Road Maintenance & Rehab 350,000 - 500,000 - 850,000 DIPSA Development - - 1,500,000 500,000 - 2,000,000
Total - 350,000 1,500,000 1,000,000 - 2,850,000
Est. Operating Costs - - - 5,000 5,000 10,000
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. Additional street maintenance costs for bikeways
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive environmental impact from improved bike lanes Estimated Cost
Funding Sources
Operating Impacts
25. 7th Street Infrastructure Improvements Project
Location: South of Decoto Road (between Bradford Street & Quarry Lakes Parkway) Category: Bike & Ped
Type: Non-recurring
Description:
This project will prepare design concept options to
improve bike and pedestrian use along 7th Street, as
well as provide connections to the adjacent
neighborhoods.
Justification:
This project proposes to improve 7th Street to support
the Station East Mix-Used Housing Development
Project. It also extends Union City's Bicycle and
Pedestrian network identified in the city's 2021 Bicycle & Pedestrian Master Plan (BPMP) Update.
Status:
Projected start date 01/01/2024
City Council/RSA Agenda 361 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - 100,000 - - - 100,000
Right of Way (Utilities & Permits) - 20,000 - - - 20,000 Construction - 1,000,000 959,417 - - 1,959,417
Construction Mgmt./Inspection - 180,000 - - - 180,000
Total - 1,300,000 959,417 - - 2,259,417
SB1 Road Maintenance & Rehab - 300,000 959,417 - - 1,259,417 Capital Projects - 1,000,000 - - - 1,000,000
Total - 1,300,000 959,417 - - 2,259,417
Est. Operating Costs - - 10,000 10,000 10,000 30,000
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. Additional street maintenance costs for bikeways
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive environmental impact from improved bike lanes Estimated Cost
Funding Sources
Operating Impacts
26. Decoto Road, Phase 2 - Class IV Bike Lanes & Pedestrian Improvements Location: Decoto Road (Station Way to Mission Boulevard) Category: Streets
Type: Non-recurring
Description:
This project proposes to rehabilitate Decoto Road from
Station Way to Mission Blvd, install Class IV buffered
bike lanes on each side, and modify existing
intersections (11th, 9th, 7th, 5th, and Mission Blvd) to improve bicycle safety.
Justification:
MidPen Housing Corporation has applied for an AHSC
Grant to assist in funding the Lazuli Landing Mixed-Use Housing Project along Mission Blvd in the Decoto
neighborhood.
Status:
Projected start date 07/01/2024
City Council/RSA Agenda 362 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 250,000 250,000 - - - 500,000
Allied Waste Vehicle Impact 250,000 250,000 - - - 500,000 Total 250,000 250,000 - - - 500,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive environmental impact
Operating Impacts
Funding Sources
27. Citywide Trash Capture Device Installation Project
Location: Citywide
Category: Other
Estimated Cost
Type: Non-recurring
Description: To install trash capture devices
throughout the City's stormwater system, thus
preventing trash from entering California waterways
that have various environmental implications.
Justification: Required to comply with the California
State Water Resources Control Board, the Water
Quality Control Plan for Ocean Waters of California to
Control Trash, and Part 1 of the Trash Provisions of the Water Quality Control Plan for Inland Surface Waters,
Enclosed Bays, and Estuaries of California.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 363 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 20,000 - - 20,000 20,000 60,000 Construction 130,000 - 100,000 - 100,000 330,000
Total 150,000 - 100,000 20,000 120,000 390,000
Measure F Vehicle Registration 50,000 - - 20,000 20,000 90,000 Measure BB 100,000 - 100,000 - 100,000 300,000
Total 150,000 - 100,000 20,000 120,000 390,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Significantly improves roadway safety for "spot" locations throughout the City Estimated Cost
Funding Sources
Operating Impacts
28. Roadway Safety Improvements
Location: Various Locations
Category: Streets
Type: Non-recurring
Description:
This project is for "spot" locations throughout the city where residents or businesses have contacted city staff about safety concerns due to lack of traffic signals,
street lights, signs, or traffic control devices. Other inquiries from residents include traffic calming
measures to slow down speeding cars in
neighborhoods, modify street geometry, or
trim/remove vegetation for better visibility.
Justification:
Public Works has received various comments from
residents about potential improvement projects.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 364 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 10,000 - 10,000 - - 20,000
Construction 40,000 - 40,000 - 50,000 130,000
Total 50,000 - 50,000 - 50,000 150,000
Measure BB Bike & Ped 50,000 - 50,000 - 50,000 150,000
Total 50,000 - 50,000 - 50,000 150,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Significantly improves public safety for bicyclists and pedestrians Funding Sources
Operating Impacts
29. Bicycle & Pedestrian Crossing Improvements
Location: Various Locations
Category: Bike & Ped
Estimated Cost
Type: Non-recurring
Description:
To improve bicycle and pedestrian safety when
crossing at intersection or mid-block. The 2021 Bike
and Ped Master Plan will identify various bicycle and
pedestrian crossing locations, along with high priority corridors, for encouraging residents to bike or walk to school, work, etc.
Justification:
With an engaged advisory committee helping to guide
development, this project will provide improvements
that create a more active biking and walking
community.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 365 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - - - - 150,000 150,000
Measure BB Bike & Ped - - - - 150,000 150,000
Total - - - - 150,000 150,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Improves public safety for bicyclists and pedestrians traveling to/from Union Landing Estimated Cost
Funding Sources
Operating Impacts
30. Dyer Street Sidewalk Extension
Location: Dyer Street (along Walmart frontage)
Category: Sidewalk
Type: Non-recurring
Description:
This project proposes to plan, design, and construct a
new sidewalk along Dyer Street to provide a
continuous walkway from the proposed interchange
improvements to the Union Landing Shopping Center.
Justification:
The new sidewalk will improve access to Union
Landing. This project also extends Union City's Bicycle and Pedestrian network identified in the city's 2021
Bike & Ped Master Plan Update.
Status:
Projected start date 07/01/2027
City Council/RSA Agenda 366 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 160,000 - - - - 160,000
Special Parks 160,000 - - - - 160,000
Total 160,000 - - - - 160,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
31. Kennedy Center Electrical & Gas Repairs
Location: Kennedy Youth Center (1333 Decoto Road)
Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
PG&E to install a new transformer, new electrical lines, and new gas lines to the Kennedy Youth Center.
Separate contractors are also needed to perform
additional electrical work in the building and restore
pavement after all the work is completed.
Justification:
This project is necessary to fully complete the
conversion of the Kennedy Community Center to the
Kennedy Youth Center.
Status:
Ongoing
City Council/RSA Agenda 367 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 90,000 30,000 30,000 100,000 100,000 350,000 Special Parks 90,000 30,000 30,000 100,000 100,000 350,000 Total 90,000 30,000 30,000 100,000 100,000 350,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community impact from general park improvements Estimated Cost
Funding Sources
Operating Impacts
32. Park Repairs & Renovations
Location: Citywide
Category: Parks & Recreation Improvement
Type: Recurring
Description:
The scope of the work is being expanded to fund all
categories of repairs and alterations within city parks on an as-needed basis. Typical project efforts may
include renovation of irrigation, landscaping, play
equipment, light poles, and pathways.
Justification:
This project will provide funding for unforeseen park
repairs, as necessary to keep facilities safe, functioning properly, compliant with regulations, and in good public appearance.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 368 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 200,000 - - - - 200,000
Special Parks 200,000 - - - - 200,000
Total 200,000 - - - - 200,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Improvements to the park and grounds surrounding city hall creates civic pride for the community (city hall was designed by Aaron Green, an FAIA student of the famous American architect Lloyd Wright)
33. Civic Center Grounds & Park Improvements
Operating Impacts
Location: City Hall (34009 Alvarado-Niles Road)
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Update the existing landscaping, trees, and irrigation
system. Conduct a study and implement
recommendations to renovate the pond. Also review
how to blend existing park areas.
Justification:
Much of the irrigation system at the Civic Center is in need of repair, which until fixed limits the amount of
landscaping that can be maintained. The pond is also
problematic as it attracts waterfowl which pollute the
water and surrounding grounds.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 369 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 180,000 - - - - 180,000
Special Parks 180,000 - - - - 180,000
Total 180,000 - - - - 180,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
34. Stadium Lighting For Sports Fields
Location: Various Ball Fields
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Add stadium lights to Veterans Memorial Park,
Kitayama Ball Fields, Contempo Park, Accinelli Park, and Sea Breeze Park.
Justification:
To extend playing times and to meet the current
demands for playing fields. Union City sports leagues
are in need of longer playing times and this project will accommodate the current shortages of playing fields.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 370 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 300,000 75,000 - - - 375,000 Special Parks 300,000 75,000 - - - 375,000
Total 300,000 75,000 - - - 375,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact from creating a vision and roadmap for future park improvements Estimated Cost
Funding Sources
Operating Impacts
35. Parks & Community Facilities Master Plan
Location: Citywide
Category: Parks & Recreation Improvement
Type: Non-recurring
Description:
Update the city's Park Master Plan to determine
community needs throughout the park system.
Justification:
The current Parks and Recreation Master Plan was
prepared in 1999. An update is needed to develop
strategies for service, acquisition, maintenance, and
capital improvement at parks throughout the city.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 371 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - 35,000 - 35,000 70,000
Measure BB - - 35,000 - 35,000 70,000
Total - - 35,000 - 35,000 70,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
36. MTC Pavement Management Program
Location: Citywide
Category: Streets
Estimated Cost
Funding Sources
Type: Recurring
Description:
To update and maintain inventory data for the City's
entire network of streets and roads in the City's
Pavement Management Program (PMP).
Justification:
The Metropolitan Transportation Commission (MTC)
requires that Jurisdictions update their database every 2 years in order to renew the PMP certification. The
City relies on regional discretionary funding towards
maintaining roadways.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 372 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 100,000 - - - - 100,000
Street Lights/Landscaping 100,000 - - - - 100,000
Total 100,000 - - - - 100,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Supports public safety by identifying older trees that need to be removed (tress that may otherwise fall) Estimated Cost
Funding Sources
Operating Impacts
37. Urban Forestry Master Plan
Location: Citywide
Category: Trees/Landscape
Type: Non-recurring
Description:
Tree inventory, creation of a comprehensive tree
pruning program identifying and prioritizing annual
work areas, and recommended updates to the city's
Street Tree Ordinance.
Justification:
Supports the long term care and management of the
city's urban forest.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 373 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 79,000 79,000 - - - 158,000
Public Art 79,000 79,000 - - - 158,000
Total 79,000 79,000 - - - 158,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community impact by creating vibrant neighborhoods that people want to visit, live in, and take care of
2. Positive civic engagement from murals that convey community history and values
3. Increases appreciation for the arts
Operating Impacts
38. Citywide Mural Project
Location: Citywide
Category: Economic Development
Estimated Cost
Funding Sources
Type: Recurring
Description: To paint murals at various locations
identified by the City. This includes painting murals on the BART bridge columns in Kennedy Park. Artist
proposals to be reviewed by the Union City Arts &
Culture Commission.
Justification: Mural projects are an increasingly
popular form of public art that transforms outdoor
spaces into public art galleries. Murals attract new
local businesses, help bring customers to pre-existing
locations, and boost the economy of an area. Murals
also create important conversations and expand
thought through citizen engagement.
Status:
Ongoing
City Council/RSA Agenda 374 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 223,148 - - - - 223,148
Public Art 223,148 - - - - 223,148
Total 223,148 - - - - 223,148
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive economic impact to Union City
2. Increases community awareness and celebrates local history
3. Promotes an aesthetically cohesive district
Operating Impacts
Funding Sources
39. Alvarado District Historic Sign Project
Location: Old Alvarado District (Union City Boulevard & Smith Street) Category: Economic Development
Estimated Cost
Type: Recurring
Description:
To design and construct monument signs as well as an
overhead entry sign.
Justification:
The Old Alvarado District has been identified by the
City Council as an economic interest. Providing entry
and monumentation signing will enhance its presence.
Status:
Ongoing
City Council/RSA Agenda 375 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 100,000 - - - - 100,000
Construction - 100,000 500,000 - - 600,000
Total 100,000 100,000 500,000 - - 700,000
DIPSA Development - - 500,000 - - 500,000
Public Improvement 100,000 100,000 - - - 200,000
Total 100,000 100,000 500,000 - - 700,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Generates potential parking revenue in the future
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community impact from providing a closer parking facility to housing, BART, and the 11th St Transit Loop
40. Block 5 Parking - Mobility Hub
Location: 11th Street (adjacent to East Plaza)
Category: Economic Development
Operating Impacts
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
To provide parking for both the Station Area
residents/businesses and local commuters using BART,
Dumbarton Express, AC Transit, or UC Transit.
Justification:
The new parking facility will be closer to the new east entrance to the Union City BART Station when
construction for the BART Pedestrian At-Grade Crossing
Project is completed. This project also extends Union
City's bicycle and pedestrian network identified in the City's 2021 BPMP Update.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 376 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - 150,000 - - - 150,000
Right of Way (Utilities & Permits) - 50,000 - - - 50,000 Construction - - 600,000 - - 600,000
Total - 200,000 600,000 - - 800,000
DIPSA Development - - 500,000 - - 500,000
Public Improvement - 200,000 100,000 - - 300,000
Total - 200,000 600,000 - - 800,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. New operating costs
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Generates potential revenue from future development of areas surrounding Station East Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Reduces traffic on Decoto Road by creating alternative access for bicyclists and pedestrians Estimated Cost
Funding Sources
Operating Impacts
41. Station District Pedestrian Bridge
Location: Station District & Station East Connection
Category: Bike & Ped
Type: Non-recurring
Description:
In accordance with the Intermodal Station District Plan, the city will provide a pedestrian bridge across the
Niles Subdivision railroad track. The bridge will create a seamless pedestrian spine connecting the Station East
to the Station District area.
Justification:
The Station District Pedestrian Bridge is identified in Alameda County's 2020 Countywide Transportation
Plan (CTP) and Union City's 2021 Bicycle and Pedestrian Master Plan (BPMP).
Status:
Projected start date 07/01/2024
City Council/RSA Agenda 377 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - - - 500,000 500,000 1,000,000 DIPSA Development - - - 500,000 500,000 1,000,000
Total - - - 500,000 500,000 1,000,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Improves public safety for bicyclists and pedestrians
2. Positive community impact from identifying improvements to major roadways and traffic areas Estimated Cost
Funding Sources
Operating Impacts
42. Mission Blvd "Complete Streets"
Location: Mission Boulevard (between Decoto Road & 7th Street) Category: Streets
Type: Non-recurring
Description:
Develop concepts for modifying Mission Blvd to meet
today's multimodal designs and Complete Streets
policies, along with connecting neighborhoods with
new traffic signals for safe pedestrian-bike crossings.
Justification: This project significantly improves the
north-south connection for bikes and pedestrians, and
improves access to the Union City BART Station and
Station District area. These improvements are
identified in the City's 2021 BPMP Update.
Status:
Projected start date 07/01/2026
City Council/RSA Agenda 378 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - 50,000 50,000 - 100,000
Capital Facilities Improvement - - 50,000 50,000 - 100,000 Total - - 50,000 50,000 - 100,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. New technology will allow meetings to be more effective and productive
43. Conference Room AV Upgrade - Cisco AMP
Location: City Hall (34009 Alvarado-Niles Road)
Category: Facilities Improvement
Funding Sources
Operating Impacts
Estimated Cost
Type: Non-recurring
Description:
Install and configure Cisco AMP, ICE, and foresight
analytics.
Justification:
To project is essential to monitor and protect our
network, machines, and users' information. It
specifically monitors for viruses, unsafe websites, and ransomware. This suite has a portal that can identify
potential issues, alert users, and lock out users from
being infected.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 379 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - 40,000 40,000 - 80,000
Capital Facilities Improvement - - 40,000 40,000 - 80,000 Total - - 40,000 40,000 - 80,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. New technology will allow meetings to be more effective and productive Estimated Cost
Funding Sources
Operating Impacts
44. Conference Room AV Upgrade - Display Upgrade
Location: City Hall (34009 Alvarado-Niles Road)
Category: Facilities Improvement
Type: Non-recurring
Description:
Replace current display only screens with new 84"
touchscreen coloration devices by Prowise, as well as
perform some electrical work and construction needed
to support the display in two conference rooms
(Council Chambers and International Room).
Justification:
Interactive touchscreens will increase collaboration
and move us forward with technology. In addition,
these displays have built in computers so there will be no need for wires around the room.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 380 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - - 25,000 25,000 - 50,000
Construction - - 125,000 125,000 - 250,000
Total - - 150,000 150,000 - 300,000
Capital Facilities Improvement - - 150,000 150,000 - 300,000 Total - - 150,000 150,000 - 300,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. New technology will improve communication to the community Estimated Cost
Funding Sources
Operating Impacts
45. Electronic Program Boards at City Facilities
Location: Various City Facilities
Category: Signage
Type: Non-recurring
Description:
Installation of electronic message boards to display
program information at the Sports Center, Kennedy
Park, Civic Center, and Sugar Mill Landing Park.
Justification:
The City currently uses banners to post community
events at high profile locations throughout the City.
Installing message boards will allow staff to update and modify messages without the use of banners thereby
saving time and money.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 381 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - 600,000 200,000 - 800,000
Capital Facilities Improvement - - 600,000 200,000 - 800,000 Total - - 600,000 200,000 - 800,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Supports personnel that are responsible for public safety Estimated Cost
Funding Sources
Operating Impacts
46. Fire Station 31 Improvements
Location: Fire Station #31 (33555 Central Avenue)
Category: Facilities Improvement
Type: Non-recurring
Description:
Kitchen renovation, restroom rehabilitation, and
HVAC/rollup doors/window replacement.
Justification:
Tiles, drains and the plumbing in showers have
deteriorated. The original kitchen (counters, cabinets, flooring and appliances) have also deteriorated. The
HVAC system, rollup doors, and windows also need
replacing.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 382 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement 191,293 191,293 191,293 191,293 191,293 956,465 Capital Facilities Improvement 191,293 191,293 191,293 191,293 191,293 956,465 Total 191,293 191,293 191,293 191,293 191,293 956,465
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact on the Police Department to significantly improve communication Estimated Cost
Funding Sources
Operating Impacts
47. PD Radio Purchase (Handpack & Vehicle)
Location: Police Station (34009 Alvarado-Niles Road)
Category: Information Technology
Type: Recurring
Description:
Purchase of 180 encrypted police radios by July 2023.
Project has an estimated $187,269 annual cost (based
on a 7 year purchase/lease).
Justification:
Current police radios will not have support or spare
parts available after July 2023. Additionally, current
police radios are not fully encrypted and do not meet
new Department of Justice requirements to have all
radio transmissions containing personal identifying
information encrypted.
Status:
Ongoing
City Council/RSA Agenda 383 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - - 1,800,000 - 1,800,000
Capital Facilities Improvement - - - 1,800,000 - 1,800,000 Total - - - 1,800,000 - 1,800,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Combines two community service facilities in a new building
2. Positive impact on community service providers to be more productive and efficient Estimated Cost
Funding Sources
Operating Impacts
48. Office Space for YFS & Centro De Servicios
Location: Mission Boulevard, D Street, E Street, & Lazuli Landing Category: Facilities Improvement
Type: Non-recurring
Description:
New office space for Youth and Family Services (YFS)
and Centro De Servicios. This is a requirement based
on the Disposition and Development Agreement with
MidPen Housing, contract C5463, and Resolution 5632-
20. Justification:
This project will fulfill a need to consolidate YFS and Centro De Servicios, as well as provide services to
Lazuli Landing residents.
Status:
Projected start date 07/01/2026
City Council/RSA Agenda 384 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - 50,000 - 50,000 100,000
Capital Facilities Improvement - - 50,000 - 50,000 100,000 Total - - 50,000 - 50,000 100,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Estimated Cost
Funding Sources
Operating Impacts
49. City-Owned Parking Lot Improvements
Location: Citywide
Category: Facilities Improvement
Type: Recurring
Description:
Repairs and maintenance to city-owned parking lots on
an as-needed basis.
Justification:
Gas tax, SB-1, and Measure B cannot be used to fund
parking lot maintenance. Consequently a different
source of funding is needed. And without routine
pavement maintenance, parking lots will deteriorate
and become more costly to ultimately repair.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 385 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 100,000 100,000 150,000 150,000 150,000 650,000 Capital Facilities Improvement 100,000 100,000 150,000 150,000 150,000 650,000 Total 100,000 100,000 150,000 150,000 150,000 650,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. Reduces operating costs in the future
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Savings from what would have been unforeseen, major repair costs Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Improvements to city hall creates civic pride for the community (city hall was designed by Aaron Green, an FAIA student of the famous American architect Lloyd Wright)
50. City-Owned Building Repairs & Renovations
Location: City-Maintained Buildings
Category: Facilities Improvement
Funding Sources
Operating Impacts
Estimated Cost
Type: Recurring
Description:
Annual project to fund repairs and alterations to
various city buildings on an as-needed basis. Typical
projects include HVAC, painting, floor coverings,
roofing, and interior remodels.
Justification: This project will provide for unforeseen building repairs, as necessary to keep facilities safe, functioning properly, compliant with regulations, and
support departmental missions while keeping a good
public appearance.
Status:
Ongoing
City Council/RSA Agenda 386 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - - 50,000 - - 50,000
Construction - - 950,000 - - 950,000
Total - - 1,000,000 - - 1,000,000
Capital Facilities Improvement - - 1,000,000 - - 1,000,000 Total - - 1,000,000 - - 1,000,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
51. City Hall Interior Improvements
Location: City Hall (34009 Alvarado-Niles Road)
Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
This project combines previously funded projects
proposed at City Hall into a single project with a
broader work scope that includes building renovations,
customer service enhancements, and workplace
accommodations.
Justification:
Combining various existing projects will allow for
better coordination and reduce costs. Projects to be
merged include city hall carpet replacement, window
coverings replacement, hot water circulation piping
rebuild, and T-Bar ceiling retrofit.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 387 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - 150,000 - - 150,000
Capital Facilities Improvement - - 150,000 - - 150,000
Total - - 150,000 - - 150,000
Est. Operating Costs - - 3,000 3,000 3,000 9,000
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. Additional maintenance and monitoring subscription services Est. Savings / Revenues - - 2,000 2,000 2,000 6,000
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Anticipated revenues from vehicle charging fees
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive community and environmental impact from infrastructure that supports electric vehicles Operating Impacts
52. Civic Center Public Vehicle Charging Station
Location: City Hall (34009 Alvarado-Niles Road)
Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Provide three public-use vehicle charging stations as a pilot project at the parking lot between City Hall and
the library.
Justification:
With the rise of electrical vehicle popularity, providing public charging stations at the library would be both a community service and revenue generator for the city.
Existing infrastructure would make this a fairly easy
and cost effective improvement to install.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 388 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement 1,500,000 - - - - 1,500,000
Capital Projects 1,500,000 - - - - 1,500,000
Total 1,500,000 - - - - 1,500,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact on the Transit Department that need to support an EV (electric vehicle) fleet Operating Impacts
53. Transit Corp Yard Bus Charging Stations (EVCI)
Location: Corporation Yard (34650 7th Street)
Category: Transit
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
The Union City Transit bus yard will require
modification to accommodate vehicle charging
infrastructure. This will be an expansion of the existing facilities without increasing the parking footprint.
Justification: As the Union City Transit fleet transitions away from Compressed Natural Gas (CNG) and gasoline,
this will require electric vehicle charging infrastructure (EVCI) that currently doesn't exist at the bus yard.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 389 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement - 16,727,399 - - - 16,727,399
Capital Projects - 16,727,399 - - - 16,727,399
Total - 16,727,399 - - - 16,727,399
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Very positive environmental impact from supporting a fleet of EV (electric vehicles) Estimated Cost
Funding Sources
Operating Impacts
54. Heavy-Duty Battery Electric Transit Vehicle Procurement Location: Public Works Maintenance Facility (34650 7th Street) Category: Transit
Type: Recurring
Description: Union City Transit was awarded an FTA
Section 5339c Low or No Emission Bus Program grant in
August 2022 to fund the replacement of 14 buses. The
FTA program allows partnering with a bus manufacturer
and Union City Transit selected locally built Gillig to build the vehicles. City Council awarded the
procurement to Gilling on 01/10/2023. The buses are
currently scheduled to start arriving in Quarter 3 of
2024 at a rate of 2 buses per week.
Justification: The procurement of replacement
vehicles will meet a requirement by the California Air
Resources Board (CARB) that requires transit fleets to
start switching to zero-emission vehicles.
Status: Projected start date 07/01/2024
City Council/RSA Agenda 390 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - - 150,000 - 150,000
Construction Mgmt./Inspection - - - 25,000 - 25,000
Equipment Procurement - - - 1,800,000 - 1,800,000
Professional - Consulting Services - - - 25,000 - 25,000 Total - - - 2,000,000 - 2,000,000
Capital Projects - - - 2,000,000 - 2,000,000
Total - - - 2,000,000 - 2,000,000
Est. Operating Costs - - - - 5,000 5,000
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. Requires the City to pay a vendor to maintain the bus shelters Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Very positive environmental impact from supporting solar energy sources Estimated Cost
Funding Sources
Operating Impacts
55. East Plaza Passenger Amenities & Electric Vehicle Opportunity Charging Location: East Plaza Transit Loop (Duncan Way)
Category: Transit
Type: Non-recurring
Description:
Install decorative solar canopy bus shelters, energy
storage, overhead and/or wireless charging
infrastructure, high speed data connections, electronic information displays, and regional wayfinding
information.
Justification:
This project would provide the needed passenger
amenities to allow customers to wait in shelters and
provide customers with information about arriving
vehicles while generating the necessary energy from
solar sources.
Status:
Projected start date 07/01/2026
City Council/RSA Agenda 391 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement 25,000 - - - - 25,000
Allied Waste Vehicle Impact 25,000 - - - - 25,000
Total 25,000 - - - - 25,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
A. HP Sign Printer
Location: Union City Corporation Yard (34650 7th Street) Category: Other
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
To purchase an HP model commercial latex sign printer.
Justification:
The printer is designated as other equipment (capital
outlay) and will be utilized by the Streets Division of the Public Works Department.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 392 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement - 25,000 - - - 25,000
Allied Waste Vehicle Impact - 25,000 - - - 25,000
Total - 25,000 - - - 25,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
B. CWT Finishing Table
Location: Union City Corporation Yard (34650 7th Street) Category: Other
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
To purchase a CWT flatbed model finishing table.
Justification:
The printer is designated as other equipment (capital
outlay) and will be utilized by the Streets Division of the Public Works Department.
Status:
Projected start date 07/01/2024
City Council/RSA Agenda 393 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 1,700,000 400,000 - - - 2,100,000
Professional - Consulting Services 80,000 - - - - 80,000 Total 1,780,000 400,000 - - - 2,180,000
Allied Waste Vehicle Impact 800,000 200,000 - - - 1,000,000 SB1 Road Maintenance & Rehab 80,000 - - - - 80,000
Measure BB 900,000 200,000 - - - 1,100,000
Total 1,780,000 400,000 - - - 2,180,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
C. Decoto Road Project Phase I
Location: Decoto Road (from south city limits to Station Way) Category: Streets
Estimated Cost
Operating Impacts
Funding Sources
Type: Non-recurring
Description: The project will be split into 2 phases that consist of roadway rehabilitation, implementation of
bike lanes and other bike safety related elements, ADA
access, and pedestrian improvements.
Justification: Decoto Road is one of the most heavily
traveled roadways in Union City. As a designated truck
route, the wear and tear to the roadway surfaces of
Decoto Road is magnified. The roadway is littered with
alligator cracks and potholes, creating vibrations and
amplifying roadway noise to surrounding homes.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 394 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement 6,000 - - - - 6,000
Corporation Yard Fuel Fac & Maint 6,000 - - - - 6,000
Total 6,000 - - - - 6,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
D. Corporation Yard Lunchroom Replacement Chairs
Location: Union City Corporation Yard (34650 7th Street) Category: Other
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
To purchase replacement chairs for the lunchroom at
the Union City Corporation Yard.
Justification:
The chairs are designated as furniture and fixtures
(capital outlay) and will be utilized by Public Works
staff.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 395 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - 30,000 - - - 30,000
Construction - - 285,000 - - 285,000
Construction Mgmt./Inspection - - 15,000 - - 15,000
Total - 30,000 300,000 - - 330,000
Corporation Yard Fuel Fac & Maint - 30,000 300,000 - - 330,000 Total - 30,000 300,000 - - 330,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact to city staff that may encounter a power outage while on duty at the corp yard
2. Increases the city's overall readiness for an emergency or catastrophic event Operating Impacts
E. Corporation Yard Standby Generator Replacement
Location: Union City Corporation Yard (34650 7th Street) Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Replacement of standby emergency generator at the
Corporation Yard.
Justification:
The existing standby generator has reached the end of
its useful life. It is the original generator from when the Corporation Yard was built in 1999 and is due for
replacement.
Status:
Projected start date 07/01/2024
City Council/RSA Agenda 396 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement - - 920,000 - - 920,000
Fire Equipment Acquisition - - 920,000 - - 920,000
Total - - 920,000 - - 920,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Lower maintenance costs
2. Less likely to need major repairs
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact on the Alameda County Fire Department to have new equipment Operating Impacts
F. Engine 32 Replacement Apparatus
Location: Fire Station
Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Purchase of apparatus (i.e. fire truck) to replace engine 32 Justification:
The existing apparatus is at 15 years of service and
therefore Alameda County Fire Department has
recommended that it be replaced. The age of the
apparatus will continue to necessitate maintenance
repairs and service costs (assuming the repairs are
minor). Unforeseen major repairs will be more costly
and may potentially require the purchase of a new Type
III apparatus sooner.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 397 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement - - - 535,000 - 535,000
Fire Equipment Acquisition - - - 535,000 - 535,000
Total - - - 535,000 - 535,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Lower maintenance costs
2. Less likely to need major repairs
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact on the Alameda County Fire Department to have new equipment Operating Impacts
G. Engine 332 Replacement Apparatus
Location: Fire Station
Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Purchase of apparatus (i.e. fire truck) to replace engine 332
Justification:
The existing apparatus is at over 20 years of service and therefore Alameda County Fire Department has
recommended that it be replaced. The age of the
apparatus will continue to necessitate maintenance
repairs and service costs (assuming the repairs are
minor). Unforeseen major repairs will be more costly
and may potentially require the purchase of a new Type
III apparatus sooner.
Status:
Projected start date 07/01/2026
City Council/RSA Agenda 398 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Equipment Procurement - - - - 535,000 535,000
Fire Equipment Acquisition - - - - 535,000 535,000
Total - - - - 535,000 535,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Lower maintenance costs
2. Less likely to need major repairs
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact on the Alameda County Fire Department to have new equipment Operating Impacts
H. Engine 333 Replacement Apparatus
Location: Fire Station
Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Purchase of apparatus (i.e. fire truck) to replace engine 333
Justification:
The existing apparatus is at over 20 years of service and therefore Alameda County Fire Department has
recommended that it be replaced. The age of the
apparatus will continue to necessitate maintenance
repairs and service costs (assuming the repairs are
minor). Unforeseen major repairs will be more costly
and may potentially require the purchase of a new Type
III apparatus sooner.
Status:
Projected start date 07/01/2027
City Council/RSA Agenda 399 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 85,000 - - - - 85,000
State Gas Tax 10,000 - - - - 10,000
Measure BB Bike & Ped 75,000 - - - - 75,000
Total 85,000 - - - - 85,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
I. Old Alameda Creek (I-880) Trail Improvements
Location: Trail Entrance at San Andreas Drive and Santa Elena Way Category: Bike & Ped
Estimated Cost
Funding Sources
Type: Non-recurring
Description: This project will bring more visibility and attention to the trail connection via wayfinding signage.
The underpass area itself is in need of restoration from the accumulation of trash from the highway. General
trail elements such as safety, lighting, and surface will also be improved.
Justification: The beginning parts of the Old Alameda
Creek Trail on the west side of I-880 is challenging for new and existing users as visibility is low. In addition, approaching the underpass in both directions can feel
unsafe as it is dark without lighting across the entire span of approximately 170 feet.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 400 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 303,000 100,000 - - - 403,000 State Gas Tax 53,000 - - - - 53,000
Measure BB 200,000 100,000 - - - 300,000
Transit 50,000 - - - - 50,000
Total 303,000 100,000 - - - 403,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
J. Union City Transit Short Range Transit Plan (SRTP)
Location: Citywide
Category: Transit
Estimated Cost
Funding Sources
Type: Non-recurring
Description: To develop a comprehensive Short Range
Transit Plan (SRTP). The Metropolitan Transportation
Commission (MTC) provides Federal Transit
Administration Section 5303 funding to transit
operators to support development of SRTPs. The
purpose of SRTPs is to assist agencies with operations
and capital planning in the interest of meeting federal planning requirements related to their respective
Regional Transportation Plan. Fiscal Year 2022-2023
calls for a five-year plan with a focus on financial and service planning.
Justification: Required to continue receiving FTA
funds.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 401 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 405,000 - - - - 405,000
SB1 Road Maintenance & Rehab 145,000 - - - - 145,000
Measure B ACTC Streets & Roads 100,000 - - - - 100,000
Measure B ACTC Bike & Ped 100,000 - - - - 100,000
Measure BB 60,000 - - - - 60,000
Total 405,000 - - - - 405,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
K. Alvarado-Niles Road Multimodal Corridor Study
Location: Alvarado-Niles Road (from Dyer Street to East City Limits) Category: Streets
Estimated Cost
Funding Sources
Type: Non-recurring
Description: The City is actively seeking ways to
reduce single occupancy vehicle trips and increase
alternative modes of transportation such as walking,
biking, and transit. This project will consider how to
enhance these alternative modes of transportation.
Justification: Alvarado-Niles Road is a major
transportation corridor within Union City used by
residents, transit, bikes, and pedestrians enroute to
jobs, schools, and neighborhoods. It is the only EastWest corridor in Union City but only has minimum facilities for bikes and pedestrians with existing Class II bike lanes and 5-foot sidewalks.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 402 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - 25,000 - - - 25,000
Construction - 50,000 100,000 100,000 100,000 350,000
Total - 75,000 100,000 100,000 100,000 375,000
Measure BB - 75,000 100,000 100,000 100,000 375,000
-
Total - 75,000 100,000 100,000 100,000 375,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
L. Central Avenue Electrical Undergrounding Project
Location: 33277 Central Avenue
Category: Streets
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Preliminary study and design to underground exposed
overhead wiring on street light poles along Central
Avenue.
Justification:
The exposed electrical wiring of the street lights along Central Avenue pose a risk to the public should they
ever come down due to an unforeseen event.
Status:
Projected start date 07/01/2024
City Council/RSA Agenda 403 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 550,000 - - - - 550,000
Measure BB 550,000 - - - - 550,000
Total 550,000 - - - - 550,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Lower maintenance costs
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive environmental impact from landscaping that supports drought resistant vegetation and low water usage
2. Supports public safety by removing dead or dying trees (tress that may otherwise fall) Operating Impacts
M. Union Landing Roadway Access Improvements
Location: Union Landing Boulevard & Courthouse Drive
Category: Streets
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Improvement of medians at the public right-of-way at
the entrances to Union Landing. The project will also
include landscape demolition, repair of ornamental
metal fence panels, landscape planting and accessories, irrigation, and traffic control.
Justification:
If Union Landing is to remain in a competitive retail
position, the described improvements are essential.
Eight of the city's top 25 revenue generators are
located at Union Landing. Seventeen percent of the
city's general retail revenue is generated by these retail sales.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 404 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 100,000 260,000 200,000 100,000 - 660,000
Measure BB - 200,000 200,000 100,000 - 500,000
Measure BB Bike & Ped 100,000 60,000 - - - 160,000
Total 100,000 260,000 200,000 100,000 - 660,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
N. UP Safety Crossing Improvements (Whipple & Smith)
Location: Union Pacific Railroad crossings on Whipple Road and Smith Street Category: Streets
Estimated Cost
Funding Sources
Type: Non-recurring
Description: Safety improvements at the railroad
crossings will be made. Improvements include signage,
detectable warnings surfaces, safety gates, lights,
striping, drainage, and surface improvements. The
upgrades are geared toward pedestrian safety but also
have in mind motor vehicle and bicycle operations
through each crossing as well.
Justification: Both railroad crossings are at-grade,
meaning all other modes of travel must yield to trains
passing through. These at-grade crossings can be
dangerous if they are not properly outfitted with
warning signage, gates, lights, etc.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 405 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 75,000 - - - - 75,000
Construction 367,000 75,000 75,000 1,300,000 675,000 2,492,000 Total 442,000 75,000 75,000 1,300,000 675,000 2,567,000 Housing & Community Dev 367,000 - - - - 367,000
Special Parks 75,000 75,000 75,000 1,300,000 675,000 2,200,000 -
Total 442,000 75,000 75,000 1,300,000 675,000 2,567,000 Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
O. Kennedy Park Improvements
Location: Charles F Kennedy Park (1333 Decoto Road)
Category: Parks & Recreation Improvement
Estimated Cost
Operating Impacts
Funding Sources
Type: Non-recurring
Description: The main parking lot needs to be repaved
to create a level surface for ADA compliance along with providing accessibility with ramps from the parking lot to main walkways and buildings. The amphitheater
stage is currently covered with an awning structure that either needs replacement or expansion to cover the
broader stage viewing area. The Cafe is in need of
shade structure to improve the patron experience.
Justification: The park needs several improvements to
ensure access and usability stay high. The City hosts
several events and programs at this park, so
improvements are essential.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 406 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - - - 150,000 - 150,000
Construction - - - 850,000 500,000 1,350,000
Total - - - 1,000,000 500,000 1,500,000
Special Parks - - - 1,000,000 500,000 1,500,000
-
Total - - - 1,000,000 500,000 1,500,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
P. New Park Restrooms
Location: Arroyo, Seabreeze, William Cann Parks
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description: Restrooms at three parks (Arroyo,
Seabreeze, and William Cann Park) are due for major
repairs and modernization. The project will replace the current restrooms with more modern amenities that
will improve accessibility. Additional modernization
equipment will also help to reduce maintenance costs
and increase security.
Justification: The occurrence of major repairs of the
restroom buildings warrants the need for new facilities.
Modernization of amenities will increase reliability and use, while inclusion of automatic locks will help secure the facilities after hours.
Status: Projected start date 07/01/2026
City Council/RSA Agenda 407 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - - - 75,000 - 75,000
Construction - - - 925,000 250,000 1,175,000
Total - - - 1,000,000 250,000 1,250,000
Special Parks - - - 1,000,000 250,000 1,250,000
-
Total - - - 1,000,000 250,000 1,250,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
Q. 7 Hills Park Improvements
Location: 7 Hills Park (384 Florence Street)
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
This project will include park roadway access pavement
resurfacing, picnic area upgrades, ADA access
compliance, and additional park related amenities.
Justification:
Roadway access surface to and around the park are in
of a refresh. The small neighborhood park is a great
location but is lacking amenities that would attract
more patrons. The park will be appealing with upgrades
to picnic areas, ADA access, walkways, and landscaping.
Status:
Projected start date 07/01/2026
City Council/RSA Agenda 408 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - - 400,000 400,000 800,000
Special Parks - - - 400,000 400,000 800,000
Total - - - 400,000 400,000 800,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
R. Citywide Parks Surface Improvements
Location: Various Parks
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
To install new resilient playground surfaces and
artificial sport turf to various parks. Resilient
playground surfaces are the modern day equivalent of
sand and bark filled play areas. Safety is a critical
concern as falls to playground surfaces account for a
high percentage of all injuries. Resilient surfaces also provide ADA access, level surfaces, durability, and
protection against serious injury due to falls.
Justification: There are safety concerns for the
surfaces of various parks throughout the City. This
project will seek to install new surfacing to eliminate safety hazards and create level play areas.
Status: Projected start date 07/01/2026
City Council/RSA Agenda 409 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - - 350,000 - 350,000
Special Parks - - - 350,000 - 350,000
Total - - - 350,000 - 350,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
S. Fred Castro Park Improvements
Location: Fred Castro Park (1000 G Street)
Category: Parks & Recreation Improvement
Estimated Cost
Operating Impacts
Funding Sources
Type: Non-recurring
Description:
The play surface needs to be backfilled to adequate
levels. Bike and ADA access will be improved if
necessary. Minor painting and landscaping
improvements are planned as well.
Justification:
Fred Castro Park has not had a major update for at least 15 years. The play structures and playground surface
need to be updated to meet modern safety standards.
Status:
Projected start date 07/01/2026
City Council/RSA Agenda 410 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 25,000 25,000 25,000 60,000 60,000 195,000 Special Parks 25,000 25,000 25,000 60,000 60,000 195,000 Total 25,000 25,000 25,000 60,000 60,000 195,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
T. Citywide Parks Planting Improvements
Location: Various Parks
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
To replenish needed plant and biodiversity to
improve park beautification.
Justification:
Various parks have been declining in plant biodiversity, space, and overall maintenance of existing trees,
shrubs, and bushes. This project will help beautify parks by looking to improve existing space and establishing
new planting areas.
Status:
Projected start date 07/01/2023
City Council/RSA Agenda 411 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction 300,000 - - - - 300,000
Special Parks 300,000 - - - - 300,000
Total 300,000 - - - - 300,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
U. Arroyo Park Tennis Court Resurfacing
Location: 35199 Astor Street
Category: Parks & Recreation Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
The Arroyo Park Tennis Courts are the only public
tennis courts that serve the City's east side population.
Tennis court surfaces at this location are worn and are in need of resurfacing.
Justification:
Only two public tennis court sites are available to Union City residents, one located at Arroyo Park and the other at Veterans Park. The surfacing has worn down to
where quality of play is affected. Resurfacing the courts will create an improved playing conditions and should
eliminate any tripping hazards.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 412 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Construction - - 30,000 30,000 30,000 90,000
Construction Mgmt./Inspection - - 10,000 10,000 10,000 30,000 Equipment Procurement - - 160,000 160,000 160,000 480,000 Total - - 200,000 200,000 200,000 600,000
Traffic Signalization - - 200,000 200,000 200,000 600,000 -
Total - - 200,000 200,000 200,000 600,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
V. Citywide Traffic Management Optimization Project
Location: City Hall (34009 Alvarado-Niles Road)
Category: Traffic Signals
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
The project will improve fiber communication
functionality and add traffic equipment that will enable live monitoring and control of infrastructure from the
Traffic Management Center (City Hall).
Justification:
The project will further expand the City's ability to
manage infrastructure and traffic operations from a
central location at the Traffic Management Center (City Hall).
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 413 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Professional - Consulting Services - - 75,000 - - 75,000 Capital Facilities Improvement - - 75,000 - - 75,000
Total - - 75,000 - - 75,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact on ECD staff to be more productive and efficient Operating Impacts
W. ECD Digitalization Project
Location: City Hall (34009 Alvarado-Niles Road)
Category: Information Technology
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
To scan ECD permanent records including Building,
Planning, and Environmental Programs files/plans.
Justification:
ECD has thousands of records, including project files
and oversized plans, that must be retained permanently
per State Law. The records take up space and can be
cumbersome to access as some are stored at the Corp
Yard. The project will allow for the scanning of some of these documents and placement in the city's document
repository, which will allow for easy retrieval and
improve efficiency.
Status:
Projected start date 07/01/2025
City Council/RSA Agenda 414 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - - 20,000 - - 20,000
Construction - - 200,000 - - 200,000
Construction Mgmt./Inspection - - 10,000 - - 10,000
Professional - Consulting Services - - 10,000 - - 10,000 Total - - 240,000 - - 240,000
Capital Facilities Improvement - - 240,000 - - 240,000
Total - - 240,000 - - 240,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues)
1. Lower maintenance and repair costs
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact on the Alameda County Fire Department to have a roof that doesn't leak Operating Impacts
X. Fire Station 32 Improvements
Location: Fire Station #32 (31600 Alvarado Boulevard)
Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description: Replace leaking roof, remove carpet in
dayroom/gym area, polish concrete floors, replace tile
in shower stalls, and refinish cabinets.
Justification: The building's roof has developed several leaks and has reached the end of its useful life and will continue to have issues until a replacement is installed.
The carpet in the dayroom and gym area is old and
stained. Removing the carpet and polishing concrete
floors is more hygienic, more durable, and easier to
clean. Tiles in the shower stalls are broken and the
grout is moldy. The varnish finish of the kitchen and
bathroom cabinets are stained and worn-out.
Status: Projected start date 07/01/2025
City Council/RSA Agenda 415 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design - - - 10,000 - 10,000
Construction - - - - 320,000 320,000
Construction Mgmt./Inspection - - - - 20,000 20,000
Professional - Consulting Services - - - 50,000 - 50,000 Total - - - 60,000 340,000 400,000
Capital Facilities Improvement - - - 200,000 200,000 400,000 Total - - - 200,000 200,000 400,000
Est. Operating Costs - - - - 3,000 3,000
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
1. The emergency generator will require routine maintenance and testing to ensure its functionality Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects)
1. Positive impact to city staff that may encounter a power outage while on duty at the sports center
2. Increases the city's overall readiness for an emergency or catastrophic event Operating Impacts
Y. Mark Green Sports Center New Emergency Generator
Location: Mark Green Sports Center (31224 Union City Boulevard) Category: Facilities Improvement
Estimated Cost
Funding Sources
Type: Non-recurring
Description:
Install a new standby generator at the Mark Green
Sports Center.
Justification:
The site is the city's Emergency Operations Center
(EOC) along the west side of the city. A backup
generator will supply power to the building during a
power outage. Currently, the building is equipped with
a battery backup system that is capable of supplying
power for approximately 1 hour to a few critical
building components (minimal lighting and power
outlets).
Status:
Projected start date 07/01/2026
City Council/RSA Agenda 416 Tuesday, June 13, 2023
2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 5 year Total
Planning, Studies, & Design 30,000 - - - - 30,000
Construction 50,000 170,000 - 80,000 - 300,000
Total 80,000 170,000 - 80,000 - 330,000
Public Improvement 80,000 170,000 - 80,000 - 330,000
-
Total 80,000 170,000 - 80,000 - 330,000
Est. Operating Costs
Description of Operating Costs (e.g. additional personnel, additional maintenance, or additional utility costs):
Remains the same
Est. Savings / Revenues
Description of Savings & Revenues (e.g. lower maintenance costs, reduced utility costs, or anticipated revenues) None expected
Non-Financial Impacts (e.g. public safety, traffic reduction, increase service life, or positive environmental effects) None expected
Operating Impacts
Z. Station District Landscaping Enhancements
Location: Station District Area
Category: Economic Development
Estimated Cost
Funding Sources
Type: Non-recurring
Description: The existing trees and landscaping within
the current core of the Station District Area and the
adjacent housing developments need to be evaluated
and updated. This project will allow the City to evaluate the existing landscaping and irrigation system and
development designs to enhance or modify the existing
condition.
Justification: The goal is to keep this vibrant area well maintained and attractive for future development
adjacent to the Union City BART Station, the proposed
Intercity Rail Station, and Quarry Lakes Parkway.
Status: Projected start date 07/01/2023
City Council/RSA Agenda 417 Tuesday, June 13, 2023
Item 3.a.
Five-Year Capital Improvement Projects
(Excluding Union City Transit Projects)
FY 2023-24 to FY 2027-28
Joan Malloy, City Manager
Marilou R. Ayupan, Public Works Director
Jackie Acosta, Finance Director
City Council
Study SessionMay 23, 2023
City Council/RSA Agenda 418 Tuesday, June 13, 2023
2 This Evening’s
Discussion
• Executive Summary• Capital Projects and Funds• Next Steps City Council/RSA Agenda 419 Tuesday, June 13, 2023
Executive Summary
City Council/RSA Agenda 420 Tuesday, June 13, 2023
4 Budget Recap
• Planned restoration of staffing and services to pre-COVID-19 pandemic levels• Full fiscal recovery from pandemic is not anticipated until FY 2025-2026• General Fund costs have significantly increased due to salaries, equity adjustments, inflation, insurance costs and increases to fire services contract • Most funds have sufficient reserves to allow restoration of projects, staffing and maintenance of services
• Development projects have been delayed which impacted timely receipt of development impact fees and has resulted in the postponement of several CIP projects • Priority projects continue to move forward
City Council/RSA Agenda 421 Tuesday, June 13, 2023
Focus Area – Capital Projects & Funds
City Council/RSA Agenda 422 Tuesday, June 13, 2023
6 Union City Strategic Plan
• Spending
priorities should address key elements in Strategic Plan City Council/RSA Agenda 423 Tuesday, June 13, 2023
7 Strategic Plan Alignment
Goal A: Financial Stability and Sustainability.Foster fiscal health through disciplined long-term planning, cost control, heightened efficiency, increased revenue and cost recovery.Goal C: Economic, Community Development and Public Safety. Institute forward-thinking business, land use development, housing, social services, and public safety strategies that promote community growth and innovation.
Strategy 2: Facilitate the build-out of the greater Station District Area…Goal D. Environmental Sustainability and Infrastructure. Create a healthy, sustainable community and maintain and improve the City’s infrastructure.Strategy 1: Continue the build-out of the City’s Bicycle and Pedestrian network… City Council/RSA Agenda 424 Tuesday, June 13, 2023
8 CIP Overview: How Projects are Identified
1) Adopted in Planning Documents: Strategic Plan, General Plan & others 2) Needed infrastructure to support Economic Development Projects 3) Identified in Local and Regional Transportation Plans: Alameda Countywide Transportation Plan (CTP) & MTC Bay Area Regional Plan (Plan Bay Area 2050) & others 4) Required for General Public Roads (incl. sidewalk, trees, signals, lights, etc.), Safety, Maintenance and Upgrades (State of Good Repair)
5) Needed for Update or Modernization of Parks, Community Facilities, and Operational Buildings (Civic Center, Fire Station & Maintenance Facility) City Council/RSA Agenda 425 Tuesday, June 13, 2023
9 CIP: Evaluation Criteria
PROJECT PRIORITY LEVEL Priority Level A: Project is related to immediate health and safety, regulatory or contractual obligations, related to City Council top ten priority in the Strategic Plan, or will generate significant new funding for the General Fund greater than cost of the project. Priority Level B: Needs to be completed to prevent future heath safety issue, or significantly increase cost of project or maintenance cost if not started within next five fiscal years.Priority Level C: Desirable project with no immediate funding or regulatory deadline that can be constructed when staffing is available.
City Council/RSA Agenda 426 Tuesday, June 13, 2023
10 Planning Documents: Create the Vision for Community Investment and Infrastructure City Council/RSA Agenda 427 Tuesday, June 13, 2023
11 Other City Planning Documents
BIKE & PED MASTER PLAN (2021)• Complete Bikeway & Walkway Networks
• Construct Union City Blvd. Bike
Lanes Project
• Improve Citywide Streetlighting• Construct More Trails including Quarry Lakes Parkway trail
City Council/RSA Agenda 428 Tuesday, June 13, 2023
12 Other City Planning Documents
DRAFT LOCAL ROADWAY SAFETY PLAN (LRSP) • Report required by MTC for future County, State and Federal Funds
• Collects Accident Info: Cars, Bikes & Peds • Identifies High Injury Networks (HIN) Major Streets- Decoto, ANR, Dyer and UCB
• Recommend Improvements • Scheduled for June 13th City Council City Council/RSA Agenda 429 Tuesday, June 13, 2023
13 Other City Planning Documents
2022 PAVEMENT MANAGEMENT PLAN (PMP)• MTC Report provides assessment of City’s Pavement Condition Index (PCI) for future funding
• 2018 Union City’s PCI=80 (Good)
2022 Union City’s PCI=69 (Fair)
• Need to develop Robust Overlay CIP Projects
City Council/RSA Agenda 430 Tuesday, June 13, 2023
14 Other City Planning Documents
DRAFT TRAFFIC SIGNAL AND COMMUNICATIONS MASTER PLAN (2023)• Assessment of all traffic signals system and equipment (age, equipment type, etc.)
• Identifies traffic signal systems near-term
needs (battery back-up & equipment replacement) for future funding • Identifies existing unused Signal Interconnect
Conduit for potential use for fiber for smart cities needs.
City Council/RSA Agenda 431 Tuesday, June 13, 2023
15 Other City Planning Documents
TECHNOLOGY ROADMAP (2022)• Citywide Technology Needs • “Smart City” Improvements Projects • Identifies City Operations Needs for Fiber/Wi-Fi from City Hall to:
• Sports Center (Westside)• Corporation Yard (Eastside) • Other
City Council/RSA Agenda 432 Tuesday, June 13, 2023
16 Strategic Plan: Top Priority Goal
Goal C, Strategy 2: Complete Station District Area Projects• Quarry Lakes Parkway• BART pedestrian crossing • Southern Alameda County Integrated Rail City Council/RSA Agenda 433 Tuesday, June 13, 2023
17 Quarry Lakes Parkway, Phases 1 & 2 Final Design Phase City Council/RSA Agenda 434 Tuesday, June 13, 2023
18 Quarry Lakes Parkway, Phases 3 & 4 30% Final Design for BART & UP Grade Separations City Council/RSA Agenda 435 Tuesday, June 13, 2023
19 Quarry Lakes Parkway, Phases 1-4
Multimodal Corridor-Bikes, Peds & Transit
Quarry Lakes Parkway CIP (no AlaCTC funds) for: • Design Concepts, studies and plans for Gateway Property/City Ventures Coordination and other projects
• QLP Project Management Services • BPAC, AlaCTC Quarterly Funding Reports and Reimbursements • Future Utilities, Urban Landscaping and Other Infrastructure• Leverage Future Transportation Funds City Council/RSA Agenda 436 Tuesday, June 13, 2023
20 BART Pedestrian At-Grade Crossing
Final Design Phase • Continue Coordination - CPUC and
UP Railroad
• Coordinate on Intermodal Station,
Phase 3 (Intercity Rail)
• Waiting for UP Costs• Execute UP Construction and
Maintenance Agreement
• Finalize Plans and Advertise Leverage Future Transportation Funds City Council/RSA Agenda 437 Tuesday, June 13, 2023
21 Intermodal Station, Phase 3 (Intercity Rail)Union City BART Intermodal Station- Rail-Rail Hub with ACE City Council/RSA Agenda 438 Tuesday, June 13, 2023
22 Intermodal Station, Phase 3 (Intercity Rail)
Southern Alameda County Integrated Rail (SoCo Rail)
Study, Phase 2
• Identifies Union City BART Intermodal as Rail-Rail
Hub and need to coordinate with BART Ped AtGrade Crossing • Proposed Layover Facilities Impacts WCA (Waste
Consolidation Area) Site
• Other improvements need to be coordinated with
existing East Plaza/Transit Loop and planned development sites on city parcels Leverage Future Transportation Funds
City Council/RSA Agenda 439 Tuesday, June 13, 2023
23 Key Transportation Planning & Funding Documents
CITY FUNDS TO LEVERAGE COUNTY, REGION & STATE FUNDS FOR MAJOR CIP
PROJECTS
Quarry Lakes Parkway, BART Ped Crossing and Intermodal Station, Phase 3 (Intercity Rail) AlaCTC- CTP MTC- PB 2050 (RTP) CA- RAIL PLAN
City Council/RSA Agenda 440 Tuesday, June 13, 2023
24 Strategic Plan: Goal D
Maintain and Improve the City’s Infrastructure (Streets, Civic Operation Buildings, Parks and Recreation Facilities) • Improve pavement condition• Convert streetlights to LED • Continue tree trimming contracts • Implement near-term park and facilities improvements
• Develop Parks & Recreation
Master Plan
City Council/RSA Agenda 441 Tuesday, June 13, 2023
25 Public Roads: Safety, Maintenance & Upgrades
Typical CIP Projects
• AC pavement overlay and
sidewalk repair, traffic signals and streetlights
• Previous CIP projects not
completed
• Community PW requests
• Trees trimming, streetlight
outage and illegal dumping
City Council/RSA Agenda 442 Tuesday, June 13, 2023
26 Public Roads: Safety, Maintenance & Upgrades
KEY CIP PROJECTS • Annual AC Overlay & Surry Seal• Decoto Rehab, Ph 1 & Dyer Rehab, Ph 2 • Annual Tree Trimming & Removal• Traffic Signal Upgrades City Council/RSA Agenda 443 Tuesday, June 13, 2023
27 Public Roads: Safety, Maintenance & Upgrades
Major CIP ProjectUnion City Blvd Bike Lanes Project & Cargill Brine Pipeline Project • Finalizing Plan, Specs and Cost Estimates• Released RFP Construction Management Services
• Coordinating with Cargill on updating Cost
Sharing Agreement and Franchise Agreement
• Anticipated Construction Schedule
Fall/Winter 2023 to Spring/Summer 2025
City Council/RSA Agenda 444 Tuesday, June 13, 2023
28 Public Roads: Safety, Maintenance & Upgrades
OTHER MAJOR CIP PROJECT Citywide Streetlight LED Conversion (Implement in Phases) City Council/RSA Agenda 445 Tuesday, June 13, 2023
29 Parks: Update & Modernization
KEY CIP PROJECTS• Update Parks & Recreation Master Plan (1999)• Arroyo Park Tennis Court Resurfacing• Civic Center Grounds & Park Improvements• Park Repairs & Renovations City Council/RSA Agenda 446 Tuesday, June 13, 2023
30 Community Facilities: Update & Modernization
KEY CIP PROJECTS• Senior Center Emergency Generator• Kennedy Center Remodel and Mop Sink City Council/RSA Agenda 447 Tuesday, June 13, 2023
31 Operational Buildings: Updates & Modernization(Civic Center, Maintenance Facility and Fire Stations) KEY CIP PROJECTS• City Hall Building & Interior Repairs• City Hall Back Up Generator (Switch)• Corp Yard Site Improvements• PD Radio - Handpack & Vehicle City Council/RSA Agenda 448 Tuesday, June 13, 2023
32 Capital Projects Revenue Funds
Governmental
Funds
• Allied Waste
Vehicle Impact Fee
2 • Corp Yard
Fuel/Facilities Maint
1 • Fire Equipment
Acquisition
1 Special
Revenue Funds
• HCD1• Gas Tax/SB1
Road Maint
4 • Measure B
5 • Measure BB
5 • Measure F
5 • Spec. Parks
2 • Clean Water
3 • Street Lights,
Landscape
3 • Traffic
Signals
2 • Public Art
2 • DIPSA
2 Capital Projects
Funds
• General
Capital Projects
1 • Capital
Facilities Improvement
2 • Bridge Benefit
Districts
3 • Park Facilities
2 • Public
Improvements
2 Proprietary
Funds
• Transit
6 Primary
Funding Source
1General City resources and/or grants2City imposed impact fees3Property assessment4State tax revenues5Countywide tax measures6Federal/state/county transportation funds City Council/RSA Agenda 449 Tuesday, June 13, 2023
33 Annual State and County Revenues
Transportation Funds – Public Road Improvements
TRANPORTATION REVENUE SOURCES STATE OR
COUNTY
FUNDS
ANNUAL REVENUES
Alameda County Half Cents Sales Taxes:
Measure BB-Streets & Roads/Measure BB- Bike & Ped
Alameda County Vehicle License Fee (VRF) -
Measure F
COUNTY $ 2,510,000
Gas Tax STATE $ 1,970,000SB 1 (Gas Tax since 2017)
Annual List of Projects Required STATE $ 1,740,000
TOTAL ANNUAL TRANSPORTATION FUNDS
FOR STREETS, BIKE AND PEDESTRIAN PROJECTS $ 6,220,0000
City Council/RSA Agenda 450 Tuesday, June 13, 2023
34 Upcoming Development Fees & RDA
FUNDS FY 22/23 FUNDS FY 22/23 FY 22/23 FY 23/24 FY 23/24 FY 23/24 FY 24/25 FY 24/25 FY 24/25 FY 25/26 FY 25/26 FY 25/26 FY 26/27 FY 26/27 FY 26/27 FY 27/28 FY 27/28 FY 27/28 TOTALSPECIAL PARKS SPECIAL PARKS $ 278,015 $ 1,072,136 $ 44,723 $ 171,990 $ 10,861,533 $ 197,378 $ 12,625,774 DIPSA
(STATION DISTRICT) (STATION DISTRICT) $ 6,539 $ 3,044 $ 1,265 $ 6,568,682 $ 4,996,530 $ 1,571,856 $ 13,147,916 CAPITAL FACILITES CAPITAL FACILITES $ 75,951 $ 498,656 $ 719,631 $ 6,372,498 $ 6,455,840 $ 1,413,216 $ 15,535,792
PUBLICIMPROVEMENTS
(FORMER RDA) (FORMER RDA) $4,600,000 $ 4,600,000
City Council/RSA Agenda 451 Tuesday, June 13, 2023
35 Five-Year CIP Plan – Projected Revenues by Fund Group City Council/RSA Agenda 452 Tuesday, June 13, 2023
36 Five-Year CIP Plan – Notable Projects
Transit
• Short Range Transit Plan• Intermodal Station, Ph 3
(Intercity Rail)
• Transit Heavy-Duty Battery EV
Vehicles
• Transit Corp Yard EV Station• Passenger Amenities & EV Charging (East Plaza)
City Facilities
• Sr. Center Emergency
Generator
• CH Emergency Generator
Switch
• City Hall Interior Improvements• Holly Center Rehab• Kennedy Center Remodel• Building Repairs & Renovation • Corp Yard Site Improv• FS 31 Improvements• Centro/YFS Office PD, Fire, and IT Projects
• Axon Integrated Solution• Conf Room AV Upgrades• PD Radio System• Fire Engine Replacement Apparatus (32, 332,333)
• CWT Finishing Table
Roadway Improvements
• Quarry Lakes Parkway • Annual Overlay Projects• Decoto Rd Rehab, Phase 1• Decoto Road, Phase 2• Dyer Rehab, Phase 2 Roadway Safety Improv
• Block 5 - Mobility Hub• Annual Tree Trimming*
Bike/Ped Improvements
• BART Pedestrian Crossing • Union City Blvd Bike Lanes• Bicycle & Pedestrian Improv• Alvarado-Niles Multimodal Corridor Study
• 7th Street Infrastructure
• Old Alvarado Creek Trail• Station District Ped Bridge Traffic & Street Lights
Improvements
• Citywide LED Streetlights• Traffic Signal System
Upgrades
• Traffic Management
Optimization Project
Parks Improvements
• Annual Tree Pruning Parks • Park & Rec. Master Plan• Arroyo Park Tennis Courts Resurfacing
• Civic Center Park Improv• Kennedy Park Improv• Park Repairs & Renovations• Fred Castro Park• Station District Landscaping City Council/RSA Agenda 453 Tuesday, June 13, 2023
37 Key Takeaways
5-Year CIP addressing Strategic Plan priorities
All CIP projects fully funded or
phased
Future development projects fund their impacts
City Council/RSA Agenda 454 Tuesday, June 13, 2023
Next Steps
City Council/RSA Agenda 455 Tuesday, June 13, 2023
39 Next Steps in Budget Process
May 23Study session on CIP projects
June 6Tentative study session on operating
budget
June 13Public hearing on CIP and operating
budget
June 20Budget adoption
City Council/RSA Agenda 456 Tuesday, June 13, 2023
Questions and
Feedback
City Council/RSA Agenda 457 Tuesday, June 13, 2023
Agenda Item
DATE: 6/6/2023
TO: HONORABLE MAYOR AND CITY COUNCIL
FROM: JOAN MALLOY, CITY MANAGER
JACKIE ACOSTA, FINANCE DIRECTOR
SUBJECT: STUDY SESSION ON THE PROPOSED FY 2023-2024 AND FY 2024- 2025 OPERATING BUDGET
EXECUTIVE SUMMARY
Staff recommends that the City Council receive an overview presentation on the proposed FY 2023- 2024 and FY 2024-2025 Biennial Operating Budget. The purpose of this study session is to provide an opportunity for staff to inform the City Council about the City’s financial status and provide information about the upcoming Biennial Budget and the City’s long-term financial forecast. The informal nature of the study session will also allow for the City Council to ask questions and provide comments on the City’s proposed Biennial Operating Budget. A Public Hearing on the Biennial Operating Budget and the Five-Year Capital Improvement Plan (CIP) Budget is scheduled for Tuesday, June 13, 2023, and adoption of the budget is tentatively scheduled for Tuesday, June 20, 2023.
STRATEGIC PLAN
The biennial budget has been developed based on the City Council’s Strategic Plan goals which are:
Goal A – Financial Stability and Sustainability: Foster fiscal health through disciplined long-term planning, cost control, heightened efficiency, increased revenue and cost recovery.
Goal B – Governance and Organization Effectiveness: Produce high-quality services to the community through a commitment to local government best practices and employee development, support and retention.
Goal C – Economic, Community Development and Public Safety: Institute forward-thinking business, land use development, housing, social services, and public safety strategies that provide community growth and innovation.
Goal D – Environmental Sustainability and Infrastructure: Create a healthy, sustainable community and maintain and improve the City’s infrastructure.
Goal E – Communication and Outreach: Build strong connections with community partners, residents and employees.
BACKGROUND
The City adopts an operating budget and prepares a Five-Year Capital Improvement Plan (CIP) budget every two years (biennially). The City’s current budget for FY 2021-2022 and FY 2022-2023 was City Council/RSA Agenda 458 Tuesday, June 13, 2023
adopted in June 2021. As required by the Union City Municipal Code (UCMC), the City Manager is responsible for preparing and submitting a proposed budget to the City Council for approval. Under the direction of the City Manager, staff has developed the FY 2023-2024 and FY 2024-2025 operating budget with an accompanying Five-Year CIP budget. Attached to this report for the Council’s general information are the City departments’ organizational charts and the Budget Principles.
DISCUSSION
City staff, under the direction of the City Manager, have prepared a proposed Biennial Budget for FY 2023-2024 and FY 2024-2025 for City Council consideration. The proposed biennial budget includes the continuation of City operations based on projected operating revenues and fund balance reserves available to fund those operations.
The operating budget was developed with the following framework:
1. Planned restoration of staffing and services to pre-COVID-19 pandemic levels
2. Full fiscal recovery delayed by the length of the pandemic and not expected until FY 2025- 2026
3. Costs have gone up significantly due to salary and equity adjustments, rising inflation, increases in insurance costs and increases in the fire services contract with ACFD
4. Most funds have sufficient reserves to allow for the restoration of projects, staffing and maintenance of services
Status of the City’s Finances
For some background to bring us up to current times, the City suffered a crippling cyberattack in September 2019 that destroyed the City’s records, and perhaps most critically, the finance and human resources records, although all departments were significantly impacted. The City did not pay the ransom and instead committed to rebuilding the financial records and the information technology infrastructure. It took Finance staff more than one year to recreate the financial records that were lost during the cyberattack. With all that time spent recreating the City’s financial records, Finance became significantly delayed in annual closings, audits, and the preparation of the City’s financial statements.
As of this date, staff is still behind, but close to getting back on schedule. Staff recently completed the June 30, 2021 audit, showing a net positive result for the General Fund of $5.3M, of which $2.7M was set aside to pay down the City’s unfunded liabilities and $825,000 was appropriated for five important deferred maintenance projects. Staff is currently finishing the year-end close for FY 2021-2022 and will start the audit soon and hopefully finish the June 30, 2022 financial statements by September 30, 2023. At that time, staff will immediately start the FY 2022-2023 year-end close and audit, with the goal of getting the June 30, 2023 financial statements completed by January 31, 2024. That will put the City back on track and ready to have a very timely FY 2023-2024 year-end close, audit and issuance of the June 30, 2024 financial statements.
Tonight’s study session is focusing on the City’s General Fund. The Citywide Budget and the LongTerm Financial Forecast will be presented at next week’s study session.
General Fund
Using the June 30, 2021 audited financial statement information as a starting point, on the following page is a chart of the financial results of the City’s General Fund for the past two years.
City Council/RSA Agenda 459 Tuesday, June 13, 2023
General Fund Amounts
June 30, 2021 Fund Balance $16,371,772
FY 2021-2022 revenues (est) $72,531,413
FY 2021-2022 expenditures (est) $65,031,952
Revenues over expenditures (est) $7,499,461
June 30, 2022 Fund Balance (est) $23,871,233
July 1, 2022 Fund Balance (est) $23,871,233
FY 2022-2023 revenues (est) $77,248,310
FY 2022-2023 expenditures (est) $71,147,660
Revenues over expenditures (est) $6,100,650
June 30, 2023 Fund Balance (est) $29,971,883*
* Estimated $15.5 million is the minimum fund balance required to maintain 20% reserve per Budget Principles
The City’s General Fund balance has increased over the past three years, but due to factors that weren’t necessarily positive. Most of the funds accumulated in the fund balance are the result of not knowing the City’s financial situation for quite some time after the cyberattack and so expenditures were curtailed sharply while the City rebuilt its financial records. Then just a few months after the cyberattack, the COVID-19 pandemic hit causing millions of deaths and nearly bringing down the economy, again causing much uncertainty for the City. Many of the City’s retail sales tax generators closed for some period, including much of Union Landing. Hotels were empty and the use of public transit dwindled, which significantly impacted City parking revenues. In addition, the Public Safety Parcel Tax renewal failed in March 2020, creating significant uncertainty for City revenues. During the first two years of the pandemic, many of the City’s operations were scaled back or shut down completely. The City ceased filling vacancies unless they were critical positions, capital projects were delayed, and revenues were compromised. Out of all of this, there were two primary factors that caused the City’s General Fund balance to increase: 1) significant salary savings due to not filling vacancies; and 2) a $14 million influx of American Rescue Plan Act (ARPA) funds from the Federal government.
The City is now starting the next two-year budget cycle with a healthy General Fund balance, however, the City is facing an operating budget shortfall for the next biennial budget because of the following:
• Increased salary and benefits costs as a result of the three-year MOUs and the equity adjustments provided to staff to address the below-market pay scales • Increased fire services contract costs
• Increased liability and workers’ compensation insurance costs • Increases in supplies, materials and contract services costs due to inflation • Restoration of full staffing and services
• Full fiscal recovery is delayed by the significant length of the pandemic and not anticipated until FY 2025-2026 (For example, the Transient Occupancy Tax (TOT) revenues are still underperforming, parking and citation revenues are almost non-existent due to the lack of BART riders, and the General Fund continues to support the Landscape and Lighting District).
For Fiscal Year 2023-2024, General Fund revenues are estimated to be $76,242,740 while expenditures are projected at $77,773,024, creating an operating shortfall of $1,530,284. Similarly, for Fiscal Year 2024-2025, General Fund revenues are estimated to be $79,707,691 while expenditures are projected at $81,079,487, creating an operating shortfall of $1,371,796. See Chart #1 on the following page.
City Council/RSA Agenda 460 Tuesday, June 13, 2023
Chart #1
The City’s General Fund does have sufficient fund balance (reserves) to accommodate these operating shortfalls and maintain the required minimum 20% General Fund reserve of approximately $15.5 million for FY 2023-24 and 16.2 million for 2024-25; however, the reserve cannot be sustained over the long-term. In order to continue to provide the level of services the community wants and expects, the City will need to find additional stable and continuous revenue sources. There are options as to what those revenue sources may be. A look at the major revenue sources of our neighboring cities in Chart #2 on the following page shows that Union City does not have all the same revenues that other cities do. Additionally, it shows that the residents of, and visitors to, Union City do not “pay the highest taxes of any city” as has been quoted by some residents.
Chart #2
Transient
Occupancy
Tax (TOT)
Utility
Users’
Tax
(UUT)
Local
Sales
Tax
Real
Estate
Transfer
Tax
Emergency
Medical
Services
Tax
Public
Safety
Parcel
Tax
Other
Taxes
Alameda 14% 7.5% ½ X
Albany 10% 7% ½ X
Berkeley 12% 7.5% X X
Dublin 8% X
Emeryville 12% 5.5% ¼ X X
Fremont 10%
Hayward 8.50% 5.5% ½ X
Livermore 8% X X X
Newark 10% 3.25% ½
Piedmont - 7.5% X X
Pleasanton 8% X
San Leandro 14% 6%/5.7%* ½ X X X
Union City 13.54% 5% ½ X
*San Leandro’s UUT is 6% on electricity and gas and 5.7% on telephone and cable Chart #3 on the following page shows General Fund revenues by type and expenditures by department as projected for the biennial budget. Total General Fund revenues for the two-year period are estimated to be $155,950,431, while expenditures are projected at $158,852,511, creating an operating shortfall of ($2,902,080) combined for the two-year budget. The General Fund Balance has sufficient capacity to cover the operating shortfall over the next two-year budget cycle, however, over the long-term, the City cannot continue to operate with a structural deficit. Additional revenue sources need to be identified.
City Council/RSA Agenda 461 Tuesday, June 13, 2023
Chart #3
The revenue and expenditure trends displayed below in Chart #4 show that for this current year and the past two years (the pandemic years), General Fund revenues exceeded expenditures. As stated previously, that is due primarily to salary savings and ARPA funding. That trend will not continue during this next biennial budget cycle as the City returns to full staffing and operations. Revenues for FY 2023-2024 are projected to be 1.3% less than revenues for this fiscal year, while expenditures for FY 2023-2024 are expected to be 9.3% more than this fiscal year. The slight revenue decline can be attributed to the net effect of increase in several revenues such as property tax, UUT, TOT, building permits and others, offset by the end of ARPA funding from which the City received $7 million for each of the past two years. The expenditure increase is attributable to the return to full staffing, increases in salary and benefit costs from COLAs, equity adjustments and pension costs, the 5.2% increase in the fire services contract, a 24% increase in liability and workers’ compensation insurance premiums and overall increases in supplies, materials and contractual services.
Chart #4
City Council/RSA Agenda 462 Tuesday, June 13, 2023
In developing this proposed biennial budget, staff used the following key revenue and expenditure assumptions:
General Fund Revenues General Fund Expenditures
Property Tax – 2% increase for FY 2023-2024, and 4%
increase for FY 2024-2025.
Staffing Levels – restoration to pre-pandemic levels
Sales Tax – 0% increase for FY 2023-2024 and 3%
increase for FY 2024-2025. Both Bradley-Burns and the
City’s Measure AA local tax are generating annual
revenues significantly higher than in FY 2018-2019 (prepandemic).
Staffing Costs – 3% COLA’s and agreed-upon equity
increases included. Two PIO positions in the City
Manager’s Office are unfunded. Vacancy factor equivalent to the cost of four Police Officers included.
TOT – 5% increase projected for each of the next two
years. The $2.1 million expected in 2024-2025 will still be 24% below the pre-pandemic high of $2.7 million.
Pension costs – rates continue to increase. Miscellaneous rate up 1.12% since last year and Safety rate up 3.36%
since last year. Annual payment for unfunded liabilities has increased from $5.5 million in 2019-2020 to $8.3
million in 2023-2024.
UUT – exceeding original estimates from 2020. 4%
increase projected for next two years.
Fire Services Contract – 5.2% increase in base contract over 2022-2023, plus $240,000 included for replacement
of communications equipment at each fire station.
Franchise Tax – No increase projected over the next two years. Zolly case in Oakland may ultimately cause the City to see a permanent decline in Franchise Tax revenues.
Insurance Costs – 24% increase over last year and 231.6% increase since 5 years ago (2018-2019).
Cannabis Tax – projecting a 30% increase over 2022-
2023 budgeted amount. Actual revenues exceeding
projections for 2022-2023 by 21%. Third retailer expected to open in 2023-2024.
Inflation Increases – Supplies, materials and contract
services increasing due to inflation of 5-6% over last year.
Building Permits – 10% growth annually for past 10
years. Large projects – Windflower, Nuvera and Integral – all 1-2 years behind schedule.
Parking Revenues – loss of $500,000 in parking revenues which will not return until BART ridership recovers.
Some of the notable items included in the biennial operating budget include: 1) funding of the negotiated COLAs and equity adjustments to bring staff closer to market, 2) restoration of staffing to pre-pandemic levels, 3) restoration of Community & Recreation Services programs, 4) the funding of a limited-term Deputy Police Chief position to address retirements and succession planning, 5) $240,000 for replacement of the communications equipment at City fire stations, and 6) increased technology costs to secure and modernize the City computer network.
However, there are some priority items that are desired but not currently included in the budget. Those include: 1) the funding of an Economic Development Coordinator position, 2) administrative staff support for the IT and Public Works departments, 3) funding for a Climate Action Plan and Facilities Master Plan, 4) restoration of additional library hours, 5) funding for retiree medical payments (will use PARS Section 115 Trust funds), 6) the purchase of replacement fire apparatus (postponed pending receipt of development impact fee funding), and 7) funding for the vacant Public Information Officer positions in the City Manager’s Office.
Adding the highest priority positions of the Economic Development Coordinator and administrative staff support for the IT and Public Works Departments would add $300,000 to the deficit. These positions are critical to economic development and increased business outreach, and to provide key administrative support for department operations. It is staff’s recommendation that these items be included in the final adopted budget. However, this reinforces that the City needs to take action in the near-term to find new ongoing and stable revenue sources that will support City operations and address the City’s structural deficit.
City Council/RSA Agenda 463 Tuesday, June 13, 2023
Citywide Budget and Long-term financial forecast
Staff is working with Baker Tilly US, LLP to incorporate the proposed biennial budget information into the long-term financial forecast and on the Citywide combined budget and will provide an updated those items at the next study session.
FISCAL IMPACT
There is no fiscal impact at this time. Adoption of the budget at a subsequent meeting will result in the appropriation of funds for use during the upcoming fiscal year.
RECOMMENDATION
Staff recommends that the City Council receive an overview presentation on the proposed FY 2023- 2024 and FY 2024-2025 Biennial Operating Budget.
Prepared by
Jackie Acosta, Finance Director
Submitted by
Jackie Acosta, Finance Director
Attachments
Description: Type:
Budget Principles
Department Organizational Charts
City Council/RSA Agenda 464 Tuesday, June 13, 2023
City of Union City
Guiding Budget Principles
Resolution No. 5714-21
It is recommended that the City Council establish a set of budget principles to guide current and future policy makers and staff to ensure the long-term financial sustainability of the City. The budget principles that are listed below are recommended for consideration and reflect best practices of other local agencies throughout California and the United States. The set that is ultimately approved by Council may result in new or updated Council policy.
Budgeting Policies
1. Budget development will be guided by a long-term financial plan proposed by the City Manager and adopted by the City Council and should include considerations such as the cost of deferred maintenance and unfunded liabilities.
2. Once adopted, annual budgets within the biennial budget should be amended only when urgency requires and should identify a specific funding source for any new priorities.
Reserve Policies
3. General Fund unassigned reserves should be maintained at a minimum of 20% (or approximately 10 weeks) of annual operating expenditures and should not be planned to fall below 10% in any year in the long-range forecast.
4. Self-Insurance fund reserves will be maintained at a level that adequately indemnify risk exposure to City property, liability, health benefits and workers compensation obligations.
5. Reserve policies for equipment replacement funds (e.g., fleet, information technology, equipment) will be incorporated into the biennial budget based on projected remaining useful lives of underlying assets (based on years and usage) and, to the extent that such funds included operating costs, will also include a planned operating reserve of not less than 10% of annual operating and maintenance costs.
Fiscal Sustainability Planning
6. The City will adhere to the Guiding Budget Principles which are the core of fiscal sustainability planning to ensure the General Fund reserves stay within the reserve policies established by the City Council and the Goals and Strategies of the Strategic Plan are adhered to.
7. The City’s long-range financial forecast will be updated during the biennial budget process and at least on an annual basis, for which any such updates will be presented to the City Council.
8. To the extent that the long-range financial forecast indicates a structural gap where projected annual expenditures and net transfers exceed revenues, the City will implement specific tactics