Transition Period Annual Report & Annual Plan
Prepared for internal review and coordination between:
• Union Landing Property Owners Association (ULPOA)
• Community Strong Strategies (CSS)
• City of Union City Staff
July 1, 2025 – December 31, 2026
UNION LANDING
PROPERTY OWNERS
ASSOCIATION
Table of Contents
I. Background
a. Union Landing Property Business Improvement District (PBID) Legal Framework b. Current Board of Directors
c. Existing Boundaries and Parcel Composition of the PBID d. Historical Services and District Operations Summary
II. Transition Period Overview
a. Operational Transition and Calendar-Year Alignment (July 1, 2025 – December 31, 2025) b. Collaborative Administration Between ULPOA, CSS, and the City of Union City c. Financial Transparency and Bookkeeping Services Transition III. Security Services
a. Union City Police Department (UCPD) Partnership Overview and Public Safety Statistics b. Community Policing Initiatives (National Night Out and Shop with a Cop) c. Public Safety Coordination, Technology, and Crime Prevention Initiatives IV. Marketing & Activation Services
a. Marketing and Promotional Strategy Overview and Sparq Marketing Partnership c. Community/Seasonal Events and Future Infrastructure Initiatives V. Organization Administration & Governance
a. Board Governance, Compliance, and Administrative Coordination b. Contract Management, Vendor Coordination, and Financial Systems VI. Budget Summary
a. Transition Period Financial Performance & Rollover Balances b. Calendar Year 2026 and 2027 Adopted Budgets
VII. Proposed Priorities for Calendar Year 2026 and 2027 a. Operational Stabilization, Security Continuity, and Marketing Activation b. Financial Systems Implementation, Reserve Planning, and PBID Sustainability VIII. Appendices/Exhibits
a. Management District Plan, Budget Tables, and Assessment Schedules b. Maps, Boundary Exhibits, Event Photos
The Union Landing Property Business Improvement District (“PBID”) is a geographically defined assessment district established pursuant to the Property and Business Improvement District Law of 1994, California Streets and Highways Code Sections 36600 et seq. (“1994 Act”). Assessment revenues collected from benefiting properties within the district fund services, improvements, and activities intended to enhance public safety, economic vitality, beautification, and overall operations within the Union Landing Shopping Center. Since its formation, the PBID has played a critical role in supporting the continued success and regional competitiveness of Union Landing as a major commercial and community destination within Union City.
The PBID is administered by the Union Landing Property Owners Association (“ULPOA”), a nonprofit corporation governed by a Board of Directors representing property owners within the district. The Board is responsible for establishing priorities, overseeing the implementation of services and programs funded through PBID assessments, and coordinating with partners including the City of Union City, service providers, and community stakeholders. During the July 1, 2025 through December 31, 2025 transition period, ULPOA continued efforts to strengthen its organizational and administrative capacity as it advanced toward more independent nonprofit operations and long-term operational sustainability.
The PBID currently consists of thirty-nine (39) parcels, including properties owned by both private stakeholders and public entities within the Union Landing area. No changes to the PBID boundaries are proposed as part of this Transition Period Annual Report and Annual Plan. As of the date of this report, the Board of Directors includes major property owners and stakeholders within the district who collectively guide the organization’s operational, financial, and strategic priorities.
I. Background
Historically, PBID assessment revenues have funded a combination of public safety, marketing, beautification, and operational support services. These efforts have included dedicated Union City Police Department support services, community-oriented public safety programming, branding and marketing initiatives, special events, digital outreach campaigns, beautification improvements, and administrative coordination necessary to support district operations. Over time, these investments have contributed to maintaining Union Landing as a safe, active, and economically competitive destination serving residents, businesses, and visitors throughout the region.
William Shrader,
ULPOA President
Board President,
Austin Group
Properties
Liza Morris,
ULPOA Treasurer
Senior Property
Manager
Inverness
Management,
Property
Management
Division
Linnard Lane,
ULPOA Secretary
President,
High Touch
Elizabeth C.
Braunstein CPM®
Senior Director of
Property,
Management
SyWest
Development
Stephen Rosati
Senior
Property,
Manager
SyWest
Development
Kyle
Weddington
Economic
Development
Coordinator,
City of Union
City
Terry Pries
Hill Point
Development
I. Background (continued)
Map of PBID Boundary.
II. Transition Period Overview
The period spanning July 1, 2025 through December 31, 2026 represents a transitional operational phase for the Union Landing Property Owners Association (“ULPOA”) as the organization worked to align historical fiscal-year operations with a future calendar-year reporting and budgeting structure. This transition period was intended to support greater administrative clarity, improve long-term financial planning, and establish a more sustainable operational framework for future PBID administration and reporting activities.
Throughout this transition period, the ULPOA Board of Directors continued coordinating with the City of Union City and Community Strong Strategies (“CSS”) to maintain continuity of services and organizational operations while advancing efforts toward more independent nonprofit administration. Key priorities during this time included preserving operational stability, maintaining core public safety and marketing activities, strengthening governance procedures, and improving financial reporting and transparency processes necessary to support long-term organizational sustainability.
As part of these efforts, CSS provided ongoing administrative coordination and operational support to the ULPOA Board, including assistance with meeting coordination, vendor management, organizational planning, reporting preparation, and board development opportunities. While the organization continued evolving operationally, emphasis remained focused on maintaining uninterrupted district services and ensuring responsible stewardship of PBID assessment revenues during the transition process.
Financial transparency and accurate reporting remained a central priority throughout the transition period. ULPOA worked alongside financial and accounting partners to improve bookkeeping systems, organize financial records, and establish clearer reporting procedures necessary to support nonprofit operations and future compliance obligations. In 2026, ULPOA entered into a bookkeeping services engagement with Daily Balance, Inc. to support ongoing financial reconciliation, monthly financial statement preparation, bank and credit card reconciliations, and operational accounting support utilizing QuickBooks Online. These efforts were intended to strengthen financial oversight, improve organizational readiness, and support informed decision-making by the Board and its operational partners moving forward.
Security services remained a core component of the Union Landing Property Owners Association's service delivery strategy during the reporting period. Through the continued partnership with the Union City Police Department, the district benefited from proactive patrols, rapid incident response, crime deterrence efforts, and ongoing engagement with property owners, businesses, and community members.
Performance data provided by the Union City Police Department demonstrated a notable reduction in reported Group A crimes within the district, reinforcing the value of continued investment in public safety services as a cornerstone of Union Landing's economic vitality and visitor experience. Total reported incidents decreased from 683 crimes between January 1, 2024 and December 31, 2024 to 395 crimes during the same reporting period in 2025, representing an overall 42% reduction in reported crime. Significant decreases were observed across several categories, including theft, burglary, robbery, and aggravated assault offenses.
Beyond crime reduction efforts, Union Landing's security partnership also supported major community events and public safety initiatives throughout the district. The Union City Police Department provided operational support for the Walmart Grand Reopening, National Night Out, and the annual Shop with a Cop program, helping foster positive relationships between law enforcement, businesses, residents, and visitors.
The Board recognizes the continued commitment of Lieutenant Paul Kanazeh and the Union City Police Department in maintaining a safe, welcoming, and business-friendly environment. As the organization continues to strengthen its operational foundation, security services will remain a key priority in supporting economic activity, visitor confidence, and the long-term success of the district.
III. Security Services
III. Security Services (continued)
Notable Enforcement Incidents
UCPD’s monitoring and rapid response capabilities were demonstrated through several critical interventions during this reporting period:
Felony Vehicle Enforcement Stop - July 4 , 2025
th
Officers intercepted a wanted felony vehicle entering Union Landing after a Flock license plate reader alert. A pistol was recovered from the glove compartment, and the driver was safely arrested.
Concealed Weapon Intervention - October 5 , 2025
th
While assisting the Fire Department on a medical call at Buffalo Wild Wings, UCPD safely recovered a concealed firearm from a heavily intoxicated subject, who was arrested without incident.
Community Events and Engagement
UCPD successfully hosted and supported several major community-oriented activations within the district:
Walmart Grand Reopening - July 25 , 2025
th
UCPD provided operational support and safety coordination for Walmart's store remodel celebration.
42 Annual National Night Out - August 5 , 2025
nd th
Union Landing hosted the city's premier community-policing event, drawing over 4,000 residents and local business owners.
Annual “Shop with a Cop” - December 13 , 2025
th
UCPD hosted its traditional holiday event at the Union Landing Walmart, partnering officers with local youth.
During the transition period, ULPOA continued supporting marketing, promotional, and community activation efforts intended to strengthen Union Landing’s identity as a regional shopping, dining, and entertainment destination within Union City. Marketing and activation services focused on increasing community engagement, supporting tenant visibility, promoting seasonal programming, and encouraging repeat visitation to the shopping center through coordinated digital outreach and event-based activities.
To support these efforts, ULPOA hired Sparq Marketing to implement a comprehensive marketing and promotional program designed specifically for large-scale shopping center environments. Services included social media management, website management, digital and mobile marketing support, tenant outreach coordination, promotional campaign development, event production assistance, analytics reporting, and seasonal activation planning. Marketing strategies emphasized increasing customer engagement, strengthening Union Landing’s digital presence, and creating opportunities for tenant participation through coordinated campaigns and community-centered events.
Digital marketing and social media efforts continued to expand throughout 2025.
Marketing activities included the creation of original social media content, event promotions, tenant spotlights, website updates, email newsletter campaigns, and audience engagement initiatives across multiple platforms. According to year-end analytics prepared by Sparq Marketing, Union Landing experienced significant growth in social media engagement metrics throughout 2025, including increases in followers, reach, profile visits, and overall audience interaction driven largely by events, promotions, and influencer engagement. Website traffic and audience engagement metrics also demonstrated continued growth compared to prior years.
IV. Marketing & Activation Services
IV. Marketing & Activation Services (continued)
ULPOA and its marketing partners also coordinated several community-oriented events and seasonal activations throughout the year designed to increase foot traffic and strengthen community participation at Union Landing. These efforts included the Bunny Bash spring event, National Night Out programming, Sama-Sama Fest, and holiday programming associated with the Union City Tree Lighting Celebration and “Jingle All The Way” seasonal activation. The Sama-Sama Fest event represented a collaborative effort involving Sparq Marketing, Moveable Inc., community partners, vendors, and local stakeholders to create a culturally focused community activation event that attracted visitors from throughout the region.
Additional marketing initiatives included sponsorship coordination, tenant promotional support, email marketing campaigns, event advertising, and exploration of future infrastructure and beautification opportunities intended to enhance visitor experience and strengthen Union Landing’s role as a community gathering destination. Throughout the transition period, ULPOA continued evaluating long-term marketing priorities and operational sustainability considerations in order to align future programming efforts with available resources and organizational goals.
V. Organizational Administration & Governance
During the transition period, ULPOA continued strengthening its organizational and administrative framework in support of ongoing PBID operations and future nonprofit governance responsibilities. The Board of Directors continued coordinating with CSS, City of Union City staff, financial partners, and service vendors to maintain operational continuity, support district services, and oversee implementation of organizational priorities throughout the reporting period.
Administrative efforts during this period included meeting coordination, vendor and contract management, financial reporting coordination, annual planning activities, and ongoing support related to Board governance and Brown Act compliance requirements.
ULPOA also continued working to improve financial organization and bookkeeping processes through coordination with accounting and financial service providers, including the engagement of Daily Balance, Inc. for bookkeeping and financial statement preparation support.
Throughout the transition period, CSS continued providing administrative and operational support services to assist the Board in maintaining continuity of operations, coordinating with City staff, supporting reporting requirements, and advancing long-term organizational sustainability efforts associated with the PBID transition process.
Financial Overview
The July 1, 2025 through December 31, 2026 transition period represented a significant milestone for the ULPOA as the organization worked to establish the financial and administrative systems necessary to support independent nonprofit operations. Throughout this period, the Board of Directors remained focused on maintaining continuity of services, preserving operational stability, and ensuring responsible stewardship of assessment revenues while navigating the transition from City-supported administration to greater organizational independence.
A key accomplishment during this transition period was the establishment of ULPOA's independent banking and financial management structure. In January 2026, ULPOA opened its own bank account and continued implementing accounting, bookkeeping, insurance, and financial oversight systems necessary to support ongoing operations. These efforts were accompanied by increased coordination among the Board, Community Strong Strategies, City staff, accounting professionals, legal counsel, and financial service providers to improve transparency, strengthen financial reporting practices, and support informed decision-making.
Key Financial Priorities During the Transition Period
Throughout the transition period, the Board prioritized maintaining essential services while carefully managing organizational resources. Public safety remained the Association's highest funding priority and continued to represent the largest expenditure category within the PBID budget. Assessment revenues continued to support dedicated police services and related operational expenses, ensuring continuity of security services for property owners, tenants, employees, and visitors.
The Board also focused on building the administrative capacity necessary to sustain independent nonprofit operations. Resources were allocated toward accounting services, legal compliance, insurance, organizational administration, and financial management activities necessary to support the Association's long-term success. While certain marketing initiatives and new projects were deferred during portions of the transition period, these decisions reflected a deliberate effort to prioritize organizational stability, strengthen financial controls, and ensure a successful transition to independent operations.
As part of its financial planning efforts, the Board continued evaluating long-term revenue needs and operational sustainability. In developing future budgets, the Board sought to balance the costs associated with maintaining services and addressing inflationary pressures while minimizing financial impacts on property owners and tenants. This approach is reflected in the Board's support for a modest assessment adjustment intended to maintain service levels while remaining responsive to economic conditions affecting the business community. *Note that the budget represented for the FY 2025-2026 is July 2025 to December 2026. FY 2027 is January 2027 - December 2027.
VI. Budget Summary & Financial Transition
Description FY 2025-26 Budget
Security Services Costs
Sworn Police Services Salaries $1,274,487.00
Vehicles and Equipment $36,244.50
Office Space Lease for Police
Personnel
$58,797.00
Supplies $16,548.00
Total Security Services Costs $1,386,076.50
Marketing Services Costs
Marketing and Events $165,750.00
Administration Costs $239,026.00
Marketing and Administration Cost $50,000.00
Total Marketing and Admin Costs $304,776.00
Total ULPBID Costs $1,690,852.50
VI. Budget Summary & Financial Transition cont.
Year 1 (18-month budget covering July 1, 2025, through December 31, 2026, Security & Marketing and Administrative Services)
Description
Year 2 (1/1/2027-
12/31/2027) Baseline
Budget*
Year 2 (1/1/2027-
12/31/2027) Baseline
Budget plus 2.7 %
Year 2 (1/1/2027-
12/31/2027) Baseline
Budget plus 4 %
Security Services Costs:
Sworn Police Services
Salaries
$849,658.00 $872,598.77 $883,644.32
Vehicles and
Equipment
$24,163.00 $24,815.40 $25,129.52
Office Space Lease for
Police Personnel
$39,198.00 $40,256.35 $40,765.92
Supplies $11,032.00 $11,329.86 $11,473.28
Subtotal Security
Services Costs
$924,051.00 $949,000.38 $961,013.04
Marketing & Administration Services Costs:
Marketing Services $110,500.00 $113,483.50 $114,920.00
Administration Costs $140,950.00 $140,950.00 $140,950.00 Marketing &
Administration
$50,000.00 $51,350.00 $52,000.00
Less Prior Year
Rollover Funds
$0.00 $0.00 $0.00
Subtotal Marketing &
Administration
$301,450.00 $305,783.50 $307,870.00
Total PBID Costs $1,225,501.00 $1,254,783.88 $1,268,883.04 *The Year 2 Baseline Budget does not include renewal fees and interim management costs VI. Budget Summary & Financial Transition cont.
ULPOA Budgets for FY 2025/2026. and FY 2027
Calendar Year 2027 Security and Marketing Services Budget Increase Comparisons Throughout the year, there have been considerations for the increase of budget for the following fiscal year. The board presented two (2) options that will be presented to council for the final approval.
VI. Budget Summary & Financial Transition cont.
Financial Outlook
Looking ahead, ULPOA will continue prioritizing fiscal responsibility, operational stability, and transparent financial management practices. The Board will also continue exploring partnerships, sponsorship opportunities, grant funding, and other collaborative initiatives that may strengthen the organization's long-term financial position while supporting future marketing, activation, beautification, and community engagement efforts throughout Union Landing.
VII. Proposed Priorities for Calendar Year 2026 and 2027 The Union Landing Property Owners Association enters 2027 at a pivotal moment in its evolution. Following the successful transition to an independent organization, the Board's focus is on stabilizing core operations while positioning the district for long-term growth and investment.
Union Landing remains one of Northern California's premier regional retail destinations, serving residents throughout Union City and the broader Tri-City area. With strong partnerships among property owners, businesses, the City of Union City, Alameda County, local healthcare institutions, financial institutions, and community stakeholders, the district is well-positioned to build upon its existing strengths and pursue new opportunities for economic development and place-based investment.
Financial Transition Accomplishments
During the transition period and subsequent implementation phase, the ULPOA Board of Directors worked collaboratively with City staff, Community Strong Strategies, Daily Balance, legal counsel, and financial partners to establish the organizational infrastructure necessary for independent operations. Key accomplishments included:
Establishment of ULPOA's independent bank account and banking relationship.
Selection and onboarding of Daily Balance, Inc. for bookkeeping and financial management services.
Implementation of QuickBooks Online for financial tracking and reporting.
Development of financial policies, invoice review procedures, and payment authorization processes.
Coordination with City staff regarding historical financial records, cash flow projections, and assessment revenue transfers.
Evaluation of reserve funding requirements to support continuity of public safety services and organizational stability.
Ongoing reconciliation and organization of financial records necessary to support transparent reporting and future compliance requirements.
Operational Stabilization
Continue strengthening organizational governance, financial management systems, vendor oversight, and administrative processes to ensure the successful operation of the PBID as an independent entity.
Reserve Planning and Financial Stewardship
Establish and maintain appropriate financial reserves to support continuity of services, manage future obligations, and ensure longterm organizational sustainability.
Marketing, Promotion, and District Activation
Continue strategic marketing efforts that promote Union Landing as a regional destination while supporting businesses through events, promotions, digital outreach, and placemaking initiatives.
Security and Public Safety Continuity
Maintain enhanced security services that contribute to a safe, welcoming environment for businesses, employees, residents, and visitors.
Strategic Partnerships and External Funding
Explore opportunities to leverage partnerships with local and regional organizations, including public agencies, healthcare institutions, financial partners, and community organizations, to expand resources available to the district and support future initiatives.
Long-Term PBID Sustainability and Growth
Develop strategies that position the PBID for continued success, including assessment planning, stakeholder engagement, service enhancements, and exploration of future funding opportunities that support district-wide improvements.
VII. Proposed Priorities for Calendar Year 2026 and 2027 cont.
To support this vision, the Board has identified the following priorities moving forward:
VIII. Appendices / Exhibits
• Management District Plan
Month Percentage
December 50%
March 5%
April 30%
June 15%
Total 100%
Projected ULPOA Assessment Collection and Approximate Pay Schedule..
VIII. Appendices / Exhibits cont.