Union City City Council
March 24, 2026

City of Union City
General Plan Annual Progress Report
2025
Reviewed by:

City of Union City, City Council on March 24, 2026
Submitted by:

Carmela Campbell, Economic &
Community Development Director

EXHIBIT A
2 Introduction and Purpose
California Government Code Section 65400 mandates local planning agencies to:
“Investigate and make recommendations to the legislative body regarding reasonable and practical means for implementing the general plan or element of the general plan, so that it will serve as an effective guide for orderly growth and development, preservation and conservation of open- space land and natural resources, and the efficient expenditure of public funds relating to the subjects addressed in the general plan.” An annual report must be prepared and accepted by the City of Union City (“City”) Council and submitted to the State of California Office of Land Use and Climate Innovation and Department of Housing and Community Development (HCD), by April 1st of each year.

The purpose of this report is to meet the requirements of State law, as well as to inform the City Council and the community of the status of the implementation of the General Plan. Since many of the factors and issues that the General Plan addresses change from year to year, an annual review and reporting of implementation will help ensure the City is moving forward to achieve the Plan’s vision.

This report covers the reporting period from January 1, 2025 – December 31, 2025. 3 Table of Contents
Introduction and Purpose................................................................................................... 2 General Plan Background ................................................................................................... 4 Consistency with State General Plan Guidelines............................................................. 4 Status of the General Plan Implementation Progress..................................................... 6 General Plan and Development Code Amendments ...................................................... 6 Consultation with California Native American Tribes..................................................... 7 4 General Plan Background
Consistency with State General Plan Guidelines
The General Plan was prepared using the State’s General Plan Guidelines (Government Code 65040.2). The last comprehensive update was approved by the City Council on December 10, 2019. The document contains goals and policies upon which the City Council, Planning Commission, and City staff will base their decisions. The general plan lays out a plan “for the physical development of the city and any land outside its boundaries that bears relation to its planning” (California Government Code Section 65300). The horizon year for Union City’s General Plan is 2040.

The 2040 General Plan was shaped over a four-year period by an extensive public outreach process that included over 65 meetings with residents, business owners, commissions, committees, and decision-makers. The 2040 General Plan describes the community’s vision, and contains the goals, policies, and implementation programs to achieve that vision. California State Law requires every city and county to adopt a general plan that serves as the jurisdiction’s “constitution” or “blueprint” for development. All specific plans, subdivisions, public works projects, and zoning decisions must be consistent with a local jurisdiction’s general plan. It also provides guidance on how other City ordinances, plans, and programs should be updated to implement the City’s General Plan policies.

Government Code section 65302 requires general plans to include seven elements which are listed below along with the corresponding Union City General Plan element in parenthesis:
• Land Use Element (Chapter 3 – Land Use Element);
• Circulation Element (Chapter 5 – Mobility Element);
• Conservation Element (Chapter 8 – Resource Conservation); • Open Space Element (Chapter 8 – Resource Conservation); • Noise Element (Chapter 6 – Safety Element);
• Safety Element (Chapter 6 – Safety Element);
• Environmental justice (Chapter 2 – Health and Quality of Life); and • Housing Element (under a separate cover from the General Plan). 5 The General Plan also includes five optional elements: Economic Development (Chapter 1), Health and Quality of Life (Chapter 2), Community Design (Chapter 4), Public Facilities and Services (Chapter 7), and Special Areas (Chapter 11).

Specific implementation programs are contained in each element and summarized in Chapter 10, “Implementation Programs” for ease of review. The General Plan APR Summary Table (Attachment 1) provides the progress toward implementing the various programs.
6 Status of the General Plan Implementation Progress
The City made progress on various General Plan Implementation programs in 2025. For ease of reference, the implementation programs are listed by element in the General Plan APR Summary Table (Attachment 1). The table summarizes the implementation progress of the various elements of the General Plan during calendar year 2025.

To move forward on policies that support the goals of the General Plan, a focus on the Implementation Programs was imperative. Progress was made toward the goals in all General Plan elements.

General Plan and Development Code Amendments
The City made several amendments to the Zoning Ordinance in 2025. No General Plan amendments occurred in 2025. Below is a list of amendments approved in 2025, with a high-level discussion of the purpose of each amendment.

Zoning Text Amendment (AT-25-001). The City of Union City amended the Union City Municipal Code, Title 18, Zoning, Chapter 18.34, Accessory Dwelling Units in accordance with Housing Element Policy, HE-2.D Accessory Dwelling Unit (ADU) Promotion. The updates included minor amendments to Chapters 18.08, Definitions;

18.31, SB 9, Subdivisions and Development Projects; 18.32, Residential Districts; and

18.33, Affordable Housing, for consistency with the updates to Chapter 18.34. The amendments implement Housing Element Policy HE-2.D, which requires the City to promote the development of ADUs by supporting efforts to construct ADUs, which includes monitoring ADU-related legislative changes annually and updating the City’s Accessory Dwelling Unit regulations, accordingly.

Zoning Text Amendment (AT-25-003). In 2025, in response to input from the local business community requesting greater operational flexibility—particularly the ability to host live music beyond 12:00 a.m. and to establish event space uses within the Historic Alvarado District—staff conducted a review of the Zoning Ordinance and recommended various text amendments. Chapters 18.08 Definitions, 18.27 Village Mixed Use District, and 18.36 Commercial Districts were amended to streamline regulations for live music uses and to allow event space uses within the Village Mixed Use (VMU) District. These amendments address Implementation Policy SA-11.C, Review Permitted Uses in the Zoning Ordinance, which calls for a periodic evaluation of permitted commercial uses to support the economic vitality of the Smith Street commercial area.
7 The 2025 amendments also addressed industrial-serving and public project needs.

Because many public projects occur within public rights-of-way or on sites with limited vehicle access, the City has historically allowed temporary contractor yards on publicly owned property. To streamline this process, Chapters 18.50 Civic Facilities District and

18.92 Open Space District were amended to allow temporary contractor yards for public projects on publicly owned properties as a permitted use within the CF and OS zoning districts.

Additional amendments were made to address development constraints within the Open Space (OS) District. While publicly owned lands used for parks, trails, and similar facilities are exempt from minimum lot size requirements, they have remained subject to a 100-foot setback standard. Because most City parks are smaller than 10 acres and contain existing improvements within these setback areas, future upgrades and reinvestment are limited. To address this issue, the amendments eliminate setback requirements for publicly owned lands in the OS District, remove minimum lot area requirements for Hazardous Lands designations, and reduce setbacks for smaller OSzoned parcels.

The Planning Commission recommended approval of the amendments to the City Council with Resolution No. 13-25 in December of 2025. City Council approved the amendments and adopted Ordinance No. 2026-002 in January 2026.

Consultation with California Native American Tribes
When amending the General Plan or adopting a specific plan, the City complies with Chapter 905 of the Statutes of 2004. However, there were no amendments to the General Plan in 2025.

Applicable General Plan Policies
The Resource Conservation Element of the 2040 General Plan lists policies for ensuring the identification and protection of significant archaeological resources, pursuant to Policies RC-4.5 and RC-4.7.
1 Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
ED - 1. A
Economic Development Strategic Plan
The City shall review and update the Economic Development Strategic Plan every five years or as market conditions change. The Plan shall identify short- and mid-term goals and strategies to diversify and expand Union City’s economy. The Economic Development Strategic Plan shall be the City’s primary tool for implementing economic development-related policies of the General Plan.

EDSP: All
Policies
Economic and
Community
Development
Department,
Economic
Development
Advisory
Team (EDAT)
FY 19/20
and every
five years
or as
market
conditions
change
An update to the Economic Development Strategic Plan is currently in progress.

The City has engaged Strategic Economics as a consultant to collaborate with staff on this update. The revised plan will encompass an analysis of updated demographic data, business sector trends, employment patterns, non-residential land supply, and stakeholder outreach. These efforts will culminate in the development of new economic goals, strategies, a comprehensive outcomes measurement matrix, and an actionable work plan. The updated Economic Development Strategic Plan is anticipated to be completed by Fall 2025.

In 2025, a consultant worked with Economic Development staff to prepare a detailed analysis of factors that influence economic development within the City. In addition, stakeholder interviews were held with the City Council, industrial and commercial businesses and property owners, real estate brokers who work in Union City, and others. These inputs went into the development of the plan’s goals, objectives, strategies, and implementation, which are currently being finalized. Approval from the City Council is anticipated for Spring 2026.

ED - 1. B
Industrial Land Conversion Decision Matrix
The City shall develop a decision matrix to evaluate any proposed rezoning of industrial or commercial lands to alternate uses. The matrix shall include scoring criteria to help decision makers evaluate the potential impacts of the proposed conversion. The evaluation shall not apply to sites identified as part of the Housing Element.

ED-1.3, 1.4
Economic and
Community
Development
Department,
Economic
Development
Advisory
Team (EDAT)
FY 23/24
A formal decision matrix has not been completed. Applications which come in that propose to re-designate non-residential lands for residential uses will be evaluated to determine any potential impacts on a case by case basis.

Economic Development staff created a business communication database by sector in 2022. Economic Development staff routinely update the database to add new businesses and remove businesses that have closed. Staff also utilizes industry software to track industrial inventories.

ED - 2. A
Targeted Business Attraction Strategy
The City shall review and update the list of targeted industries at least every five years, based on market research and analysis, and develop marketing strategies that target investors and businesses with a focus in the targeted industries.

ED-2.1, 2.2
City
Manager’s
Office,
Economic and
Community
Development
Department,
Economic
Development
Advisory
Team (EDAT)
Ongoing
See related response ED1.A. The updated Economic Development Strategic Plan will result in updated business retention and attraction strategies based upon available real estate inventory, opportunties for business growth, and market conditions.

The draft Economic Development Strategic Plan includes an analysis of the City's existing and emerging business sectors that will inform a targeted business attraction strategy.

ED - 2. B
Website and Marketing Materials
The City shall actively maintain and improve the City’s Economic Development webpages and marketing materials to provide investors and businesses with information needed to encourage them to locate in Union City.

ED-2.1, 2.2,

2.4,

2.8, 7.6
City
Manager’s
Office,
Economic and
Community
Development
Department
Ongoing
Updates to the Economic Development webpage occurred in 2024. Major updates will occur as a follow up to the completion of the Economic Development Strategic Plan in late 2025.

No major updates to the Economic Development webpages occurred in 2025. Economic Development staff are planning a major overhaul of the webpages after completion of the Economic Development Strategic Plan.

ED - 2. C
Commercial/Industrial Sector and Real Estate Indicators Program The City shall develop and maintain a commercial/industrial sector database by industry type, and match business prospects with real estate vacancies or key development opportunities.

ED-2.8
City
Manager’s
Office,
Economic and
Community
Development
Department,
Administrative
Services
Department
(Management
Information
Systems)
Ongoing
Economic Development has implemented an industrial business communication database by sector. Economic Development staff also tracks new businesses in collaboration with the Building and Planning Divisions and the Finance Deparment through the Business License process. Staff also utilizes industry software to track industrial inventories and marketplace data, along with quarterly industrial market reports.

Economic Development staff worked with a third-party consultant to create a business communication database by sector in 2022. Economic Development staff routinely updates the database to add new businesses and remove businesses that have closed. Staff also utilizes industry software to track industrial inventories and marketplace data, along with quarterly industrial market reports.

General Plan Summary Table

ECONOMIC DEVELOPMENT
Attachment 1
2 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
ED - 4. A
High-Speed Internet Program
The City shall strive to implement Wi-Fi and/or access to high speed internet with other city facilites.

ED-4.1
Economic and
Community
Development
Department,
Public Works
Department
Ongoing
(implement
ation
underway
in Station
District)
The IT Department has incorporated the High-Speed Internet Program as part of their work plan and Public Works staff is incorporating upgrades into City projects where appropriate. The Union City Blvd Bike Lane Project includes an upgrade to an existing interconnect cable with fiber optic cables from Smith Street to Lowry Road, with a central hub located inside Mark Green Sports Center. A secondary high-speed wireless connection to the central hubs is in progress and two of the three hubs has been moved over to the new connections. Economic Development Staff will continue to identify business needs for enhanced fiber optic and/or wireless 5G options to ensure business needs are met.

Guest wireless networks have been established at all City facilities.

ED - 5. A
Warehouse Transformation Strategy
The City shall develop strategies to support the conversion of warehouse uses to flex space for manufacturing and research and development, Class A office space, and generally a more diverse mix of commercial and industrial uses.

ED-1.1, 2.7,

5.1,

5.2, 5.3
City
Manager’s
Office,
Economic and
Community
Development
Department,
Economic
Development
Advisory
Team (EDAT)
FY 20/21
One aspect of the City's "Warehouse Transformation Strategy" was an update to the City's Development of new economic goals, strategies, outcomes measurement matrix, and actionable work plan. The updated business license tax rates will begin to be applied in Spring 2025.

Completed in 2023 and 2024.

ED - 6. A
Retail Performance Monitoring
The City shall periodically evaluate the performance of the city’s shopping centers. The City shall support property owners and brokers leasing efforts by matching business prospects with real estate vacancies or development opportunities. The City shall conduct outreach efforts with owners and brokers of underperforming retail centers to discuss options for rehabilitation, modernization, or intensification of the centers; possible changes in retail mix; or conversion to non-retail uses.

ED-6.3, 6.4,

6.6,

6.7 City
Manager’s
Office,
Economic and
Community
Development
Department
Monitor
sales tax
performanc
e on a
quarterly
basis
Union Landing continues to maintain its position as a successful regional shopping center. The shopping center contributes significant sales tax revenue to the city’s General Fund. The Union Landing Property Owners (ULPOA) approved annual funding for FY 24/25. The funding included a budget for three dedicated officers, related administrative costs, marketing and promotions. Funds dedicated for marketing contributed to the renovation of the center's north and south freeway pylons. Work included repainting and updating the signs with the Shopping Center's new branding. Also, in November 2024, the median landscape on Courthouse Drive and Union Landing Boulevard were completed along with wayfinding signs on city-medians directing drivers to the center. Work is underway to renew the term of the Property Business Improvement District (PBID) to ensure on-ongoing funding for security and marketing services.

In 2025, the City worked with the new property owners of Central Plaza located on Alvarado-Niles Road, which includes some commercial uses, on a blanket Use Permit to streamline the approval process for the establishment of new commercial uses (i.e., offices, restaurants, educational uses, etc.) and facade upgrades to modernize the existing center originally constructed in the 1980s.

Additionally, the Union Landing Property and Business Improvement District (PBID) was renewed for an additional 5-year term, and a third-party management organization was hired to handle administration duties for the district.

Retail vacancy rates remain low, especially at Union Landing; reflecting the overall desirability of Union City as a retail destination.

Staff also worked regularly to connect with the neighborhood shopping center owners and brokers to understand market trends and challenges. Communication success has been mixed, with some stakeholders more engaged than others. This topic is also outlined in the draft Economic Development Strategic Plan.

ED - 7. A
Business Outreach Program
The City shall continue to reach out to Union City businesses to learn about new industries and technologies, discuss specific needs of local businesses, identify business expansion opportunities, and determine if City policies and regulations are reflective of changing and emerging business needs.

ED-7.1
City
Manager’s
Office,
Economic and
Community
Development
Department
Ongoing
Economic Development staff worked with several business and property owners in 2024 on business retention / attraction, and support on a variety of issues including homelessness. Economic Development staff provided support to businesses through coordination with other City departments and outside agencies such as Union Pacific Railroad to address encampments and related impacts. Economic Development staff also participates on the City's Homeless Task force and functions as a liaison to Union City businesses in this role. The City has formed a Homeless Task Force headed by the City Manager Office with participation of Homeless Coordinator staff, Public Works, Economic Development, and the Police Department. Economic Development staff will continue to support the efforts of the Task Force to serve as a resource to businesses.

Staff worked with Mizuho OSI and Azimuth Semiconductor on business expansions efforts. Staff also worked closely with United Mechanical and Metal Fabricators (UMEC) on construction of a building located near their current facility. In all three cases, staff have supported these businesses through the building and permit processes. On-going participation in the City's Homeless Task Force is critical to ensuring businesses and staff work together to address adverse impacts of homeless individuals on businesses including theft, employee safety and business disruptions. Staff referred businesses in expansion mode to property owners with vacancies. To promote Union City to new businesses and investors, staff worked with the San Francisco Business Times (SFBT) to create a "special insert." With on-going participation in East Bay Economic Development Alliance (EBEDA) and Silicon Valley Economic Development Alliance (SVEDA), staff are able to stay abreast of market conditions and other issues that impact businesses and economic development. 3 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
ED - 9. A
Green Business Support
The City shall encourage participation in the Alameda County Green Business Program by including program information in business license applications, hosting outreach events, and coordinating with the Chamber of Commerce. The City shall recognize green businesses in the community through actions such as listing green businesses on the City website, hosting recognition ceremonies for businesses that achieve certified green business status, and providing award certificates.

ED-9.1, 9.2
Economic and
Community
Development
Department
Ongoing
Union City continues as an active participant in the Alameda County Green Business Program. In 2025, there were three businesses in the city with a Green Business certification. The Union City webpage for the program is located at https://www.unioncity.org/331/Green-Business-Program
Union City continues as an active participant in the Alameda County Green Business Program. In 2025, there were three (3) businesses in the City with a Green Business certification. The City's webpage for the program is located at https://www.unioncity.org/331/Green-Business-Program HQL-1.A
Amend Zoning Ordinance for Health Foods The City shall review and amend its Zoning Ordinance, as appropriate, to increase opportunities for healthy foods, including healthy food retail outlets, community gardens, farmers markets, backyard gardens. The City shall also consider adopting limitations on fast food outlets near schools.

HQL-1.1,

1.2 Economic and
Community
Development
Department
FY 20/21 Completed in 2022. Since adoption of the 2040 General Plan in 2019, the City has not received any new applications for fast food outlets near schools.

Completed in 2022. Since adoption of the 2040 General Plan in 2019, the City has not received any applications for new fast-food outlets near schools.

HQL-2.A
Parks and Recreation Master Plan
The City shall periodically update the Parks and Recreation Master Plan to address a variety of issues related to the City’s parks and recreational facilities, including but not limited to: an inventory of potential sites for future parks or recreational opportunities, which includes a high-level feasibility assessment that takes into consideration a variety of factors including, but not limited to, configuration, location, access, current use, availability, and ownership. The assessment shall also provide feedback on the types of parks or recreational facilities most appropriate for the site. The inventory of potential sites shall include, but is not limited to, the Turk Island landfill site, lands owned by Masonic Homes located east of Mission Boulevard, a portion of the Gateway Site identified in the Land Use Element for new residential housing and a park, and open space lands west of Union City Boulevard. • An assessment of existing parks and recreational facilities to determine what improvements or renovations are needed to address the diverse needs of existing and future users. This shall include developing guidelines that recognize the life span of various park components and a time line for replacement
HQL-2.1,

2.4, 2.7,

2.8, 2.13
Community
and
Recreation
Services,
Economic and
Community
Development
Department,
Public Works
Department
FY 20/21,
and
periodically
thereafter,
dependent
upon
budget
availability
Staff from Community and Recreation Services (CRS) and the Public Works Department issued a Request for Proposals (RFP) to hire a consultant for updating the City's Park and Recreation Master Plan. In late 2024, CRS and Public Works staff reviewed proposals from four qualified applicants. Interviews with the candidates will be held to inform selection of a consultant in Spring 2025.

In June 2025, CRS and PW dept staff began work on the Parks and Recreation Master Plan, which provides a vision for the next 15 years. Staff hired Gates and Associates to prepare the plan. A first round of community engagement activities was undertaken to solicit input from residents on their vision and needs. There will be a second round of community engagement to refine the emerging themes and recommendations for the Master Plan. It is anticipated that the Parks and Recreation Master Plan will be completed by December 2026 and presented to City Council for review and approval in late 2026 to early 2027.

HQL-2.B
Update Park Facilities Fee
The City shall update the Park Facilities Fee to better reflect current costs and needs.

Any future nexus study conducted to justify a revised park impact fee should also consider the feasibility of expanding it to apply to commercial and industrial development.

Adoption of a nonresidential fee should be contingent upon a market study indicating the amount of the fee that would be feasible without affecting the City’s economic development goals.

HQL-2.3,

2.4 Finance
Department,
Community
and
Recreation
Services,
Economic and
Community
Development
Department
FY 20/21 An impact fee study is underway to update all City development impact fees, including the Park Facilities Fee. An impact fee study is underway to update all City development impact fees, including the Park Facilities Fee.

HEALTH AND QUALITY OF LIFE
4 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
HQL-2.C
Joint Use Agreements with NHUSD
The City shall work collaboratively to update joint use agreements with the New Haven Unified School District to maximize public access to school recreational facilities and grounds during non-school hours. The City shall emphasize agreements that: (a) provide access to facilities which are currently lacking in existing City parks; and (b) benefit areas that currently lack neighborhood or community parks.

HQL-2.9
Community
and
Recreation
Services,
Economic and
Community
Development
Department
Ongoing
On December 6, 2022, the City Council approved (Resolution No. 6048-22) a land exchange agreement, a master joint use agreement and joint use agreements for Pioneer Park, Shorty Garcia Park, James Logan Tennis Center, and Dan Oden Swim Complex with New Haven Unified School District. Staff obtained the final signatures on the land exchange and joint use agreements in late 2024.

No change to the Joint Use Agreement from April 2023 - last agreement executed.

HQL-2.D
Landscape and Lighting District Parcel Tax
Evaluate updating the Landscape and Lighting District parcel tax, and focus on park maintenance.

HQL-2.12 Public Works
Department FY 22-23
The evaluation of a need for an updated Landscape and Lighting District parcel tax will be brought to the attention of the City Council with the approval of the Landscape and Lighting District (LLAD) for the upcoming year is brought up for approval. The LLAD amount of $96 per year per residence has not increased in 26 years whereas the costs have increased due to inflation.

On April 8, 2025, the City Council of the City of Union City adopted Resolution No. 2025-043 initiating proceedings under the Landscaping and Lighting Act of 1972 (the “1972 Act”) to levy the annual assessments for Landscape and Lighting Assessment District No. 3. The District encompasses all properties within the incorporated boundaries of the City of Union City.

The Resolution commences the annual process required by the 1972 Act to confirm and levy assessments necessary to fund the maintenance, operation, and servicing of public improvements within the District. Regular maintenance, repair and replacement of all facilities within the public rights of-ways or easements include, but are not limited to, the landscaping, irrigation system, signage, perimeter wall, retaining walls, trail systems, erosion control plantings and graffiti removal.

HQL-3.A
Community and Recreation Services Activity Guide
The City shall prepare and distribute an Activity Guide of Community and Recreation Services.

HQL-3.6
Community
and
Recreation
Services,
Economic and
Community
Development
Department,
City
Manager’s
Office
Three times
per
year
Community and Recreation Services (CRS) continues to create three activity guides each year, but no longer mails them to residents in Union City. CRS does inform residents of their availability through email and social media posts. CRS prints 2,000 copies of each guide and distributes them equally to each of our four community centers. We also create an online-only version of the guide that highlights our summer programs and this is presented to the public in mid to late February.

Community and Recreation Services (CRS) staff continues to create three (3) activity guides each year, which are posted on-line. Hard copies are distributed at the City's four (4) community centers.

HQL-4.A
Maintain List of Social and Community Services
The City shall periodically update the City’s website to maintain a current list of local social and community services.

HQL-4.1,

4.2, 4.3,

4.4, 4.5, 4.6
Community
and
Recreation
Services,
Economic and
Community
Development
Department,
City
Manager’s
Office
Ongoing
Community and Recreation Services (CRS) staff is no longer working on a handout for social services resources. But CRS did create a Senior / Active Adults 50 + resource card to be distributed at the Ruggieri Senior Center. CRS staff continues to maintain and update a list of social services resources in its Activity Guide, which can be found on-line at:
https://www.unioncity.org/192/Community-Recreation-Services.

Community and Recreation Services (CRS) staff created a Senior / Active Adults 50+ resource card, which is distributed at the Ruggieri Senior Center. CRS, Youth and Family Services (YFS), and the Housing Division staff maintain and update a list of social services resources online and in the City's Activity Guide. 5 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
HQL-4.B
Public Service Grants
The City shall continually apply for grant funding and distribute these funds on a bi-annual basis as part of the City’s budgeting process.

HQL-4.9
Economic and
Community
Development
Department,
City Council
FY 19/20,
and
biennial
thereafter
In Program Year 2024 (PY24), the City received a CDBG entitlement grant of $493,771 and receipted $180 of program income. CDBG funded various activities including social service programs including a Senior Nutrition Program, support for survivors of domestic violence with, support fair housing and tenant/landlord counseling programs, assistance to in-home child care providers, repair and rehabilitation grants to low-income homeowners. The City also receives a HOME allocation each year. For PY24, the City received an allocation of $117,839 in HOME funds. The City allocated $78,801 to the Bay Area Community Services (BACS) reclamation project as a scattered site model for providing housing that would be for the purchase of a single-family home in order to rehabilitate it into supportive housing for individuals experiencing homelessness. $32,187 was also allocated to the City of Fremont's Tenant Based Rental Assistance (TBRA) program to provide rental assistance to low income residents.

In Program Year 2025 (PY25), the City received a CDBG entitlement grant of $474,879. Activities included funding for home repair grants for owner-occupied, low-income households; meals and health services to low and extremely low-income seniors; support for survivors of domestic violence; microenterprise assistance providing business support, education, technical assistance, and incentives to help Union City residents launch and operate in-home, family child care businesses; fair housing support for tenants; funds to conduct park improvements to Charles F. Kennedy Park; funding for Abode Services to provide shelter, meals, case management, and housing search services to homeless adults and children; funding for senior adult services for Union City seniors and their families in the form of comprehensive in-person and video conference assessment for care planning financial planning, legal assistance, transportation assistance, entitlement program access, nutrition program, personal care, and protective services. The City also receives a HOME allocation each year.

For PY25, the City received an allocation of $130,108 in HOME funds. The funds were used for Tenant-based Rental Assistance, which is a program managed by the City of Fremont. In addition, funds were used to support the City’s Scattered Sites Program, which is a partnership with Bay Area Community Services HQL-4.C
Public Service Needs Assessment and Funding Strategy
The City shall periodically update the Public Services Needs Assessment and Funding Strategy Report to establish funding priorities for the Public Service Grants Program.

HQL-4.9
Economic and
Community
Development
Department,
City Council
FY 20/21,
and every
five years
thereafter
An update to the Needs Assessment was prepared and approved by the City Council in 2023.The document was then utilized to establish priorities as part of the FY 24-25 CDBG Annual Action Plan. The document can be accessed on-line at https://www.unioncity.org/DocumentCenter/View/11907/AAP-2024-2025---UCFinal .

An update to the Needs Assessment was prepared and approved by the City Council in 2025.The document was then utilized to establish priorities as part of the FY 2025-2026 CDBG Annual Action Plan.

HQL-6. A Guide to Senior Services
The City shall prepare and distribute a Union City Resource Guide for Seniors.

HQL-6.1,

6.2, 6.6
Community
and
Recreation
Services
FY 20/21
and
annually
thereafter
The newsletters continue to be produced and made available at the Senior Center. The newsletter is also sent to members of the Senior Center (currently over a thousand) electronically each month. CRS staff also created a postcard resource for seniors identifying social services.

The newsletters continue to be produced and made available at the Senior Center. The newsletter is also sent to members of the Senior Center (currently over a thousand) electronically each month. CRS staff also created a postcard resource for seniors that provides the City's offerings of social services.

LU-1.A
Update Infill Regulations in Municipal Code
The City shall evaluate and update, as appropriate, the Municipal Code regulations and procedures for infill development to ensure compatibility with the City’s infill development goals, as articulated in the General Plan.

LU-1.1, 1.2,

1.3, 1.6
Economic and
Community
Development
Department
FY 20/21 Completed in 2023. Completed in 2023.

LU-3.A
Update Mixed Use Regulations in Municipal Code
The City shall evaluate and update, as appropriate, the Municipal Code regulations and procedures to ensure compatibility with the City’s mixed-use development goals, as contained in the General Plan.

LU-3.1, 3.2,

3.3 Economic and
Community
Development
Department
FY 21/22 Completed in 2023. Completed in 2023.

LU-5.A
Update Residential Impact Fees
The City shall review and update its residential impact fees to ensure that they adequately address the costs to the City of providing services now and in the future.

LU-5.8
Economic and
Community
Development
Department,
Administrative
Services
Department
FY 20/21 An impact fee study is underway to update to all City development impact fees, including fees for residential development.

An impact fee study is underway to update to all City development impact fees, including fees for residential development.

LAND USE
6 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
LU-6.A
Maintenance Standards for Shopping Districts
The City shall develop maintenance standards for its shopping districts to improve their appearance.

LU-6.2
Economic and
Community
Development
Department,
Public Works
Department
FY 21/22 Completed in 2022. Completed in 2022.

LU-6.B
Update Zoning Ordinance to Encourage Intensification in Commercial Zones The City shall review the Zoning Ordinance to ensure that standards for commercial zones encourage higher-intensity, infill development, and experience-oriented uses within shopping districts.

LU-6.1, 6.3,

6.4, 6.5, 6.7
Economic and
Community
Development
Department
FY 20/21 Completed in 2023. Completed in 2023.

LU-7.A
Reviewing Zoning Ordinance to Respond to Market Trends
The City shall review and update the Zoning Ordinance periodically to facilitate the conversion of the City’s business and industrial parks to more job-intensive uses. The City shall regularly review the Zoning Ordinance thereafter to respond to real estate market and development trends, as well as changes in technology, including a review of the lists of permitted and conditionally permitted uses in industrial areas to ensure that desired and potentially compatible uses are not excluded.

LU-7.2, 7.3
Economic and
Community
Development
Department,
Planning
Commission
FY 21/22;
and
ongoing
thereafter
Completed in 2023. Staff reviewed the Zoning Ordinance with respect to this policy and did not recommend any additional updates in 2024.

Completed in 2023. Staff reviewed the Zoning Ordinance with respect to this policy and did not recommend any additional updates in 2025.

CD-1.A
Amending Zoning Ordinance to Include Design Criteria for Shopping Centers The City shall amend the Zoning Ordinance to include design criteria and maintenance standards for new and substantially renovated shopping centers.

CD-1.2, 1.3,

1.4 Economic and
Community
Development
Department
FY 20/21 Planning Division staff is currently working on an update to Chapter 18.36, Commercial Districts. Completed in 2023.

CD-1.B
Update Zoning Ordinance to Ensure Compatible Single Family Infill Development The City shall review and update the Zoning Ordinance to incorporate appropriate regulations to ensure the scale, massing, and design of new homes and additions to existing homes in single-family residential neighborhoods is compatible with surrounding single-family development.

CD-1.14
Economic and
Community
Development
Department
FY 19/20 Completed in 2022. Completed in 2022.

COMMUNITY DESIGN
7 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
CD-3.A
Prepare Streetscape Master Plans for Major Corridors
The City shall prepare streetscape master plans for the major arterial corridors that have not yet had plans prepared, such as Alvarado-Niles Road, Decoto Road, Union City Boulevard, and Whipple Road. Streetscape master plans that have already been prepared shall be updated as appropriate.

CD-3.1 Public Works
Department
As funding
becomes
available
Some standards were established in 2022. No additional funding has been identified for preparation of streetscape master plans.

Public Works Engineering is currently doing a Multimodal Corridor Study for Alvarado-Niles Road between Osprey and I-880, which includes streetscape plans. No additional funding has been identified for the other major arterial corridors.

CD-3.B
Masonry Wall Master Plan
The City shall prepare a master plan to identify the replacement of wooden residential fences on major arterials with well-designed masonry walls, and develop a program to identify methods of funding the replacements.

CD-3.6
Public Works
Department,
Economic and
Community
Development
Department,
City
Manager’s
Office
As funding
becomes
available
As part of the Development Review process, the City works with property owners to replace wooden residential fences on major arterials on a project-by-project basis. No additional funding has been identified for preparation of a masonry wall master plan.

As part of the Development Review process, the City works with property owners to replace wooden residential fences along major arterials on a project-by-project basis.

CD-4.A
Gateway Sign Program
The City shall create a consistent wayfinding sign program for gateway signs along major corridors to help distinguish Union City from Fremont and Hayward.

CD-4.2 Public Works
Department FY 22/23 Due to other City priorities, this project has not started. Due to other City priorities, this project has not started.

CD-6.A
Public Art Master Plan
The City shall work through the Arts & Culture Commission to prepare a citywide Public Art Master Plan that identifies opportunities for public art throughout Union City.

CD-6.1
Economic and
Community
Development
Department /
Community
and
Recreation
Services.

FY 23/24
The Arts and Culture Commission has discussed the preparation of a citywide Public Art Master Plan to identify opportunities for public art throughout Union City; however, implementation has not yet occurred.

There is no update on a Public Arts Master Plan as CRS staff have been working on the Parks and Recreation Master Plan, as well as a BART Mural Project. The BART Mural Project will place murals on up to nine (9) BART Pillars, a 18-24-month project launched in June 2025. In addition, the Arts and Culture Commission, CRS staff are creating an inventory of existing public art throughout the City. CRS staff also continue to manage the Utility Box Art Project, which provides an opportunity for emerging and seasoned artists to create and place art designs on utility boxes throughout the City.

CD-6.B
Mural Program
The City shall implement a mural program, in which the City contracts with local artists to paint murals on utility boxes, buildings, and structures throughout the city.

CD-6.2
Economic and
Community
Development
Department /
Community
and
Recreation
Services.
ongoing
In 2024, five utility boxes in Union City were painted with murals. The locations of the utility boxes are at the intersections of Perry Road & Decoto Road, Mission Boulevard & Decoto Road, Mission Boulevard & Whipple Road, Western Avenue & Alvarado-Niles Road, and Alvarado-Niles Road & Dowe Avenue.

CRS staff have been working on the BART Mural Project to place murals on nine BART pillars. In addition, there were eight utility box mural projects completed in 2025 at the following locations: Whipple Road & Ithaca Rd; Smith St & Tidewater; Whipple & Mission Blvd, Union City Blvd & Jean Dr, Alvarado-Niles & Hop Ranch Rd, Alvarado-Niles & Nidus, Union Landing Blvd & Alvarado-Niles Road, and Alvarado Road & Fredi St.

CD-6.C
Public Art Inventory
The City shall conduct and maintain an inventory of existing public art throughout the city and make the inventory available online.

CD-6.4
Economic and
Community
Development
Department /
Community
and
Recreation
Services.

FY 21/22 The Arts and Culture Commission has discussed conducting an inventory of existing public art throughout the city, but implementation has not yet occurred.

Per direction from the Arts and Culture Commission, CRS staff are creating an inventory of existing public art throughout the City including utility boxes, murals, statues, etc.

MOBILITY
8 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
M-1.A
Complete Street Design Standards
The City shall review and update its Standard Specifications and Design Criteria for streets to include complete streets standards as well as green street standards, with an overall goal of making the transportation system that is less auto-centric. Standards should accommodate multiple transportation modes within rights-of-way and achieve mutually supportive land use, transportation, and urban design objectives.

M-1.1, 1.2,

1.3, 1.4
Public Works
Department FY 23/24
The City of Union City incorporates Complete Streets design standards into street resurfacing projects, when feasible. Recent improvements can be observed on Dyer Street and Decoto Road. Upcoming projects, such as bike lanes on Union City Boulevard and Quarry Lakes Parkway, will expand the adoption of these standards, including features like bike signals, Class I bike paths (off-road pathways for cyclists and pedestrians), and Class IV separated bikeways (dedicated lanes for cyclists, protected from vehicular traffic by barriers such as flexible posts, planters, parked vehicles, or curbs).

Public Works staff continues to incorporate complete street design standards into street resurfacing projects when feasible. Design plans for upcoming projects such as Quarry Lakes Parkway, Arizona Street Bike Boulevard, and Decoto Road Phase 2 Project will adopt these standards. Staff also continues to review the City's standard specifications and design criteria to include complete street standards, when feasible.

M-1.B
Evaluate Performance of Transportation Network for All Users The City shall perform periodic evaluations of how well the streets and transportation network of the City are serving each category of users by collecting baseline data and collecting follow-up data on a regular basis.

M-1.1, 1.4,

1.6 Public Works
Department
FY 21/22,
and at
least every
five years
thereafter
The City continues to enhance bicycle infrastructure by adding buffered bike lanes and improving intersection safety, guided by the Local Roadway Safety Plan for all travel modes. The 2070 Intelight Maxtime controller and adaptive system optimize traffic flow at all signalized intersections and major corridors. As part of the PG&E gas main replacement project, the City has upgraded traffic signal loops to a camera detection system along the southbound direction of Central Ave and Dowe Ave. The City remains committed to expanding bike lanes and upgrading ramps through ongoing paving resurfacing and sidewalk repair projects.

As private development and public projects are designed, staff continues to include upgraded features like camera detection system in all types of street networks. In addition, network evaluations for all users are incorporated as feasible. For example, the City is preparing project plans for a part-time bus lane on Alvarado Niles Boulevard to improve bus schedule efficiency.

M-1.C
Vision Zero Action Plan
The City shall prepare and adopt a Vision Zero Action Plan that uses historic crash data to pinpoint the factors contributing to traffic deaths and serious injuries and identifies safety countermeasures to address those factors.

M-1.10 Public Works
Department FY 22/23
The City developed the Local Roadway Safety Plan (LRSP), which identifies the High Injury Network and outlines effective countermeasures to reduce collisions.

While the LRSP does not replace a Vision Zero Plan, it aligns with similar principles by identifying issues and establishing strategies to improve safety for all roadway users. Similarly, the Union City Bicycle & Pedestrian Master Plan, adopted in 2021, includes collision analyses for cyclists and pedestrians to better understand accident patterns, guiding network improvements aimed at reducing injuries and enhancing safety.

The City continues to adhere to the principles and measures identified in the City's Local Roadway Safety Plan (LRSP), which identifies the High Injury Network and outlines effective countermeasures to reduce collisions.

M-2.A
Bicycle & Pedestrian Master Plan Update
The City shall review and update the Pedestrian and Bicycle Master Plan every 5 -10 years. The Plan shall identify a cohesive bikeway and pedestrian network and maintain a list of priority bicycle and pedestrian improvement projects. The Plan update shall include an analysis to determine existing challenges, opportunities, and priority investments.

M-2.1, 2.3
Public Works
Department,
Economic and
Community
Development
Department
FY 19/20,
and every
5-10 years
thereafter
Completed in 2021. Completed in 2021
M-2.B
ADA Transition Plan-related Improvements
The City shall examine sidewalk conditions and pedestrian crossings and prioritize locations for implementing and maintaining pedestrian friendly improvements, including replacement of damaged or uplifted sidewalks that present tripping hazard to pedestrians, crosswalk striping, pedestrian actuation, pedestrian countdown signals, signal re timing, audible pedestrian signals, and ADA improvements (e.g., curb ramps, sidewalk gaps, and sidewalk obstructions).

M-2.9 Public Works
Department
FY 22/23,
and every
5 years
thereafter
In 2023, the Old Alvarado Park was renovated to enhance accessibility, with improvements made to ensure compliance with the Americans with Disabilities Act (ADA). All walkways, park entrances, and park amenities were redesigned for ADA accessibility. In 2024, all wheelchair ramps were updated to meet current ADA requirements as part of the Decoto Road Pavement Overly Project, from the Alameda Creek Bridge to just past the Oakland Subdivision Railroad Tracks at the BART Overhead bridge. In addition, the City conditions all private projects to meet ADA requirements and has a recurring sidewalk replacement project to remove tripping hazards in the Public right of way. .

The Annual Sidewalk, Curb and Gutter, and Ramp Repair Project, City Project No. 25-03, was completed this year. The project made improvements at approximately 117 locations Citywide to repair uplifted or damaged sidewalks, curb and gutter, and upgrading sidewalk.
9 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
M-2.C
Outreach Materials on Biking and Walking
The City shall develop outreach materials, such as route maps for new bicycle and pedestrian facilities to encourage their use, as well as bicycle and pedestrian safety information for bicyclists, pedestrian, and drivers. The City shall develop these materials in multiple languages, and distribute via the City’s website, printed materials, and through other media.

M-2.14 Public Works
Department Ongoing No additional work was completed on this task in 2024. Bicycle and Pedestrian Network Maps are included on the City's website.

M-3.A
Short-Range Transit Plan
The City shall continue to prepare and implement the Union City Transit Short-Range Transit Plan to plan for transit system and route adjustments, capital improvements, equipment (i.e., buses), administrative and operational changes, maintenance and other recommendations presented in the Short-Range Transit Plan to the extent feasible to provide better and more efficient transit service.

M-3.15 Union City
Transit
FY 19/20,
and update
as required
by MTC
The City of Union City's Union City Transit was supposed to complete the ShortRange Transit Plan (SRTP) using the formula template provided by MTC by December 31, 2022. The City was unable to complete the plan as Union City Transit was in the RFP process for a new operations and maintenance contract.

New pricing for the SRTP exceeded available funding resulting in the SRTP being delayed. The SRTP is anticipated to be completed sometime in FY 25-26 using the latest guidelines and available funds from MTC.

Union City Transit started the Short-Range Transit Plan (SRTP) in Fall 2025. There are upcoming public outreach meetings scheduled for March 2026 to gather initial input from the community so that the SRTP contractor can create a draft report to present at public outreach meetings in Fall 2026 with anticipated adoption in December 2026.

M-3.B
Bus Service to Connect Employment Centers to Intermodal Station Union City Transit shall review the need for route modifications, based on demand, to connect employment centers with the Intermodal Station.

M-3.3, 3.4,

3.16 Public Works
Department,
Union City
Transit,
Economic
and
Community
Development
Department
Ongoing
Union City Transit updated its schedules and services in August 2024 according to plan. Schedule adjustments were made to coincide with the new August BART schedules, but frequencies remained the same as 2023. Two changes to the Union City Transit service include publishing the Route 8 New Haven Unified District (NHUSD) sponsored service in the public schedule, and expanding the Flea (Flexible, Local, Easy, Access) micro transit service to almost all parts of Union City east of I-880 with node stops at Union Landing Transit Center and Calaveras Landing bus stop. Flea service is expected to expand in August 2025.

Union City Transit updated its schedules and services in August 2025 according to plan. Schedule adjustments were made to coincide with the new August BART schedules, but frequencies remained the same as 2024. Union City Transit service expanded the Flea (Flexible, Local, Easy, Access) micro transit service citywide, but only on weekdays. Staff are evaluating how to offer the Flea to weekends with reduced funding sources.

M-3.C
Convert Bus Fleet
The City shall convert the bus fleet to a zero-emission fleet as vehicle replacement funds become available through MTC and the Federal Transit Administration (FTA).

M-3.21
Public Works
Department,
Union City
Transit
FY 20/21,
FY 22/23,
FY 24/25,
and
ongoing
Union City Transit’s fourteen battery-electric buses are currently scheduled to enter production in October 2025 to replace buses that have exceeded their twelve (12) year useful lives. The anticipated cost of Charging as a Service (CaaS) with Ava Community Energy was going to exceed Union City Transit’s current fuel budget and would provide no cost savings. As a result, the electric vehicle charging infrastructure has been rolled into the Corporation Yard Master Plan, which is part of the Quarry Lakes Parkway (QLP) project. The project may potentially receive rebates from PG&E for the chargers. Due to the uncertainty of funding at the Federal level, Union City Transit may need to request a waiver from the California Air Resources Board for Compressed Natural Gas buses, which can be purchased using funds that won’t be rescinded.

The Federal Transit Administration (FTA) threatened to rescind awarded, but not obligated, discretionary funds for six (6) battery electric buses unless Union City Transit changed propulsion for the buses. Union City Transit complied, modified the grant, secured the funds, canceled the order for six (6) battery electric buses as eight (8) of the original fourteen (14) ordered were already on the production assembly line, and ordered seven (7) compressed natural gas (CNG) buses using the new FTA grant funds before the December 31, 2025, deadline before the California Air Resources Board (CARB) Innovative Clean Transit (ICT) regulation became applicable to Union City Transit on January 1, 2026. The eight (8) battery electric buses were delivered before December 31, 2025.
10 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
M-4.A
Identify Transportation Projects in the CIP Update
The City shall identify infrastructure projects every two years as part of the Capital Investment Plan (CIP) to provide for the roadway facility improvements necessary to implement the Circulation Diagram and roadway improvements called for in the General Plan.

M-4.2, 4.7,

4.13, 4.14,

4.15, 4.16,

4.17 Public Works
Department
FY 19/20
and every
two years
thereafter
No projects have been added because the latest CIP has not been updated. No projects have been added because the latest CIP has not been updated.

M-4.B
Establish VMT Threshold
The City shall adopt a vehicle miles travelled threshold to be used for CEQA analysis in place of level of service standards.

M-4.4
Economic and
Community
Development
Department,
Public Works
Department
FY 19/20
The City plans to establish a threshold for VMT once the Alameda Countywide Travel Demand Model ("Model) is updated to be consistent with Plan Bay Area 2050. The model is periodically updated to be consistent with the most recent land use and socio-economic data from of Association of Bay Area Governments (ABAG) and assumptions of the Metropolitan Transportation Commission (MTC)’s regional travel demand model. The most recent Model was completed in May 2019 and includes land use data and transportation assumptions that were updated for consistency with Plan Bay Area 2040. A more recent update to the Model that is consistent with Plan Bay Area 2050 is underway by the Alameda County Transpiration Commission.

The Alameda Countywide Travel Demand Model ("Model) was updated to be consistent with Plan Bay Area 2050 in 2025. The model is periodically updated to be consistent with the most recent land use and socio-economic data from of Association of Bay Area Governments (ABAG) and assumptions of the Metropolitan Transportation Commission (MTC)’s regional travel demand model. The City plans to establish a threshold for VMT in 2026.

M-4.C
Establish Impact Fee to Include Other Modes
The City shall conduct an AB1600 nexus study to establish a transportation impact fee to ensure fair share contributions to transportation improvements that may include, but are not limited to streets, public transit, bicycles and pedestrian improvements.

M-4.6 Public Works
Department FY 21/22
An impact fee study is underway to update to all City development impact fees, including impact fees related to transportation impacts, which could be used for bicycle and pedestrian infrastructure.

An impact fee study is underway to update all City development impact fees, including impact fees related to transportation impacts.

M-4.D
Pavement Management Program
The City shall review and update the Pavement Management Program every two years to ensure the ability to apply for grant funding through the Metropolitan Transportation Commission (MTC) to rehabilitate and provide the necessary ongoing maintenance of the roadway network.

M-4.9 Public Works
Department
FY 19/20,
and every
two years
thereafter
The City's Engineering Division plans to apply for the next grant cycle when offered by MTC in 2025. The City applied for the 2025 grant cycle by MTC to update the Pavement Management Program.

M-5.A
Station District Transportation Demand Management Strategies The City shall incorporate transportation demand management (TDM) strategies into the Decoto Industrial Park Study Area (DIPSA) Specific Plan Update to discourage the use of single-occupancy vehicles over time and encourage the use of public transit, bicycling and walking within the Station District.

M-5.1
Economic and
Community
Development
Department
FY 20/21 Completed in 2022. Completed in 2022.
11 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
M-6.A
Revise Parking Regulations
The City shall review and revise, as appropriate, the parking requirements in the City Zoning Ordinance to identify opportunities for parking reductions, shared parking, unbundling, and other strategies that would reduce the land area dedicated to parking in the city while still meeting the community’s parking needs.

M-6.1, 6.2,

6.4, 6.5
Public Works
Department
and
Economic and
Community
Development
FY 20/21 Completed in 2022. Completed in 2022.

M-6.B
Station District Paid Parking Program
The City shall continue to implement and enforce a paid parking program in the Station District, monitor the parking, and make changes as necessary. The City shall designate preferential parking spaces for car share vehicles at the Intermodal Station.

M-6.7
Public Works
Department
City
Manager's
Office
Ongoing
The Station District Paid Parking Program was launched to direct BART commuter parking to City-owned lots and to make short-term on-street parking available in and around the Station District. Due to the COVID pandemic, demand for BART parking was substantially decreased and, to date, has not returned to prepandemic levels. The paid parking program will expand to the Station East area when the recently approved Station East Residential Mixed-Use development is constructed as well as other areas where new multi-family development has been approved subject to the City having adequate staffing to support the program.

The Station District Parking Program continues to operate; however, BART and public transit ridership still remains substantially low and have not returned to pre-pandemic levels. This has significantly reduced the City's parking revenues and has increased General Fund subsidies. Moreover, in Fall 2024, City Council had provided direction for the City to pause parking enforcement at the Station Center garage, with residents citing safety concerns, convenience, permit costs/rates, etc. In the future, the overall Station District Parking Program is to be reevaluated.

M-6.C
Address Parking Issues in Business Parks
The City shall study and recommend solutions for parking problems caused by warehouse conversion to more employment-intensive uses. Allowance for off-site parking, shared parking, and innovative transportation solutions shall be considered.

M-6.11
Economic and
Community
Development
Department,
Economic
Development
Coordinator
Ongoing Completed in 2023. Completed in 2023.

M-7.A
Maintain Truck Routes
The City shall maintain designated truck routes that will minimize noise and other impacts on the community. The City shall periodically evaluate the established truck routes in response to changes in traffic patterns, traffic volumes, new land uses, level of usage, and adequacy of routes to serve local truck needs.

M-7.1, 7.2 Public Works
Department
FY 22/23,
and
ongoing
No changes are proposed to the truck routes identified in the 2040 General Plan.

There have been no changes in traffic patterns, traffic volumes, new land uses, level of usage, and adequacy of routes significant enough to require an update.

No changes are proposed to the truck routes identified in the 2040 General Plan. There have been no changes in traffic patterns, traffic volumes, new land uses, level of usage, and adequacy of routes significant enough to require an update.

S-1.A
Maintain Codes and Regulations to Ensure Safety
The City shall periodically review and revise building codes and regulations to incorporate the latest information and technology related to natural hazards, such as earthquakes and flooding.

S-1.1, 1.2
Economic and
Community
Development
Department
November
2019
adoption for
January
2020
implementa
tion,
minimum
every three
years
thereafter
Completed in 2022. The Building Code will be updated again in 2025 for the next Building Code cycle, which goes into effect January 1, 2026.

The City Council adopted an update to the Building Code in November 2025 (Ordinance No. 2025-006). The ordinance adopted the 2025 California Building Standards Code by reference and includes local amendments consisting of structural, fire and life safety, green building and sustainability, and administrative provisions or procedures. In accordance with State law, the newly updated 2025 California Building Standards Code, in its entirety, and related appendices went into effect on January 1, 2026.

S-2.A
Comprehensive Emergency Management Plan
The City shall work with the Alameda County Fire Department to regularly review and update the Comprehensive Emergency Management Plan.

S-2.2
City
Manager’s
Office, as
assigned
FY 19/20;
every five
years
thereafter
In 2024, the City's Office of Emergency Services (OES) began an update to the City's CEMP, which includes an Annex for sheltering that will address planning around the needs of those with AFN and pets. We will address this item in the update of the CEMP plan which will begin in Spring 2025 and is projected to be completed by the end of the year.

In 2025, the City's Office of Emergency Services (OES) kicked off a project to update the City's Emergency Operation Plan and all supplemental documents. In December 2025, City Council adopted the new Emergency Operation Plan (EOP), which replaces the previous Comprehensive Emergency Management Plan (CEMP).

SAFETY
12 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
S-2.B
Local Hazard Mitigation Plan
The City shall prepare and update every five years a FEMA- and State approved Local Hazard Mitigation Plan.

S-2.3
City
Manager’s
Office, as
assigned
FY 22/23,
and every 5
years
thereafter
Completed in 2024. Union City, in partnership with the City of Newark, City of Fremont, and Special Districts Alameda County Water District (ACWD) and Union Sanitary District (USD), prepared a multi-jurisdictional Local Hazard Mitigation Plan and submitted the plan to Federal Emergency Management Agency (FEMA) and California Office of Emergency Services (Cal OES) for review and approval.

The LHMP was completed and approved by FEMA and Cal OES in August 23, 2024. The next update is due by August 23, 2029.

In 2025, the City's Office of Emergency Services (OES), City departments, and City partners who had identified Action items in the approved 2024 LHMP provided updates on status of our action items at the April Disaster Council. The City's OES will continue to monitor progress of all action items.

S-2.C
Expand Multicultural Participation in CERT Program
The City shall provide multicultural training presentations and handouts in multiple languages to expand participation in the Community Emergency Response Team (CERT) programs.

S-2.10
City
Manager’s
Office, as
assigned
FY 20/21
The CERT Program received funding to help with outreach and an intern was added to help with community outreach, marketing and updating the City's internal documentation. Union City staff are working with City of Newark CERT program to roll out monthly trainings in multiple languages. Union City staff will work with ACFD to look at offering CERT Academy in multiple languages in 2025.

The City's Office of Emergency Services (OES) has not started to offer trainings in multiple languages but continues to look at providing this service. There is no established timeline to begin this work.

S-2.D
Feasibility Study for Emergency Operations Center
The City shall seek funding to prepare a feasibility study for modernization and/or relocation of the existing Emergency Operations Center to Fire Station 3 or other appropriate site.

S-2.4
City
Manager’s
Office, as
assigned
FY 20/21
Preparation of a feasibility study for modernization/relocation of the existing EOC will be part of the citywide Facilities Master Plan. There is no established timeline to begin this work. This project is currently pending, based upon staff's workload and funding.

This project is still pending based upon staff's workload and funding. An analysis of the existing EOC will be part of the citywide Facilities Master Plan. There is no established timeline to begin this work.

S-2.E
Adopt an Ordinance to Address Post-Disaster Recovery
The City shall prepare and adopt an ordinance to address post disaster conditions regarding land use, sheltering, and rebuilding.

S-2.14
City
Manager’s
Office,
Economic and
Community
Development
Department
FY 20/21
The City has not adopted an ordinance to address post-disaster recovery.

However, the City will continue to support the Community Emergency Response Team (CERT) Program and community engagement for disaster preparedness.

The City has not adopted an ordinance to address post-disaster recovery. However, the City will continue to support the Community Emergency Response Team (CERT) Program and community engagement for disaster preparedness.

S-2.F
Establish Redundant Data
The City shall establish redundant, offsite copies of crucial information and all City data to be able to maintain basic network functions during a disaster.

S-2.13
Administrative
Services
Department
Ongoing
The IT Department works with a third-party vendor to store the majority of the City’s crucial information in a cloud-based storage system and is an ongoing process.

The City follows best security practices for the storage of its digital data; this includes keeping multiple copies of the data in offsite locations.

S-2.G
Emergency Shelter Guidelines
The City shall prepare guidelines for establishment of emergency shelters including the accommodation for those persons with Access and Functional Needs (AFN), and pets.

S-2.11, S2.12
City
Manager’s
Office,
Economic and
Community
Development
Department
FY 20/21
In 2024, the City's Office of Emergency Services Released an RFP to update the Comprehensive Emergency Management Plan (CEMP) and selected contractor Howell Consulting. The City is currently in the process of updating the CEMP plan, which includes an Annex for sheltering that will address planning around the needs of those with disabilities and others with access or functional needs and pets.

The revised 2025 Emergency Operation Plan (EOP) includes a Shelter Annex that includes plans for community members with Access and Functional Needs (AFN)
13 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
S-2.H
Implementation of Assembly Bill (AB) 747 and Senate Bill (SB) 99 The City currently contracts with Alameda County Fire Department (ACFD) to provide fire and emergency response services. In partnership with the City, ACFD provides input into the City’s Comprehensive Emergency Management Plan (CEMP) that describes how the City will effectively prepare for, respond to, recover from, and mitigate against all hazards. As part of the CEMP, the City shall include capacity-based analysis of its evacuation network, consistent with the statutory requirements of AB 747. At a minimum, this analysis shall identify evacuation routes and their capacity, safety, and viability under a range of emergency scenarios. Finally, as part of subsequent updates to the CEMP, the City shall address evacuation of existing residential developments within hazard areas with limited accessibility (i.e., less than two points of access) consistent with SB

99. City
Manager’s
Office, Public
Works,
Economic and
Community
Development
Upon each
subsequent
CEMP
update
In 2024, the City's Office of Emergency Services Released an RFP to update the Comprehensive Emergency Management Plan (CEMP) and selected contractor Howell Consulting. The City is currently in the process of updating the CEMP plan including updates focused on compliance with Assembly Bill (AB) 747 and Senate Bill (SB) 99. The City anticipates presenting the updated CEMP plan to City Council for adoption by the end of the calendar year.

In the revised 2025 EOP, the contractor Howell Consulting updated the City's Evacuation annex and includes the AB 747 and SB 99 requirements in this annex. City staff will be reviewing this annex on an ongoing basis to ensure it continues to meet these requirements.

S-3.A
Maintain Records of Geologic and Soils Reports
The City shall file and maintain geologic and soils reports and information by parcel Number or street address, in accordance with the City’s approved Records and Information Management Program Policy.

S-3.1, 3.2
Public Works
Department;
Building
Department
Ongoing
The Engineering Division maintains an electronic map that shows each location for which a soils report is available. The map also links to the soils reports, which are indexed by parcel.

The Engineering Division maintains an electronic map that shows each location for which a soils report is available. The map also links to the soils reports, which are indexed by parcel.

S-3.B
Work with ACWD to Install Resilient Water Infrastructure The City shall support efforts by the Alameda County\ Water District (ACWD) to design and install seismically-resilient backbone water pipelines in Union City and ensure the availability of potable water supply during an emergency.

S-3.3 Public Works
Department Ongoing
Phase 2 of the ACWD's Seismic Retrofit project is being finalized and is expected to start construction in mid to late 2024. The limits of the project extend from Central Avenue to Decoto Road. A portion of this project consists of making improvements at the water main as it crosses underneath the railroad tracks on Smith Street.

Phase 2 of ACWD's Seismic Retrofit project is currently in its construction phase. The work is located on Alvarado Niles Road between Decoto Road and Central Avenue, and Smith Street at the UPRR tracks.

S-6.A
External Adaptation Coordination
The City shall coordinate with other neighboring jurisdictions, regional agencies (e.g., Alameda County Flood Control and Water Conservation District, Alameda County Water District, Union Sanitary District), and community-based organizations, to identify, plan for, and implement adaptation strategies to address the potential impacts of climate hazards (e.g., sea level rise, flooding).

S-6.2
City
Manager’s
Office,
Economic and
Community
Development
Ongoing
The City, in partnership with the City of Newark, City of Fremont, and Special Districts Alameda County Water District (ACWD) and Union Sanitary District (USD), prepared a multi-jurisdictional LHMP, which was submitted to Federal Emergency Management Agency (FEMA) and the California Office of Emergency Services (Cal OES) for review and approval. The LHMP was completed and approved by FEMA and Cal OES in August 23, 2024. The next update is due by August 23, 2029.

In 2025, the City's Office of Emergency Services (OES), City departments, and City partners who had identified Action items in the approved 2024 LHMP provided updates on status of action items at the April Disaster Council.

The City's OES will continue to monitor progress of all action items.

S-6.B
Public Climate Hazard Education and Awareness
The City shall develop a multi-pronged outreach and awareness strategy, partnering with regional and local jurisdictions and organizations to educate residents on their level of risk to climate hazards and actions they could take to become more climate resilient, including the promotion of existing incentive programs.

S-6.3
City
Manager’s
Office,
Economic and
Community
Development
Ongoing
The Tri-City Local Hazard Mitigation Plan (LHMP) implemented a comprehensive public outreach strategy, utilizing a range of communication methods, including direct outreach (phone calls, emails, meetings) and broader channels (enewsletters, website postings, newspaper articles), to engage a wide audience.

The LHMP Planning Committee, consisting of city officials, stakeholders, and community members, ensured diverse perspectives were incorporated. Meetings were publicly noticed, and existing community events were leveraged to maximize participation.

EOS staff held a Disaster Council meeting which was open to the public and reviewed the status of the action items identified in the City's Local Hazard Mitigation Plan (LHMP). 14 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
S-7.A
Ensure Compliance with Hazardous Materials Regulations
The City shall routinely review the following for compliance with Federal, State, and local laws, regulations, and ordinances:
• Hazardous Materials Release Response Plans and Inventories, • Underground Storage Tanks,
• Above Ground Petroleum Storage Tanks,
• Hazardous Waste Generators
• Onsite Treatment of Hazardous Waste,
• California Accidental Release Prevention Program, and • California Fire Code Hazardous Materials Requirements Facilities shall be inspected in accordance with the required minimum frequency as defined in State law, with a goal of conducting more frequent inspections at higher hazard facilities.

S-7.1, 7.2
Environmental
Programs
Division;
Economic and
Community
Development
Department;
Public Works
Department
Ongoing
In 2024, Environmental Programs staff successfully implemented a hazardous materials management program through inspections and enforcement. Due to these efforts, the review of hazmat permit submittals is current. Most facilities have been inspected within the required frequency, and the Environmental/CUPA (Certified Unified Program Agency) Division plans to complete inspections for all facilities by June 30, 2025, including enforcement actions for overdue facilities. A high-priority, high-hazard facility, as classified under the California Accidental Release Prevention (CalARP) program, is overdue for inspection, with completion expected between March and July 2025. Annual reviews of policies and procedures remain compliant.

The Environmental Programs Division made improvements to the City's Hazardous Materials Business Program.

All but one deficiency from the State audit was satisfactorily corrected in 2025. Environmental Programs staff completed 299 CUPA program inspections at 111 facilities.

S-7.B
Hazardous Materials Area Plan
The City shall conduct a complete review of its Hazardous Materials Area Plan every three years and submit certification to the California Office of Emergency Services (Cal OES) in a manner consistent with State law.

S-7.1
Environmental
Programs
Division, with
review by:

City
Manager’s
Office;
Economic and
Community
Development
Department;
Police
Department;
Fire
Department;
FY 20/21
The Hazardous Materials Area Plan was reviewed and revised in February 2024.

It is current with changes and improvements expected throughout the year as the Environmental Programs Division significantly revised its plans, policies and procedures as a response to the state audit by the Certified Unified Program Agency (CUPA). The Area Plan will be reviewed and updated in 2025.

The Hazardous Materials Area Plan was reviewed by the Environmental Programs Division in March 2025 and will be reviewed and updated again in March 2026.

S-8.A Review Community Noise Ordinance
The City shall review and update the Community Noise Ordinance, as necessary. S-8.13 Economic and
Community
Development
Department;
Public Works
Department
FY 21/22 No changes to the Noise Ordinance have been required. City staff addresses individual noise concerns on a case by case basis.

No changes to the Noise Ordinance were made in 2025. City staff addresses individual noise concerns on a caseby-case basis.

PF-1.A
Capital Improvement Program
The City shall continue to update its Capital Improvement Program every five years to address the city’s existing and projected public facility needs.

PF-1.6, 1.14
Finance
Department,
All City
departments,
City Council
FY 22/23
and every
five years
thereafter
The City’s 5-Year Capital Improvement Plan (CIP) was adopted June 20, 2023 (Resolution No. 6146-23) for FY 2023-2024 through FY 2027-2028. No updates were completed in 2024.

The City’s 5-Year Capital Improvement Plan (CIP) was adopted June 24, 2025 (Resolution No. 2025-086) for FY 2025-2026 through 2029-2030 .

PF-1.B
Fee Schedules Update
The City shall annually review and update its development fees to ensure adequate funding to deliver and maintain the service levels set out in this General Plan.

PF-1.8, 1.9
Finance
Department,
All City
departments,
City Council
Annually The City annually reviews and updates its fees through the Master Fee Schedule update process.

The next Consumer Price Index adjustment of fees is scheduled for April 2026, and a comprehensive user fee study is scheduled to begin in May 2026.

PF-2.A
Customer Service Improvements
The City shall routinely assess how to improve customer service, including identification of strategies for enhancing customer service at City Hall and other City facilities.

Strategies may include access to additional City services online and providing a “onestop shop” or “concierge” service at City Hall.

PF-2.1, 2.2
City
Manager’s
Office
Ongoing
The City regularly provides customer service training for all front counter and public facing staff. Further, the City continues to migrate information to the City's website for easy public access. Work is ongoing to automate permitting systems making it easier for applicants to apply and obtain Planning, Building and Public Works permits.

In 2025, the City began the procurement of a modernized system for online permitting operations. Once implemented, the new system will replace the City’s current paper-based process and will increase transparency and accessibility to the public. Features of the new online system include the processing of Building, Planning, and Public Works permits land use permits, tracking of related inspections, tracking of Neighborhood Preservation cases, and regulatory compliance activities.

PF-2.B
Comprehensive Operational Audit
The City shall complete a comprehensive operational audit on city policies, procedures, service provision and productivity.

PF-2.4, 2.5
City
Manager’s
Office
2020, every
5 years
thereafter
The City Manager’s Office continually audits City policies, procedures, service provisions, and productivity in response to both internal and external factors.

The City Manager’s Office continually audits City policies, procedures, service provisions, and productivity in response to both internal and external factors.

PUBLIC FACILITIES AND SERVICES
15 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
PF-2.C
Develop Renewable Energy Sources at Municipal Facilities The City shall continually seek out opportunities and grant funding for the development of renewable energy sources, such as the installation of photovoltaic systems, at municipal facilities.

PF-2.14,

2.15 Public Works
Department Ongoing City staff continually seeks out grants for upgrades to City facilities including opportunities for renewable energy sources.

City staff continually seek out grants for upgrades to City facilities including opportunities for renewable energy sources.

PF-3.A
Update City Website to Promote Bay-Friendly Landscaping The City shall update the City website to provide information regarding bay-friendly landscaping, including examples of bay-friendly gardens.

PF-3.8
Economic and
Community
Development
Department
FY 20/21 Completed in 2022. Completed in 2022.

PF-6.A
Public Education Program on Waste Reduction, Recycling, Composting, and Green Purchasing
The City shall establish a public education campaign to encourage residents, schools, institutions and businesses to reduce, reuse, recycle, and compost appropriately, and purchase recycled and nontoxic products.

PF-6.5
City
Manager’s
Office –
Recycling and
Solid Waste
Division
Ongoing
The City continues to promote its waste reduction and recycling programs provided to residents and businesses primarily through the two collection services Franchise Agreements. Marketing and promotional efforts conducted include distribution of sector specific (i.e., single-family, multi-family and commercial) quarterly newsletters, postcards, advertisements, newspaper articles, and bill inserts (commercial sector). In addition, the City opened its community compost hub in 2024, which provides all residents and businesses the opportunity to acquire free compost seven days a week. The City's programs and services are promoted through signs at the compost hub and QR codes to the City's website pages which are kept up to date.

In 2025, the City further strengthened its public education program by enhancing the Community Compost Hub and expanding outreach and technical assistance efforts across all community segments, including single-family residents, multi-family properties, commercial businesses, schools, and community organizations. Improvements to the Compost Hub included upgraded and standardized signage, improved site layout for safer and more efficient compost loading and pickup, clearer instructional graphics on proper compost use, and expanded educational displays with QR-linked digital resources to reinforce proper organics diversion, recycling practices, and green purchasing. The City also completed the rollout of new solid waste containers to all customers featuring SB 1383-compliant colors, standardized labeling, and clearer visual guidance to reduce confusion and contamination. In addition, the City increased sector-specific outreach through updated service guides, targeted mailers, bill inserts, contamination feedback tags, and on-site engagement. In coordination with its franchise haulers, the City expanded contamination monitoring (“lid-flipping”) campaigns and route-level education to reduce improper sorting, improve material quality, and enhance collection efficiencies. These coordinated efforts continue to advance SB 1383 compliance, support greenhouse gas reduction goals, increase diversion, and promote long-term sustainable materials management within the community.

PF-8.A
Expand High-Speed Internet
The City shall pursue opportunities to expand high speed internet in Union City, including implementing the installation of dark fiber in the Station District, studying the feasibility of expanding dark fiber citywide, and pursuing the ability to connect to BART’s lit fiber network.

PF-8.1, 8.3
City
Manager’s
Office,
Economic and
Community
Development
Department
Ongoing
Construction for the high-speed fiber program has commenced along Union City Blvd, with the replacement of an existing interconnect cable with fiber optic cables from Smith Street to Lowry Road. A central hub has been established at the Mark Green Sports Center. Progress is ongoing for a secondary high-speed wireless connection to the hubs, with two of the three hubs now connected. There are no updates regarding dark fiber for the Station District, and no further action will be pursued regarding BART’s fiber connection.

A secondary high-speed wireless connection for hub sites was completed in 2025.

PF-8.B
Standards for Broadband Infrastructure
The City shall develop and adopt standards for broadband infrastructure installation, including the development of:
• A dig once, open trench and shadow conduit standard;
• A preferred business model for management and use of city owned telecommunication assets, which may include a master lease agreement;
• Standards for new construction or major remodels;
• Standard specifications for conduit and broadband facilities, permitting procedures and master plans.

PF-8.6
City
Manager’s
Office, Public
Works
Department,
Economic,
Information
Technology,
and
Community
Development
Department
2020 New City policies for broadband infrastructure installation are being evaluated for future standards.

IT, Public Works, and ECD Department staff met in 2025 to review broadband infrastructure standards associated with new development.

PF-8.C
Standards for Small Cell Sites
The City shall establish design standards and a legal framework for accommodating small cell technology in the public rights-of-way.

PF-8.8
City
Manager’s
Office,
Public Works
Department
2020 Completed in 2021. Completed in 2021.
16 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
PF-8.D
Broadband Asset Management
The City shall develop a detailed geodatabase of City owned traffic signal and street light conduits and existing fiber optic networks and information regarding ownership.

PF-8.5
City
Manager’s
Office,
Public Works
Department
2020 Dark fiber updated in goal ED – 4. A
Traffic signal and street light locations have been successfully mapped within the City’s GIS (GSI) system.

However, detailed information regarding associated conduits and fiber optic network infrastructure remains under development. Additional field verification and survey efforts are required to accurately document conduit alignments, fiber routing, and ownership information.

PF-8.E
Explore Creation of Internet Connectivity Fee
The City shall explore the creation of an internet connectivity fee to help fund the expansion of broadband access throughout the city.

PF-8.3
City
Manager’s
Office,
Finance
Department
2021 Due to the other Department priorities, this project has not begun. Due to the other City priorities, this project has not begun.

PF-8.F
Cybersecurity Plan
The City shall develop a cybersecurity plan to protect City infrastructure and government data against cyberattacks.

PF-8.10
City
Manager’s
Office, as
assigned
FY 20/21
Union City progress in advancing the Cybersecurity Plan in 2024, as follows: • A formal Cybersecurity Awareness Training program was established employees, with 60 minutes of annual instruction delivered. • A new Generative AI Usage policy was introduced. • The Cybersecurity Roadmap was updated for changing priorities and resource availability. • Annual Cybersecurity Assessment and Maturity Model now aligned with NIST CSF 2.0. The Cybersecurity Risk Register has been updated to reflect risks. • The new Advanced Security Fortinet Networking Infrastructure is nearly complete. • ITS implemented new Endpoint and Identity Managed Detection and Response services. • Cisco/Duo and Yubico were selected for a Multifactor Authentication solution for ITS and the Police Department. • PCI-DSS compliance was achieved for two Payment Card Processing environments in Union City. • Com-prehensive penetration testing and mitigation for server and network infrastructures were initiated. • Outreach provided cybersecurity awareness to seniors and students with career information.

Union City has made significant progress in advancing and implementing our Cybersecurity Plan in 2025, including the following achievements:
•Introduced 24/7 identity monitoring to safeguard user access to cloud services. •Enacted risk-based access controls to Microsoft's O365 environment. •Implemented multi-factor authentication for remote connections to City systems and in support of CJIS requirements for UCPD.
•Conducted the City’s first cybersecurity tabletop exercise, strengthening incident response preparedness. •Updated Union City's Cybersecurity Roadmap and Risk Register •Deployed a web application firewall to protect critical business services from external threats. •Delivered community workshops focused on fraud prevention and cybersecurity awareness for seniors. •Supported youth career development through cybersecurity training and educational programs.

PF-9.A
Police Department Strategic Plan
The City shall maintain and implement a comprehensive Police Department Strategic Plan, based on incremental time periods of three to five years, unless designated otherwise, and shall update the plan periodically as plan items are accomplished or achieved.

PF-9.1-9.8 Police
Department
2021, and
updated
every three
to five
years, as
appropriate
• A formal Cybersecurity Awareness Training program was established for all employees, with 60 minutes of annual instruction delivered. • A new Generative AI Usa The Police Department (PD) completed the fourth year of its 5-Year Strategic Plan. The PD continued to focus on transparency, accountability, and increased communication. One of the major highlights was identifying two officers who will transfer into the Community Oriented Policing and Problem Solving (COPPS) Unit at the beginning of 2026.

PF-9.B
CALEA Certification
The City Police Department shall seek, earn, and maintain national accreditation by the Commission on Accreditation of Law Enforcement Agencies (CALEA). Being an accredited agency ensures formalization of essential management procedures, fair and nondiscriminatory personnel practices, enhanced crime prevention, increased efficiency of police service delivery to the community, solidified interagency cooperation and coordination, and increased community and staff confidence in the agency.

PF-9.1-9.8 Police
Department
2019, and
ongoing
The Police Department did not pursue CALEA Certification as a priority in 2025. Further, the Police Department's updated Strategic Plan does not include the pursuit of CALEA Certification as a plan goal. 17 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
PF-9.C
Periodic Staffing Studies
The City Police Department shall conduct periodic staffing studies to determine staffing needs to meet best-practice obligations. These studies, beyond baseline personnel-perone-thousand staffing ratio formula, shall focus on actual workload demands and community priorities to determine staffing needs to meet those obligations.

PF-9.1 Police
Department
2019, and
ongoing
The Police Department continues to complete regular staffing studies, per our 2022-2026 Strategic Plan. These studies have proven beneficial as UCPD boasted the lowest vacancy rate in the county among comparable organizations.

The Police Department continues to complete regular staffing studies per the PD 2022-2026 Strategic Plan.

These studies have proven beneficial as the Police Department boasted the lowest vacancy rate in the County among comparable organizations.

PF-9.D
Assess Police Department Facilities and Equipment Needs Biannually with the preparation of the City budget, the City shall assess local police facilities and equipment needs and develop strategies that strive to maintain the service standards established in Policy PF-9.1.

PF-9.2
Police
Department,
City Council
2019, and
ongoing
Aligning with Goal C, Strategy 13, Goal C. Economic, Community Development and Public Safety of the City of Union City's Strategic Plan, the Police Department has purchased essential equipment which enhances community needs. These items include the Peregrine analysis program and Flock ALPR system. UCPD continues to integrate the Peregrine analysis program and the Flock ALPR system into our strategic policing model. UCPD continues to assess and propose additional enhancements.

Aligning with Goal C, Strategy 13, Goal C. Economic, Community Development and Public Safety of the City of Union City's Strategic Plan, the Police Department has purchased essential equipment which enhances community needs. These items include the Peregrine analysis program and Flock ALPR system. UCPD continues to integrate the Peregrine analysis program and the Flock ALPR system into our strategic policing model. Police Department staff continues to assess and propose additional enhancements.

PF-12.A
Evaluate Feasibility of Building a New Library
The City shall evaluate the feasibility of funding the construction of a new, state-of-the-art library to implement the Alameda County Library Facilities Master Plan.

PF-12.1
City
Manager’s
Office,
Public Works
Department
2022
The first step in the process is preparation of a Facilities Master Plan. There is no established timeline to begin this work. This project is currently pending, based upon staff's workload and funding.

The first step in the process is preparation of a Facilities Master Plan.

PF-12.B
Fund Extended Library Hours
The City shall fund extended hours of operation at the library, subject to budgetary constraints.

PF-12.2
City
Manager’s
Office
2020, and
every two
year budget
cycle
thereafter
Based on current budgetary constraints, extension of library hours is not recommended. Based on current budgetary constraints, extension of library hours is not recommended.

RC-3.A
Green Infrastructure Plan
The City shall prepare, adopt, and implement a Green Infrastructure Plan in compliance with NPDES Stormwater Municipal Regional Permit (MRP 2.0) requirements.

RC-3.4, 3.5 Public Works
Department 2019
The City's Green Infrastructure (GI) Plan was prepared in compliance with NPDES Stormwater Municipal Regional Permit (MRP 2.0) requirements and was adopted in September 2019. The GI Plan must be updated every five years. The City needs to secure funding and hire a consultant, which may require an RFP process.

The City's Green Infrastructure Plan was prepared in compliance with NPDES Stormwater Municipal Regional Permit (MRP 2.0) requirements and was adopted in September 2019. The GI Plan must be updated every five years. This update has not started due to a lack of funding and staff working on other priority projects.

RC-4.A Maintain Inventory of Historical Resources
The City shall maintain an inventory of historical resources. RC-4.2, 4.4 Economic and
Community
Development
Department
Ongoing
An Historical Resource Inventory is maintained by the City (i.e., Union City Cultural Resources Survey) and is updated on a project-by-project basis. The City's Landmark and Historic Preservation Ordinance, updated through Ordinance No. 670-06 § 3, in 2006, provides guidance to designate and preserve historic resources.

An Historical Resource Inventory is maintained by the City (i.e., Union City Cultural Resources Survey) and is updated on a project-by-project basis. The City's Landmark and Historic Preservation Ordinance, updated through Ordinance No. 670-06 § 3, in 2006, provides guidance to designate and preserve historic resources.

RESOURCE CONSERVATION
18 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
RC-4.B
Cultural Resources Study Requirement
If a project requires activities that have the potential to impact cultural resources, the City shall require the applicant to retain a qualified archaeologist meeting the Secretary of the Interior’s (SOI) Professional Qualification Standards (PQS) in archaeology and/or an architectural historian meeting the SOI PQS standards in architectural history to complete a Phase 1 cultural resources inventory of the project site (NPS 1983). A Phase 1 cultural resources inventory should include a pedestrian survey of the project site and sufficient background archival research and field sampling to determine whether subsurface prehistoric or historic remains may be present. Archival research should include a records search conducted at the Northwest Information Center (NWIC) and a Sacred Lands File (SLF) search conducted with the Native American Heritage Commission (NAHC). The technical report documenting the Phase 1 cultural resources inventory shall include recommendations to avoid or reduce impacts to cultural resources. These recommendations shall be implemented and incorporated in the project.

RC-4.6, 4.7,

4.8 Economic and
Community
Development
Department
Ongoing
Projects that have the potential to impact cultural resources are addressed on a case by case basis through the City's development review process as part of the California Environmental Quality Act (CEQA) review.

Projects that have the potential to impact cultural resources are addressed on a case-by-case basis through the City's development review process as part of the California Environmental Quality Act (CEQA) review.

RC-6.A
High-Efficiency or Alternatively-Powered Water Heater Replacement Program The City shall provide educational material and information on the City website and through the Building Division on high-efficiency and alternatively-powered water heater replacement options available to current homeowners considering water heater replacement. The City shall streamline the permitting process for high efficiency and alternatively-powered water heat replacement, and develop appropriate financial incentives by working with energy utilities or other partners. Replacement water heaters could include high efficiency natural gas (i.e., tankless) or other alternatively-powered water heating systems that reduce or eliminate natural gas usage such as solar water heating systems, tankless or storage electric water heaters, and electric heat pump systems.

RC-6.9
Economic and
Community
Development
Department
FY 22/23 Completed in 2023. Completed in 2023.

RC-7.A
Update the Climate Action Plan
The City shall periodically update the Climate Action Plan to address municipal operations, maintain compliance with GHG reduction targets set forth by the California Air Resources Board, integrate climate adaptation, and assess and modify existing CAP implementation programs.

RC-7.1, 7.2
Economic and
Community
Development
Department
2020 and
every five
years
thereafter
In late 2024, ECD staff issued an RFP to bring on a consultant to assist staff in preparing the CAP. The City also hired a Civic Spark Fellow to assist on the update. The City is taking a diligent and strategic approach, ensuring that the CAP Update not only meets local climate objectives but also aligns with broader regional and state policies. As part of this effort, the City is closely monitoring the development of the Bay Area Regional Climate Action Plan (BARCAP) to identify opportunities for better integration between local actions and regional priorities.

Additionally, staff is staying attuned to state-level requirements, including those introduced by SB 272, and is working to enhance their understanding of the Regional Shoreline Adaptation Plan (RSAP) to determine how it may inform or influence the CAP update.

In 2025, City staff continued work on this action item by reviewing consultant proposals and conducting interviews to select a consultant to help update the CAP. On May 13, 2025, the City Council adopted Resolution No. 2025- 067, authorizing Ascent Environmental, Inc. to prepare the update. Concurrently, the City Council also adopted Resolution No. 2025-070, establishing a Climate Action Plan Task Force, a Brown-Act body to provide policy guidance throughout the update development and support its implementation. The project (CAP 2.0) officially commenced in July 2025. Initial months involved an audit of existing City documents and policies, gathering of requisite data, establishing an ICLEI account, and transferring data to ClearPath 2.0, which is required for the GHG analysis. Concurrently, the project team also refined the project timeline and developed an engagement plan to guide work through 2025 and 2026. In September 2025, a CivicSpark Fellow was hired to support ongoing coordination and analysis. On October 23, 2025, the Task Force convened for the first time, receiving an overview of state climate goals, the purpose and structure of climate action plans, the CAP 2.0 scope and schedule, and the Task Force’s advisory role. Upcoming work on CAP 2.0 will include more Task Force meetings and community workshops to support public engagement and stakeholder input. Completion of the Draft CAP 2.0 is anticipated in winter 2026/2027, with City Council consideration and adoption of the Final CAP expected in spring 2027.

SA-1.A
Expand Priority Development Area
The City shall work with the Association of Bay Area Governments (ABAG) and the Metropolitan Transportation Commission (MTC) to expand the Intermodal Station District Priority Development Area (PDA) boundary to encompass the entire Station District.

SA-1.1, 1.3
Economic and
Community
Development
Department
FY 20/21 Completed in 2020. Completed in 2020.

SPECIAL AREAS
19 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
SA-1.B
Funding for Station District Public Improvements
The City shall identify and seek grant funding and other external sources of public funding to finance infrastructure and circulation improvements within the Station District, including:
• Construction of an east entrance to the BART station, including a pedestrian crossing of the Oakland Subdivision railroad tracks;
• Construction of a pedestrian crossing of the Niles Subdivision railroad tracks to link the Core Station District with Station East;
• Improved lighting, sidewalks and pedestrian amenities throughout the Station District, especially along Decoto Road and 7th Street, and within any new developments; • Construction of new streets within the Station East area; • Replace public parking within the Station District that may be removed as a result of redevelopment;
• Construction of Quarry Lakes Parkway; and
• Construction of a passenger rail station at Union City BART.

SA-1.3, 1.7,

1.9 City
Manager’s
Office,
Economic and
Community
Development
Department,
Administrative
Services
Division, and
Public Works
Department
Ongoing
Union Pacific (UP) and the California Public Utilities Commission (CPUC) approved the City's request to phase the Station District Public Improvements project. This allows the At-Grade Pedestrian Crossing at BART component to go to bid in early 2025, while the Decoto Road Oakland Subdivision work undergoes agency approval. Additionally, the City plans to replace concrete panels at the Oakland Subdivision as a stand-alone project in Summer 2025. Funding for the project includes $3 million from the Safe Routes to BART (SR2B) grant, $3 million from Regional Measure 3 (RM 3), and $1.17 million from Local Funds (Measure BB & RDA Bonds). The developer of the Station East Mixed Use Residential Project has completed remedial and rough grading, and is collaborating with Public Works to phase the installation of the storm and sewer systems ahead of future roadwork.

The construction contract for the At-Grade Pedestrian Crossing to BART was awarded on 7/12/2025 and is planned to begin construction in 2026. Oakland Subdivision replacement of concrete panels took place in the summer of 2025. Decoto Road Rehabilitation Project Phase 2 will be entering into planning and design and should begin construction in Spring 2027. This project will add improved bike lane and pedestrian infrastructure on Decoto Rd. (from Mission Rd. to 11th St.) leading to BART. The Block 5 Mobility Hub project was funded through MTC's 2024 Climate Program Implementation Grants - Regional Mobility Hubs in the amount of $2,259,000. The project will be in planning and design through mid-2027. The Block 5 Mobility Hub project will complete the eastside improvements at the Union City BART Station with new transit amenities to support the East Plaza/Transit Loop area. These improvements include bus shelters, wayfinding signage, and informational signage for UC Transit / FLEA service. The project also includes a new transit plaza area for benches, bike lockers and repair stations, as well as new lighting and landscaping trees and lighting. The project also includes replacement of existing and the addition of new Union City Transit Center identification signs within the surrounding Station District area.

SA-1.C
Update DIPSA Specific Plan
The City shall review and update the Decoto Industrial Park Study Area (DIPSA) Specific Plan for consistency with the General Plan.

SA-1.1,

1.14 City Council,
City
Manager’s
Office,
Economic and
Community
Development
Department
FY 21/22 Completed in 2022. Completed in 2022.

SA-1.D
Evaluate Impact Fees in the Station District
The City shall re-evaluate impact fees that could be a source of funding for capital improvements in the Station District and assess the need for new fees to address the infrastructure and service impacts of high-density development in the Station District.

Alternative sources of funds should be considered, such as infrastructure bonds, if appropriate.

SA-1.7
City Council,
City
Manager’s
Office,
Finance
Department,
Economic and
Community
Development
Department,
Public Works
Department
Ongoing An impact fee study is underway to update to all City development impact fees, including fees that apply to the Station District.

An impact fee study is underway to update to all City development impact fees, including fees that apply to the Station District.

SA-1.E
Station District Streetscape Master Plan
The City shall develop a streetscape master plan for the Station District that outlines a unified design theme consisting of landscaping, sidewalks, pedestrian street crossings, and lighting.

Economic and
Community
Development
Department,
Public Works
Department
FY 19/20
through
20/21
Completed in 2022. Completed in 2022.

SA-2.A
Issue RFPs for Station District Development
When appropriate, the City shall issue developer requests for proposals to implement General Plan objectives for the Core Station District.

SA-2.9
City
Manager’s
Office
As needed No RFPs were issued for Station District development in 2024. The City is still in an Exclusive Negotiating Agreement with City Ventures for the Gateway site.

No RFPs were issued for Station District development in 2025. The City is still in an Exclusive Negotiating Agreement with City Ventures for the Gateway site.
20 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
SA-3.A
Evaluate Development of Restoration Site
The City shall evaluate the development potential of and constraints on the Restoration Site and identify steps for redevelopment and reuse of the property.

SA-3.1
City Council,
City
Manager’s
Office,
Economic and
Community
Development
Department,
Public Works
Department
FY 22/23
In 2024, the City entered into a Memorandum of Understanding with San Joaquin Regional Rail Commission (SJRRC) regarding the Union City Intermodal Station, Phase 3/Intercity Rail Station Project. The project proposes a new Altamont Commuter Express (ACE) stop at the Intermodal Station and includes removal of a portion of the Restoration site to facilitate a layover yard for the trains. City staff worked with SJRRC to engage an environmental consultant to prepare CEQA documentation for the project .

San Joaquin Regional Rail Commission put the project on hold. City staff continues to search for grants to support remediation of the site.

SA-3.B
Issue RFPs for Station District Development
When appropriate, the City shall issue developer requests for proposals to implement General Plan objectives for the Restoration Site.

SA-3.1, 3.2,

3.3 City
Manager’s
Office
As needed To date, the City has not issued any RFPs for development of the Restoration site. To date, the City has not issued any RFPs for development of the Restoration site.

SA-4.A
Capital Improvements in the Station East Area
The City shall strive to provide capital improvements in the Station East area identified in the DIPSA Specific Plan, General Plan, and other planning documents.

SA-4.21,

4.22 City Council,
Economic and
Community
Development
Department,
Public Works
Department
Ongoing
Union Pacific (UP) and the California Public Utilities Commission (CPUC) approved the City's request to phase the Station District Public Improvements project. This allows the At-Grade Pedestrian Crossing at BART component to go to bid in early 2025, while the Decoto Road Oakland Subdivision work undergoes agency approval. Additionally, the City plans to replace concrete panels at the Oakland Subdivision as a stand-alone project in Summer 2025. Funding for the project includes $3 million from the Safe Routes to BART (SR2B) grant, $3 million from Regional Measure 3 (RM 3), and $1.17 million from Local Funds (Measure BB & RDA Bonds). The developer of the Station East Mixed Use Residential Project has completed remedial and rough grading, and is collaborating with Public Works to phase the installation of the storm and sewer systems ahead of future roadwork.

Construction of the At-Grade Pedestrian Crossing at BART began in 2025 and is anticipated to be completed in early 2027. The crossing will open to the public upon completion of Phase 2, which includes the I Street Closure Improvements and the Decoto Road Crossing Improvements.

SA-8.A
Cooperate to Address Flood Control
The City shall cooperate with the Alameda County Flood Control and Water Conservation District on any infrastructure improvements to remove the Horner/Veasy Area from the flood plain.

SA-8.1
Public Works
Department,
Economic and
Community
Development
Department
Ongoing
No infrastructure projects are planned for the Horner/Veasy Area. New construction in the area is required to meet the requirements in the City's Flood Plain Ordinance, as well as meeting all requirements of the Federal Emergency Management Agency (FEMA) .

No infrastructure projects are planned for the Horner/Veasy Area. New construction in the area is required to meet the requirements of the City's Flood Plain Ordinance, as well as meeting all requirements of the Federal Emergency Management Agency (FEMA) .

SA-8.B
Ensure Compliance with Amortization
The City shall ensure compliance with the terms of the amortization to cease operation for the following properties that have nonconforming uses in conformance with the dates listed below:
• APN 482-0020-007 (Williams) - September 3, 2023
• APN 482-0027-007-19 (Goncalves) - September 3, 2023
• APN 482-0022-001-02, 482-0022-007, and 482-0022-009-01 (Bertelson) - September 3, 2023
• APNs 482-0020-008-02 and 482-0020-002-03 (Kirby) - January 28, 2024 SA-8.4
City
Manager’s
Office and
Economic and
Community
Development
Department
2023 and
2024
Due to other Planning Division priorities, outreach to property owners has not occurred.

Due to Planning Division vacancies and other Division priorities, outreach to the property owners has not occurred.
21 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
SA-10.A
Evaluate Lighting Levels in the Decoto Neighborhood
The City shall conduct an evaluation of existing lighting levels in the Decoto Neighborhood and shall identify opportunities for enhanced lighting.

SA-10.6 Public Works
Department FY 20/21
A request for proposal to retain the services of a consultant to assess the lighting levels in the Decoto Neighborhood is underway and being spearheaded by the Principal Civil Engineer.

The lighting analysis for the Alvarado
‑
Niles Road and Decoto Road corridors has been completed. Both corridors have been identified as part of the high
‑
injury network in the Local Roadway Safety Plan (LRSP). Lighting improvements will be implemented in phasing as funding becomes available.

SA-11.A
Update Old Alvarado Design Guidelines
The City shall review and update the Old Alvarado Design Guidelines to reflect the development that has occurred since the Guidelines were developed and to provide guidance for areas outside of the Smith Street commercial core including UCB between the Mark Green Sports Center and Bettencourt Way, the Horner Street corridor, and the residential neighborhoods located to the west of Union City Boulevard generally between Marsten Avenue and Cambridge Way, including the Diamond Mines site, and to the east of Union City Boulevard north of Smith Street between Vallejo Street and Watkins Street.

SA-11.1,

11.2, 11.3,

11.5 Economic and
Community
Development
Department
FY 21/22 Completed in 2023. Completed in 2023.

SA-11.B
Signage and Branding Program for Historic Alvarado District City shall work with property owners and businesses in the Historic Alvarado District on developing and implementing a signage and branding program for the area.

SA-11.7
Economic and
Community
Development
Department
Ongoing Project needs to be re-assessed among other City priorities and funding demands. Project needs to be re-assessed among other City priorities and funding demands.

SA-11.C
Review Permitted Uses in the Zoning Ordinance
The City shall review the Zoning Ordinance to determine if new types of commercial uses should be permitted to strengthen the Smith Street Commercial Core (e.g., wine bars, entertainment uses).

SA-11.8,

11.9 Economic and
Community
Development
Department
FY 19/20 Completed in 2022.

In 2025, staff initiated amendments to the VMU Zoning District, which is the zoning for the Smith Street Commercial Core, which were brought to the Planning Commission for consideration. The amendments streamlined regulations for live music uses and to allow event space uses within the VMU Zoning District. The Planning Commission recommended approval of the amendments to the City Council. The City Council approved the amendments (Ordinance No. 2026-002) in January 2026.

SA-12.A
Union Landing Retail Analysis
The City shall prepare a retail analysis to evaluate the changing retail environment and develop strategies to address how Union Landing can adapt. The analysis should consider, among other topics:
• Union Landing’s position in the Interstate 880 corridor; • The changing retail environment for big-box-anchored tenants in centers such as Union Landing;
• Maintaining Union Landing as a sales tax generator and a regional destination; • Adjusting the permitted and conditionally permitted uses and development standards to be competitive in the changing retail marketplace; and
• Strategies to target a supportive mix of tenants when working with 16 different property owners.

SA-12.1,

12.3, 12.7,

12.8, 12.9,

12.10 Economic and
Community
Development
Department
FY 19/20 Completed in 2021. Completed in 2021.
22 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
SA-12.B
Update CUL Zoning Provisions
The City shall review and consider updating the standards, allowed uses, and sub-area designations in the Union Landing Commercial (CUL) Zoning District to reflect current conditions and changing markets.

SA-12.1,

12.4, 12.8,

12.9 Economic and
Community
Development
Department
FY 20/21 Completed in 2021. Completed in 2021.

SA-12.C
Guide for Intensification of Union Landing
The City shall work with property owners and tenants to prepare a plan to guide intensification efforts at Union Landing, including a plan for additional development, parking, urban design, plazas and gathering spaces, and pedestrian and automobile circulation improvements to ensure that Union Landing changes over time in order to remain competitive.

SA-12.1,

12.11,

12.13,

12.14 Community
Development
Department,
Public Works
Department
FY 24/25
In 2024, staff spoke with some of the larger property owners in the Union Landing shopping center regarding any expansion/intensification plans. The feedback we received was there was not interest to expand/intensify at this time.

In 2025, Economic Development staff spoke with some of the larger property owners in the Union Landing shopping center regarding any expansion/intensification plans. The feedback we received was that there was not interest in expanding or intensifying at this time.

SA-12.D
Union Landing Sign, Wayfinding, and Branding Program
The City shall prepare a comprehensive sign, wayfinding, and branding program for Union Landing.

SA-12.16,

12.18 City
Manager’s
Office,
Economic and
Community
Development
Department,
Public Works
Department
FY 19/20 Completed in 2022. Completed in 2022.

SA-13.A
Rezone Calaveras Landing
The City shall rezone Calaveras Landing consistent with the Regional Retail Commercial land use designation.

SA-13.1,

13.4 Economic and
Community
Development
Department
FY 20/21
Completed in 2024. The site was rezoned from MS to CC to better align with the existing land uses and the site's General Plan designation of Regional Retail Commercial (CRR).

Completed in 2024. The site was rezoned from MS to CC to better align with the existing land uses and the site's General Plan designation of Regional Retail Commercial (CRR).

SA-13.B
Calaveras Landing Sign, Wayfinding, and Branding Program The City shall prepare a comprehensive sign, wayfinding, and branding program for Calaveras Landing.

SA-13.3,

13.3 City
Manager’s
Office,
Economic and
Community
Development
Department,
Public Works
Department
FY 20/21
No work has been completed on this project. Unlike Union Landing which has a Property Business Improvement District (PBID), Calaveras Landing is privately owned. Signage improvements and branding updates to Union Landing were paid for by the PBID. In 2025, staff plans to reach out to the property owner(s) regarding this policy.

Due to other Department priorities, no work has been completed on this project. 23 GENERAL PLAN IMPLEMENTATION TRACKER
Identifier Program
Responsible
Department/
Division
Updated Status for 2024 Updated Status for 2025
SA-13.C
Calaveras Landing Retail Analysis
Building off the study conducted for Union Landing (see Program SA-12.A), the City shall prepare a retail analysis to evaluate the changing retail environment and develop strategies to address how Calaveras Landing can adapt. The analysis should consider, among other topics:
• Calaveras Landing’s position in the Interstate 880 corridor; • The changing retail environment for big-box-anchored tenants; • Enhancing Calaveras Landing as a sales tax generator and a regional destination; and • Adjusting the permitted and conditionally permitted uses and development standards to be competitive in the changing retail marketplace.

SA-13.1
Economic and
Community
Development
Department
FY 21/22 Due to other City priorities, it is anticipated that work on this program will begin in FY 25/26.

Due to other Department priorities, no work has been completed on this project. In 2026, staff will be outreaching to the Calaveras Landing property owners to address on-going issues with property maintenance as well as other operational issues impacting the shopping center.

SA-14.A
Seek Grant Funding for Access Improvements at the Four Corners The City shall continue to seek grant funding to address issues such as transit access, traffic circulation, and pedestrian access between the Four Corners shopping centers.

SA-14.1,

14.2 Economic and
Community
Development
Department,
Public Works
Department
Ongoing The City is always seeking grant funding for public improvements including the development of bicycle, pedestrian, and transit facilities.

Staff continues to seek grant funding for public improvements throughout the City, including for bicycle, pedestrian and transit facilities.

SA-14.B
Four Corners Signage and Branding Program
The City shall develop a signage and branding program for the Four Corners shopping area.

SA-14.1
Economic and
Community
Development
Department
FY 22/23 Due to other Department priorities, this project has not begun. Due to other Department priorities, this project has not begun.