Union City City Council
July 28, 2026

July 28, 2026 | 7:00 PM Page 1 of 6
City Council / Successor Agency
Regular Meeting Agenda

NOTICE AND AGENDA

CITY OF UNION CITY

CITY COUNCIL / SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY

REGULAR MEETING
GARY SINGH, Mayor
JAIME PATIÑO, Vice Mayor (District 2)
LANCE NISHIHIRA, Councilmember (District 1)
JEFF WANG, Councilmember (District 3)
SCOTT SAKAKIHARA, Councilmember (District 4)
Tuesday, July 28, 2026 | 7:00 PM
City Hall – Tom Kitayama City Council Chambers
34009 Alvarado-Niles Road, Union City, CA 94587

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Live captions and interpretation are provided to improve accessibility and language access for meeting participants.

1. CALL TO ORDER

1.1. Pledge of Allegiance

1.2. Roll Call

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2. PROCLAMATIONS AND PRESENTATIONS

2.1. Certificate Recognizing Jacob Macalolooy for His Victory at the Rumble in the Une Professional Boxing Event

2.2. Proclamation Recognizing the James Logan High School Baseball Team 2026 CIF North Coast Section Division 3 Champions

3. ORAL COMMUNICATIONS
Each person who wishes to speak during Oral Communications for matters not listed on the agenda will have up to three minutes, unless the Chair announces a different time limit. Public comment may be provided in person or remotely. In-person speakers are requested to submit a speaker card before the item is called. Remote speakers should use the “Raise Hand” feature when the City Clerk calls for speakers, or press *9 if participating by phone. Speaker cards are requested for meeting administration and recordkeeping purposes, but are not required to speak.

4. CONSENT CALENDAR
All items listed under the Consent Calendar are considered routine and will be approved together with one motion. If any item requires discussion, it will be removed from the Consent Calendar and discussed separately.

4.1. Approve the July 14, 2026 City Council Special Meeting Action Minutes

4.2. Approve the July 14, 2026 City Council Regular Meeting Action Minutes

4.3. Adopt a Resolution Amending the 2026 Calendar Year City Council Meeting Schedule to Cancel All Regular Meetings in August 2026

4.4. Adopt a Resolution Authorizing the Acceptance of the Board of State and Community Correction’s Proposition 64 Health and Safety Grant Program Funds, in the Total Amount of $226,252.00, for Fiscal Years 2026-2027

4.5. Adopt a Resolution Authorizing Transfer of Unclaimed Monies to the General Fund of the City Pursuant to Government Code Section 50053

4.6. Adopt a Resolution Approving a Two-Year Independent Contractor Agreement with Frank Monge, in an Amount Not to Exceed $260,000, to Provide Youth Basketball Services

4.7. Adopt a Resolution Accepting a Fiscal Year 2023 Safe Streets and Roads For All (SS4A) Grant Award, in the Amount of $200,000, from the U.S.

Department of Transportation, Federal Highway Administration, for the Dyer Street Corridor Safety Audit and Local Roadway Safety Plan Supplement; Increasing the Revenue Projection in the Capital Projects Fund (Fund 410) by $200,000 and Appropriating $200,000 to the Local Roadway Safety Plan, City Project No. 21-25; and Appropriating $50,000 from the Measure BB Local Streets and Roads Fund (Fund 264) as the Required Local Match, for a Total Budget of $250,000

4.8. Adopt a Resolution Accepting Completion of the Kennedy Park Improvements, Phase I, City Project No. 24-15, and Authorizing Release of the Retention Payment to RNR Paving, Inc.

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4.9. Adopt a Resolution Authorizing the City Manager to Execute the Second Amendment to the Purchase and Sale Agreement with the California Department of Transportation (Caltrans) for the Route 84 Excess Properties

4.10. Adopt a Resolution Accepting the Completed Subdivision Improvements for Tract 8349 – Seven Hills Estates Development and Authorizing the Release of the Improvement Securities

4.11. Adopt a Resolution Approving an Increase in the Fiscal Year 2026-2027 Annual Clean Water Program Contribution by $120,000 in the Clean Water Fund (Fund 258) for Payment of Costs Associated with the Alameda Countywide Clean Water Program for the Services of Larry Walker Associates

4.12. Adopt a Resolution Authorizing the City Manager to Execute Task Order 17 to the Joint Powers Agreement with the City of Fremont for Fiscal Year 2026-2027 Paratransit Services to be Provided by the City of Fremont Human Services Department’s Ride-On Tri-City! Program, Funded Through Alameda County Transportation Commission Measure BB Direct Local Distribution Funds

4.13. Waive Further Reading and Adoption of an Ordinance of the City Council of the City of Union City Levying Special Taxes within City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services)

5. PUBLIC HEARINGS
Public hearings provide the City Council with an opportunity to receive staff presentations, ask questions, hear public testimony, and take action as required. Public comment may be provided in person or remotely. In-person speakers are requested to submit a speaker card before the public hearing is closed. Remote speakers should use the “Raise Hand” feature when the City Clerk calls for speakers, or press *9 if participating by phone. After the public hearing closes, additional comments may not be accepted unless the Chair reopens it.

5.1. Public Hearing and Adopt a Resolution Confirming the Economic and Community Development Director’s Report Concerning Weed Abatement Assessments

6. CITY MANAGER REPORTS

6.1. Adopt a Resolution Approving the Economic Development Strategic Plan and Accepting the Economic Development Division Six-Month Work Plan

6.2. Receive Informational Report on the Public Services Grant Allocation Process

6.3. Receive an Informational Report on Union City's Homelessness Response Efforts – July 2026

6.4. Receive and File Quarterly Financial Report and Adopt a Resolution to Amend the City’s Authorized Positions List for Fiscal Year 2026-2027

6.5. Adopt a Resolution Approving and Adopting the City of Union City City Council Handbook
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7. SUCCESSOR AGENCY TO REDEVELOPMENT AGENCY

8. ITEMS REFERRED BY COUNCIL

9. GOOD OF THE ORDER

10. ADJOURNMENT

MEETING INFORMATION
The City Council is authorized to take action only on items listed on this agenda. Public comment is welcomed and encouraged on agenda items and on matters within the City Council's subject-matter jurisdiction during the designated public comment period.

Regular City Council meetings are held in person on the second and fourth Tuesday of each month at 7:00 p.m. in the Council Chambers, City Hall, 34009 Alvarado-Niles Road, Union City, CA 94587.

Meetings are broadcast live on UCTV Channel 15 and live-streamed on the City's website:
https://bit.ly/3x9mEiR.

Public Records:

Documents related to agenda items are available for review on the City's website at https://www.unioncityca.gov or during business hours at the City Clerk's Office, 34009 Alvarado-Niles Road, Union City, CA 94587.

Accessibility and Accommodation Requests:

If you require disability-related modification or accommodation, including auxiliary aids or services, to participate in this meeting, please contact the City Clerk's Office at (510) 675-5448 or [email protected] at least 72 hours before the meeting. The City will make reasonable efforts to accommodate requests received after that time. Closed captioning is available for regular City Council meetings.

ADDRESSING THE CITY COUNCIL
In-Person Public Comment:

Members of the public may address the City Council on any agenda item or during the Public Input portion of the meeting. Speaker cards are requested to assist with meeting administration but are not required for public comment. Providing a name, city of residence, mailing address, or other identifying information is voluntary. If you would like a follow-up from the City, please provide contact information.

Written Comment:

To submit written comments on an agenda item or during Public Input, please email [email protected]. Include "Public Comment" in the subject line and reference the agenda item number, if applicable. Written comments will be forwarded to the City Council and made publicly available.

REMOTE ATTENDANCE AND PUBLIC COMMENT
City Council meetings may be observed remotely through Zoom. Beginning July 1, 2026, pursuant to Senate Bill 707 and California Government Code sections 54953.4 and 54954.3, members of the public July 28, 2026 | 7:00 PM Page 5 of 6
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Regular Meeting Agenda
may also provide public comment in real time either in person or remotely through the two-way audiovisual platform or two-way telephonic service identified below. Remote public commenters will receive the same time allotment as members of the public commenting in person.

Join Online: http://citycouncil-live.unioncity.org
Direct Zoom Link:
https://unioncity-org.zoom.us/j/83271719037?pwd=rrD6hA9Be9kmowKVtZxBG1khdLegtM.1 Webinar ID: 832 7171 9037
Zoom Passcode: &ejwaZ9P
Join by Telephone: +1 408 638 0968
Telephone Passcode: 06932153
Remote Public Comment:

To provide public comment remotely, use the "Raise Hand" feature on Zoom or press *9 if participating by telephone. When called upon, the speaker will be unmuted and given the allotted time to speak.

Telephone participants may press *6 to mute or unmute themselves when called to speak. Remote speakers must be present in the Zoom or telephone queue when called. Remote participants are responsible for ensuring that they are connected and able to hear the meeting.

Remote Access Disruption:

The City Council adopted the City of Union City SB 707 Meeting Disruption Policy by Resolution No. 2026-060 on May 12, 2026. If a disruption of telephonic or internet service prevents remote attendance, observation, or public comment, the City Council will follow the adopted policy. The policy may require the open session to be recessed while the City makes good-faith efforts to restore service. If service is not restored, the City Council may continue only after making the required rollcall findings, as applicable.

Technical Assistance:

Meeting staff will monitor remote access during the meeting. If you experience remote access issues during the meeting, please notify the Zoom host as soon as possible.

CITY COUNCIL NORMS AND GUIDELINES
(Resolution No. 6129-23; Adopted May 23, 2023)
The Union City Council abides by the following norms:

1. We conduct ourselves in a professional manner, treat everyone with respect, and act with high integrity, always putting the interests of the City of Union City ahead of self-interests in accordance with our code of ethics.

2. We respect the Council-Manager form of government, and do not interfere with the City Manager's role or any professional duties of City staff.

3. We recognize that matters of confidential nature are to be kept private and undisclosed.

4. We respect each other's opinions and are supportive of each other's work advocating for the City, and we ensure that all voices are heard. We do not criticize others for having a different point of view, and we agree to disagree respectfully.

5. We understand that the City Council acts as a body, all members are equal, and policy direction is only given by a majority vote of the City Council. Once a decision July 28, 2026 | 7:00 PM Page 6 of 6
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is made, all members of the City Council must respect the City Council's direction.

6. We will be prepared for City Council meetings and ask our questions of the City Manager in advance so we can avoid surprising City staff at meetings.

7. We do not criticize City staff publicly or to others and will refrain from directing them. Instead, we will take our concerns and questions privately to the City Manager.

8. We will govern on an at-large basis, although elected by districts. We will maintain a citywide perspective and consider the needs and interests of the entire community.

9. We will continue to allocate resources based on long-term strategic priorities and efforts, with consideration of citywide service levels and financial capacity.

10. We understand customer service is the priority and each member of the City Council will help constituents regardless of the district in which they reside or from which a Councilmember themselves is elected.

11. We recognize the significant importance of attendance and participation at City Council meetings in proceeding with City business. All members of the City Council should endeavor to miss no more than two regular meetings per calendar year absent extraordinary circumstances. Members of the City Council should, absent unforeseen circumstances, provide a minimum of sixty days' notice to the City Council of planned absences during the Good of the Order or Items Referred by Council portion of the City Council agenda, as appropriate.

May these Council Norms be administered and enforced in the following manner:

1. Councilmembers have the primary responsibility to assure that ethical standards are understood and met by the Council, and that the public can continue to have full confidence in the integrity of government.

2. The Mayor and the Council have the responsibility to intervene when action of its members are in violation of Council Norms.

3. The City Council can review and revise the Council Norms as needed.

4. During City Council discussions, deliberations, and proceedings, the Mayor is designated with the primary responsibility to ensure that Councilmembers adhere to the Council Norms.

CERTIFICATION OF MEETING NOTICE AND AGENDA POSTING
This notice and agenda were posted on the City's website and the City Hall bulletin board at least 72 hours prior to the meeting date, in compliance with the Ralph M. Brown Act. /s/Thai Nam Pham, MMC, CPMC
City Clerk/Secretary to the City of Union City Successor Agency City Council Staff Report Page 1 of 1 July 28, 2026
Staff Report
Agenda Item No. 2.1
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Certificate Recognizing Jacob Macalolooy for His Victory at the Rumble in the Une Professional Boxing Event
Prepared by: Christopher Chang, Administrative Specialist, Confidential Submitted by: Thai Nam Pham, City Clerk
Attachments

1. Certificate
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This Certificate of Recognition is proudly awarded to
In recognition of his fourth-round victory over Jaylin
Strong at the Rumble in the Une professional boxing
event held in Union City.

The City Council commends Jacob for his dedication
in and out of the ring as he serves as a positive
example for young people in Union City, showing
that success is built through effort, respect, and
commitment. We applaud him for representing his
hometown with pride and for continuing to serve the
James Logan High School and Union City community.
____________________________
Gary Singh, Mayor
Dated June 28, 2026
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Staff Report
Agenda Item No. 2.2
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Proclamation Recognizing the James Logan High School Baseball Team 2026 CIF North Coast Section Division 3 Champions
Prepared by: Thai Nam Pham, City Clerk
Submitted by: Thai Nam Pham, City Clerk
Attachments

1. Proclamation
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CITY OF UNION CITY

PROCLAMATION

Recognizing the James Logan High School Baseball Team
2026 CIF North Coast Section Division 3 Champions
WHEREAS, the James Logan High School Baseball Team has brought great pride to Union City and the New Haven Unified School District by winning the 2026 California Interscholastic Federation (CIF) North Coast Section Division 3 Championship; and WHEREAS, this championship reflects the team’s hard work, skill, discipline, and strong commitment to one another throughout the season; and WHEREAS, the City of Union City proudly recognizes the student-athletes of the James Logan High School Baseball Team: Kamari Robinson, Isaiah Peleseuma, Marcos Jung, Ivan Perez, Marquez Mease, Calvin Aguilar, Rickhai Williams, Emiliano Ramirez, Lester Miranda, Andres Oseguera, Amado Viray Santos, Nickolas Aguilar, Donovan Castro, Mason Yamagata, Westley Vega, Leo Oseguera, Sapphite Puk, Jayden Archuleta, Octavio Gonzalez, Colton Stevens, Isaac Moreno, Nathan Lally, and Caleb DegalaBurnett; and WHEREAS, the team’s success was made possible through the leadership of Head Coach Luis Soto, Assistant Coaches Manny Gomez, Cesar Jimenez, and Mike Leimone, and the support of Principal Ron Polk, Athletic Director Eli Bagaoisan, Athletic Trainer Rocco Perez, Team Photographers Ella Vega and Marco Casas, and Program Coordinators Noma Higgins and Erica Viray Santos; and
WHEREAS, six James Logan Baseball athletes earned Mission Valley Athletic League (MVAL) All-League Recognition, one athlete received MVAL Honorable Mention, and one athlete was named James Logan High School Scholar Athlete of the Year; and WHEREAS, six members of the team were awarded New Haven School Foundation Scholarships, showing that these student-athletes have worked hard not only on the field, but also in the classroom and in the community; and WHEREAS, the James Logan High School Baseball Team has shown the values of teamwork, leadership, sportsmanship, and school pride, serving as a strong example for young people across Union City.

NOW, THEREFORE, the City Council of Union City does hereby recognize and congratulate the James Logan High School Baseball Team for winning the 2026 CIF North Coast Section Division 3 Championship, and extend our best wishes to the players, coaches, staff, families, and supporters for their continued success.

DATED: July 28, 2026
GARY SINGH, Mayor
JAIME PATIÑO, Vice Mayor
LANCE NISHIHIRA, Councilmember
SCOTT SAKAKIHARA, Councilmember
JEFF WANG, Councilmember
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City Council Staff Report Page 1 of 1 July 28, 2026
Staff Report
Agenda Item No. 4.1
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Approve the July 14, 2026 City Council Special Meeting Action Minutes

RECOMMENDATION
Staff recommends that the Council approve the meeting minutes.

Prepared by: Thai Nam Pham, City Clerk
Submitted by: Thai Nam Pham, City Clerk
Attachments

1. Action Minutes
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MINUTES

CITY OF UNION CITY

CITY COUNCIL

SPECIAL MEETING
GARY SINGH, Mayor
JAIME PATIÑO, Vice Mayor (District 2)
LANCE NISHIHIRA, Councilmember (District 1)
JEFF WANG, Councilmember (District 3)
SCOTT SAKAKIHARA, Councilmember (District 4)
Tuesday, July 14, 2026 | 5:30 PM
City Hall – Tom Kitayama City Council Chambers
34009 Alvarado-Niles Road, Union City, CA 94587

1. CALL TO ORDER
Mayor Singh called the meeting to order at 5:30 PM. He noted that, pursuant to Government Code section 54953(b), Vice Mayor Patiño was participating via teleconference from the site listed on the agenda.

2. Roll Call
Attendance Attendee Name
Present Lance Nishihira, Councilmember
Scott Sakakihara, Councilmember
Jeff Wang, Councilmember
Jaime Patiño, Vice Mayor (Remote)
Gary Singh, Mayor
Absent None

3. ORAL COMMUNICATIONS - Comments Limited to Items on the Special Meeting Agenda
Mayor Singh opened Oral Communications. There were no in-person or remote speakers.

Mayor Singh closed Oral Communications.

4. PROCLAMATIONS AND PRESENTATIONS

4.1. Proclamation Recognizing July 2026 as Park and Recreation Month Mayor Singh read the proclamation aloud. Community and Recreation Services Director Laura Buzo accepted the proclamation and provided brief comments. 12 of 452
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Public Works Grounds Supervisor Jesus Banuelos joined her and accepted the proclamation on behalf of Public Works staff.

4.2. Presentation on Information Technology Department 2022 - 2027 Strategic Roadmap Update
Information Technology Services Director Mario Vallejo provided the presentation and responded to questions from the Council. The Council received the presentation.

5. CONSENT CALENDAR
Mayor Singh announced a disqualifying conflict of interest in Item 5.7 under the Political Reform Act because MV Transportation, Inc., a source of income to him, leases real property from him. He also disclosed a remote interest under Government Code section 1091 and stated that he would recuse himself from consideration of Item 5.7.

Motion: Approve Consent Calendar Items 5.1 through 5.6.

RESULT: Pass
MOVER: Vice Mayor Patiño
SECONDER: Councilmember Sakakihara
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

5.1. Approve the June 23, 2026 City Council Regular Meeting Action Minutes Approved as part of the Consent Calendar.

5.2. Adopt a Resolution Approving the Installation of a Peace Pole at the International Sister Cities Plaza in Old Alvarado Park
Adopted as part of the Consent Calendar.

Enactment No.: Resolution No. 2026-099

5.3. Adopt a Resolution Approving a Five-Year Software as a Service Agreement with CentralSquare Technologies for the Community Development and eTRAKiT Online Permitting System, for a Total Cost of $431,788.50 for the One-Time Implementation and Recurring Annual Subscription, Authorizes the City Manager to Execute the Purchase Agreement, and Carry Forward and Increase the FY2026-2027 Budget by $140,000 for this Project
Adopted as part of the Consent Calendar.

Enactment No.: Resolution No. 2026-100

5.4. Adopt a Resolution Approving the Award of a Contract to American Mechanical, Inc., in the Amount of $493,230, and Approving a Total Installation Budget in the Amount of $517,892, for the City Hall - Data Center Battery Back Up & AC Repairs, City Project No. 23-16 Adopted as part of the Consent Calendar.
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Enactment No.: Resolution No. 2026-101

5.5. Adopt a Resolution Approving the Award of a Construction Contract to Five Brothers Absolute, in the Amount of $166,900, and Approving a Total Construction Budget in the Amount of $200,280, for Library Roof Modernization, City Project No. 26-21
Adopted as part of the Consent Calendar.

Enactment No.: Resolution No. 2026-102

5.6. Adopt a Resolution Approving the Final Map and Subdivision Improvement Agreements for Tract 8251 - Station East Phase 1 (Lennar Homes of California, LLC) at 700 Decoto Road
Adopted as part of the Consent Calendar.

Enactment No.: Resolution No. 2026-103

5.7. Adopt a Resolution Approving Union City Transit Fall 2026 Service Changes Effective Saturday, August 8, 2026
Mayor Singh left the Council Chambers and did not participate in the consideration of this item. The remaining Councilmembers selected Councilmember Nishihira to preside over the item.

Motion: Adopt a Resolution Approving Union City Transit Fall 2026 Service Changes Effective Saturday, August 8, 2026.

RESULT: Pass
MOVER: Councilmember Nishihira
SECONDER:Councilmember Wang
AYES: Councilmembers Nishihira, Sakakihara, Wang, and Vice Mayor Patiño
NOES: None
ABSENT: None
RECUSED: Mayor Singh

Enactment No.: Resolution No. 2026-104
Mayor Singh returned to the Council Chambers after the vote.

6. CLOSED SESSION
The City Council recessed to closed session at 6:01 PM to consider Item 6.1.

6.1. Public Employee Performance Evaluation (Government Code Section 54957) - Title: City Manager
No reportable action.

7. REPORT OUT OF CLOSED SESSION
Mayor Singh reconvened the open session at 6:59 PM and reported that there was no reportable action.

8. ADJOURNMENT
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Mayor Singh adjourned the meeting at 6:59 PM.

I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a regular meeting of the City Council of the City of Union City on July 28, 2026. /s/ Thai Nam Pham, MMC, CPMC
City Clerk
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City Council Staff Report Page 1 of 1 July 28, 2026
Staff Report
Agenda Item No. 4.2
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Approve the July 14, 2026 City Council Regular Meeting Action Minutes

RECOMMENDATION
Staff recommends that the Council approve the meeting minutes.

Prepared by: Thai Nam Pham, City Clerk
Submitted by: Thai Nam Pham, City Clerk
Attachments

1. Action Minutes
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MINUTES

CITY OF UNION CITY

CITY COUNCIL / SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY

REGULAR MEETING
GARY SINGH, Mayor
JAIME PATIÑO, Vice Mayor (District 2)
LANCE NISHIHIRA, Councilmember (District 1)
JEFF WANG, Councilmember (District 3)
SCOTT SAKAKIHARA, Councilmember (District 4)
Tuesday, July 14, 2026 | 7:00 PM
City Hall – Tom Kitayama City Council Chambers
34009 Alvarado-Niles Road, Union City, CA 94587

1. CALL TO ORDER
Mayor Singh called the meeting to order at 7:01 PM.

1.1. Pledge of Allegiance
Mayor Singh led the Pledge of Allegiance.

He noted that, pursuant to Government Code section 54953(b), Vice Mayor Patiño was participating via teleconference from the site listed on the agenda.

1.2. Roll Call
Attendance Attendee Name
Present Lance Nishihira, Councilmember
Scott Sakakihara, Councilmember
Jeff Wang, Councilmember
Jaime Patiño, Vice Mayor (Remote)
Gary Singh, Mayor
Absent None

2. ORAL COMMUNICATIONS
Mayor Singh opened Oral Communications. Kat Keigher, Aaron Keigher, and Susie Garcia spoke on items that were not on the agenda. There were no remote speakers. Mayor Singh closed Oral Communications.
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3. PUBLIC HEARINGS
Mayor Singh opened Oral Communications. Kat Keeger, Aaron Keeger, and Susie Garcia spoke about items not on the agenda. There were no remote speakers.

Mayor Singh closed Oral Communications.

3.1. Adopt the Following Resolutions and Waive Full Reading and Introduce by Title Only the Following Ordinance Related to the Formation and Financing of City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services):
(1) Adopt a Resolution Forming City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services), Designating Improvement Area No. 1 Therein,
Establishing a Future Annexation Area, and Authorizing the Levy of Special Taxes to Finance Certain Public Services and the Acquisition and Construction of Certain Public Facilities; (2) Adopt a Resolution Deeming It Necessary to Incur Bonded Indebtedness in and for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services), in an Amount Not to Exceed $38,000,000, to Finance the Acquisition and Construction of Certain Public Facilities;
(3) Adopt a Resolution Calling a Special Election in and for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services);
(4) Adopt a Resolution Declaring the Results of the Special Election for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services); and
(5) Waive Full Reading and Introduce by Title Only an Ordinance Levying Special Taxes Within City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services)
Economic and Community Development Director Carmela Campbell provided the staff presentation and responded to questions from the Council.

Mayor Singh opened the Public Hearing at 7:23 PM. No written protests were filed, and there were no in-person or remote speakers. Mayor Singh closed the Public Hearing at 7:25 PM.

Motion: Adopt a resolution forming City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services), designating Improvement Area No. 1 therein, establishing a future annexation area, and authorizing the levy of special taxes to finance certain public services and the acquisition and construction of certain public facilities.

RESULT: Pass
MOVER: Councilmember Nishihira
SECONDER:Mayor Singh
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None
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Enactment No.: Resolution No. 2026-105
Motion: Adopt a resolution deeming it necessary to incur bonded indebtedness in and for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services), in an amount not to exceed $38,000,000, to finance the acquisition and construction of certain public facilities.

RESULT: Pass
MOVER: Councilmember Nishihira
SECONDER:Mayor Singh
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

Enactment No.: Resolution No. 2026-106
Motion: Adopt a resolution calling a special election in and for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services).

RESULT: Pass
MOVER: Councilmember Nishihira
SECONDER:Mayor Singh
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

Enactment No.: Resolution No. 2026-107
City Clerk Pham canvassed the landowner ballot and announced that all 22 qualified landowner votes were cast in favor of the measure, representing 100 percent of the votes cast.

Motion: Adopt a resolution declaring the results of the special election for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services).

RESULT: Pass
MOVER: Vice Mayor Patiño
SECONDER:Councilmember Sakakihara
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

Enactment No.: Resolution No. 2026-108
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Motion: Waive full reading and introduce by title only an ordinance levying special taxes within City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services).

RESULT: Pass
MOVER: Vice Mayor Patiño
SECONDER:Councilmember Sakakihara
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

3.2. Conduct a Public Hearing and Adopt a Resolution Approving the Adjusted Stormwater Fee and Ordering the Collection of the Fee on the Tax Roll City Attorney Kokotaylo provided the staff presentation.

Mayor Singh opened the Public Hearing at 7:34 PM. There were no in-person or remote speakers. Mayor Singh closed the Public Hearing at 7:34 PM.

Motion: Adopt a resolution approving the adjusted Stormwater Fee and ordering the collection of the fee on the tax roll.

RESULT: Pass
MOVER: Vice Mayor Patiño
SECONDER:Councilmember Wang
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

Enactment No.: Resolution No. 2026-109

4. CITY MANAGER REPORTS

4.1. Adopt Two Resolutions: (1) Approving the Union Landing Property Owners Association Annual Report and Amending the City of Union City Revised Budget as Necessary for Consistency; and (2) Ordering Levy and Collection of Assessment for the Union Landing Property and Business Improvement District to Fund Services in Calendar Year 2027 Economic Development Manager Gloria Ortega and Community Strong Strategies representatives Nathan Ulsh and Diana Zepeda provided the staff presentation.

No speaker cards were submitted, and no remote participants raised their hands for this item.
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Motion: Adopt two resolutions approving the Union Landing Property and Business Improvement District Annual Report with a four percent budget increase and amending the revised budget as necessary for consistency; and ordering the levy and collection of the annual assessment with a four percent budget increase to fund services in calendar year 2027.

RESULT: Pass
MOVER: Mayor Singh
SECONDER:Councilmember Wang
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

Enactment Nos.: Resolution Nos. 2026-110 and 2026-111

4.2. Adopt a Resolution Calling an Election to Be Held on November 3, 2026, for Voter Consideration of a Ballot Measure Seeking Voter Authorization to Amend Municipal Code Chapter 3.28 to Extend the Term of the City's Existing Utility Users Tax Without a Tax Increase; Establishing Related Election Policies and Procedures; Requesting Consolidation of the Election and Certain Services of the Alameda County Registrar of Voters; Providing for the Submittal of Ballot Arguments and Rebuttals; and Authorizing the Filing of an Impartial Analysis
City Manager Malloy and City Attorney Kokotaylo provided the staff presentation. Godbe Research representative Brian Godbe and TeamCivX representative Charles Heath were available remotely.

Mayor Singh opened Public Comment. Henry Soong spoke remotely on this item. There were no in-person speakers or additional remote speakers.

Motion: Designate Mayor Singh and Councilmember Nishihira to prepare and submit the ballot argument and any rebuttal in favor of the proposed measure, and adopt the resolution placing the proposed ballot measure on the November 3, 2026 ballot.

RESULT: Pass
MOVER: Councilmember Nishihira
SECONDER:Councilmember Wang
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

Enactment No.: Resolution No. 2026-112

4.3. Adopt a Resolution Authorizing the City Manager to Execute the First Amendment to the Purchase and Sale Agreement with the California Department of Transportation (Caltrans) for the Route 84 Excess Properties
Management Analyst II Segarra provided the staff presentation. Public Works Director Ayupan was available for questions.
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Regular Meeting Minutes
There were no in-person or remote speakers on this item.

Motion: Adopt a resolution authorizing the City Manager to execute the First Amendment to the Purchase and Sale Agreement with the California Department of Transportation for the Route 84 Excess Properties.

RESULT: Pass
MOVER: Councilmember Wang
SECONDER:Vice Mayor Patiño
AYES: Councilmembers Nishihira, Sakakihara, Wang, Vice Mayor Patiño, and Mayor Singh
NOES: None
ABSENT: None

Enactment No.: Resolution No. 2026-113

5. SUCCESSOR AGENCY TO REDEVELOPMENT AGENCY
There were none.

6. ITEMS REFERRED BY COUNCIL
Councilmember Sakakihara reported attending a Park and Recreation Commission meeting on July 8. He also reported upcoming meetings of the Parks and Recreation Commission in August and the Ava Community Energy Board on July 15.

Councilmember Wang did not provide a report under this item.

Councilmember Nishihira reported attending meetings of the StopWaste Programs and Administration Committee and the Alameda County Library Advisory Commission. He reported no meetings of the New Haven Unified School District Joint Subcommittee, Human Relations Commission, or Legislation and Policy Committee.

Vice Mayor Patiño reported attending the League of California Cities (Cal Cities) Latino Caucus Public Relations Committee meeting on June 25 and the Board of Directors meeting on June 26. He also reported upcoming Cal Cities Board of Directors meetings on July 16 and 17 and a Cal Cities Latino Caucus Board of Directors meeting on July 17.

Mayor Singh reported attending the Alameda County Transportation Commission Programs and Projects Committee meeting on July 13.

7. GOOD OF THE ORDER
Councilmember Sakakihara reported attending Coffee with Cops at Macs By Icky on June 24, the funeral service for former Councilmember Pat Gacoscos at Saint Anne Church, and an interagency meeting regarding the All Wheels Park and Bike Park.

Councilmember Wang reported attending the funeral service for former Councilmember Pat Gacoscos and participating in a Union City Police Department ride-along on July 4.

Councilmember Nishihira did not provide a report under this item.

Vice Mayor Patiño reported attending Coffee with Cops on June 24; services for former Councilmember Pat Gacoscos on June 23 and 24; the Bay East Realtors Summit on June 25; Tiburcio Vasquez Health Center Finance Committee and Board of Directors meetings on June 25; the National League of Cities Summer Board Leadership Meeting from July 8 22 of 452
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Regular Meeting Minutes
through 10; a Hispanic Elected Local Officials meeting; a diplomatic reception; and the NALEO 50th Anniversary Conference in Los Angeles.

Mayor Singh reported participating in a Union City Police Department ride-along on July 4.

8. ADJOURNMENT
Mayor Singh adjourned the meeting at 8:30 PM.

I HEREBY CERTIFY that the foregoing minutes were duly and regularly adopted at a regular meeting of the City Council and Successor Agency to the Redevelopment Agency of the City of Union City on July 28, 2026.
/s/ Thai Nam Pham, MMC, CPMC
City Clerk
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City Council Staff Report Page 1 of 2 July 28, 2026
Staff Report
Agenda Item No. 4.3
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Amending the 2026 Calendar Year City Council Meeting Schedule to Cancel All Regular Meetings in August 2026

EXECUTIVE SUMMARY
On September 9, 2025, the City Council adopted Resolution No. 2025-124 setting the 2026 City Council meeting schedule. The adopted calendar retained the August 11, 2026 regular meeting and canceled the August 25, 2026 regular meeting. Staff recommends amending the calendar to also cancel the August 11 regular meeting, resulting in no regular City Council meetings during August 2026.

A separate item under City Manager Reports requests the City Council’s consideration of an updated City Council Handbook that includes an annual August legislative recess. This consent item is limited to the independent action necessary to amend the previously adopted 2026 meeting calendar. Special meetings may still be called if time-sensitive matters require City Council action.

STRATEGIC PLAN ALIGNMENT
This item aligns with Goal B: Governance and Organizational Effectiveness of the Strategic Plan by supporting orderly governance, predictable meeting schedules, and clear public notice of City Council meeting dates.

BACKGROUND
Union City Municipal Code section 2.04.010 requires the City Council to set the day and time of its regular meetings by resolution. Regular meetings are generally held at 7:00 p.m. on the second and fourth Tuesdays of each month. Resolution No. 2025-124 established the 2026 calendar and canceled the regular meetings scheduled for August 25 and December 22.

The draft City Council Handbook includes a Legislative Break policy providing for an annual recess encompassing the full month of August unless the City Council determines otherwise by majority vote. Under the draft policy, regular City Council meetings would 24 of 452
Agenda Item No. 4.3
City Council Staff Report Page 2 of 2 July 28, 2026
be suspended during the recess, while special meetings could be called if urgent matters arise. The handbook is scheduled for separate consideration under City Manager Reports later on the July 28 agenda.

DISCUSSION
The proposed resolution would amend the 2026 calendar by canceling the August 11 regular meeting. Because the August 25 regular meeting is already canceled, adoption would establish a full August recess for the City Council. The next regular meeting would be September 8, 2026.

Approval of this item would independently amend the 2026 calendar and would not depend on the City Council's subsequent action on the handbook. If Council action is required during the recess, a special meeting may be called in accordance with Union City Municipal Code section 2.04.040 and applicable State law. Following adoption, the City Clerk will update the published calendar and related public notices.

FISCAL IMPACT
Adoption of the revised 2026 City Council meeting schedule will have no direct fiscal impact on the City's budget.

RECOMMENDATION
Staff recommends that the City Council adopt the proposed resolution amending the 2026 calendar year City Council meeting schedule to cancel the August 11, 2026 regular meeting, resulting in no regular City Council meetings during August 2026.

Prepared by: Thai Nam Pham, City Clerk
Submitted by: Thai Nam Pham, City Clerk
Attachments

1. Draft Resolution
25 of 452

RESOLUTION NO. 2026-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AMENDING THE 2026 CALENDAR YEAR CITY COUNCIL MEETING
SCHEDULE TO CANCEL ALL REGULAR MEETINGS IN AUGUST 2026
WHEREAS, Union City Municipal Code section 2.04.010 requires the City Council to set the day and time of its regular meetings by resolution; and WHEREAS, Union City Municipal Code section 2.04.040 authorizes special meetings to be called by the presiding officer or by a majority of the City Council; and WHEREAS, on September 9, 2025, the City Council adopted Resolution No. 2025- 124 setting the 2026 calendar year City Council meeting schedule, which retained the August 11, 2026 regular meeting and canceled the August 25, 2026 regular meeting; and WHEREAS, a separate item later on the July 28, 2026 agenda requests City Council consideration of an updated City Council Handbook that includes a policy providing for an annual August legislative recess; and
WHEREAS, the City Council desires to cancel the August 11, 2026 regular meeting, thereby eliminating regular City Council meetings in August 2026 while preserving the ability to call a special meeting if necessary. 26 of 452
Resolution No. 2026-XXX
Amended 2026 City Council Meeting Schedule

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby amends Resolution No. 2025-124 by canceling the August 11, 2026 regular meeting and adopts the revised 2026 calendar year City Council meeting schedule set forth below. All other meeting dates remain unchanged, and special meetings may be called in accordance with applicable law.

Regularly
Scheduled
Meetings
Canceled
Meetings Special Meetings
January
13 27
February
10 24
March
10 24
April
14 28
May
12 26
June
9 23
July
14 28
August
11 25
September
8 22
October
13 27
November
10 24
December 8 22
To Be Determined
27 of 452
Resolution No. 2026-XXX
Amended 2026 City Council Meeting Schedule

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
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City Council Staff Report Page 1 of 3 July 28, 2026
Staff Report
Agenda Item No. 4.4
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Authorizing the Acceptance of the Board of State and Community Correction’s Proposition 64 Health and Safety Grant Program Funds, in the Total Amount of $226,252.00, for Fiscal Years 2026-2027

EXECUTIVE SUMMARY
The Union City Police Department (UCPD) applied for funds from the Board of State and Community Corrections (BSCC) Grant Program. Subsequently, UCPD was awarded $226,252.00 in grant funds for the 2026-2027 fiscal year. The intent of the program is to support local law enforcement efforts in addressing the public health and safety impacts of cannabis legalization. UCPD will be awarded these grant funds to purchase two vehicles and investigative software.

STRATEGIC PLAN ALIGNMENT
Citywide Strategic Plan- C: Economic, Community Development and Public Safety.

Institute forward-thinking business, land use development, housing, social services, and public safety strategies that promote community growth and innovation.

BACKGROUND
This grant significantly strengthens the Police Department’s ability to address illicit cannabis activity and associated property and violent crime, which continue to present complex public safety challenges throughout California. Illegal cannabis operations are frequently tied to broader criminal enterprises involving environmental violations, tax evasion, labor exploitation, money laundering, illegal firearms, and other offenses.

Operating outside the state’s regulatory framework, these activities create safety risks for residents and undermine legitimate businesses.

Union City has two licensed dispensaries, Flor and Lemmonade, both of which have experienced burglaries and armed robberies. The City also faces persistent enforcement challenges related to illegal cultivation and distribution in residential areas. Because cannabis businesses often operate largely in cash and face banking restrictions, they are disproportionately targeted by organized criminal groups. 29 of 452
Agenda Item No. 4.4
City Council Staff Report Page 2 of 3 July 28, 2026
In 2023, a police officer in a neighboring jurisdiction was killed while responding to a dispensary burglary involving multiple suspects and vehicles. Rapid analysis of extensive digital evidence was critical to identifying and apprehending those responsible.

Cannabis-related investigations routinely generate large volumes of digital evidence, including surveillance video from licensed operators and surrounding areas. Depending on yearly caseloads, the Department’s current resources may be insufficient to process this material efficiently, leading to delays in suspect identification, reduced case clearance rates, and missed opportunities to identify repeat offenders operating across jurisdictions.

These challenges can hinder effective enforcement, protection of licensed operators, and overall community safety.

Based on these factors, UCPD applied for funding through the Board of State and Community Corrections (BSCC) Grant Program. The approved proposal includes two unmarked enforcement vehicles and Longeye AI investigative software—both essential for enhancing the Department’s ability to investigate, disrupt, and deter illicit cannabisrelated crime. Illegal operations are often sophisticated, mobile, and connected to organized networks, requiring specialized investigative tools beyond traditional patrol capabilities.

The unmarked vehicles will allow investigators to conduct covert surveillance, monitor suspected sites of illegal cultivation and distribution, and gather evidence without alerting suspects. They support prolonged surveillance, undercover operations, intelligence gathering, and coordinated enforcement efforts targeting organized criminal groups.

Dedicated investigative vehicles also reduce reliance on the patrol fleet, preserving patrol resources for emergency response and community policing.

Longeye AI will modernize investigative capabilities by providing advanced evidence-analysis tools. As digital evidence grows—surveillance video, body-worn camera footage, photographs, and other media—manual review has become increasingly time-consuming. Longeye AI uses video analytics, searchable evidence management, and cross-case analysis to rapidly identify persons, vehicles, objects, and investigative leads. It can detect patterns across incidents, organize evidence, and help link related crimes that might otherwise go unnoticed.

By reducing the time required to review digital evidence, Longeye AI allows detectives to focus on active investigations, interviews, and proactive enforcement. Together, the unmarked vehicles and AI technology significantly increase investigative efficiency, improve case development, and strengthen the Department’s ability to combat illicit cultivation, distribution, burglaries, robberies, and other organized criminal activity.

The grant provides dedicated investigative resources that enable intelligence-led enforcement, surveillance, and digital evidence analysis. Strengthening these capabilities helps deter illegal cannabis activity, reduce its impact on neighborhoods, and hold offenders accountable, improving overall community safety and quality of life.

Equally important, the grant supports the City’s commitment to a fair and well-regulated cannabis marketplace. Licensed businesses invest substantial resources to comply with state and local laws, undergo inspections, pay taxes, and meet strict operational standards. Illegal operators who ignore these requirements gain an unfair advantage by avoiding compliance costs.
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Agenda Item No. 4.4
City Council Staff Report Page 3 of 3 July 28, 2026
Strong enforcement preserves the integrity of the City’s regulatory program by ensuring compliant businesses are not disadvantaged. Reducing unlawful competition and strengthening oversight foster an environment in which licensed operators can conduct business responsibly while maintaining public confidence in the City’s cannabis regulations. This balanced approach protects consumers, supports legitimate economic activity, and reinforces the City’s commitment to lawful and responsible cannabis operations.

DISCUSSION
The use of the Board of State and Community Corrections Grant funds will provide the necessary resources to enable UCPD to conduct additional enforcement of cannabisrelated crimes. The additional revenue will be used to purchase Longeye AI software and two unmarked police vehicles. Overall, the Union City community will benefit from the acceptance of this grant funding.

FISCAL IMPACT
If accepted, the Board of State and Community Corrections Grant Program funding of $226,252.00 will be included in the 2026-2027 PD Grants Fund budgets.

RECOMMENDATION
Staff recommends that the City Council adopt a resolution authorizing the acceptance of the Board of State and Community Corrections Grant funds, in the total amount of $226,252.00, for Fiscal Years 2026-2027.

Prepared by: Brian Baumgartner, Police Captain
Submitted by: Jared Rinetti, Police Chief
Attachments

1. Draft Resolution
31 of 452
RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY

AUTHORIZING THE ACCEPTANCE OF BOARD OF STATE AND
COMMUNITY CORRECTIONS PROPOSITION 64 HEALTH AND
SAFETY GRANT PROGRAM FUNDS IN THE AMOUNT OF $226,252
FOR FISCAL YEARS 2026-2027
WHEREAS, the California Board of State and Community Corrections (BSCC) administers the Proposition 64 Health and Safety Grant Program to support local law enforcement efforts in addressing the public health and safety impacts associated with cannabis legalization; and
WHEREAS, the Union City Police Department applied for funding through the BSCC Proposition 64 Health and Safety Grant Program; and WHEREAS, the City of Union City has been awarded grant funding in the amount of Two Hundred Twenty-Six Thousand Two Hundred Fifty-Two Dollars ($226,252.00) for Fiscal Years 2026–2027; and
WHEREAS, the grant funds will be used to purchase two unmarked investigative vehicles and Longeye AI investigative software to enhance the Police Department's ability to investigate, disrupt, and deter illicit cannabis-related criminal activity, improve investigative efficiency, and strengthen public safety; and WHEREAS, acceptance of these grant funds will provide the Police Department with dedicated investigative resources while requiring no General Fund contribution; and WHEREAS, acceptance of the grant is consistent with the City's Strategic Plan Goal C: Economic, Community Development and Public Safety by supporting forwardthinking public safety strategies that promote community safety and innovation.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby:

1. Accepts the Proposition 64 Health and Safety Grant Program award from the California Board of State and Community Corrections in the amount of $226,252.00 for Fiscal Years 2026–2027.

2. Authorizes the City Manager, or designee, to execute all documents and take all actions necessary to accept, administer, and implement the grant in accordance with the terms and conditions of the grant award.

3. Authorizes the City Manager, or designee, to approve any grant-related agreements, amendments, certifications, reports, and other documents necessary to administer the grant, provided such actions are consistent with the approved grant award and do not require additional General Fund appropriations.

4. Directs that the grant funds be appropriated to the Police Department Grants Fund budget for Fiscal Years 2026–2027 and used for eligible grant expenditures, 32 of 452
Resolution No. 2026-XXX
Acceptance of BSCC Prop 64 Safety Grant Program Funds

including the purchase of two unmarked investigative vehicles and Longeye AI investigative software.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
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City Council Staff Report Page 1 of 2 July 28, 2026
Staff Report
Agenda Item No. 4.5
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Authorizing Transfer of Unclaimed Monies to the General Fund of the City Pursuant to Government Code Section 50053

EXECUTIVE SUMMARY
Staff recommends adoption of a Resolution authorizing transfer of unclaimed monies to the General Fund of the City pursuant to Government Code Section 50053. The Finance Department has completed all statutory requirements under Government Code Sections 50050–50055, including publication of the required notice on June 5 and June 12, 2026.

No claims or verified complaints were received by the July 20, 2026 escheat date.

Accordingly, the unclaimed monies totaling $1,305,537.82 are the property of the City and eligible for transfer.

STRATEGIC PLAN ALIGNMENT
This action supports the City’s fiscal sustainability goals by returning long-outstanding unclaimed deposits to active use. Transferring eligible unclaimed funds to the General Fund strengthens long-term financial stability, improves resource stewardship, and supports municipal service delivery.

BACKGROUND
California Government Code Sections 50050–50055 establish the process for escheatment of unclaimed monies held by local agencies. Under Section 50051, unclaimed amounts of $15 or more that remain unclaimed for three years require publication of notice once per week for two consecutive weeks in a newspaper of general circulation. The notice must identify the amount of unclaimed monies, the fund in which they are held, and the date on which the funds will become City property if no claim is submitted.

Amounts under $15 that remain unclaimed for one year may be transferred without publication pursuant to Government Code Section 50055.
34 of 452
Agenda Item No. 4.5
City Council Staff Report Page 2 of 2 July 28, 2026 6
4 4
The Finance Department published the required notice on June 5 and June 12, 2026, identifying July 20, 2026 as the escheat date. The notice listed unclaimed Construction and Demolition deposits totaling $1,305,537.82, some of which date back to January 1, 2012. Staff reviewed all records and confirmed that no claims or verified complaints were received by the statutory deadline.

Exhibit A to the proposed resolution identifies all unclaimed monies eligible for escheatment.

DISCUSSION
Adoption of the proposed resolution will authorize transfer of the unclaimed funds to the general fund pursuant to Government Code Section 50053. This action completes the statutory escheatment process and allows the City to utilize funds that have remained unclaimed pursuant to state law.

The escheatment of these funds was incorporated into the FY 2025–26 budget and supports the City’s planned revenue structure.

FISCAL IMPACT
Adoption of the proposed resolution will authorize the transfer of $1,305,537.82 in unclaimed monies to the General Fund. These funds were included in the FY 2025–26 adopted budget and will support ongoing municipal operations.

RECOMMENDATION
Staff recommends that the City Council adopt the proposed resolution authorizing the transfer of unclaimed funds to the General Fund pursuant to Government Code Section 50053.

Prepared by: Rahnni Le, Revenue Collection Manager
Submitted by: Chu Thai, Finance Director
Attachments

1. Draft Resolution

2. Exhibit A – Notice of Unclaimed Funds
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RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY

AUTHORIZING TRANSFER OF UNCLAIMED MONIES TO THE

GENERAL FUND OF THE CITY PURSUANT TO CALIFORNIA
GOVERNMENT CODE SECTION 50053
WHEREAS, pursuant to California Government Code Section 50050 et seq, the City completed the statutory requirements for the disposition of unclaimed monies by publishing notices once each week for two successive weeks, beginning June 5, 2026, and June 12, 2026, identifying July 20, 2026 as the date on which the unclaimed monies would escheat to the City; and
WHEREAS, the City did not receive any claims or written comments concerning the unclaimed monies on or before July 20, 2026; and
WHEREAS, unclaimed monies totaling $1,305,537.82 are deemed property of the City pursuant to California Government Code Section 50050; WHEREAS, pursuant to Government Code Section 50053, the City Council may authorize the transfer of unclaimed monies to the general fund.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby authorizes the transfer of the unclaimed monies totaling $1,305,537.82 to the City's General Fund.
36 of 452
Resolution No. 2026-XXX
Transfer Unclaimed Monies to General Fund

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
Attachments

1. Exhibit A – Notice of Unclaimed Funds
37 of 452

CITY OF UNION CITY
34009 ALVARADO NILES RD | UNION CITY, CA 94587

NOTICE OF UNCLAIMED CONSTRUCTION AND DEMOLITION DEPOSITS NOTICE IS HEREBY GIVEN that the City of Union City is holding unclaimed funds as set forth below.

These funds consist of Construction and Demolition (C&D) deposits associated with construction applicants who:
• Forfeited their deposit due to failure to meet recycling requirements; • Finalized construction and demolition activities but failed to provide required recycling documentation in GreenHalo; or
• Have no City record of participation in demolition debris compliance.

The deposits subject to this notice were collected between January 1, 2012, and December 31, 2021.

Pursuant to California Government Code § 50052, if these funds are not claimed by July 20, 2026, the funds shall become the property of the City of Union City.

Funds may be released to the depositor, heir, beneficiary, or duly appointed representative upon submission of a completed claim form and supporting documentation. Required documentation includes:
• Name, address, and telephone number of claimants;
• Proof of identity, such as a copy of a driver’s license, passport, permanent resident card, or birth certificate, accompanied by another form of photo identification; • Proof of business name and the individual’s relationship to the business at the time the Construction and Demolition deposit was established;
• Proof of the applicable construction and demolition permit listing the individual or business name referenced above;
• Proof that the individual or business complied with applicable recycling requirements associated with the Construction and Demolition deposit;
• Amount of claim; and
• Grounds upon which the claim is founded.

The Unclaimed Money Claim Form may be obtained from the City of Union City Finance Department located at:

City of Union City Finance Department
34009 Alvarado-Niles Road
Union City, CA 94587
Construction & Demolition Deposit Amount
ALL BAY CONTRACTORS INC 5,063.10
FIONA MACKELLER - DGA 10,000.00
GREEN BERG FARROW 10,000.00
HILBERS INCORPORATED 10,000.00
ID ARCHITECTURE 10,000.00
JEFF RAINEY PERMITS 3,889.98
JENSON MECHANICAL INC. 3,450.00
KAISER PERMANENTE 5,250.00
KARES CONTRUCTIONS INC 2,100.00
LEYVA CORDOVA VENTURES LLC 2,104.62
METAL BLDG CO 3,780.00
PULTE HOMES 6,717.60
RICHARD SARTINI - TESLA INC. 10,000.00
TAIT AND ASSOCIATES 9,000.00
VIDEO ONLY - J MCGLOTHIN 1,710.00
1 UNION SQ 4,500.00
1320 DECOTO RD 20,000.00
1680 DECOTO RD 9,000.00
1780 DECOTO RD 1,800.00
2915 WHIPPLE RD 2,351.70
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30200 Whipple R 10,000.00
30500 WHIPPLE RD 2,550.00
30600 DYER ST 6,000.00
30985 COURTHOUS 4,500.00
31070 DYER ST 10,000.00
31090 DYER ST 9,750.00
31155 BROOKLYN 10,000.00
31200 COURTHOUS 7,500.00
31250 COURTHOUS 20,000.00
31950 DYER ST 10,000.00
32004 ALVARADO 2,934.00
32206 DEBORAH D 10,000.00
3240 WHIPPLE RD 5,032.05
3284 SANTA SUSA 10,000.00
33234 9TH ST 2,916.00
33255 9TH ST 10,000.00
33278 CENTRAL A 10,000.00
33333 LEWIS ST 2,429.58
33340 DEPOT RD 10,000.00
33348 DEPOT RD 10,000.00
33356 DEPOT RD 10,000.00
33360 CENTRAL A 2,730.69
33364 DEPOT RD 10,000.00
33556 CENTRAL A 9,720.00
33950 DEPOT RD 10,000.00
34400 MISSION B 20,000.00
34910 11TH ST 1,500.00
3553 Whipple Rd 10,000.00
3555 WHIPPLE RD 4,500.00
4864 NADINE C 4,782.00
AARON HEAD 30,000.00
ADVANCE CONSTRUCTION 1,500.00
AHMAD MOHAZAB 10,000.00
AHMED ALI 9,750.00
AMAL BEY 5,400.00
AMAN VIRK 10,000.00
AMOS ERIK 17,500.00
AMY EDWARDS 1,530.00
AMY GREEN 3,300.00
ANDREW YOUNG 10,000.00
ARNOLDO HERNANDEZ 11,400.00
ART YOUNG 1,620.00
BABAR MOHAMMAD 2,067.00
BILL SANCHEZ 3,205.17
BILL WONG 3,900.00
BRIAN DRIBBEN 10,000.00
BRIAN POMETTA 10,000.00
CATHERINE ZOPFI 2,400.00
CHARLY DOERR 10,000.00
CHELSEA RAMM 8,961.00
CHRISTOPHER NGUYEN 1,800.00
CUAUHTMOC CORONA 2,400.00
CURTIS GUTIERREZ 8,400.00
DAMARIS RODAS 1,500.00
DAN LITTLE 8,896.05
DANIEL SIMONS 20,000.00
DANIEL TAI 6,000.00
DANIELLE HASHEM 6,150.00
DAREN IGUCHI 10,000.00
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DAVID ESPARZA 720.00
DAVID LUNDY 5,400.00
DAVID MIRAFLOR 2,268.00
DEEPAK MUDAKAVI 14,500.00
DOLORES ONOFRE 3,750.00
DON DO 1,990.53
DORIS KANG 10,000.00
EMMA KIM 2,700.00
ERIC JOSE/HMH BUILDERS-SWINTERTON BLD 693.75
ERWIN ILAO 3,420.00
FRANCISO FERNANDES 20,000.00
GEORGE NELSON 10,000.00
GORDEN SIGLER 20,000.00
GRANT TAKAMOTO 2,100.00
GREG JENSON 7,404.12
GREG PIGNOLET 10,000.00
HARFATEH SINGH 2,100.00
HECTOR VARGAS 2,100.00
IDA CARROLL 10,000.00
IMELDA SABADO 4,800.00
JACK LIU 1,650.00
JASON BOOR 10,000.00
JEANETTE DINWIDDIE-MOORE 4,500.00
JEFF FAUTT 10,000.00
JEFF SCHLAGEL 8,400.00
JERROD PLOOF 1,800.00
JERRY FAN 3,600.00
JIM FULTON 14,685.00
JIM JUNGE 10,000.00
JOEL JOHNSON 1,500.00
JOEY RIVERA 5,880.00
JOHN A SEXTON BALCH PETROLEUM 1,794.00
JOHN MORRISON 1,800.00
JOHN SCHATTENBURG 25,932.11
JOSEPH PIRRONE 10,000.00
JUN GUINTU 1,950.00
KANWAR SINGH 2,804.67
KATIE KLEIBL 1,800.00
KEN MITCHELL 1,200.00
KEVIN PLENGE 9,021.87
LAURA KASS 10,000.00
LINDSEY ENGELS 1,500.00
LUIS MATCHAIN 5,280.00
LUIS QUESADA 8,400.00
MARCO FUNG 26,000.00
MARILOU ACOSTA 2,170.80
MARK NEIL BAYOG 10,000.00
MARY AMYX 3,300.00
MARY B. RYAN 10,000.00
MASONIC HOMES 10,000.00
MATT LEHMAN 10,000.00
MATT SUTTON 10,000.00
MICHAEL CULPEPPER 1,950.00
MICHAEL HAYES 1,950.00
MIKE BITAR 3,900.00
MUTHANA IBRAHIM 10,000.00
PHILLIP LEON 23,600.00
PHILLIP PECORD 10,000.00
RAJIV POTTABATHNI - JIVA LIFE LLC 10,000.00
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RALPH SANSANO 6,000.00
RAMAKRISHNA RAO APSINGIKAR 10,000.00
RICARDO RODRIGUEZ 1,200.00
RICHARD DOLE 3,750.00
ROB GILLIAM 1,650.00
ROBERT ATKINSON 2,175.00
ROBERT CLARK 2,130.00
ROBERT VERMELTFOORT 3,900.00
ROCKY BUTT ADVANCE CONSTRUCTION SERVICES 6,000.00
RODNEY WADE 7,950.00
SAL ROBLES 6,780.00
SAM SALEH 2,640.00
SHAM PIEPER 5,760.00
SHENINE HOOSHMAND 10,307.76
SHERENE COOPER 9,960.00
STEVE FOSTER 10,000.00
STEVE JACA 3,600.00
STEVE SODERBERG 40,000.00
SUNNY GAO 3,570.00
SUNNY GHAI 4,170.00
SUSANA RAPIDO 1,500.00
SYDNEE FREEMAN 3,840.00
SYLVIA LAULOM 6,105.00
TAEHO UM 3,000.00
TERESA GOODWIN 15,253.78
TERESA GOODWIN/ROCKY BUTT 4,108.70
TERESA JONES 9,000.00
TOM CLARK 10,900.00
TONY CHAVEZ 3,801.09
TONY FLORESCA 8,040.00
TONY LABORANTI - WHITING TURNER 10,000.00
TRACY LATRAY 10,000.00
VERONICA HERNANDEZ/BLUELINE ASSOCIATES 23.00
VINCENT HUANG 10,000.00
VINCENT VINCE 10,000.00
WANPING DENG 3,750.00
WAYNE RENSHAW 2,250.00
WENDY CHEN 3,576.00
ZACH ACKERMAN 4,191.60
CITY OF UNION CITY 9,100.50
Grand Total 1,305,537.82
For further information, please contact Rahnni Le, Revenue Collection Manager, at (510) 675-5398 or [email protected].

Dated: June 5, 2026
/s/ Thai Nam Pham
Thai Nam Pham, MMC, CPMC
City Clerk, City of Union City
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City Council Staff Report Page 1 of 3 July 28, 2026
Staff Report
Agenda Item No. 4.6
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Approving a Two-Year Independent Contractor Agreement with Frank Monge, in an Amount Not to Exceed $260,000, to Provide Youth Basketball Services

EXECUTIVE SUMMARY
Staff recommends that the City Council adopt a resolution approving a two-year Independent Contractor Agreement ("Agreement") with Frank Monge, in a total amount not to exceed $260,000, to provide youth basketball services.

Community & Recreation Services (“CRS”) has worked with Mr. Monge for over 10 years.

His program is one of the most successful youth programs that CRS offers, generating significant revenue that supports community initiatives. There is no direct cost to the City for this agreement with Mr. Monge. Program participants pay the City for the program, and the City subsequently pays a portion of the program registration fees to Mr. Monge.

Due to the cost of this contract, CRS is required to seek approval from the City Council to continue the basketball program.

STRATEGIC PLAN ALIGNMENT
This agenda item does not have alignment with the Strategic Plan.

BACKGROUND
CRS contracts with several independent contractors to provide a variety of recreational programs for the community. Frank Monge has partnered with the City for several years to provide year-round youth basketball instruction and training through his Beast Mode Youth Basketball program. During FY 2025-2026, the Beast Mode basketball program served more than 600 participants and generated over $130,000 in gross annual revenue.

Under the current agreement, Mr. Monge receives 70% of the gross program revenue, which helps cover his costs for coaches, uniforms, supplies, and other program-related expenses. The remaining 30%, approximately $39,000, is retained by CRS and is deposited into the City’s Revolving Enterprise Fund (“REF”). The REF funds support other youth sports programs, purchase equipment, and help offset the salary costs of the CRS 42 of 452
Agenda Item No. 4.6
City Council Staff Report Page 2 of 3 July 28, 2026
Youth Sports Recreation Coordinator. No City General Fund pays for this program – the City pays Mr. Monge from participant fees for community members who wish to participate in the Beast Mode basketball program.

For FYs 2026-2027 and 2027-2028, it is expected that Mr. Monge will continue providing year–round youth basketball classes, camps, clinics, leagues, and training programs.

Participation is anticipated to continue growing based on the program's sustained success and strong community demand. Because the total value of the proposed Independent Contractor Agreement exceeds the City Manager's authority, City Council approval is required.

Staff recommends that the City Council approve the two-year Independent Contractor Agreement and authorize the City Manager to execute the Agreement in a form approved by the City Attorney.

DISCUSSION
The Community & Recreation Services Department provides a multitude of recreational opportunities for the community. Much of the recreational programming is conducted by independent contractors, and most are compensated through an agreed-upon percentage of the registration fees collected for the programs and services provided.

Frank Monge has been providing youth basketball programs and services for the CRS department for several years. He is the most popular and highest-revenue sports contractor for CRS. For FY 2026-2027, Mr. Monge's program is estimated to generate $130,000 in registration fees. It will receive compensation of 70% of the registration fees collected (less any additional expenses that the City may incur to provide the program).

Due to his popularity and proven record as a contractor for the City, CRS is seeking to renew Mr. Monge's agreement for a 2-year period, which will result in the total contract amount increasing accordingly. Because the amount of the Independent Contractor Agreement exceeds the City Manager's authority, the City Council is being asked to approve the Agreement and authorize the City Manager to execute it.

FISCAL IMPACT
The total cost for this two-year Independent Contractor Agreement will not exceed $260,000 over the next two fiscal years (2026-2027 and 2027-2028). One hundred and thirty thousand dollars ($130,000) in funding for the first year of this two-year agreement has been included in the adopted FY 2025-2026 CRS Revolving Fund budget in Account Number 241-52008-54113 (CRS Revolving Fund - Youth Sports - Sports - Contract Employees). Funding for the second year of this Agreement will be included in the next biennial budget. The approval of this Agreement will have no impact on the General Fund.

RECOMMENDATION
Staff recommends that the City Council adopt a resolution approving a two-year Independent Contractor Agreement with Frank Monge, in a total amount not to exceed $260,000, to provide youth basketball services, and authorize the City Manager to execute the Agreement in a form approved by the City Attorney. 43 of 452
Agenda Item No. 4.6
City Council Staff Report Page 3 of 3 July 28, 2026
Prepared by: Laura Buzo, Community and Recreation Services Director Submitted by: Laura Buzo, Community and Recreation Services Director Attachments

1. Draft Resolution

2. Attachment 1: Contractual Services Agreement with Frank Monge dba Beast Mode Basketball
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Frank Monge DBA Beast Mode Basketball
sole proprietor
1775 Milmont Dr. , C.A., 95035
July 1 26
June 30, 2028
Two hundred sixty thousand dollars 260,000
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Trinity Gerome
Frank Monge
1775 Milmont Dr. Apt 312 Milpitas, Ca, 95035
510-565-6091
[email protected]
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Contractor assumes all risk for damage or loss equipment Basketball Camps and Clinics
The use of the Mark Green Sports Center Gymnasium and restrooms Allowed to store equipment in storage D closet, per space available 59 of 452
X
X
X
X
X
X
N/A
N/A
70 120 399 Basketball
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RESOLUTION NO. 2026-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY

APPROVING A TWO-YEAR INDEPENDENT CONTRACTOR

AGREEMENT WITH FRANK MONGE, IN A TOTAL AMOUNT NOT TO
EXCEED $260,000, TO PROVIDE YOUTH BASKETBALL SERVICES
WHEREAS, the Community & Recreation Services Department contracts with several independent contractors to provide a variety of recreational programs for the community; and
WHEREAS, the City has been utilizing Frank Monge as an independent contractor to provide year-round youth basketball classes, camps, clinics, and training services for several years; and
WHEREAS, Frank Monge's contractual services serve over 600 youth and generate approximately $130,000 in gross annual revenue for the City, of which he receives 70% to help cover the cost of his coaches, fees, uniforms, supplies, and other program-related expenses; and
WHEREAS, the City receives 30% of that gross annual revenue, which is approximately $39,000, and these funds are deposited into the Community and Recreation Services Revolving Enterprise Fund that pays for expenses for the Youth Sports programs, including staffing, supplies, and other expenses as needed.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby approves a two-year Independent Contractor Agreement with Frank Monge, in a total amount not to exceed $260,000, to provide youth basketball services; and BE IT FURTHER RESOLVED that the City Council of the City of Union City hereby authorizes the City Manager to execute the Agreement in a form approved by the City Attorney.
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Resolution No. 2026-XXX
Two-Year Agreement for Basketball Coach

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
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City Council Staff Report Page 1 of 3 July 28, 2026
Staff Report
Agenda Item No. 4.7
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Accepting a Fiscal Year 2023 Safe Streets and Roads For All (SS4A) Grant Award, in the Amount of $200,000, from the U.S. Department of Transportation, Federal Highway
Administration, for the Dyer Street Corridor Safety Audit and Local Roadway Safety Plan Supplement; Increasing the Revenue
Projection in the Capital Projects Fund (Fund 410) by $200,000 and Appropriating $200,000 to the Local Roadway Safety Plan, City Project No. 21-25; and Appropriating $50,000 from the Measure BB Local Streets and Roads Fund (Fund 264) as the Required Local Match, for a Total Budget of $250,000

EXECUTIVE SUMMARY
Staff recommends that the City Council adopt a resolution accepting a Fiscal Year 2023 Safe Streets and Roads for All (SS4A) Grant Award, in the amount of $200,000, from the U.S. Department of Transportation, Federal Highway Administration, for the Dyer Street Corridor Safety Audit and Local Roadway Safety Plan Supplement, in a form approved by the City Attorney; increasing the Capital Projects Fund (Fund 410) revenue projection by $200,000 and appropriating $200,000 to the Local Roadway Safety Plan, City Project No. 21-25; and appropriating $50,000 from the Measure BB Local Streets and Roads Fund (Fund 264) as the required local match, for a total project budget of $250,000.

STRATEGIC PLAN ALIGNMENT
This agenda item is aligned with the following:

Goal D: Environmental Sustainability and Infrastructure – Create a healthy, sustainable community and maintain and improve the City’s infrastructure.

BACKGROUND
The Safe Streets and Roads for All (SS4A) Program, established under the 2021 Infrastructure Investment and Jobs Act, provides federal funding to support local initiatives that improve roadway safety and reduce roadway fatalities and serious injuries through planning and implementation activities.
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Agenda Item No. 4.7
City Council Staff Report Page 2 of 3 July 28, 2026
On July 10, 2023, the City submitted an application requesting approximately $6.6 million in SS4A funding to implement a comprehensive transportation safety program that included: 1) a feasibility study to close the bicycle network gap along Dyer Street; 2) a transit bus-mounted camera demonstration project utilizing artificial intelligence to develop a three-dimensional roadway safety map; and, 3) implementation of roadway, bicycle, pedestrian, traffic signal, and lighting safety improvements along the City's highinjury corridors, including Alvarado-Niles Road, Alvarado Boulevard, Whipple Road, Dyer Street, and Decoto Road. Due to funding limitations, the City was initially awarded approximately $1.2 million for a reduced scope centered on transit safety camera technology and three-dimensional safety mapping.

Following further evaluation, staff determined the awarded scope was not feasible to implement as originally envisioned. Over the past year, City staff worked collaboratively with representatives from the U.S. Department of Transportation and the Federal Highway Administration to develop a revised project scope that better aligns with the City's immediate transportation safety needs and available resources.

The revised grant agreement provides $200,000 in federal funding with a required 25 percent local match of $50,000, for a total project cost of $250,000, to perform a comprehensive safety audit of the Dyer Street corridor and prepare a supplemental update to the City's Local Roadway Safety Plan. The project will evaluate collision history, traffic operations, vehicle speeds, multimodal safety conditions, and develop prioritized safety recommendations for the corridor.

DISCUSSION
The revised SS4A grant will fund a corridor-specific safety study for Dyer Street between Union City Boulevard and Whipple Road. The project includes conducting a Road Safety Audit, collecting current traffic and safety data, evaluating roadway operations, and developing a supplemental chapter to the City's existing Local Roadway Safety Plan. This work will provide the technical foundation necessary to identify future safety improvement projects and strengthen the City's competitiveness for future state and federal transportation grant opportunities.

The City's current Local Roadway Safety Plan was completed on August 10, 2023. The supplemental planning effort will focus specifically on the Dyer Street corridor, one of the City's key transportation corridors, and will provide updated recommendations based on current traffic conditions and safety data.

Following acceptance of the grant, staff intends to initiate a consultant selection process to perform the Road Safety Audit and prepare the Local Roadway Safety Plan supplemental planning document in accordance with federal procurement requirements.

The proposed resolution authorizes the City Manager or designee to execute all necessary grant agreements and take all actions necessary to implement the resolution's intent.
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Agenda Item No. 4.7
City Council Staff Report Page 3 of 3 July 28, 2026

FISCAL IMPACT
The City will receive a $200,000 federal SS4A Grant from the U.S. Department of Transportation, Federal Highway Administration. The grant requires a 25 percent local match of $50,000, resulting in a total project budget of $250,000. The required local match is proposed to be funded through the Measure BB Local Streets and Roads Fund (Account Number 264-92125-57115), where there is an available fund balance.

There is no impact to the General Fund.

RECOMMENDATION
Staff recommends that the City Council adopt a resolution accepting a Fiscal Year 2023 Safe Streets and Roads for All (SS4A) Grant Award, in the amount of $200,000, from the U.S. Department of Transportation, Federal Highway Administration for the Dyer Street Corridor Safety Audit and Local Roadway Safety Plan Supplement, in a form approved by the City Attorney; increasing the Capital Projects Fund (Fund 410) revenue projection by $200,000 and appropriating $200,000 to the Local Roadway Safety Plan, City Project No. 21-25; and appropriating $50,000 from the Measure BB Local Streets and Roads Fund (Fund 264) as the required local match, for a total project budget of $250,000.

Prepared by: Trieu Tran, Civil Engineer III
Submitted by: Marilou Ayupan, Public Works Director
Attachments

1. Attachment 1 – Local Road Safety Plan

2. Draft Resolution

3. Exhibit A – FY2023 Safe Streets and Roads for All (SS4A) Grant Agreement (Federal Award No. 693JJ32640122)
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UNION CITY

LOCAL ROAD

SAFETY PLAN
Final Report
August 10, 2023
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THIS PAGE LEFT INTENTIONALLY BLANK
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City of Union City - Local Road Safety Plan August 9, 2023 i

CONTENTS

1.0 ENGINEERS SEAL ..............................................................................................................1

2.0 INTRODUCTION AND EXECUTIVE SUMMARY .................................................................2 Introduction.................................................................................................................................2 Summary......................................................................................................................................3

3.0 VISION AND GOALS ........................................................................................................6

4.0 SAFETY PARTNERS.............................................................................................................7

5.0 PROCESS...........................................................................................................................8 Analysis Techniques....................................................................................................................9

6.0 EXISTING EFFORTS ..........................................................................................................10

7.0 DATA SUMMARY AND ANALYSIS..................................................................................11

7.1 Crash Data ....................................................................................................................11

7.2 All Crashes .....................................................................................................................11

8.0 CRASH SAFETY TRENDS ..................................................................................................12

8.1 Types Of Collisions.........................................................................................................12

8.2 Fatalities And Serious Injuries........................................................................................12

8.3 Primary Cause Of Collisions .........................................................................................12

8.4 Vulnerable Users............................................................................................................12

8.4.1 Pedestrians.............................................................................................................12

8.4.2 Bicyclists..................................................................................................................13

8.5 INITIAL FINDINGS ............................................................................................................14

9.0 EMPHASIS AREAS ...........................................................................................................15

9.1 Emphasis Area #1: Vulnerable Road Users (Pedestrians & Bicyclists) .....................15

9.2 Emphasis Area #2: Speeding ......................................................................................16

9.3 Emphasis Area #3: Aggressive Drivers ........................................................................16

9.4 Emphasis Area #4: Lighting Conditions......................................................................16

10.0 COUNTERMEASURES IDENTIFIED TO ADDRESS SAFETY ISSUES.....................................17

10.1 Countermeasures For Emphasis Area #1: Vulnerable Road Users (Pedestrians & Bicyclists) ..............................................................................................17

10.2 Countermeasures For Emphasis Area #2: Speeding ................................................18

10.3 Countermeasures For Emphasis Area #3: Aggressive Drivers..................................19

10.4 Countermeasures For Emphasis Area #4: Improve Lighting ....................................20

11.0 RECOMMENDED BEST PRACTICES FOR FUTURE STREETS ..............................................21

12.0 FUNDING, IMPLEMENTATION & EVALUATION STRATEGIES ..........................................22

11.1 Funding Opportunities..................................................................................................22

11.2 Implementation Strategies...........................................................................................23

11.3 Evaluation Strategies....................................................................................................23 REFERENCES.................................................................................................................................24 68 of 452
City of Union City - Local Road Safety Plan August 9, 2023 ii

LIST OF TABLES
Table 1: Existing Union City Projects and Plans......................................................................10 Table 2: Top 10 High Frequency Collision Corridors (2017-2022)..........................................14 Table 3: Potential Pedestrians & Bicycle Countermeasures ................................................18 Table 4: Potential Speed Reduction Countermeasures.......................................................19 Table 5: Potential Countermeasures on Aggressive Drivers.................................................20 Table 6: Potential Countermeasures to Improve Lighting....................................................21 Table 7: Future Union City Projects & Studies.........................................................................22

LIST OF FIGURES
Figure 1: LRSP Process.................................................................................................................8 Figure 2: Total Annual Collisions by Year (2017 - March 2022).............................................11 Figure 3: Types of Collisions......................................................................................................12 Figure 4: Primary Collision Factors...........................................................................................12 Figure 5: Pedestrian Collisions (2017 to 2022).........................................................................13 Figure 6: Bicyclist Collisions.......................................................................................................13 Figure 7: Top 10 High Frequency Corridors and Intersections..............................................15

LIST OF APPENDICES
APPENDIX A 25
COLLISION TRENDS OF KEY CORRIDORS.................................................................... 25 APPENDIX B 26
COLLISION DIAGRAMS................................................................................................ 26 69 of 452
City of Union City - Local Road Safety Plan August 9, 2023 1 1.0 ENGINEERS SEAL
(Per section 148 of Title 23, United States Code [23 U.S.C. §148(h) (4)]: REPORTS DISCOVERY

AND ADMISSION INTO EVIDENCE OF CERTAIN REPORTS, SURVEYS, AND INFORMATION — Notwithstanding any other provision of law, reports, surveys, schedules, lists, or data compiled or collected for any purpose relating to this section, shall not be subject to discovery or admitted into evidence in a Federal or State court proceeding or considered for other purposes in any action for damages arising from any occurrence at a location identified or
addressed in the reports, surveys, schedules, lists, or other data.)

Signature Line
By signing and stamping this Local Road Safety Plan, the engineer is attesting to this report's technical information and engineering data upon which local agency's recommendations, conclusions, and decisions are made.
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City of Union City - Local Road Safety Plan August 9, 2023 2 2.0 INTRODUCTION AND EXECUTIVE SUMMARY

INTRODUCTION
The City of Union City is a vital community to the “East Bay” of the San Francisco Bay Area due to its transportation links, housing-rich neighborhoods, and recreational amenities. Union City has a population of nearly 70,000 residents with many different cultural, racial, and ethnic backgrounds. Union City is a commuting community with over 90% of its residents working outside the city, and most of its traffic is pass through, people who don’t live nor work in Union City. Both of these conditions have contributed to many issues within the City’s transportation network, which will be addressed in this report.

This Local Road Safety Plan (LSRP) will identify emphasis areas throughout Union City and evaluate safety countermeasures that can be implemented to address issues in the city’s transportation network. These emphasis areas will include collision data on the location of the crash, type of crash, and the notable relationships between crash history and current efforts to reduce collisions. The LRSP analyzes crash data on an aggregate basis as well as at specific locations to identify high-crash locations, high-risk locations, and city-wide trends and patterns.

The analysis of crash history (2017-2022) throughout the City’s transportation network allows for opportunities to:

1. Identify factors in the transportation network that inhibit safety for all roadway users,

2. Improve safety at specific high-crash locations, and

3. Develop safety measures using the five E’s of safety:
• Engineering
• Enforcement
• Education
• Emergency Services
• Emerging Technologies to encourage safer driver behavior and better severity outcomes
The process and analysis performed for the City’s LRSP including initial vision and goals for the LRSP development, crash history analysis, and emphasis areas is included in this Plan. The information compiled will provide a foundation for decision making and prioritization for safety countermeasures and projects that enhance safety for all modes.

The intent of the LRSP is to:
• Enhance the safety of the City’s roadway system
• Improve transportation safety by reducing the number of incidents and their severity • Identify high need areas and stakeholder priorities and establish LRSP vision and goals • Review potential solutions and countermeasures
• Prioritize implementation of traffic safety
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City of Union City - Local Road Safety Plan August 9, 2023 3 SUMMARY
Based on the results of the evaluation, the following is a summary of our findings:

Collision Trends
Review of five-years of SWITRS collision data indicated the following trends or patterns. • Annual collision totals average 200 to 300.
• The most common occurring crash types were Rear-ends (28%), Broadsides (21%), and Sideswipes (20%).
• The highest cause of crashes in Union City is Improper turning at 35%, and the second highest cause is unsafe speed (29%).
• 72 crashes occurred involving pedestrians. 33% of the crashes recorded that the pedestrian was either crossing not in a crosswalk or they were in the road. 66% occurred where the pedestrian was utilizing a crosswalk.
• Forty-nine (49) bicycle-involved crashes were recorded during the study period. Six of the forty-nine crashes resulted in fatalities and severe injuries.

Initial Findings
The top 10 roadway corridors and intersections with most significant crashes are:

Top 10 Corridors Top 10 Intersections

1. Alvarado-Niles Road 1. Alvarado-Niles Road/Decoto Road

2. Whipple Road 2. Whipple Road/Dyer Street

3. Decoto Road 3. Whipple Road/Central Avenue

4. Mission Blvd/RT 238 4. Dyer Street/Alvarado Boulevard

5. Dyer St 5. Mission Boulevard-Route 238/Tamarack Drive

6. Union City Blvd 6. Decoto Road/Perry Rd

7. Alvarado Blvd 7. Alvarado-Niles Road/Almaden Boulevard

8. H Street 8. Alvarado-Niles Road/Route 880 Overpass

9. Central Ave 9. Dyer Street/Courthouse Drive

10. Western Ave 10. Mission Boulevard-Route 238/Whipple Road Emphasis Areas
Emphasis Areas are types of safety trends where Union City can strategically focus efforts in order to have a larger impact on transportation safety. There are:
• Emphasis Area #1: Vulnerable Road Users (Pedestrians & Bicyclists) • Emphasis Area #2: speeding
• Emphasis Area #3: Aggressive Drivers
• Emphasis Area #4: lighting conditions
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City of Union City - Local Road Safety Plan August 9, 2023 4 Countermeasures Identified
Several high benefits to cost countermeasures for improving safety performance at locations with high collisions along the corridor were identified for the following Emphasis Area.

Emphasis Area #1: Vulnerable Road Users (Pedestrians & Bicyclists)  Add Leading Pedestrian Interval (LPI)
 Install advance stop bar before crosswalk (Bicycle Box)  No right-turn dynamic sign
 Protected Intersections
 Install pedestrian crossing at uncontrolled locations  Install Rectangular Rapid Flashing Beacon (RRFB)
 Install Pedestrian Hybrid Beacon (HAWK)
 Install advance stop bar before crosswalk (Bicycle Box)  Bike Activation
 Add Leading Pedestrian Interval (LPI)
 Protected Intersections
 Buffer Bike Lanes
 Class 4 Cycle Track
Emphasis Area #2: Speeding
 Increase Yellow Change Interval (YCI) & All Rd Time
 Add Leading Pedestrian Interval (LPI)
 Install dynamic/variable speed warning signs
 "Provide advanced dilemma zone detection for
 high speed approaches"
 Improve pavement friction (High Friction Surface Treatments)  Install Separated Bike Lanes
 Reduce lane width to 11-foot
 Coordinate signals at lower speed
 Apply Assembly Bill (AB) 43 methodology to lower speed limits Emphasis Area #3: Aggressive Drivers
 High Visibility Enforcement
 Driver education and media campaign
 Coordinate signals at lower speed
 Provide advanced dilemma zone detection for high speed approaches Emphasis Area #4: Improve Lighting Condition
 Check and Add intersection lighting
 Improve signal hardware: lenses, back-plates
 Install flashing beacons as advance warning
 Install raised pavement markers & striping (Through Intersection)  Add signal head for each lane
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City of Union City - Local Road Safety Plan August 9, 2023 5 Recommended Best Practices for Future Streets
The following are recommended roadway safety best practices which could become safety policies or guidelines for implementing roadway designs and improvement in the future.

Intersection Level
• Add leading pedestrian interval (LPI).
• Yellow backplates for traffic signals.
• High visibility crosswalks.
• Provide advanced dilemma zone detection for high-speed approaches. • High visibility crosswalks.

Pedestrian and Bicycle
• Install advance stop bar before crosswalk (Bicycle Box). • Check feasibility for Protected Intersections.
• Include Class 4 Cycle Track or Buffer Bike Lanes.
• Raised medians and pedestrian islands.

Roadway Level
• When appropriate use 11-foot lanes.
• Limit uncontrolled full access on arterial roadways. Target a minimum of 660 ft spacing between two consecutive unsignalized accesses along a minor arterial. 74 of 452
City of Union City - Local Road Safety Plan August 9, 2023 6 3.0 VISION AND GOALS
The Vision of this LRSP plan is to strive towards reducing traffic fatalities and severe injuries, while increasing safe, healthy, and equitable mobility for all, especially the more vulnerable pedestrian and bicycle users.

Following discussions with Union City staff and a review of existing plans and policies for the area, the following Goals and Objectives were established for this project.

Goal #1: Identify High Need Areas and Stakeholder Priorities Objectives:
• Identify areas of emphasis
• Identify intersections and segments that are a safety concern for all travelers • Listen to stakeholder concerns and identify emphasis areas that would benefit from countermeasures
Goal #2: Enhance Safety of Roadways for All Users
Objectives:
• Identify locations with high pedestrian and bicycle collisions • Identify solutions for all roadway users, especially vulnerable users (Pedestrians and Bicyclists)
• Consult policies and plans in Bicycle & Pedestrian Master Plan Goal #3: Identify Potential Countermeasures
Objectives:
• Review and recommend effective countermeasures
• Include countermeasures which will enable city to be successful in grant applications 75 of 452
City of Union City - Local Road Safety Plan August 9, 2023 7 4.0 SAFETY PARTNERS
As part of the LRSP, local stakeholders were included in the process to ensure the local perspective was kept at the forefront of this study effort. The stakeholder group was composed of representatives from Union City Police, Union City Bicycle and Pedestrian Advisory Committee (BPAC), as well as City Staff. The group met during community outreach meetings to discuss and provide feedback for this LRSP.

In addition, an online survey was conducted, and comments received were reviewed and discussed with the staff. All stakeholder feedback regarding the plan and recommendations were reviewed and incorporated into the study process for the development of the LRSP.

Using a systemic approach, our Team analyzed the data sets for crash trends and crash concentrations, crash types, overall numbers and rates, then identified top causes of fatalities and severe injuries for the selected corridors.
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City of Union City - Local Road Safety Plan August 9, 2023 8 5.0 PROCESS
Guidance on the LRSP process is provided at both the national (FHWA) and state (Caltrans) level.

Both of these agencies have developed a general framework of data and recommendations to be included in an LRSP. These processes evolve and change due to incorporate changing priorities.

FHWA encourages:
• The establishment of a working group (Stakeholders) to participate in developing an LRSP. • Review crash, traffic, and roadway data to identify areas of concern. • Establish goals, priorities, and countermeasures to recommend improvements at spot locations, systemically, and comprehensively.

Caltrans guidance follows a similar outline with the
following steps:
• Establish leadership
• Analyze the safety data
• Determine emphasis areas
• Identify strategies
• Prioritize and incorporate strategies
• Evaluate and update the LRSP
This LRSP documents the results of data and
information obtained, including the preliminary
vision and goals for the LRSP, existing safety efforts, initial crash analysis, and developed emphasis
areas. The development of the LRSP
recommendations considers the five E's of traffic
safety defined by the California Strategic Highway Safety Plan (SHSP): Engineering, Enforcement, Education, Emergency Response, and Emerging Technologies throughout its process.

Reference Materials
The following section describes the analysis process undertaken to evaluate safety within Union City at a systemic level. Using a network screening process, locations within the City that will most likely benefit from safety enhancements will be identified. Using historic crash data, crash risk factors for the entire network are derived. The outcomes will inform the identification and prioritization of engineering and non-infrastructure safety measures that address certain roadway characteristics and related behaviors that contribute to motor vehicle crashes with active transportation users.

Local Road Safety Manual
The Local Roadway Safety Manual: A Manual for California’s Local Road Owners (Version 1.5, April 2020) purpose is to encourage local agencies to pursue a proactive approach to identifying and analyzing safety issues, while preparing to compete for project funding opportunities. A Figure 1: LRSP Process
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City of Union City - Local Road Safety Plan August 9, 2023 9 proactive approach is defined as analyzing the safety of the entire roadway network through either a one-time, network wide analysis, or by routine analyses of the roadway network.1 According to the Local Roadway Safety Manual (LRSM), “The California Department of Transportation (Caltrans) – Division of Local Assistance is responsible for administering California’s federal safety funding intended for local safety improvements.” To provide the most benefit and to be competitive for funding, the analysis leading to countermeasure selection should focus on both intersections and roadway segments and be considerate of roadway characteristics and traffic volumes. The result should be a list of locations that are most likely to benefit from cost-effective countermeasures, preferably prioritized by benefit/cost ratio. The manual suggests using a mixture of quantitative and qualitative measures to identify and rank locations that considers both crash frequency and crash rates. These findings should then be screened for patterns such as crash types and severity to aid in the determination of issues causing higher numbers of crashes and the potential countermeasures that could be most effective. Qualitative analysis should include field visits and a review of existing roadway characteristics and devices. The specific roadway context can then be used to assess what conditions may increase safety risk at the site and systematic level.

Countermeasure selection should be supported using Crash Modification Factors (CMFs). These factors are the peer reviewed product of before and after research that quantifies the expected rate of crash reduction that can be expected from a given countermeasure. If more than one countermeasure is under consideration, the LRSM provides guidance on how to apply CMFs appropriately.

Union City Bicycle & Pedestrian Master Plan
The City adopted on the Bicycle & Pedestrian Master Plan in November 23, 2021. The primary goal is to continue its effort in moving the city toward a people-centric community design and transportation system. The Plan includes both visionary, yet implementable projects, programs, and policies to work towards making this goal a reality.

AMG reviewed the master plan and will incorporate some of the issues identified to make Union City streets safer for the more vulnerable bicycle and pedestrian modes of travel.

ANALYSIS TECHNIQUES
The initial steps of the crash analysis established sub-populations of roadway segments and intersections that have similar characteristics. For this study, The network screening process ranks intersections and roadway segments by the number of crashes that occurred at each one over the analysis period, and then identifies areas that had more of a given type of crash than would be expected for that type of location. These crash type factors were:

1. crash injury (fatal, serious injury, other visible injury, complaint of pain, property damage only),
1 Local Roadway Safety Manual (Version 1.5) 2020. Page 5. 78 of 452
City of Union City - Local Road Safety Plan August 9, 2023 10 2. crash type (broadside, rear-end, sideswipe, head-on, hit object, overturned, bicycle, pedestrian, other),

3. environmental factors (lighting, wet roads),

4. driver behavior (impaired, aggressive, and distracted driving).

With these additional factors, the locations were further analyzed, and top 10 corridor and intersections were identified.

From the results of the network screening analyses, a short-list of locations was chosen based on crash activity, crash severity, crash patterns, location type, and area of the City of Union City to provide the greatest variety of locations covering the widest range of safety opportunities for toolbox development. The intent is to populate the safety toolbox with mitigation measures that will be applicable to most of the crash activity in the city. As a part of the area of emphasis process, top 10 corridor and intersections were also identified for countermeasure analysis.

6.0 EXISTING EFFORTS
In consultations with City staff, key existing plans and projects that were recently completed, planned, or are on-going within Union City were collected and compiled during the LRSP process.

Table 1 shows the existing efforts and their status. Key points regarding transportation improvements and safety-related measures were identified to aid in the decision making for this LRSP.

Table 1: Existing Union City Projects and Plans
Project/Document Name Location Type/Description
2021 Bicycle and
Pedestrian Master Plan Citywide Works as a roadmap for bicycle and pedestrian projects and programs.

Decoto Road Pavement
Rehabilitation Project
Decoto Rd; from Alameda
Creek to Mission Blvd
Pavement Rehab and Bike Lane
addition; Expects construction to start
Summer 2023
Union City Blvd Bike Lanes
Project
Union City Blvd; From
Southern City Limits to
Smith St
Pavement Rehab, add bike lanes,
signal and lighting upgrade; Expects
construction to start Summer 2023
Quarry Lakes Parkway
Project
Near Union City BART
Station; parallel to
Decoto Rd
New four-lane local roadway with
Class II Bike facilities and a
Separated Class I multi-use trail;
Phase 1 & 2 expected to start
construction Summer 2024
Dyer Street Pavement
Rehabilitation Phase 1
Dyer Street; From
Alvarado Blvd to
Deborah Drive
Pavement Rehab and Bike Lane
addition; Completed
Dyer Street Pavement
Rehabilitation Phase 2
Dyer Street; From
Deborah Drive to Union
City Blvd
Pavement Rehab and Bike Lane
addition; Expects construction to start
Summer 2023
I Street Union Pacific
Railroad Closure I Street at 12th St Closing I Street Thru Traffic; Planning Phase Traffic Signals
Improvement Project
Various Locations (Union
City Blvd, Decoto Rd,
Alvarado Blvd, Alvarado
Niles Rd)
Adaptive Traffic Signal System to
support traffic flow and address
safety concerns; In construction
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City of Union City - Local Road Safety Plan August 9, 2023 11 7.0 DATA SUMMARY AND ANALYSIS
As a data driven process, utilizing the most recent and accurate data is crucial. The following section describes the data inputs used for the analysis process of this LRSP.

7.1 CRASH DATA
Crash data was collected from SWITRS for the period from January 1, 2017, through March 31, 2022, in order to have a complete set of crash data for analysis. We utilize five-years of data instead of the standard three to provide more history to evaluate trends or patterns. Analysis of the raw crash data is the first step in understanding the specific and systemic challenges faced throughout the city. Analyzing the five years of data provided insight on the following crash trends and patterns.

Using a systemic approach, our Team analyzed the data sets for crash trends and crash concentrations, crash types and overall numbers, then identified top locations of fatalities and severe injuries for the selected corridors.

7.2 All Crashes
From January 2017 through May 2022, 1,344 crashes occurred within Union City, in which 52 crashes involved fatalities or serious injuries. Figure 2 shows the total number of collisions by year.

Although there was a decline in crashes in 2020, the total number of crashes was trending upwards again in 2021.

Figure 2: Total Annual Collisions by Year (2017 - March 2022) 80 of 452
City of Union City - Local Road Safety Plan August 9, 2023 12 8.0 CRASH SAFETY TRENDS
The following section breaks down the crash data for the period from January 1, 2017, through March 2022. This information will be used to highlight areas of concern for the city.

8.1 TYPES OF COLLISIONS
Figure 3 shows the types of collisions within Union City. During the study period, the most common occurring crash types were Rear-ends (28%), Broadsides (21%), and Sideswipes
(20%). The rest of the types of collisions are broken down Figure 3.

8.2 FATALITIES AND SERIOUS INJURIES
The total number of fatal and severe injury collisions is approximately 52 within the study period. Of these, 10 are fatalities, with one involving bicycle and four pedestrians.

8.3 PRIMARY CAUSE OF COLLISIONS
The highest cause of crashes in Union City is Improper
turning at 35%, and the second highest cause is unsafe
speed (29%). The third and fourth highest proportion of crashes are driving under the influence (13%) and
ignoring traffic signals and signs (12%), respectively. A breakdown of crashes by cause is shown in Figure 4.

8.4 VULNERABLE USERS
Understanding the safety concerns of vulnerable users is important to plan for transportation improvements at all levels.

8.4.1 PEDESTRIANS
Over the study period, 72 crashes occurred involving pedestrians. 33% of the crashes recorded that the pedestrian was either crossing not in a crosswalk or they were in the road. 66% occurred where the pedestrian was utilizing a crosswalk. The remaining crashes were recorded as “not in road”. Seventeen (17) of the pedestrian crashes resulted in fatalities or sever injuries. Pedestrian crashes are concentrated along major corridors (Alvarado Boulevard, Alvarado-Niles Road, Whipple Road, and Decoto Road). Figure 5 shows all the pedestrian collisions.

Figure 3: Types of Collisions
Figure 4: Primary Collision Factors
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City of Union City - Local Road Safety Plan August 9, 2023 13 Figure 5: Pedestrian Collisions (2017 to 2022)

8.4.2 BICYCLISTS
Forty-nine (49) bicycle-involved crashes were recorded during the study period. Six of the fortynine crashes resulted in fatalities and severe injuries. Almost all of the crashes occurred at or Figure 6: Bicyclist Collisions
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City of Union City - Local Road Safety Plan August 9, 2023 14 adjacent to an intersection. Bicyclist crashes were concentrated at existing bike facilities along major corridors (Alvarado-Niles Road, Decoto Road, Dyer Street). Figure 6 shows all the bicyclist collisions.

8.5 INITIAL FINDINGS
Through the initial crash and network screening analysis an initial rank of locations of interests was developed. The top 10 roadway corridors with most significant crashes are shown in Table 2.

Table 2: Top 10 High Frequency Collision Corridors (2017-2022) Corridor Name Total Crashes Fatal + Severe
Injury Other Injury
Alvarado-Niles Road 260 7 253
Whipple Road 129 5 124
Decoto Road 124 5 119
Mission Blvd/RT 238 117 7 110
Dyer St 111 4 107
Union City Blvd 106 7 99
Alvarado Blvd 46 3 43
H Street 29 2 27
Central Ave 27 0 27
Western Ave 22 0 22
Based on these corridors and crash and network screening analysis, the top 10 intersection locations are shown in the following:

1. Alvarado-Niles Road/Decoto Road

2. Whipple Road/Dyer Street

3. Whipple Road/Central Avenue

4. Dyer Street/Alvarado Boulevard

5. Mission Boulevard-Route 238/Tamarack Drive

6. Decoto Road/Perry Rd

7. Alvarado-Niles Road/Almaden Boulevard

8. Alvarado-Niles Road/Route 880 Overpass

9. Dyer Street/Courthouse Drive

10. Mission Boulevard-Route 238/Whipple Road
The list of top 10 high frequency corridors and intersections are shown in Figure 7. 83 of 452
City of Union City - Local Road Safety Plan August 9, 2023 15 Figure 7: Top 10 High Frequency Corridors and Intersections

9.0 EMPHASIS AREAS
Emphasis Areas are types of safety trends where Union City can strategically focus efforts in order to have a larger impact on transportation safety. Emphasis areas were developed by revisiting the Vision and Goals developed at the onset of this planning process and comparing them with the trends and patterns identified in the crash analysis. Where these areas aligned, or major challenges were observed, Emphasis Areas and strategies were developed.

9.1 EMPHASIS AREA #1: VULNERABLE ROAD USERS (PEDESTRIANS &

BICYCLISTS)
Pedestrians and bicyclists are classified by Caltrans as vulnerable users, meaning they have the highest potential for severe harm during a crash. These groups need appropriate infrastructure to travel to key destinations such as schools, workplaces, and core commercial areas. The City’s Bicycle & Pedestrian Master Plan for non - motorized transportation provided recommendation for future networks. Future roadway facilities are planned on key City roads to accommodate active transportation infrastructures such as buffer or separated bike lanes, intersection control, and speed controls that help provide a safe and comfortable environment for active transportation users. Of the 52 total fatal and sever injury crashes in Union City throughout the 84 of 452
City of Union City - Local Road Safety Plan August 9, 2023 16 study period, 23 were vulnerable road users (44%). Therefore, the city should focus on countermeasures which will provide protection for these users.

9.2 EMPHASIS AREA #2: SPEEDING
Many collisions due to excessive speeds occur along major arterials in the city. Vehicular speeds are particularly high during the evening commute periods, when the city’s arterials serve both local traffic as well as cut-through commute traffic. Nearly 25% of the collisions are due to speeding.

9.3 EMPHASIS AREA #3: AGGRESSIVE DRIVERS
60% of survey respondents to the online survey conducted by the city indicated aggressive drivers being a major safety concern. Aggressive driving behavior could involve driving at excessive speeds, tailgating, not yielding to pedestrians, driving too close to bicyclists or running the red light. The three major arterials in the city (Alvaro-Niles Road, Decoto Road and Whipple Road) traverse the length of city limits and lead to either I-880 or Mission Boulevard (SR 238).

Some of these aggressive driving behaviors could pose a serious challenge to roadway safety especially to the more vulnerable pedestrians and bicycle modes.

9.4 EMPHASIS AREA #4: LIGHTING CONDITIONS
While most nighttime collisions occurred where streetlights were present, the quality of the lighting can vary widely. Streetlights can be insufficiently bright or placed too widely apart. Nearly 500 collisions or 35% of the collisions are due to lighting conditions. 85 of 452
City of Union City - Local Road Safety Plan August 9, 2023 17 10.0 COUNTERMEASURES IDENTIFIED TO ADDRESS SAFETY ISSUES Based on extensive analysis of collision trends, types of high collisions at intersections and corridors, the following are several high benefits to cost countermeasures for
improving safety performance at locations with high
collisions along the corridor.

We have also conducted field visits as well as
review of detailed collision diagrams to determine
any deficiencies of existing roadway infrastructure,
traffic control devices, signing and striping or traffic operations.

Countermeasures can be engineering-based physical
improvements, many of which have low-cost or quick-build versions, but they can also be non-engineering strategies in areas such as education, enforcement, and outreach.

The safety strategies of a few elements of a Safe System Approach are used:
 Safe Roads,
 Safe Speeds and
 Safe Road Users
In ensure eligibility for potential future grant funding application, many of the countermeasures recommended were based on information contained in the “Local Roadway Safety, A Manual for California's Local Road Owners (LRSM).” 2

10.1 COUNTERMEASURES FOR EMPHASIS AREA #1: VULNERABLE ROAD

USERS (PEDESTRIANS & BICYCLISTS)
There are clusters of pedestrian collisions along Decoto Road near BART and shopping centers.

And along Alvaro-Niles Road near Logan High. Countermeasures should heighten the presence of pedestrians and make improvements that will help serve pedestrian desire lines. It is also important to improve street lighting and add traffic calming to reduce the speeds of cars.

There are currently Class 2 bike lanes on several key arterials in the city. Adding buffer or separated bike lanes to facilitate east-west and north-south travel in the city would be a significant improvement for bike travel and the related benefit is that it will also calm the speed of traffic along these major commute arterials (e.g., Alvaro-Niles Road or Decoto Road). 2 “Local Roadway Safety, A Manual for California's Local Road Owners”, April 2020 86 of 452
City of Union City - Local Road Safety Plan August 9, 2023 18 Several potential pedestrian and bicycle countermeasures are shown in Table 3. The column under “LRSM #” shows the specific countermeasures in the Local Roadway Safety Manual. These are measures which could be funded under state grants such as HSIP.

These strategies will be implemented by the city, while partnering with Caltrans and other community partners. Funding sources for these strategies may include HSIP, ATP, OTS, and SS4A grant programs.

10.2 COUNTERMEASURES FOR EMPHASIS AREA #2: SPEEDING
Nearly 25% of the collisions are due to speeding. To slow traffic in areas with pervasive speeding, several actions could be taken including traffic calming measures as well as evaluating where speed limits could be lowered in conjunction with new AB 43 allowances.

It is a common experience that typically vehicles travel at higher speeds along long wide or multilane streets, especially during non-commute hours such as during early morning or late evening hours. Research data indicated that as the width of a lane increases, the speed of the road increases – when lane widths are 3.3 feet greater, streets are predicted to be 9.4 mph faster. 3 3 NACTO Urban Street Design Guide Street Design Elements based on Identify Design Factors That Affect Driver Speed and Behavior by Kay Fitzpatrick, P.E., Paul J. Carlson, P.E, Texas TI Potential Countermeasures LRSM #
Pedestrian Safety
1 Add Leading Pedestrian Interval (LPI) S21PB
2 Install advance stop bar before crosswalk (Bicycle Box) S20PB 3 No right-turn dynamic sign NA
4 Protected Intersections NA
5 Install pedestrian crossing at uncontrolled locations S20PB 6 Install Rectangular Rapid Flashing Beacon (RRFB) NS22PB 7 Install Pedestrian Hybrid Beacon (HAWK) NS23PB
Bike Safety
1 Install advance stop bar before crosswalk (Bicycle Box) S20PB 2 Bike Activation NA
3 Add Leading Pedestrian Interval (LPI) S21PB
4 Protected Intersections NA
5 Buffer Bike Lanes R32PB
6 Class 4 Cycle Track R33PB
Notes:

LRSM - Local. Roadway Safety Manual, April 2020
Table 3: Potential Pedestrians & Bicycle
Countermeasures
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City of Union City - Local Road Safety Plan August 9, 2023 19 There are several engineering based as well as non-engineering potential countermeasures to slowing traffic. Coordinating traffic signals at a lower speed has been shown to be effective.

Speeds during nighttime are usually higher so signals could be coordinated at a lower speed.

Several potential speed reduction countermeasures are shown in Table 4.

10.3 COUNTERMEASURES FOR EMPHASIS AREA #3: AGGRESSIVE DRIVERS Aggressive drivers could pose a serious challenge to roadway safety and the efficacy of safety features. Non-engineering interventions, such as targeted enforcement and automated enforcement, could be deployed to address these challenges, but they may be supplemented with other countermeasures listed in Table 5 which are general ways to enhance safety.

Vehicular speeds are particularly high during the evening commute periods, when the city’s arterials serve both local traffic as well as cut-through commute traffic.

According to National Highway Traffic Safety Administration (NHTSA)4 research, high-visibility enforcement is one of the most effective enforcement strategies for safety outcomes. It is designed to be a highly visible approach that generates publicity on traffic safety laws through highly visible patrols, such as checkpoints, saturation patrols, or message boards. The goal of high-visibility enforcement is to promote voluntary compliance with traffic laws and it is one of the most effective enforcement strategies for safety outcomes. 4 Countermeasures That Work: A Highway Safety Countermeasure Guide for State Highway Safety Offices, 9th Edition.

National Highway Traffic Safety Administration
Table 4: Potential Speed Reduction Countermeasures
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City of Union City - Local Road Safety Plan August 9, 2023 20 Office of Traffic Safety (OTS) provides three grant funding sources to supplement CHP in their high-visibility enforcement goals:
• Get Education and Ride Safe III (GEARS III) is to reduce the number of motorcycle-involved fatalities and serious collisions.
• The Safer Highways Statewide grant is to reduce the number of alcohol-involved fatalities and serious collisions.
• The Regulate Aggressive Driving and Reduce Speed V (RADARS V) grant is to reduce the number of victims killed or injured due to speed, or reckless driving-related collisions.

Other potential countermeasures are shown in Table 5.

10.4 COUNTERMEASURES FOR EMPHASIS AREA #4: IMPROVE LIGHTING

CONDITION
Nearly 30 to 50% of collisions occurred during nighttime at the top-10 high frequency collision intersections. It is noted that collisions tend to be more severe at night due to a variety of factors, including reduced visibility or higher speeds.

Also, typically collisions that occur during nighttime also could affect more seriously those people walking or biking due to higher speeds. While most nighttime collisions occurred where streetlights were present, the quality of the lighting can vary widely. Streetlights can be insufficiently bright, or placed too widely apart, and the quality of lighting may be especially poor for people walking or on the sidewalk, as streetlights are often designed primarily with vehicles in travel lanes in mind.

There is much innovation and upgrade in street and intersection lighting technology. Many cities use the Illuminating Engineering Society of North America (IESNA, or IES) as guidelines or threshold. IES provides recommended exterior lighting for various roadway classifications.

Some of the potential countermeasures are shown in Table 5.

Table 5: Potential Countermeasures on Aggressive Drivers 89 of 452
City of Union City - Local Road Safety Plan August 9, 2023 21 11.0 RECOMMENDED BEST PRACTICES FOR FUTURE STREETS
Traffic safety best practices are constantly being improved as more research and newer technologies evolve to help make streets safer for all modes of travel. As a part of incorporating the Safe System Approach, future planning and design of roadways in Union City should include best practice in the designs which will advance the concept of safe roads and safe speeds for all road users.

The following are recommended roadway safety best practices which could become safety policies or guidelines that Union City adopt for implementing roadway designs and improvement in the future.

Intersection Level
• Add leading pedestrian interval (LPI).
• Yellow backplates for traffic signals.
• High visibility crosswalks.
• Provide advanced dilemma zone detection for high-speed approaches. • High visibility crosswalks.

Pedestrian and Bicycle
• Install advance stop bar before crosswalk (Bicycle Box). • Check feasibility for Protected Intersections.
• Include Class 4 Cycle Track or Buffer Bike Lanes.
• Raised medians and pedestrian islands.

Roadway Level
• When appropriate use 11-foot lanes.
• Limit uncontrolled full access on arterial roadways. Target a minimum of 660 ft spacing between two consecutive unsignalized accesses along a minor arterial.

Table 6: Potential Countermeasures to Improve Lighting
Potential Countermeasures LRSM #
1 Check and Add intersection lighting S01
2 Improve signal hardware: lenses, back-plates S02
3 Install flashing beacons as advance warning S10
4 Install raised pavement markers & striping (Through Intersection) S09 5 Add signal head for each lane NA
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City of Union City - Local Road Safety Plan August 9, 2023 22 Several key projects are currently being planned and designed and many safety features would be included which would minimize the risk of traffic collisions for all modes of travel. The list is shown in Table 7.

Table 7: Future Union City Projects & Studies
Projects Location Description
Decoto Road Pavement
Rehabilitation Project Phase 2

Decoto Rd. from
Mission Blvd. to
Station Wy.

Pavement rehab, add buffered lane,
ADA access ramps, and LED lighting
infrastructure; expected construction
2025-26
Alvarado-Niles Rd.

Multimodal Corridor Study

Alvarado-Niles Rd.
from Dyer St. to
Decoto Rd.

Study on feasibility of roadway
conversion to accommodate priority
bus lanes and upgrade transit stops,
implement improved bicycle
facilities, increase pedestrian safety,
and overall multimodal operations.

Traffic Signal System and
Communications Master Plan

Citywide Identify existing traffic signal &
communications infrastructure and
update hardware/software as
needed to improve transportation
services and safety throughout City.

Adoption scheduled for Winter
2023.

Citywide LED Conversion
Project
Citywide – Priority on
high injury network,
then City quadrants
Improvement of lighting conditions
throughout City, with emphasis on
high injury network streets
Quarry Lakes Parkway Parallel to Decoto
Road Corridor
As a complete street, the Parkway is
designed to carry local bus,
deliveries, car, bicycle and
pedestrian trips in and out of the
new community of homes and offices
at the BART Station.

12.0 FUNDING, IMPLEMENTATION & EVALUATION STRATEGIES
This chapter identifies funding and implementation considerations that will be important to City staff as they pursue funding opportunities to implement the recommended safety projects.

12.1 FUNDING OPPORTUNITIES
There are a variety of regional, state, and federal sources to fund safety improvements. 91 of 452
City of Union City - Local Road Safety Plan August 9, 2023 23  Safe Streets and Roads for All (SS4A)
 Congestion Mitigation and Air Quality (CMAQ) Improvement Program  Highway Safety Improvement Program (HSIP)
 Active Transportation Program (ATP)
 SB-1 Transportation Funding
 MTC One Bay Area Grant (OBAG) Program
 Caltrans Sustainable Transportation Planning Grant Program  California Office of Traffic Safety (OTS)
 Affordable Housing and Sustainable Communities (AHSC)  Community Development Block Grant (CDBG) Program

12.2 IMPLEMENTATION STRATEGIES
Implementation of the LRSP is a vital step in the process where identified strategies and projects are executed. Successful implementation requires sustained and coordinated support from project stakeholders, elected officials, safety partners and City staff.  Establish a committee to oversee the implementation of the LRSP  Coordination and partnership with stakeholders throughout the life of LRSP  Pursue funding opportunities and submit competitive projects  Continued communication with stakeholders and community members  Prioritized list of countermeasures and projects with near-term, mid-term, and long-term implementation goals

12.3 EVALUATION STRATEGIES
This LRSP Final Report is a living document that is recommended to be updated every three to five years to utilize the latest data and safety trends. Collision data can be used to evaluate the success of the plan. It is recommended that City staff update this LRSP Final Report in consultation with the project stakeholders and safety partners, and monitor the implementation of the plan and strategies in each emphasis area.
 Update the Plan periodically (every three or five years)  Identify Target Metrics and Measure Goal Performance in Priority Areas  Continue Engagement with Stakeholders and Safety Partners 92 of 452
City of Union City - Local Road Safety Plan August 9, 2023 24 REFERENCES

1. Bicycle & Pedestrian Master Plan, City of Union City

2. Local Roadway Safety Manual (Version 1.5) 2020

3. City of Union City Strategic Plan, October 2021

4. Dyer St. Rehabilitation Project City Project 18-20

5. Caltrans, Traffic Volumes Annual Average Daily Traffic (AADT) on California State Highways.

Advanced Mobility Group
Christopher Thnay, PE, AICP
Joy Bhattacharya, PE, PTOE
Vasavi Pannala, PE
Andrea Flores, EIT
Robert Furger
Persons Consulted
Marilou Ayupan, PE Director of Public Works, City of Union City Trieu Tran, PE Civil Engineer II, City of Union City
Tommy Cho, PE Civil Engineer, City of Union City
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City of Union City - Local Road Safety Plan August 9, 2023 25 Appendix A
Collision Trends of Key Corridors
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CollisionAnalysis – Pedestrians
Total Collisions ‐ 72
(2017 to 2022)
Fatal & Severe Injury ‐ 17
CollisionAnalysis ‐ Bicycles
Total Collisions ‐ 49
(2017 to 2022)
Fatal & Severe Injury ‐
6 City of Union City - Local Road Safety Plan August 9, 2023 26 Appendix B
Collision Diagrams
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WHIPPLE RD & DYER ST
1/3/2017 - 4/30/2022
34 Crashes Clear [8317955]
[8356515]
[8371680]
[8420242]
[8436149]
[8436414]
[8450361]
[8462106]
[8515787]
[8516143]
[8518500]
[8533722]
[8533864]
[8551643]
[8568337]
[8619622]
[8648716][8744909]
[8770381]
[8776404]
[8817113]
[8902488]
[8979062]
[9015246]
[9015747]
[9028645]
[9041739]
[9057491]
[9254195]
[9261463]
[9261557]
[9262998]
[9373495]
[9449860]
Straight
Stopped
Unknown
Backing
Overtaking
Sideswipe
Parked
Erratic
Out of control
Right turn
Left turn
U-turn
Pedestrian
Bicycle
Injury
Fatality
Nighttime
DUI
Fixed objects:

General Pole
Signal Curb
Tree Animal
3rd vehicle
Extra data
Crash Magic Online 10/28/2022
Crash Magic Online
98 of 452

ALVARADO NILES RD & DECOTO RD
1/3/2017 - 4/30/2022
55 Crashes Clear [8318160] [8318247]
[8318319]
[8367560]
[8367568][8367569]
[8372399]
[8423630]
[8436066]
[8436070]
[8462501]
[8518417]
[8533889]
[8594056]
[8619638]
[8655938]
[8694339]
[8744973]
[8751565]
[8761738] [8790140]
[8817153]
[8827776]
[8855906]
[8877181]
[8918011]
[8919132] [8920303]
[8920307]
[8928838]
[8929580][8965753]
[9013958]
[9014990]
[9015182]
[9029083]
[9036849]
[9045762]
[9086245]
[9254163]
[9254206]
[9255087]
[9255867]
[9261478]
[9261561]
[9261598]
[9373492]
[9373733]
[9373946]
[9375325]
[9378534]
[9445396]
[9449859]
(2) crashes could not be placed in this schematic
Straight
Stopped
Unknown
Backing
Overtaking
Sideswipe
Parked
Erratic
Out of control
Right turn
Left turn
U-turn
Pedestrian
Bicycle
Injury
Fatality
Nighttime
DUI
Fixed objects:

General Pole
Signal Curb
Tree Animal
3rd vehicle
Extra data
Crash Magic Online 10/28/2022
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WHIPPLE RD & CENTRAL AV
1/3/2017 - 4/30/2022
28 Crashes Clear
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ALVARADO BL & DYER ST
1/3/2017 - 4/30/2022
29 Crashes Clear [8367697] [8371730] [8372082] [8421679] [8423192] [8436294] [8533852]
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MISSION BL & TAMARACK DR
1/3/2017 - 4/30/2022
24 Crashes Clear [8318176] [8452377] [8552149] [8568330] [8594052] [8620085]
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DECOTO RD & PERRY RD
1/3/2017 - 4/30/2022
23 Crashes Clear
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ALMADEN BL & ALVARADO NILES RD
1/3/2017 - 4/30/2022
21 Crashes Clear [8367564]
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RT 880 & ALVARADO NILES RD
1/3/2017 - 4/30/2022
30 Crashes Clear
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DYER ST & COURTHOUSE DR
1/3/2017 - 4/30/2022
21 Crashes Clear [8318091] [8518666] [8568384] [8620131] [8689264] [8790092]
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MISSION BL & WHIPPLE RD
1/3/2017 - 4/30/2022
24 Crashes Clear
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[9038731] [9254238]
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RESOLUTION NO. 2026-XXX
ADOPT A RESOLUTION ACCEPTING A FISCAL YEAR 2023 SAFE
STREETS AND ROADS FOR ALL (SS4A) GRANT AWARD, IN THE
AMOUNT OF $200,000, FROM THE U.S. DEPARTMENT OF

TRANSPORTATION, FEDERAL HIGHWAY ADMINISTRATION, FOR

THE DYER STREET CORRIDOR SAFETY AUDIT AND LOCAL
ROADWAY SAFETY PLAN SUPPLEMENT; INCREASING THE

REVENUE PROJECTION IN THE CAPITAL PROJECTS FUND (FUND
410) BY $200,000 AND APPROPRIATING $200,000 TO THE LOCAL ROADWAY SAFETY PLAN, CITY PROJECT NO. 21-25; AND
APPROPRIATING $50,000 FROM THE MEASURE BB LOCAL STREETS AND ROADS FUND (FUND 264) AS THE REQUIRED LOCAL MATCH,
FOR A TOTAL PROJECT BUDGET OF $250,000
WHEREAS, the Safe Streets and Roads for All (SS4A) Program was established under Section 24112 of the Infrastructure Investment and Jobs Act (IIJA) to provide funding for local initiatives that improve roadway safety and reduce roadway fatalities and serious injuries; and
WHEREAS, on July 10, 2023, the City of Union City submitted an application requesting approximately $6.56 million in federal funding for transportation safety improvements along the Dyer Street Corridor, including roadway, bicycle, pedestrian, and transit safety improvements; and
WHEREAS, the U.S. Department of Transportation subsequently selected the City for a reduced grant award centered on transit safety cameras and three-dimensional roadway safety mapping; and
WHEREAS, following additional evaluation, City staff determined that the originally awarded scope was not practical to implement and worked collaboratively with the U.S.

Department of Transportation and the Federal Highway Administration to revise the project scope; and
WHEREAS, the revised grant agreement reduces the federal award to $200,000 with a required local match of $50,000 for a total project budget of $250,000 (Exhibit A); and
WHEREAS, the revised project consists of performing a comprehensive Road Safety Audit for the Dyer Street Corridor between Union City Boulevard and Whipple Road, evaluating collision history, traffic operations, vehicle speeds, multimodal safety conditions, and preparing a supplemental update to the City's Local Roadway Safety Plan; and
WHEREAS, the supplemental planning effort will identify prioritized safety improvements and strengthen the City's competitiveness for future state and federal transportation grant opportunities; and
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Resolution No. 2026-XXX
Accept FY2023 Safe Streets and Roads for All (SS4A) Grant Agreement

WHEREAS, the City intends to engage a qualified transportation engineering consultant in accordance with applicable federal procurement requirements to complete the work; and
WHEREAS, the required local match in the amount of $50,000 will be funded from the Measure BB Local Streets and Roads Fund (Fund 264); and WHEREAS, the grant agreement requires the City to administer the grant in accordance with all applicable federal requirements and complete the project within the established grant performance period.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby accepts the Fiscal Year 2023 Safe Streets and Roads for All (SS4A) Grant Award, Federal Award No. 693JJ32640122, in the amount of $200,000 from the U.S.

Department of Transportation, Federal Highway Administration, for the Dyer Street Corridor Safety Audit and Local Roadway Safety Plan Supplement; and BE IT FURTHER RESOLVED that the City Council hereby appropriates $50,000 from the Measure BB Local Streets and Roads Fund (Account Number 264-92125- 57115) as the required local match, for a total project budget of $250,000; and BE IT FURTHER RESOLVED that the City Council hereby authorizes increasing the FY 2026-2027 revenue projection in the Capital Projects Fund (Account Number 410- 92125-44171) by $200,000 and appropriating $200,000 to the Local Roadway Safety Plan, City Project No 21-25 (Account Number 410-92125-57115); and BE IT FURTHER RESOLVED that the City Manager, or their designee, is hereby authorized to execute the Safe Streets and Roads for All (SS4A) Grant Agreement, in a form approved by the City Attorney, as well as any subsequent amendment, in a form approved by the City Attorney, reimbursement requests, certifications, assurances, and all other documents necessary to implement and administer the grant by the U.S.

Department of Transportation, Federal Highway Administration (FHWA). 109 of 452
Resolution No. 2026-XXX
Accept FY2023 Safe Streets and Roads for All (SS4A) Grant Agreement

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
Attachment

1. Exhibit A - FY2023 Safe Streets and Roads for All (SS4A) Grant Agreement (Federal Award No. 693JJ32640122)
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1. Federal Award No.
693JJ32640122

2. Effective Date
See No. 17 Below

3. Assistance
Listings No.

20.939

4. Award To
City of Union City
34009 Alvarado-Niles Road
Union City, CA 94587
Unique Entity Id.: DHFHYNE7CZZ3
TIN No.: 94-6036941

5. Sponsoring Office
U.S. Department of Transportation
Federal Highway Administration
Office of Safety
1200 New Jersey Avenue, SE
HSSA-1, Mail Drop E71-117
Washington, DC 20590

6. Period of Performance
Effective Date of Award -36 months

7. Total Amount
Federal Share:

Recipient Share:

Other Federal Funds:

Other Funds:

Total:
$200,000
$50,000
$0
$0
$250,000

8. Type of Agreement
Grant

9. Authority
Section 24112 of the Infrastructure Investment
and Jobs Act (IIJA;Pub. L. 117–58, November
15, 2021)

10. Procurement Request No.

HSA240395PR

11. Federal Funds Obligated
$200,000

12. Submit Payment Requests To
See Article 5.

13. Accounting and Appropriations Data
15X0173E50.0000.055SR10500.5592000000.4
1010.61006600

14. Description of the Project
Traffic safety optimization on Dyer Street through performing a safety audit followed with a complementary safety plan document update to Union City’s already existing Local Roadway Safety Plan.

RECIPIENT

15. Signature of Person Authorized to Sign
___________________________________
Signature Date
Name: Joan Malloy
Title: City Manager

FEDERAL HIGHWAY ADMINISTRATION

16. Signature of Agreement Officer
______________________________________
Signature Date
Name: Hector R. Santamaria
Title: Agreement Officer
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U.S. DEPARTMENT OF TRANSPORTATION

GRANT AGREEMENT UNDER THE
FISCAL YEAR 2023 SAFE STREETS AND ROADS FOR ALL GRANT PROGRAM This agreement is between the United States Department of Transportation’s (the “USDOT”) Federal Highway Administration (the “FHWA”) and the City of Union City (the “Recipient”).

This agreement reflects the selection of the Recipient to receive a Safe Streets and Roads for All (“SS4A”) Grant for the Union City Safe Streets and Roads for All Improvements.

The parties therefore agree to the following:

ARTICLE 1

GENERAL TERMS AND CONDITIONS

1.1 General Terms and Conditions.
(a) In this agreement, “General Terms and Conditions” means the content of the document titled “General Terms and Conditions Under the Fiscal Year 2023 Safe Streets and Roads for All (“SS4A”) Grant Program,” dated November 4, 2025, which is available at https://www.transportation.gov/grants/ss4a/grant-agreements under “Fiscal Year 2023.” Articles 7–30 are in the General Terms and Conditions. The General Terms and Conditions are part of this agreement.
(b) The Recipient acknowledges that it has knowledge of the General Terms and Conditions. Recipient also states that it is required to comply with all applicable Federal laws and regulations including, but not limited to, the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (2 CFR part 200); National Environmental Policy Act (NEPA) (42 U.S.C. § 4321 et seq.); and Build America, Buy America Act (IIJA, div. G §§ 70901-27).
(c) The Recipient acknowledges that the General Terms and Conditions impose obligations on the Recipient and that the Recipient’s non-compliance with the General Terms and Conditions may result in remedial action, termination of the SS4A Grant, disallowing costs incurred for the Project, requiring the Recipient to refund to the FHWA the SS4A Grant, and reporting the non-compliance in the Federal-government-wide integrity and performance system.
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ARTICLE 2

APPLICATION, PROJECT, AND AWARD

2.1 Application.

Application Title: Union City Safe Streets and Roads for All Improvements Application Date: 07/10/2023

2.2 Award Amount.

SS4A Grant Amount: $200,000

2.3 Federal Obligation Information.

Federal Obligation Type: Single

2.4 Budget Period.

Budget Period: See Block 6 of Page 1

2.5 Grant Designation.

Designation: Planning and Demonstration
ARTICLE 3

SUMMARY PROJECT INFORMATION

3.1 Summary of Project’s Statement of Work.

Supplemental Planning Activity to make an update to Union City’s Local Roadway Safety Plan, developed in 2021. Staff is planning to make a 5-year update with a supplemental add on section of Dyer St. corridor. Staff anticipates performing a road safety audit for the Dyer St. corridor, running from Union City Blvd. to Whipple Rd., collecting various data points on collisions/accidents, speed, counts, safety, and operations. After data is collected from the safety audit, development of a complementary safety plan for the Dyer St. corridor shall be performed.

3.2 Project’s Estimated Schedule.

Supplemental Planning Schedule
Milestone Schedule Date
NEPA Completion Date: February 24, 2026
Planned Draft Plan Completion Date: December 31, 2028
Planned Final Plan Completion Date: January 31, 2029
Planned Final Plan Adoption Date: March 30, 2029
Planned SS4A Final Report Date: April 1, 2029
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3.3 Project’s Estimated Costs.
(a) Eligible Project Costs
Eligible Project Costs
SS4A Grant Amount: $200,000
Other Federal Funds: $0
State Funds: $0
Local Funds: $50,000
In-Kind Match: $0
Other Funds: $0
Total Eligible Project Cost: $250,000
(b) [RESERVED]
(c) Indirect Costs
Indirect costs are allowable under this Agreement in accordance with 2 CFR part 200 and the Recipient’s approved Budget Application. In the event the Recipient’s indirect cost rate changes, the Recipient will notify FHWA of the planned adjustment and provide supporting documentation for such adjustment. This Indirect Cost provision does not operate to waive the limitations on Federal funding provided in this document. The Recipient’s indirect costs are allowable only insofar as they do not cause the Recipient to exceed the total obligated funding.

ARTICLE 4

RECIPIENT INFORMATION

4.1 Recipient Contact(s).

Marilou Ayupan
Public Works Director
City of Union City
34009 Alvarado-Niles Rd, Union City, CA 94587
(510)675-5306
[email protected]

4.2 Recipient Key Personnel.

Name Title or Position
Trieu Tran City of Union City, Civil Engineer III
Eddie Yu City of Union City, Civil Engineer II
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4.3 USDOT Project Contact(s).

Safe Streets and Roads for All Program Manager
Federal Highway Administration
Office of Safety
HSSA-1, Mail Stop: W56-485
1200 New Jersey Avenue, S.E.

Washington, DC 20590
202-366-2822
[email protected]
and
Agreement Officer (AO)
Federal Highway Administration
Office of Competitive Grants and Workforce Programs
HCFA-30, Mail Stop E62-310
1200 New Jersey Avenue, S.E.

Washington, DC 20590
[email protected]
And
Division Administrator – California
Agreement Officer’s Representative (AOR)
650 Capitol Mall, Sacramento, CA 95814
(916) 498-5001
[email protected]
and
Mike Shami
California Division Office Lead Point of Contact
Civil Engineer (Highway)
650 Capitol Mall, Ste. 4-100 - Sacramento, CA 95814-4708 (916)498-5853
[email protected]
ARTICLE 5

USDOT ADMINISTRATIVE INFORMATION

5.1 Office for Subaward and Contract Authorization.

USDOT Office for Subaward and Contract Authorization: FHWA Office of Competitive Grants and Workforce Programs

SUBAWARDS AND CONTRACTS APPROVAL
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Note: See 2 CFR § 200.331, Subrecipient and contractor determinations, for definitions of subrecipient (who is awarded a subaward) versus contractor (who is awarded a contract).

Note: Recipients with a procurement system deemed approved and accepted by the Government or by the Agreement Officer (the “AO”) are exempt from the requirements of this clause. See 2 CFR 200.317 through 200.327. Note: This clause is only applicable to grants that do not include construction.

In accordance with 2 CFR 200.308(c)(6), unless described in the application and funded in the approved award, the Recipient must obtain prior written approval from the AO for the subaward, transfer, or contracting out of any work under this award above the Simplified Acquisition Threshold. This provision does not apply to the acquisition of supplies, material, equipment, or general support services. Approval will be issued through written notification from the AO or a formal amendment to the Agreement.

The following subawards and contracts are currently approved under the Agreement by the AO. This list does not include supplies, material, equipment, or general support services which are exempt from the pre-approval requirements of this clause.

5.2 Reimbursement Requests
(a) The Recipient may request reimbursement of costs incurred within the budget period of this agreement if those costs do not exceed the amount of funds obligated and are allowable under the applicable cost provisions of 2 C.F.R. Part 200, Subpart E. The Recipient shall not request reimbursement more frequently than monthly.
(b) The Recipient shall use the DELPHI iSupplier System to submit requests for reimbursement to the payment office. When requesting reimbursement of costs incurred or credit for cost share incurred, the Recipient shall electronically submit supporting cost detail with the SF-270 (Request for Advance or Reimbursement) or SF-271 (Outlay Report and Request for Reimbursement for Construction Programs) to clearly document all costs incurred.
(c) The Recipient’s supporting cost detail shall include a detailed breakout of all costs incurred, including direct labor, indirect costs, other direct costs, travel, etc., and the Recipient shall identify the Federal share and the Recipient’s share of costs. If the Recipient does not provide sufficient detail in a request for reimbursement, the Agreement Officer’s Representative (the “AOR”) may withhold processing that request until the Recipient provides sufficient detail.
(d) The USDOT shall not reimburse costs unless the AOR reviews and approves the costs to ensure that progress on this agreement is sufficient to substantiate payment. (e) In the rare instance the Recipient is unable to receive electronic funds transfers (EFT), payment by EFT would impose a hardship on the Recipient because of their inability to manage an account at a financial institution, and/or the Recipient is unable to use the DELPHI iSupplier System to submit their requests for disbursement, the FHWA may waive the requirement that the Recipient use the DELPHI iSupplier System.

The Recipient shall contact the Division Office Lead Point of Contact for instructions on and requirements related to pursuing a waiver.
(f) The requirements set forth in these terms and conditions supersede previous financial invoicing requirements for Recipients.
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ARTICLE 6

SPECIAL GRANT TERMS

6.1 SS4A funds must be expended within five years after the grant agreement is executed and DOT obligates the funds, which is the budget period end date in section 10.3 of the Terms and Conditions and section 2.4 in this agreement.

6.2. The Recipient demonstrates compliance with civil rights obligations and nondiscrimination laws, including Titles VI of the Civil Rights Act of 1964, the Americans with Disabilities Act (ADA), and Section 504 of the Rehabilitation Act, and accompanying regulations. Recipients of Federal transportation funding will also be required to comply fully with regulations and guidance for the ADA, Title VI of the Civil Rights Act of 1964, Section 504 of the Rehabilitation Act of 1973, and all other civil rights requirements.

6.3 SS4A Funds will be allocated to the Recipient and made available to the Recipient in accordance with FHWA procedures.

6.4 The Recipient of a Planning and Demonstration Grant acknowledges that the Supplemental Action Plan will be made publicly available and agrees that it will publish the final Supplemental Action Plan on a publicly available website.

6.5 There are no other special grant requirements.
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ATTACHMENT A

PERFORMANCE MEASUREMENT INFORMATION
Study Area: Dyer Street between Alvarado Boulevard and Santa Susana Way and various transit routes throughout the City.

Baseline Measurement Date: N/A
Baseline Report Date: N/A
Table 1: Performance Measure Table
Measure Category and Description
Measurement
Frequency and
Reporting
Deadline
Costs
Project Costs: Quantification of the cost
of each eligible project carried out using
the grant
Within 120 days
after the end of the
period of
performance
Lessons Learned and
Recommendations
Lessons Learned and Recommendations:

Description of lessons learned and any
recommendations relating to future
projects or strategies to prevent death and
serious injury on roads and streets.

Within 120 days
after the end of the
period of
performance
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ATTACHMENT B

CHANGES FROM APPLICATION
Describe all material differences between the scope, schedule, and budget described in the application and the scope, schedule, and budget described in Article 3. The purpose of Attachment B is to clearly and accurately document any differences in scope, schedule, and budget to establish the parties’ knowledge and acceptance of those differences.

See Article 11 for the Statement of Work, Schedule, and Budget Changes. If there are no changes, please insert “N/A” in Section 3.3 of the table.

Scope: The original grant application proposed two demonstration activities:

1. Feasibility Study to Fill Bike Network on Dyer Street o Examine options for installing Class II bike lanes on Dyer Street from Alvarado Boulevard to Santa Susana Way.
o Explore potential for a protected intersection at Alvarado Boulevard & Dyer Street. o Consider right-of-way constraints and Union Pacific Railroad impacts.

2. 3D Safety Mapping Demonstration Using Bus-Mounted Cameras o Deploy dashboard-mounted cameras on Union City Transit buses to collect video data. o Use machine-learning methods to synthesize footage into a 3D Safety Map identifying hazards along high-injury corridors.
o Evaluate operational dynamics and safety conditions along bus routes. (Revised Scope in Grant Agreement)
The updated scope now focuses exclusively on corridor-wide traffic safety optimization through first performing a safety audit of the corridor and follow up with a complementary safety plan. Our City’s Roadway Safety Plan is approaching its 5-year update, and it is appropriate to make an update in the near future.

The revised work consists of:

1. Supplemental Planning Activity – Perform a road safety audit for the Dyer St. corridor, running from Union City Blvd. to Whipple Rd., collecting various data points on collisions/accidents, speed, counts, safety, and operations. After data is collected from the safety audit, development of a complementary safety plan for the Dyer St. corridor shall be performed.

Schedule: Form SF 424 showed a project start date of 06/03/2024 and end date of 09/29/2028. The revision in scope is requesting a 36-month period for the performance period to accommodate the revised scope and risks of delays in hiring a consultant.

Budget: The table below provides a summary comparison of the project budget.

Fund Source
Application Section 3.3
$ % $ %
Previously Incurred Costs
(Non-Eligible Project Costs)
Federal Funds
Non-Federal Funds
Total Previously Incurred Costs
Future Eligible Project Costs
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Fund Source
Application Section 3.3
$ % $ %
SS4AFunds 5,250,240 80 200,000 80
Other Federal Funds
Non-Federal Funds 1,312,560 20 50,000 20
Total Future Eligible Project
Costs 6,562,800 80 250,000 80
Total Project Costs 6,562,800 100 250,000 100
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ATTACHMENT C

RESERVED
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ATTACHMENT DRESERVED
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ATTACHMENT E

LABOR AND WORKFORCE

1. Efforts to Support Good-Paying Jobs and Strong Labor Standards The Recipient states that rows marked with “X” in the following table align with the application:

The Recipient or a project partner promotes robust job creation by supporting good-paying jobs directly related to the project with free and fair choice to join a union. (Describe robust job creation and identify the good-paying jobs in the supporting narrative below.)
The Recipient or a project partner will invest in high-quality workforce training programs such as registered apprenticeship programs to recruit, train, and retain skilled workers, and implement policies such as targeted hiring preferences. (Describe the training programs in the supporting narrative below.) x
The Recipient or a project partner will partner with high-quality workforce development programs with supportive services to help train, place, and retain workers in good-paying jobs or registered apprenticeships including through the use of local and economic hiring preferences, linkage agreements with workforce programs, and proactive plans to prevent harassment. (Describe the supportive services provided to trainees and employees, preferences, and policies in the supporting narrative below.)
The Recipient or a project partner will partner and engage with local unions or other worker-based organizations in the development and lifecycle of the project, including through evidence of project labor agreements and/or community benefit agreements. (Describe the partnership or engagement with unions and/or other worker-based organizations and agreements in the supporting narrative below.)
The Recipient or a project partner will partner with communities or community groups to develop workforce strategies. (Describe the partnership and workforce strategies in the supporting narrative below.) The Recipient or a project partner has taken other actions related to the Project to create good-paying jobs with the free and fair choice to join a union and incorporate strong labor standards. (Describe those actions in the supporting narrative below.)
The Recipient or a project partner has not yet taken actions related to the Project to create good-paying jobs with the free and fair choice to join a union and incorporate strong labor standards but, before beginning construction of the Project, will take relevant actions described in Attachment B. (Identify the relevant actions from Attachment B in the supporting narrative below.) The Recipient or a project partner has not taken actions related to the Project to improve good-paying jobs and strong labor standards and will not take those actions under this award.
123 of 452
14 of 15

2. Supporting Narrative.

Union City resides in the County of Alameda, California. The Local Business Contract Equity (LBCE) Program contributes to the overall economic vitality of the County by (1) encouraging businesses to locate and remain in Alameda County; (2) providing employment opportunities for residents of Alameda County; and (3) generating economic activity and stimulating the local economy. In 2000, Alameda County voters approved the Measure B half-cent sales tax on retail sales made within the county. These revenues are exclusively directed toward improving the transit and transportation systems within the county. Small and local businesses not only provide economic and social vitality to our communities, they also help accomplish Alameda CTC's purchasing objectives. The LBCE Program benefits Local Business Enterprise (LBE), Small Local Business Enterprise (SLBE) and Very Small Local Business Enterprise (VSLBE) businesses.

It is likely that some of the funding sourced from Union City will be a mixture of local funding plus county/state funding that will be eligible for us on this project. 124 of 452
15 of 15

ATTACHMENT F

CRITICAL INFRASTRUCTURE SECURITY AND RESILIENCE

1. Efforts to strengthen the Security and Resilience of Critical Infrastructure against both Physical and Cyber Threats.

The Recipient states that rows marked with “X” in the following table are accurate:

The Recipient demonstrates, prior to the signing of this agreement, effort to consider and address physical and cyber security risks relevant to the transportation mode and type and scale of the activities.

The Recipient appropriately considered and addressed physical and cyber security and resilience in the planning, design and oversight of the project, as determined by the Department and the Department of Homeland Security.

The Recipient complies with 2 CFR 200.216 and the prohibition on certain telecommunications and video surveillance services or equipment.

2. Supporting Narrative.

N/A. This grant will not purchase new informational or operational technologies. 125 of 452
City Council Staff Report Page 1 of 2 July 28, 2026
Staff Report
Agenda Item No. 4.8
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Accepting Completion of the Kennedy Park Improvements, Phase I, City Project No. 24-15, and Authorizing Release of the Retention Payment to RNR Paving, Inc.

EXECUTIVE SUMMARY
Staff recommends that the City Council adopt a resolution accepting the Kennedy Park Improvements, Phase I, City Project No. 24-15, and authorizing the release of the $14,877.69 retention payment to RNR Paving, Inc.

STRATEGIC PLAN ALIGNMENT
This agenda item is aligned with the following:

Goal D, Strategy 2: Environmental Sustainability and Infrastructure – Implement the City’s capital improvement plan.

BACKGROUND
On March 10, 2026, the City Council adopted Resolution No. 2026-026, awarding a construction contract to RNR Paving, Inc., in the amount of $271,922.91, and approving a construction budget, with contingency and construction support, in the amount of $326,308, for the Kennedy Park Improvements, Phase I, City Project No. 24-15. The contractor has completed the project in accordance with the project plans and specifications.

DISCUSSION
The project scope included parking lot resurfacing, concrete sidewalk, driveway, curb ramp and curb improvements, striping, and bioretention basin and drainage modifications.

The project was completed in June 2026, and all final project punch-list items have been resolved with the contractor.
126 of 452
Agenda Item No. 4.8
City Council Staff Report Page 2 of 2 July 28, 2026
The final construction cost for the project is $297,553.78, which is $25,630.87 (approximately 9.43%) above the original construction contract amount. This increase is due to two construction change orders to address additional quantities in original bid items, drainage modifications, and gate post replacements.

Approved Construction Budget with Contingency $326,308.00 Construction Contract Baseline Costs $271,922.91
Change Order #1 $ 8,395.00
Change Order #2 $ 17,235.87
Total Project Cost $297,553.78
The City withheld a retention amount of five percent (5%) for each progress payment made to the contractor in accordance with standard construction practice. The total retention amount to be released upon project acceptance is $14,877.69.

FISCAL IMPACT
This project is funded by Community Development Block Grant Funds (Account No. 231- 92415-57127) and Park-in-Lieu (Residential) Funds (Account Number 255-92415- 57127), as identified in the Five-Year Capital Improvement Plan (CIP) for FY 2025-2026 through FY 2029-2030. There are sufficient funds for the total project cost.

RECOMMENDATION
Staff recommends that the City Council adopt a resolution:

1. Accepting the Kennedy Park Improvements, Phase I, City Project No. 24-15; and

2. Authorizing the release of the retention payment, in the amount of $14,877.69, to RNR Paving, Inc.

Prepared by: Trieu Tran, Civil Engineer III
Submitted by: Marilou Ayupan, Public Works Director
Attachments

1. Draft Resolution

2. Exhibit A – Certificate of Completion

3. Exhibit B – Notice of Completion and Notice of Acceptance 127 of 452
RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY

ACCEPTING COMPLETION OF THE KENNEDY PARK
IMPROVEMENTS, PHASE I, CITY PROJECT NO. 24-15, AND

AUTHORIZING RELEASE OF THE RETENTION PAYMENT TO RNR
PAVING, INC.

WHEREAS, on March 10, 2026, the City Council adopted Resolution No. 2026- 026, awarding a construction contract to RNR Paving, Inc., in the amount of $271,923, and approving a construction budget, with contingency and construction support, in the amount of $326,308, for the Kennedy Park Improvements, Phase I Project, City Project No. 24-15; and
WHEREAS, the project scope included parking lot resurfacing; concrete sidewalk, driveway curb ramp, and curb improvements, striping, and bioretention basin and drainage modifications; and
WHEREAS, the project was completed in June 2026, and all final project punchlist items have been resolved with the contractor (see Exhibit A); and WHEREAS, the final construction cost for the project is $297,553.78, which is $25,630.87 (approximately 9.43%) above the original construction contract amount. This increase is due to two construction change orders to address additional quantities in original bid items, drainage modifications, and gate post replacements (see Exhibit B); and
WHEREAS, a retention amount of five percent (5%) was withheld by the City for each progress payment made to the contractor in accordance with standard construction practice; the total amount of retention to be released upon project acceptance is $14,877.69; and
WHEREAS, the project is funded by Community Development Block Grant Funds (Account No. 231-92415-57127) and Park-in-Lieu (Residential) Funds (Account Number 255-92415-57127), as identified in the Five-Year Capital Improvement Plan (CIP) for FY 2025-2026 through FY 2029-2030, and there are sufficient funds for the total project cost.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City does hereby accept the project, in the final amount of $297, 553.78, for the Kennedy Park Improvements, Phase I, City Project No. 24-15.

BE IT FURTHER RESOLVED that the City Clerk of the City of Union City be directed to record the Notice of Completion with the Office of the County Recorder of Alameda County, California.

BE IT FURTHER RESOLVED that the City Council of the City of Union City hereby authorizes the City to make a final retention payment, in the amount of $14,877.69, to RNR Paving, Inc., for the completion of improvements of City Project No. 24-15 in accordance with the plans and specifications on file at the Office of the Public Works Director.
128 of 452
Resolution No. 2026-XXX
Completion of Kennedy Park Improvements, Phase I, City Project No. 24-15

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
Attachments:

1. Exhibit A – Certificate of Completion

2. Exhibit B – Notice of Completion and Notice of Acceptance 129 of 452

CERTIFICATE OF COMPLETION
(Sec. 4005 Government Code)
TITLE: KENNEDY PARK IMPROVEMENTS, PHASE I, CITY PROJECT NO. 24- 15 I, MARILOU AYUPAN, Public Works Director of the City of Union City, County of Alameda, State of California, do hereby certify as follows:
a. That the project consisted of rehabilitating parking lot pavement surface, base, and subbase in addition to the site drainage & its associated facilities, including installation of a new bioswale area. ADA improvements will be installed along with irrigation for new vegetation and trees. The parking lot perimeter will be brought up to standard and entire project is subject to the most current Caltrans Standard Specifications, and these special provisions; and
b. That the contract agreement was awarded by staff on March 10, 2026, in the amount of $271,923; and
c. That the adopted and approved plans and specifications have been changed in the following respects:

CCO # CONTRACT CHANGE DESCRIPTION AMOUNT
Project Total Invoiced $ 271,992.91
1 Existing DI tie-in to bioretention $ 8,395.00
2 Change in quantities (bid items #10, #11, #12,
#13, #39, & #42) $ 17,235.87
Total Construction Contract Cost to City $ 297,553.78
d. That the work performed has been done in accordance with such plans and specifications.
e. That RNR Paving, Inc., performed the work at a total cost of $297,553.78, including the above noted contract change description.
f. That the Final retention amount of $14,870.19 will be released after 35 days from the project’s acceptance.

Dated: _______ ___________________________________
MARILOU AYUPAN, P.E.

PUBLIC WORKS DIRECTOR
130 of 452
[Rev. 02/23/09]
(THIS SPACE FOR RECORDER’S USE ONLY)

NOTICE OF COMPLETION

AND NOTICE OF ACCEPTANCE
General Contract or Assessment Proceedings
TITLE: KENNEDY PARK IMPROVEMENTS, PHASE I, CITY PROJECT NO. 24-15 NOTICE IS HEREBY GIVEN that I, MARILOU AYUPAN, as Public Works Director of the City of Union City, County of Alameda, California, on the 28th day of July, 2026, did file with the Department of Public Works of said City, the Certificate of Completion of the following described work, the contract for which was heretofore awarded to RNR Paving, Inc., of Isan Ramon, CA, and entered into on March 10, 2026, in accordance with the specifications for said work filed with said Department of Public Works and adopted by the Public Works Director of said City.

That said parking lot improvements were accepted by the Public Works Director of the City of Union City on the 28th day of July, 2026, and that the name of the surety on the Contractor's bond for labor and materials on said contract is Granite Re, Inc., dba Surety Insurance Company.

That the following work has been completed: Kennedy Park Improvements, Phase I, consisting of rehabilitating parking lot pavement surface, base, and subbase in addition to the site drainage & its associated facilities, including installation of a new bioswale area. ADA improvements will be installed along with irrigation for new vegetation and trees as required by the plans and standard specifications.

PLEASE COMPLETE THIS

INFORMATION
RECORDING REQUESTED BY:

The City of Union City
And is Exempt from Fee
Per Government Code
Sections 6103 and 27383
WHEN RECORDED MAIL TO:

The City Engineer
The City of Union City
34009 Alvarado-Niles Road
Union City, CA 94587
131 of 452
Dated: , 2026. ___________________________________

MARILOU AYUPAN

PUBLIC WORKS DIRECTOR
THIS PAGE ADDED TO PROVIDE ADEQUATE SPACE FOR RECORDING INFORMATION (GOVT. CODE 27361.6 )

STATE OF CALIFORNIA )
)

COUNTY OF ALAMEDA )
MARILOU AYUPAN, being first duly sworn, deposes and says:

That she is the duly appointed Public Works Director of the City of Union City, California; that she has read the foregoing Notice of Completion and Notice of Acceptance and knows the contents thereof, and that the same is true of her own knowledge except as to the matters therein stated on her own information and belief, and as to those matters that she believes to be true.
___________________________________

MARILOU AYUPAN

PUBLIC WORKS DIRECTOR
Subscribed and sworn to before me
this day of __________, 2026.
____________________________________________
Notary Public in and for the City of Union City,
County of Alameda, State of California
132 of 452
City Council Staff Report Page 1 of 3 July 28, 2026
Staff Report
Agenda Item No. 4.9
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute the Second Amendment to the Purchase and Sale Agreement with the California Department of Transportation (Caltrans) for the Route 84 Excess Properties

EXECUTIVE SUMMARY
Staff recommends that the City Council adopt a resolution authorizing the City Manager to execute the Second Amendment to the Purchase and Sale Agreement (Exhibit A) between the City of Union City and the California Department of Transportation for the Route 84 Excess Properties, in a form approved by the City Attorney.

Once adopted, the proposed resolution will supersede Resolution No. 2026-113, adopted by the City Council on July 14, 2026, which incorrectly identified the proposed amendment as the First Amendment to the Purchase and Sale Agreement.

STRATEGIC PLAN ALIGNMENT
This agenda item is aligned with the following:

Goal C, Strategy 2: Facilitate the buildout of the greater Station District Area through the construction of Quarry Lakes Parkway, completion of the pedestrian rail crossing, and implementation of the recommendations of the Southern Alameda County Regional Rail Integration Study to make the Station District a passenger rail hub served by ACE.

Goal C, Strategy 18: Facilitate the development of entitlements and closing on the sale of the Gateway property to generate revenue to fund the construction of Phases 3 and 4 of the Quarry Lakes Parkway.

BACKGROUND
The former State-owned Route 84 Excess Properties, or Gateway site, is a 36-acre collection of parcels roughly bound by Osprey Drive, Alvarado-Niles Road, the Fremont city limit, and Old Alameda Creek. On July 9, 2019, the City Council adopted Resolution 5546-19, authorizing the City to acquire the Gateway site from Caltrans. A Purchase and 133 of 452
Agenda Item No. 4.9
City Council Staff Report Page 2 of 3 July 28, 2026
Sale Agreement (“PSA”) between Caltrans and Union City was executed on August 16, 2019, and is included as Exhibit B. The California Transportation Commission (“CTC”) authorized the conveyance of the former Route 84 Excess Properties to the City of Union City at its June 24, 2021 meeting (Tab 81, Ref# 2.4d(3)).

On July 14, 2026, the City Council adopted Resolution No. 2026-113, authorizing the City to execute a first amendment to the PSA to extend the term of sale by six (6) years, thereby making the purchase price of the Route 84 Excess Properties due to Caltrans on or before June 23, 2033. The amendment also defined the fair market value of the Route 84 Excess Properties as the 2021 Caltrans-appraised land value of $86,184,000.

After Resolution No. 2026-113 was adopted, City and Caltrans staff discovered a first amendment to the PSA that the City and Caltrans previously executed on February 26, 2021. That First Amendment (Exhibit C) updated Section 2.1 of the agreement only to require one appraisal to determine the land’s fair market value and property purchase price due to Caltrans.

DISCUSSION
City staff has updated the proposed amendment to the Second Amendment to the Purchase and Sale Agreement (Exhibit A) between the City of Union City and the California Department of Transportation for the Route 84 Excess Properties. The recommended action provides the correct authorization for the City Manager to execute the Second Amendment, which is substantively identical to the amendment considered by the City Council on July 14. Significantly, it extends the term of sale by six (6) years, thereby making the full deposit of the Route 84 Excess Properties' purchase price due to Caltrans by June 23, 2033. The amendment also defines the fair market value of the Route 84 Excess Properties as the 2021 Caltrans-appraised land value of $86,184,000.

FISCAL IMPACT
There is no fiscal impact to the City for approving this Second Amendment to the Purchase and Sale Agreement with Caltrans.

RECOMMENDATION
Staff recommends that the City Council adopt a resolution authorizing the City Manager to execute the Second Amendment to the Purchase and Sale Agreement with the California Department of Transportation (Caltrans) for the Route 84 Excess Properties. 134 of 452
Agenda Item No. 4.9
City Council Staff Report Page 3 of 3 July 28, 2026
Prepared by: Jonathan Segarra, Management Analyst II
Submitted by: Marilou Ayupan, Public Works Director
Attachments

1. Draft Resolution

2. Exhibit A - Draft Second Amendment to the Purchase and Sale Agreement with Caltrans

3. Exhibit B - Purchase and Sale Agreement for the Route 84 Excess Properties

4. Exhibit C - First Amendment to the Purchase and Sale Agreement with Caltrans 135 of 452
RESOLUTION NO. 2026-XXX

ADOPT A RESOLUTION AUTHORIZING THE CITY MANAGER TO

EXECUTE THE SECOND AMENDMENT TO THE PURCHASE AND

SALE AGREEMENT WITH THE CALIFORNIA DEPARTMENT OF
TRANSPORTATION (CALTRANS) FOR THE ROUTE 84 EXCESS

PROPERTIES
WHEREAS, the former State-owned Route 84 Excess Properties, or Gateway Site, is a 36-acre collection of parcels roughly bound by Osprey Drive, Alvarado-Niles Road, the Fremont city limit, and Old Alameda Creek. The parcels were formerly secured by the California Department of Transportation (“Caltrans”) for the realignment of the Historic Route 84 Corridor. The Alameda County Transportation Authority – predecessor to the Alameda County Transportation Commission (“Alameda CTC”) – took over the project in 2003 and renamed it the East-West Connector; and WHEREAS, on March 22, 2018, the Alameda CTC approved the request from the City of Union City to be the project sponsor for the remaining phases of the I-880 to Mission Boulevard/East West Connector Project and to update the project description eligible for the remaining commitment from the 1986 Measure B Transportation Expenditure Plan to reflect the name change to “Quarry Lakes Parkway Project”; and WHEREAS, on February 12, 2019, the City Council adopted Resolution No. 5444- 19, which authorized renaming the East West Connector Project to the Quarry Lakes Parkway Project; and
WHEREAS, on July 9, 2019, the City Council adopted Resolution No. 5546-19, which authorized the City Manager to negotiate and execute a Purchase and Sale Agreement (“PSA”) with Caltrans for the purchase of certain Route 84 Excess Properties referred to as the Gateway Site. That executed Purchase and Sale Agreement is attached as Exhibit B; and
WHEREAS, on Section 1.3, Term of Sale of the Purchase and Sale Agreement states that the full Purchase Price is due and payable by the City of Union City to Caltrans at a date no later than six (6) years following the approval of the Purchase and Sale Agreement by the California Transportation Commission (“CTC”); and WHEREAS, on June 23, 2021, the CTC approved Item 2.4d. (3), which approved the conveyance of certain Route 84 Excess Properties referred to as the Gateway Site to the City of Union City, making the full deposit of Purchase Price due on June 23, 2027.

On July 29, 2021, the City received the recorded Director’s Deed Grant transferring the Route 84 Excess Properties to the City of Union City; and WHEREAS, the City of Union City is required to pay Caltrans the land cost payment received for the purchase of the real estate property, which may not be less than Caltrans’ appraised land value of $86,184,000. The land cost paid to Caltrans will be deposited into a Local Alternative Transportation Improvement Program (“LATIP”) account and distributed to LATIP projects as approved by the CTC on December 30, 2009. Proceeds from the sale of the Caltrans parcels will fund the LATIP, of which $41.8 million is for the Quarry Lakes Parkway project; and
136 of 452
Resolution No. 2026-XXX
Approve Second Amendment to Caltrans PSA

WHEREAS, pursuant to the Surplus Lands Act, the City issued a Notice of Availability of approximately 25.4 acres of the Gateway Site for sale to qualified housing developers on June 28, 2021. City Ventures Homebuilding, LLC submitted a statement of interest by the deadline, proposing to pay Union City $90 million for the property; and WHEREAS, the City Council adopted Resolution 5874-21 approving an Exclusive Negotiating Rights Agreement (“ENA”) with City Ventures Homebuilding, LLC for the sale and development of a portion of the Gateway property on December 14, 2021. The term of that ENA has been extended several times, and most recently on April 28, 2026, when the City Council authorized the extension of the agreement to June 7, 2027, to continue good faith negotiations on a Property Sale Agreement between the City and the developer; and
WHEREAS, the extensions were also needed to ensure the City and its project team could progress toward the design and construction of Quarry Lakes Parkway, Phase (Segment) 2, which is the segment of the future multimodal corridor located between Alvarado-Niles Road and Old Alameda Creek and crosses through the Gateway Site.

Phase 2 includes realigning Quarry Lakes Drive closer to Old Alameda Creek, constructing new Quarry Lakes Parkway and modifying Alvarado-Niles Road; and WHEREAS, the final design of Quarry Lakes Parkway Phase 2 will set the boundaries of the Gateway Site available for residential development, which is required to negotiate the terms of a Property Sale Agreement with City Ventures Homebuilding, LLC; and
WHEREAS, the final design of Quarry Lakes Parkway, Phase 2 has experienced delays due to engineering challenges, design complexities, extended coordination with funding agencies, and prolonged coordination with the regulatory agencies and other jurisdictions on stormwater treatment and environmental mitigation strategies, among other key challenges; and
WHEREAS, in late 2025, as it became apparent that the term of the Purchase and Sale Agreement would not provide enough time to complete roadway construction, nor provide the City and developer with adequate time to complete the land sale transaction, the City and its consultant contacted Caltrans staff to begin discussions on extending the term of sale identified in the Purchase and Sale Agreement. By late June 2026, the City and Caltrans staff mutually agreed on the terms of the Amendment; and WHEREAS, on July 14, 2026, the City Council adopted Resolution No. 2026-113, authorizing the City to execute a first amendment to the PSA to extend the term of sale by six (6) years, thereby making the purchase price of the Route 84 Excess Properties due to Caltrans on or before June 23, 2033. The amendment also defined the fair market value of the Route 84 Excess Properties as the 2021 Caltrans-appraised land value of $86,184,000; and
137 of 452
Resolution No. 2026-XXX
Approve Second Amendment to Caltrans PSA

WHEREAS, after Resolution No. 2026-113 was adopted, City and Caltrans staff discovered a first amendment to the PSA that the City and Caltrans previously executed on February 26, 2021. That First Amendment (Exhibit C) updated Section 2.1 of the agreement only to require one appraisal to determine the property purchase price due to Caltrans; and
WHEREAS, the City has correctly updated the proposed amendment to the Second Amendment (Exhibit A) of the Purchase and Sale Agreement between the City of Union City and Caltrans for the Route 84 Excess Properties; and WHEREAS, the Second Amendment extends the Term of Sale by six (6) years, requiring the full deposit of the purchase price of the Route 84 excess properties to be due to the California Department of Transportation on June 23, 2033; and defines the fair market value for the Route 84 Excess Properties as the Caltrans appraised land value of $86,184,000; and
WHEREAS, except as provided in the Second Amendment, all other terms and conditions of the Purchase and Sale Agreement shall remain in full force and effect. 138 of 452
Resolution No. 2026-XXX
Approve Second Amendment to Caltrans PSA

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby authorizes the City Manager to execute the Second Amendment to the Purchase and Sale Agreement (Exhibit A) with the California Department of Transportation for the Route 84 Excess Properties, in a form approved by the City Attorney; and
BE IT FURTHER RESOLVED, that once adopted, this Resolution will supersede Resolution No. 2026-113, adopted by the City Council on July 14, 2026.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
Attachments:

1. Exhibit A - Draft Second Amendment to the Purchase and Sale Agreement with Caltrans

2. Exhibit B - Purchase and Sale Agreement for the Route 84 Excess Properties

3. Exhibit C - First Amendment to the Purchase and Sale Agreement with Caltrans 139 of 452

SECOND AMENDMENT TO PURCHASE AND SALE AGREEMENT
Between
City of Union City and
California Department of Transportation
This Second Amendment to the Purchase and Sale Agreement (“Amendment”) is entered into by and between the City of Union City ("City") and the State of California, acting by and through its Department of Transportation ("Department") as of _ ___________, 2026

RECITALS
WHEREAS, the City and the Department entered into that certain Purchase and Sale Agreement (“Agreement”) effective August 16, 2019, which Agreement sets forth the terms and conditions for the Department’s sale to the City of certain State Route 84 Excess Properties; and
WHEREAS, Section 13.2 of said Agreement allows for
amendment or modification of the Agreement by writing executed by all parties; and
WHEREAS, the parties amended the Agreement on February
26, 2021 by entering into the First Amendment to Purchase and Sale Agreement (the “First Amendment”); and
WHEREAS, difficulties financing land transactions like those contemplated by this Agreement continue as a result of market uncertainties and economic fluctuations; and
WHEREAS, the parties to this Agreement wish to extend
certain deadlines to reflect the unforeseen global pandemic and resulting market uncertainties and economic fluctuations and their impacts on the sale of the properties subject to this Agreement.

SECOND AMENDMENT
NOW, THEREFORE, City and Department now enter into this Second Amendment to Purchase and Sale Agreement as follows:

1. Section 1.3 of the Agreement, is hereby amended to extend the term of the sale by six (6) additional years and shall now read as follows:

1.3 Term of Sale. The purchase of the Property shall be an all-cash transaction for the Property Purchase Price defined in Sections 2.1 below. Subject to the provisions of Section 4, the Property Purchase Price shall be paid over the course of twelve (12) years or sooner, as 140 of 452

the Property is sold by City to third parties or as otherwise paid for by City, with the full Property Purchase Price due and payable by City to Department by a date no later than twelve (12) years following the approval of this Purchase and Sale Agreement by the California Transportation Commission (CTC), which occurred on June 23, 2021.

2. Section 2 of the Agreement is hereby amended to add Section 2.2 Fair Market Value

2.2 Fair Market Value. “Property Purchase Price” as determined by the process defined in this Agreement as amended by the First Amendment is $86,184,000.

3. Section 5.1 of the Agreement is hereby amended and shall now read as follows:

5.1. In the event City fails to pay the full Purchase Price by the end of the 12-year term, specified in section 1.3 of this Agreement, Department may, at its option, either:
a. Subject to 4.2, exercise its Power of Termination as to the Property; or
b. With the written agreement of City, extend the time
for City to pay the Property Purchase Price for a
mutually agreeable time period contingent upon
City paying Department, subject to the exceptions
below, a fee equal to one percent (1%) of the
Parcel Purchase Price of the remaining unpaid-for
Parcels for each month payment of the full Parcel
Purchase Price is delayed beyond the12-year
payment due date set forth in Section 1.3. It is
understood and agreed that this entire fee, which
will be deposited into the LATIP account as
applicable, shall not be credited toward any Parcel
Purchase Price and must be paid in full prior to
Department’s Relinquishment of the Power of
Termination. This fee shall not apply to Parcels
that if on the 12-year payment due date the
Property is either: i) in escrow; or ii) the subject of a letter of intent to purchase or subject to an option
which reflects an anticipated date of sale within 90
days of the 12-year payment due date. If any
properties within (i) or (ii) have not closed escrow
within 180 days of the 12-year payment due date,
the fee shall begin to apply on the 181st day after
said due date unless the City surrenders the
141 of 452

property to the department before the 181st day described above. c. Prior to exercising its Power of Termination, the
Department shall provide the City with a written
notice of its intention to exercise its Power of
Termination on the Property. The City shall have
ninety (90) days from the notice to pay Department
the full Property Purchase price and any and all
other funds owing by the 90th day from the
Department’s notice, Department may exercise its
Power of Termination as to the Property without
any further notice or concern

4. This Amendment may be executed in counterparts, each of which will be deemed an original, but all of which together will constitute one and the same instrument, and a true and correct copy of this Amendment shall have the same force and effect of an original for all purposes allowed by law.

5. Except as provided for in this Amendment, all other terms and conditions of the Agreement shall remain in full force and effect.

6. By signing below, the parties represent and warrant that the person signing on behalf of each respective party is duly authorized to legally bind said party to the conditions herein.

Signatures on next page
142 of 452

IN WITNESS WHEREOF, the parties have executed this Second Amendment to Purchase and Sale Agreement.

CALIFORNIA

DEPARTMENT OF

TRANSPORTATION
Date:

By
Julie McDaniel
Deputy District Director
Right of Way and Land Surveys
Approved as to Form:

Lucille Y. Baca
Assistant Chief Counsel
Dept. of Transportation, Legal
Division
CITY of UNION CITY
Date:

By
Joan Malloy, City Manager
Approved as to Form:

Kristopher Kokotaylo, City
Attorney
Attachments:
1) Purchase and Sale Agreement effective August 2019
2) First Amendment to Purchase and Sale Agreement effective February 2021 143 of 452
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FIRST AMENDMENT TO PURCHASE AND SALE AGREEMENT

RECITALS
WHEREAS, the City of Union City ("City") and the State of California, acting by and through its Department of Transportation ("Department") entered into a Purchase and Sale Agreement ("Agreement") effective August 16, 2019, which Agreement sets forth the terms and conditions for the Department's sale to City of certain Rte. 84 Excess Properties; and WHEREAS, Section 13 .2 of said Agreement allows for amendment or modification of the Agreement by writing executed by all parties; and
WHEREAS, section 2. l(b) of the Agreement states that two independent MAI appraisals are to be performed in the process of establishing the Property Purchase Price.

WHEREAS, the City desires to amend the Agreement as set forth herein, to provide that the Property Purchas Price instead be established based on one appraisal performed by a Department staff appraiser.

WHEREAS, the parties further desire to amend the Agreement set forth herein to allow for electronic signatures.

FIRST AMENDMENT
NOW, THEREFORE, City and Department now enter into this First Amendment to Purchase and Sale Agreement as follows:

1. In light of the City's interest in obtaining an approved appraisal in a timely manner, Section 2.1 of the Agreement, is hereby deleted in its entirety and replaced with the following:
a. The Property Purchase Price shall be the Fair Market Value (as defined in California Code of Civil Procedure section 1283.320) of the Property in its "As Is" condition without vesting or entitlements but taking into account all relevant indicators of value as considered in a standard appraisal process. b. The Property Purchase Price shall be determined on the basis of one (1) appraisal performed by a Department staff appraiser following the Department's applicable valuation procedures and policies.
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2. Section 13.12 is hereby deleted in its entirety and replaced with the following:

Section 13 .12. Counterparts and Non Wet Signatures
This Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which, together, shall constitute one and the same Agreement. In order to expedite the transaction contemplated herein, to the extent allowable under applicable Law, telecopied signatures or signatures transmitted by electronic mail in so-called "pdf' format may be used in place of original signatures on this Agreement. Purchaser and Department intend to be bound by the signatures on the telecopied or e-mailed document, are aware that the other party will rely on the telecopied or e-mailed signatures which shall be of the same force and effect as handwritten signatures, and hereby waive any defenses to the enforcement of the terms of this Agreement based on such telecopied or e-mailed signatures.

3. Except as expressly set forth in this First Amendment, all provisions of the Agreement remain unchanged and in full force and effect.

4. By signing below, the parties represent and warrant that the person signing on behalf of each respective party is duly authorized to legally bind said party to the conditions herein.
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IN WITNESS WHEREOF, the parties have executed this First Amendment to the Purchase and Sale Agreement.

Dated:

Approved as to Form:
bf~~
Layla I. Labagh
Deputy Attorney
Dept. of Transpiration, Legal Division
Dated: ------------
City Attorney
Attest:

Anna M. Brown
City Clerk
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CALIFORNIA DEPARTMENT OF

TRANSPORTATION
By: ________ _
Mark L. Weaver
Deputy District Director
Right of Way and Land Surveys

CITY OF UNION CITY
By: ~ ~
Joan Mally ()
City Manager
3 02/26/2021
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City Council Staff Report Page 1 of 3 July 28, 2026
Staff Report
Agenda Item No. 4.10
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Accepting the Completed Subdivision Improvements for Tract 8349 – Seven Hills Estates Development and Authorizing the Release of the Improvement Securities

EXECUTIVE SUMMARY
Staff recommends that the City Council adopt a resolution accepting the completed subdivision improvements for Tract Map No. 8349 – Seven Hills Estates Development, a six-lot single-family residential subdivision located on Florence Circle. The required subdivision improvements have been completed in accordance with the approved plans, conditions of approval, and the Subdivision Improvement Agreement and have been inspected and accepted by the City Engineer. Acceptance of the completed improvements will satisfy the developer's obligations under the Subdivision Improvement Agreement and authorize the release of the applicable improvement securities in accordance with the Subdivision Map Act.

STRATEGIC PLAN ALIGNMENT
This agenda item is aligned with the following:

Goal C, Strategy 8: Prioritize and expedite major land use applications.

BACKGROUND
The Seven Hills Estates Development project consists of a 5.9-acre site located at the terminus of Florence Street. The project extended Florence Street and constructed Florence Circle, a private cul-de-sac that provides access to six single-family residential lots. Florence Circle is a privately owned and maintained street in accordance with the approved Final Tract Map and the recorded Development Agreement.

On July 13, 2021, the City Council adopted Resolution No. 5804-21 approving Tentative Tract Map No. 8349 (TTM-19-001) for the Seven Hills Estates Development.

On June 27, 2023, the City Council adopted Resolution No. 6154-23 approving Final Tract Map No. 8349 and authorizing execution of the Subdivision Improvement Agreement. As 176 of 452
Agenda Item No. 4.10
City Council Staff Report Page 2 of 3 July 28, 2026
required by the Agreement, the developer provided Faithful Performance and Labor and Material securities, each in the amount of $814,000, to guarantee completion of the required subdivision improvements and payment for labor and materials.

DISCUSSION
The required subdivision improvements for Tract Map No. 8349 have been completed in accordance with the approved improvement plans, specifications, conditions of approval, and the executed Subdivision Improvement Agreement. The completed improvements include the construction of a new privately owned and maintained cul-de-sac with associated infrastructure, including curb, gutter, sidewalk, pavement, water, sewer, storm drain, joint trench facilities, street lighting, and a fire hydrant. City engineering staff performed construction inspections throughout the project and completed a final inspection upon completion of the improvements. Based on these inspections, the City Engineer has determined that the required improvements have been constructed in substantial conformance with the approved plans, City standards, and the requirements of the Subdivision Improvement Agreement.

Pursuant to Government Code Section 66499.7, upon determining that the required improvements have been satisfactorily completed, the legislative body may accept the completed improvements and authorize the release of the applicable improvement securities in accordance with the Subdivision Map Act.

Acceptance of the completed subdivision improvements constitutes the City's acknowledgment that the developer has fulfilled the obligations required under the Subdivision Improvement Agreement. Florence Circle will remain a private street, and the homeowners association will continue to be responsible for the ownership, operation, repair, and maintenance of the private street and all privately maintained improvements in accordance with the approved Final Tract Map and the recorded Development Agreement.

FISCAL IMPACT
Construction of the subdivision improvements was financed entirely by the developer.

Acceptance of the completed subdivision improvements does not transfer ownership or maintenance responsibility of Florence Circle or the privately maintained improvements to the City. The homeowners’ association will remain responsible for the long-term operation, repair, and maintenance of the private street and associated private improvements. Accordingly, approval of the recommended action will have no material fiscal impact on the City's operating or maintenance budget.

RECOMMENDATION
Staff recommends that the City Council adopt a resolution:

1. Accepting the completed improvements for Tract Map No. 8349 – Seven Hills Estates Development; and

2. Authorizing the release of the applicable Faithful Performance and Labor and Materials securities in accordance with the Subdivision Improvement Agreement and Government Code Section 66499.7.
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Agenda Item No. 4.10
City Council Staff Report Page 3 of 3 July 28, 2026
Prepared by: Diana Cangco, City Engineer
Submitted by: Marilou Ayupan, Public Works Director
Attachments

1. Draft Resolution
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RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY

ACCEPTING THE COMPLETED SUBDIVISION IMPROVEMENTS FOR
TRACT 8349 – SEVEN HILLS ESTATE DEVELOPMENT AND

AUTHORIZING THE RELEASE OF THE IMPROVEMENT SECURITIES
WHEREAS, on June 27, 2023, the City Council adopted Resolution No. 6154-23 approving Final Tract Map No. 8349 for the Seven Hills Estates Development and authorizing execution of a Subdivision Improvement Agreement between the City of Union City and the developer; and
WHEREAS, pursuant to the Subdivision Improvement Agreement, the developer agreed to construct the required subdivision improvements in accordance with the approved improvement plans, specifications, and conditions of approval, and furnished Faithful Performance and Labor and Materials securities, each in the amount of $814,000, to guarantee completion of the required improvements and payment for labor and materials; and
WHEREAS, the City Engineer has determined that the required subdivision improvements have been completed in substantial conformance with the approved plans, City standards, and the requirements of the Subdivision Improvement Agreement; and
WHEREAS, Government Code Section 66499.7 authorizes the legislative body to accept completed subdivision improvements and authorize the release of the applicable improvement securities upon determining that the improvements have been satisfactorily completed; and
WHEREAS, Florence Circle is a private street, and acceptance of Florence Circle will remain under the ownership of the homeowners' association for the operation, repair, and maintenance of the private street and privately maintained improvements.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby accepts the completed subdivision improvements for Tract 8349 – Seven Hills Estates Development and authorizes the release of the Faithful Performance Security and the Labor and Materials Security furnished pursuant to the Subdivision Improvement Agreement in accordance with Government Code Section 66499.7 and the terms of the Agreement.
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Resolution No. 2026-XXX
Accepting Tract 8349 – Seven Hills Estates Development

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
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City Council Staff Report Page 1 of 3 July 28, 2026
Staff Report
Agenda Item No. 4.11
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Approving an Increase in the Fiscal Year 2026- 2027 Annual Clean Water Program Contribution by $120,000 in the Clean Water Fund (Fund 258) for Payment of Costs Associated with the Alameda Countywide Clean Water Program for the Services of Larry Walker Associates

EXECUTIVE SUMMARY
Staff recommends that the City Council adopt a resolution approving an increase of $120,000 to the Fiscal Year 2026-2027 Annual Clean Water Program Contribution within the Clean Water Fund (Fund 258) for payment of costs associated with the Alameda Countywide Clean Water Program (“ACCWP”) to provide continued technical and regulatory support through Larry Walker Associates (“LWA”). The additional funding will be paid to the City of Fremont, which serves as the Fiscal Agent for the ACCWP, and will support the City's ongoing compliance with the Municipal Regional Stormwater NPDES Permit (“MRP”). The proposed resolution would authorize the City Manager to execute all agreements necessary in an amount not to exceed $120,000.

STRATEGIC PLAN ALIGNMENT
This agenda item is aligned with the following:

Goal D: Create a healthy, sustainable community and maintain and improve the City’s Infrastructure.

BACKGROUND
On January 24, 2012, the City Council adopted Resolution No. 4257-12 approving the Agreement Providing for Implementation of the Alameda Countywide Clean Water Program (“Agreement”). Originally established in 1991, the Agreement enables the cities within Alameda County, the County of Alameda, the Alameda County Flood Control and Water Conservation District, and Zone 7 Water Agency to collaboratively implement regional activities required under the Municipal Stormwater National Pollutant Discharge Elimination System (NPDES) Permit.
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Agenda Item No. 4.11
City Council Staff Report Page 2 of 3 July 28, 2026
The City of Fremont serves as the Fiscal Agent for the ACCWP and administers consultant agreements on behalf of the participating agencies. Larry Walker Associates currently provides technical, regulatory, and program management support to the ACCWP. Program costs are allocated among participating agencies in accordance with the Agreement.

On May 11, 2022, the San Francisco Bay Regional Water Quality Control Board adopted Order No. R2-2022-0018, commonly referred to as Municipal Regional Permit (MRP) 3, replacing the previous countywide permit. The permit was subsequently amended in October 2023 through Order No. R2-2023-0019. MRP 3 includes expanded regulatory requirements related to stormwater quality, trash load reduction, reporting, and asset management.

On March 24, 2026, the City Council adopted Resolution No. 2026-029 approving additional funding for supplemental consultant services provided by LWA during Fiscal Year 2025-2026. Those services focused primarily on achieving compliance with the Trash Load Reduction provisions of MRP 3 through completion of Private Land Drainage Area inspections and On-Land Visual Trash Assessments (OVTA). The adopted Resolution increased the Annual Clean Water Program contribution by $126,200 for Fiscal Year 2025-2026; however, year-end expenditures totaled $76,998.44, approximately $49,000 less than the requested supplemental program increase.

DISCUSSION
During Fiscal Year 2025-2026, LWA assisted the City in implementing new compliance requirements associated with the Trash Load Reduction provisions of MRP 3. The consultant analyzed the City's ArcGIS Online (AGOL) mapping, identified private properties that discharge directly to the municipal storm drain system, established inspection protocols, conducted field inspections and outreach, documented inspection results, and updated the City's AGOL database. Through this effort, 49 Private Land Drainage Area sites and six On-Land Visual Trash Assessment sites were evaluated, enabling the City to meet the Regional Water Board's June 30, 2026 compliance deadline.

While these initial inspections have been completed, compliance with MRP 3 is an ongoing regulatory obligation requiring continued technical support. For Fiscal Year 2026- 2027, LWA will assist with implementation of the City's Clean Water Program, including regulatory compliance planning and coordination, trash reduction program implementation, annual reporting and cost reporting, asset management support, GIS database maintenance, response to regulatory requests, and other technical services necessary to maintain compliance with MRP 3.

LWA serves as the technical consultant for the ACCWP and provides specialized regulatory expertise that supports all participating agencies. Utilizing a countywide consultant allows member agencies to maintain consistent implementation of permit requirements, leverage regional technical expertise, and avoid the higher costs of procuring separate consulting services.

The proposed fund increase of up to $120,000 represents Union City's allocated share of the Fiscal Year 2026-2027 supplemental work program administered through the 182 of 452
Agenda Item No. 4.11
City Council Staff Report Page 3 of 3 July 28, 2026
ACCWP. Only services provided will be paid. The funds will be paid to the City of Fremont, which administers the consultant agreement on behalf of the participating agencies.

Approval of the requested funding will allow the City to continue receiving the technical assistance necessary to satisfy ongoing MRP requirements. Failure to approve the additional funding could reduce the City's ability to maintain compliance with permit obligations, prepare required regulatory reports, and respond to Regional Water Board requirements.

FISCAL IMPACT
The City's annual contribution to the Alameda Countywide Clean Water Program is budgeted within the Clean Water Fund (Fund 258). The requested supplemental contribution of $120,000 for Fiscal Year 2026-2027 is also funded through the Clean Water Fund. It will be paid to the City of Fremont for consultant services provided by Larry Walker Associates of up to that amount.

There is no impact to the General Fund.

RECOMMENDATION
Staff recommends that the City Council adopt a resolution approving an increase of $120,000 to the Fiscal Year 2026-2027 Annual Clean Water Program Contribution within the Clean Water Fund (Fund 258) for payment of costs associated with the Alameda Countywide Clean Water Program (ACCWP) to provide continued technical and regulatory support through Larry Walker Associates (LWA).

Prepared by: Diana Cangco, City Engineer
Submitted by: Marilou Ayupan, Public Works Director
Attachments

1. Attachment 1 – Letter Agreement from Larry Walker Associates

2. Draft Resolution

3. Exhibit A – Agreement Providing for Implementation of the Alameda Countywide Clean Water Program (C3463)
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2246 Sixth Street
Berkeley, CA 94710
510.883.9873
www.lwa.com

LARRY WALKER ASSOCIATES
MRP Support Scope of Services FY 26-27 1
June 30, 2026
Diana Cangco, City Engineer
City of Union City
34009 Alvarado-Niles Rd
Union City, CA, 94587
[email protected]
Subject: MRP Support Scope of Services for Fiscal Year 2026-2027 Dear Ms. Cangco:

In response to your request, Larry Walker Associates (LWA) is pleased to submit this proposal for stormwater compliance planning support for the Union City (City) in connection with the National Pollutant Discharge Elimination System (NPDES) Municipal Regional Stormwater Permit (MRP).

LWA is an engineering, science, and regulatory consulting firm that specializes in public agency compliance support for NPDES permits. We have experience working with municipal stormwater permittees in the Bay Area and other regions throughout California, including the Alameda Countywide Clean Water Program. As you know, LWA is active with the Bay Area Municipal Stormwater Collaborative and the California Stormwater Quality Association. Through this involvement and our work with other stormwater Permittees, LWA has an in-depth understanding of the MRP, and we will leverage this knowledge and experience to assist the City in meeting your regulatory requirements.

Elizabeth Yin will serve as LWA’s project manager for this work. Ms. Yin brings over ten years of leadership, regulatory expertise, and program planning and implementation experience in municipal stormwater program management. Through multiple years of MRP Permit negotiations, Ms. Yin has developed a strong understanding of the challenges facing the Region and has successfully supported multiple municipal agencies in addressing them. Ms. Yin will be supported by a team of technical staff and me as the principal in charge.

LWA understands that the City plans to utilize the “pass-through” clause in the contract between the ACCWP and LWA. ACCWP authorizes work through Action Plans on a fiscal year basis, therefore this scope of work addresses the continuation of our work with the City for the fiscal year (FY) 2026-27.

The attached scope is based on our understanding of the compliance planning support that you have identified. The scope is structured to be flexible to assist you in planning for future needs and prioritizing the tasks you would like LWA to assist the City to accomplish. Work would be conducted on a time and materials basis. The budget for this work effort is estimated at a not to exceed value of $120,000 for FY 2026-27 unless authorized by the City and documented in an ACCWP Action Plan.

Please let me know if you have any questions. We look forward to collaborating with you on this project.

Sincerely,
Sandy Mathews, Vice President
Larry Walker Associates, Inc.
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2246 Sixth Street
Berkeley, CA 94710
510.883.9873
www.lwa.com

LARRY WALKER ASSOCIATES
MRP Support Scope of Services FY 26-27 2

SCOPE OF SERVICES FOR THE CITY OF UNION CITY
FISCAL YEAR 2026-2027
LWA will provide as needed compliance planning support to the City of Union City (City) in connection with the Municipal Regional Stormwater Permit (MRP). The City will authorize the as-directed work efforts through email or telephone confirmation. LWA will work with the City to establish tasks and schedules. In the conduct of any fieldwork, LWA will not act in a health and safety advisory role for City staff or its consultants.

Task 1. Compliance Planning and Coordination
LWA will continue to assist the City in planning for the implementation of the MRP. This task will include:
• Monthly coordination with the City Engineer and key staff (12 meetings in FY 2026-27). • Updating the City specific work plan.
• Continued assistance to identify gaps and needs.
• Assisting the City to assess the impact of MRP 4 on the City’s stormwater program.

Task 2. Trash Compliance Support
LWA will continue to assist the City implement its trash compliance program. Ongoing work in FY 2026-27 assumes that LWA will perform field work to support the PLDA and OVTA Trash Compliance Programs. a) Private Land Drainage Areas (PLDAs)
LWA will provide support as needed on any follow-up actions for the inspected PLDAs and provide training or technical assistance to the City’s commercial/industrial business inspectors on adding trash observations to the standard inspections. It is assumed that three days of inspections are required to finalize the development of the PLDA Program. b) On-Land Visual Trash Assessments (OVTAs)
Following the identification of the required number of trash assessment points in FY 25-26, LWA will perform a total of three rounds of visual trash assessments in FY 26/27. The number of assessment points is small, and LWA anticipates approximately 1 field day per round of assessment.
c) Update AGOL Trash Generation Maps and Load Accounting LWA will coordinate with the City staff to update the City’s trash management data in the ACCWP AGOL system. This effort will include:
• Adding trash capture devices installed in 2025-26 and 2026-27 and calculating the tributary drainage area.
• Conducting desktop analyses of trash load reductions achieved in FY 2025-26 and FY 2026- 27 through street sweeping, on land clean up events, private business trash management actions, and trash capture devices verified through OVTA results, PLDA inspection results, and the drainage areas of installed trash capture devices.

Task 3. Annual Report Support
LWA will assist the City in completing and compiling the FY 2025-26 Annual Report and assist with supplemental report and efforts. To support the development of the Annual Report, LWA will use the annual report forms customized by ACCWP for its member agencies. In addition to the completion of the annual report forms, LWA will support the City with the cost reporting and asset management plan supplemental reporting elements.
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LARRY WALKER ASSOCIATES
MRP SUPPORT SCOPE OF SERVICES FY 26-27 3
a) Annual Report Development
In early July 2026, LWA will create a schedule for the development of the Annual Report and review it with the City Engineer that identifies milestones and responsibilities. LWA will facilitate the development of the report and coordinate directly with assigned City staff. • LWA will pre-populate the ACCWP customized Annual Report forms with information from the City’s past annual reports and provide specific guidance for the City regarding updates to the information.
• LWA will email each section to the responsible City staff specifying deadlines and LWA staff to contact with questions. LWA will send reminders and follow-up with City staff. • LWA will review, clean up, and revise each section and send it back to the responsible City staff for confirmation of the information.
• LWA will provide a clean copy of the Annual Report along with the staff confirmations to the City Engineer for review.
• LWA will revise and provide a clean, indexed PDF of the annual report to the City Engineer along with a draft transmittal letter for signature.
• If desired, the City can designate the LWA Project Manager as a data submitter in SMARTS and we can upload the report for final certification by the City Engineer. b) Cost Reporting Support
LWA will assist the City in preparing the MRP implementation cost report. Building on LWA’s experience with the cost reporting framework and requirements, LWA will work with the City to identify, develop, and compile relevant stormwater program cost data. Tasks include:
• Coordinating with City staff to gather permit implementation cost data. • Compiling City-provided cost data into the Bay Area stormwater cost reporting tool. • Reviewing compiled data for completeness and consistency. • Responding to questions from City staff or the Regional Water Board during and after the compilation process.
c) Asset Management Support
LWA will assist the City with ongoing strategic planning to support implementation of the Asset Management Plan (AMP) submitted with the 2025 Annual Report. Work may include:
• Reviewing the submitted Asset Management Plan and identifying priorities for implementation and data maintenance.
• Coordinating with City staff and consultants to gather updated information on asset conditions and maintenance practices.
• Assisting the City in identifying tools and processes to maintain asset data. • Supporting updates to the asset inventory in the ACCWP AGOL system, as needed.

Task 4. As Needed Support
With MRP 4 negotiations under way, the City may need to adapt and adjust its stormwater program to anticipate future permitting efforts. This task may be used to support the City with as needed tasks, not to exceed $10,000.
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LARRY WALKER ASSOCIATES
MRP SUPPORT SCOPE OF SERVICES FY 26-27 4
Fiscal Year 2026-2027 Budget
Task Effort
(Hours)
Budget
1 Compliance Planning and Coordination 91 $27,000
2 Trash Compliance Support
a Private Land Drainage Area Program (Private Parcels) 94 $17,500 b On Land Visual Trash Assessments (Public ROW) 57 $10,400 c AGOL Updates 40 $8,200
3 Annual Report Support
a Annual Report Development 156 $32,500
b Cost Reporting Support 24 $7,200
c Asset Management Support 24 $7,200
4 As Needed Support 44 $10,000
FY Total 529 $120,000
Proposed Scope of Services Approved by the City
____________________________ ______________
Joan Malloy Date
City Manager
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RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY APPROVING AN INCREASE IN THE FISCAL YEAR 2026-2027 ANNUAL CLEAN WATER PROGRAM CONTRIBUTION BY $120,000 IN THE
CLEAN WATER FUND (FUND 258) FOR PAYMENT OF COSTS

ASSOCIATED WITH THE ALAMEDA COUNTYWIDE CLEAN WATER

PROGRAM FOR THE SERVICES OF LARRY WALKER ASSOCIATES
WHEREAS, on January 24, 2012, the City Council adopted Resolution No. 4257- 12 approving an Agreement Providing for Implementation of the Alameda Countywide Clean Water Program (Agreement) (see Exhibit A); and
WHEREAS, the Agreement allows Alameda County cities and agencies to work collaboratively to implement activities required under the Municipal Stormwater National Pollutant Discharge Elimination System (NPDES) permit; and WHEREAS, the City of Fremont serves as the Fiscal Agent for the Alameda Countywide Clean Water Program (Program), which Larry Walker Associates supports through the Agreement; and
WHEREAS, program operational costs, including support from Larry Walker Associates, are funded through cost allocations to each participating city or agency as adopted in the Agreement; and
WHEREAS, the San Francisco Bay Regional Water Quality Control Board adopted Municipal Regional Permit Order No, R2-2022-018, as amended by Order No. R2-2023- 0019, establishing ongoing stormwater quality and regulatory compliance requirements for permittees; and
WHEREAS, Larry Walker Associates will provide technical and regulatory support to assist with compliance with the Municipal Regional Permit, including compliance planning and coordination, trash reduction program implementation, annual reporting, asset management, and other related technical services; and WHEREAS, continued consultant support during Fiscal Year 2026-2027 is necessary for the City to maintain compliance with applicable Municipal Regional Permit requirements; and
WHEREAS, the City’s allocated share of the Fiscal Year 2026-2027 supplemental work is $120,000, to be paid through the City of Fremont as Fiscal Agent for the Alameda Countywide Clean Water Program; and
WHEREAS, sufficient funds are available within the Clean Water Fund (Fund 258) to support the additional contribution, and approval of this action will have no impact on the General Fund.
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Resolution No. 2026-XXX
Approve Clean Water Program Support

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby approves increasing the annual Clean Water Program Contribution by $120,000 in the Clean Water Fund (Fund 258) for FY 2026-2027 for payment of costs associated with the Alameda Countywide Clean Water Program to pay the City of Fremont for the services of Larry Walker Associates.

BE IT FURTHER RESOLVED that the City Manager is authorized to execute all agreements and take all actions necessary in a form approved by the City Attorney for supplemental technical and regulatory support provided through the Alameda Countywide Clean Water Program.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
Attachments:

1. Exhibit A – ACCWP Agreement
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City Council Staff Report Page 1 of 3 July 28, 2026
Staff Report
Agenda Item No. 4.12
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager to Execute Task Order 17 to the Joint Powers Agreement with the City of Fremont for Fiscal Year 2026-2027 Paratransit Services to be Provided by the City of Fremont Human Services Department’s Ride-On Tri-City! Program, Funded Through Alameda County Transportation
Commission Measure BB Direct Local Distribution Funds

EXECUTIVE SUMMARY
Staff recommends that the City Council adopt the attached resolution authorizing the City Manager to execute Task Order 17 to the Joint Powers Agreement with the City of Fremont for Fiscal Year 2026-2027 Paratransit Services to be provided by the City of Fremont Human Services Department’s Ride-On Tri-City! Program, in an amount not to exceed $155,000, funded through Alameda County Transportation Commission Measure BB Direct Local Distribution funds.

STRATEGIC PLAN ALIGNMENT
This agenda item is aligned with the following:

Goal D: Create a healthy, sustainable community and maintain and improve the City’s Infrastructure.

BACKGROUND
Since 2017, the City of Fremont’s Ride-On Tri-City! (ROTC) Program has provided paratransit services for Union City residents under a Joint Powers Agreement (JPA) between the City of Fremont (Fremont) and the City of Union City (Union City). The current JPA with Union City was made pursuant to applicable State law and does not create a separate legal entity. Rather, the JPA allows Union City seniors and individuals with disabilities to receive Ride-Hailing services and Wheelchair Accessible Van (WAV) services through Fremont’s ROTC Program, and for Union City to reimburse Fremont for these services.

Under the existing JPA between Fremont and Union City, paratransit services are 199 of 452
Agenda Item No. 4.12
City Council Staff Report Page 2 of 3 July 28, 2026
provided in accordance with individually issued task orders. This flexible structure allows new task orders to be executed as needed, such as on an annual basis, to allow for changes in service needs, costs, and funding availability.

The Fremont City Council approved Task Order 17 at its regularly scheduled meeting on July 21, 2026.

DISCUSSION
Fremont’s Human Services Department has worked with the cities of Newark and Union City to develop and implement regional transportation services that allow elderly and disabled Tri-City residents to more easily access health care, social, and recreational opportunities, and to take care of shopping and other day-to-day needs.

Fremont’s existing JPAs with Union City and Newark for paratransit services to their respective residents enable Union City to benefit from economies of scale by streamlining community outreach and education efforts, consolidating staff functions, leveraging funding, and providing cost-effective services to Union City residents. These transportation services have been funded by Measure BB sales tax revenues administered by the Alameda County Transportation Commission (Alameda CTC). The direct local distribution funding the cities receive from Alameda CTC helps the cities plan for and implement affordable, reliable, and accessible transportation services for older adults and people with disabilities living in Union City.

Union City will use its Measure BB direct local distribution revenues to reimburse Fremont for Ride-Hailing services and WAV services for Union City residents provided under Task Order 17 to the current JPA between Fremont and Union City. In Fiscal Year 2026-2027, these services for Union City residents will be provided through Fremont’s contracts with Nomad Transit, LLC. (for WAV services) and with Lyft, Inc., and GoGo Technologies, Inc. (for ride-hailing services).

FISCAL IMPACT
Task Order 17 to the Joint Powers Agreement with the City of Fremont will be funded with the Transit Fund, and the $155,000 was included in the City Council-approved FY 2026- 2027 budget (Account Number 512-34022-54111). There will be no impact to the General Fund.

RECOMMENDATION
Staff recommends that the City Council adopt the attached resolution authorizing the City Manager to execute Task Order 17 to the Joint Powers Agreement with the City of Fremont for Fiscal Year 2026-2027 Paratransit Services to be provided by the City of Fremont Human Services Department’s Ride-On Tri-City! Program, in an amount not to exceed $155,000, funded through Alameda County Transportation Commission Measure BB Direct Local Distribution funds.
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Prepared by: Katherine Kaldis, Transit Analyst
Submitted by: Marilou Ayupan, Public Works Director
Attachments

1. Attachment 1 – Task Order 17

2. Draft Resolution
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RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING THE CITY MANAGER TO EXECUTE TASK ORDER 17

TO THE JOINT POWERS AGREEMENT WITH THE CITY OF FREMONT
FOR FISCAL YEAR 2026-2027 PARATRANSIT SERVICES TO BE

PROVIDED BY THE CITY OF FREMONT HUMAN SERVICES
DEPARTMENT’S RIDE-ON TRI-CITY! PROGRAM, IN AN AMOUNT NOTTO-EXCEED $155,000, FUNDED THROUGH ALAMEDA COUNTY

TRANSPORTATION COMMISSION MEASURE BB DIRECT LOCAL

DISTRIBUTION FUNDS
WHEREAS, Since 2017, the City of Fremont’s Ride-On Tri-City! (ROTC) Program has provided paratransit services for Union City residents under a Joint Powers Agreement (JPA) between the City of Fremont (Fremont) and the City of Union City (Union City); and
WHEREAS, the JPA allows Union City seniors and individuals with disabilities to receive Ride-Hailing services and Wheelchair Accessible Van (WAV) services through Fremont’s ROTC Program; and
WHEREAS, Union City reimburses Fremont for these services annually through a Task Order; and
WHEREAS, the Fremont City Council approved Task Order 17 at its regularly scheduled meeting on July 21, 2026; and
WHEREAS, these transportation services are funded by $155,000 in Measure BB sales tax revenues that are administered by the Alameda County Transportation Commission (Alameda CTC) and provided to Union City using direct local distribution (DLD) funds; and
WHEREAS, Task Order 17 to the Joint Powers Agreement with the City of Fremont, in the amount of $155,000, will be funded with $155,000 of available funds in the Transit Fund (Account Number 512-34022-54111), with no impact to the General Fund.

NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby authorizes the City Manager to execute Task Order 17 to the Joint Powers Agreement with the City of Fremont for Fiscal Year 2026-2027 Paratransit Services to be provided by the City of Fremont Human Services Department’s Ride-On Tri-City! Program, in an amount not to exceed $155,000, funded through Alameda County Transportation Commission Measure BB Direct Local Distribution funds. 202 of 452
Resolution No. 2026-XXX
Approve Task Order 17 to JPA with the City of Fremont

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
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Staff Report
Agenda Item No. 4.13
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Waive Further Reading and Adoption of an Ordinance of the City Council of the City of Union City Levying Special Taxes within City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services)

EXECUTIVE SUMMARY
Staff recommends that the City Council waive further reading and adopt an Ordinance of the City Council of the City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services) (Attachment 1).

The City Council held a public hearing and voted 5-0 to introduce the Ordinance on July 14, 2026.

STRATEGIC PLAN ALIGNMENT
This agenda item is in alignment with:
- Goal C. Economic, Community Development and Public Safety - Institute forward-thinking business, land use development, housing, social services, and public safety strategies that promote community growth and innovation. - Strategy 3: Promote housing development for all income levels in the community by implementing the Housing Element, updating the zoning ordinance to include objective standards for new multi-family residential development to streamline the review of applications for housing developments, and other measures.

BACKGROUND
On May 26, 2026, the City adopted Resolution No. 2026-074, setting forth the City’s intention to establish Community Facilities District No. 2026 (Station East Facilities and Services) (“CFD-2026-1”), designate Improvement Area No. 1 therein, establish the Future Annexation Area, and authorize the levy of special taxes. The City also adopted Resolution 2026-075 to incur bonded indebtedness to finance the acquisition and construction of certain public facilities in order to mitigate the impacts of development 204 of 452
Agenda Item No. 4.13
City Council Staff Report Page 2 of 3 July 28, 2026
within the proposed CFD No. 2026-1. In addition, the City Council approved Resolution No. 2026-073, adopting the “Amended and Restated Statement of Goals and Policies Regarding Use of the Mello-Roos Community Facilities Act of 1982,” which had not been updated for several years. These documents are archived and can be accessed on the Union City Public Records Archive Portal Webpage.

DISCUSSION
On July 14, 2026, the City Council held a public hearing on the proposed CFD. The City Council did not receive any public comments.

The City subsequently adopted the following resolutions and waived full reading and introduced by title only the following ordinance related to the formation and financing of City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services): (1) a resolution forming City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services), designating Improvement Area No. 1 therein, establishing a future annexation area, and authorizing the levy of special taxes to finance certain public services and the acquisition and construction of certain public facilities; (2) a resolution deeming it necessary to incur bonded indebtedness in and for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services), in an amount not to exceed $38,000,000, to finance the acquisition and construction of certain public facilities; (3) a resolution calling a special election in and for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services); (4) a resolution declaring the results of the special election for City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services); and (5) an ordinance levying special taxes within City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services).

FISCAL IMPACT
All costs of forming the CFD are being funded by a deposit from the applicant, Lennar Homes. Going forward, the special taxes levied for Facilities and for Services will be used by the City to pay any fees, expenses, or debt service associated with the Facilities or Services to be financed. The special taxes will offset the City’s costs of providing the Facilities and Services to the new development planned within the CFD. If and when special tax bonds are issued in the future to pay for the Facilities, debt service on the bonds will be payable solely from the special taxes levied for the Facilities within the CFD and not from the City’s General Fund or any other funds or accounts of the City.

RECOMMENDATION
Staff recommends that the City Council waive further reading and adopt an Ordinance of the City Council of the City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services) (Attachment 1).

Prepared by: Carla Violet, Consulting Planner
Submitted by: Carmela Campbell, Economic and Community Development Director 205 of 452
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Attachment

1. Proposed Ordinance
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ORDINANCE NO. 2026-XXX

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF UNION CITY

LEVYING SPECIAL TAXES WITHIN THE CITY OF UNION CITY
COMMUNITY FACILITIES DISTRICT NO. 2026-1 (STATION EAST

FACILITIES AND SERVICES)
WHEREAS, pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, Sections 53311, et. seq., of the California Government Code (the “Act”), on May 26, 2026, the City Council (the “City Council”) of the City of Union City (the “City”), adopted its Resolution No. 2026-074 (the “Resolution of Intention”) stating its intention to (i) form “City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services)” (the “CFD”), (ii) designate therein “Improvement Area No. 1 of the City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services)” (“Improvement Area No. 1”), and (iii) establish “City of Union City Community Facilities District No. 2026-1 (Station East Facilities and Services) (Future Annexation Area)” (the “Future Annexation Area”), to finance public services and the acquisition and construction of certain public facilities; and
WHEREAS, in the Resolution of Intention, this City Council determined that it may be necessary to designate additional improvement areas when territory in the Future Annexation Area annexes into the CFD (each, a “Future Improvement Area”); and WHEREAS, notice was published as required by the Act relative to the intention of this City Council to form the CFD, designate therein Improvement Area No. 1, and establish the Future Annexation Area, to provide for certain public services and public facilities and to incur bonded indebtedness for Improvement Area No. 1 and Future Improvement Areas; and
WHEREAS, this City Council has held noticed public hearings as required by the Act relative to (i) the determination to proceed with the formation of the CFD, the designation therein of Improvement Area No. 1, and the establishment of the Future Annexation Area, and the levy of a facilities special tax and a services special tax in Improvement Area No. 1 in accordance with the rate and method of apportionment of the special tax to be levied within Improvement Area No. 1 to finance a portion of the costs of the public services and public facilities, and (ii) the issuance of bonded indebtedness and other debt for Improvement Area No. 1 and Future Improvement Areas; and WHEREAS, at said hearing all persons desiring to be heard on all matters pertaining to the formation of the CFD, the designation of Improvement Area No. 1, the establishment of the Future Annexation Area, the levy of said special taxes and the incurring of bonded indebtedness were heard, substantial evidence was presented and considered by this City Council and a full and fair hearing was held; and WHEREAS, subsequent to the hearing, this City Council adopted “RESOLUTION

OF THE CITY COUNCIL OF THE CITY OF UNION CITY TO FORM CITY OF UNION CITY COMMUNITY FACILITIES DISTRICT NO. 2026-1 (STATION EAST FACILITIES AND SERVICES), DESIGNATE IMPROVEMENT AREA NO. 1 THEREIN AND

ESTABLISH A FUTURE ANNEXATION AREA, AND TO AUTHORIZE THE LEVY OF

SPECIAL TAXES THEREIN TO FINANCE CERTAIN PUBLIC SERVICES AND THE ACQUISITION AND CONSTRUCTION OF CERTAIN PUBLIC FACILITIES” (THE 207 of 452
Ordinance No. 2026-XXX
Station East CFD Ordinance

“RESOLUTION OF FORMATION”), “RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF UNION CITY DEEMING IT NECESSARY TO INCUR BONDED

INDEBTEDNESS IN AND FOR CITY OF UNION CITY COMMUNITY FACILITIES DISTRICT NO. 2026-1 (STATION EAST FACILITIES AND SERVICES) IN AN AMOUNT NOT TO EXCEED $38,000,000 TO FINANCE THE ACQUISITION AND CONSTRUCTION OF CERTAIN PUBLIC FACILITIES” (THE “RESOLUTION OF NECESSITY”) and “RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION

CITY CALLING SPECIAL ELECTION IN AND FOR CITY OF UNION CITY COMMUNITY FACILITIES DISTRICT NO. 2026-1 (STATION EAST FACILITIES AND SERVICES)” (the “Resolution Calling Election”), which resolutions defined the public services (the “Services”) and the public facilities to be financed by the CFD (the “Facilities”), formed the CFD, designated therein Improvement Area No. 1, and established the Future Annexation Area, authorized the levy of the special taxes within Improvement Area No. 1, authorized the levy of the special taxes within the area to be annexed to the CFD from the Future Annexation Area upon a unanimous approval(s) from the owner(s) of parcels annexing into the CFD, determined the necessity to incur bonded indebtedness in Improvement Area No. 1 and areas within the CFD outside of Improvement Area No. 1, and called an election within Improvement Area No. 1 on the propositions of incurring indebtedness, levying a special tax, and establishing an appropriations limit within Improvement Area No. 1; and
WHEREAS, in accordance with the Resolution Calling Election, on July 14, 2026, a special election was held within Improvement Area No. 1 at which the eligible landowner-electors approved such propositions by the two-thirds vote required by the Act.

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

SECTION 1. Authorization of Levy of Special Tax. Pursuant to Government Code Sections 53328 and 53340, by the passage of this Ordinance, the City Council hereby authorizes and levies special taxes within the CFD (including any parcels in the Future Annexation Area that annex into the CFD) and each Future Improvement Area, if any, pursuant to the Act, at the rate and in accordance with the rate and method of apportionment of special tax for Improvement Area No. 1 of the CFD set forth as an exhibit to the Resolution of Formation or the rate and method of apportionment of special tax for the Future Improvement Area set forth in the Unanimous Approval(s) for such Future Improvement Area (each as may be amended, a “Rate and Method”), which Resolution of Formation and Unanimous Approval(s) are by this reference incorporated herein. For Future Improvement Areas, a different rate and method may be adopted if the annexed territory is designated as a separate improvement area, as provided in the Resolution of Formation. The special taxes for the payment of Facilities are hereby levied commencing in fiscal year 2026-27 and in each fiscal year thereafter as provided in each applicable Rate and Method. A facilities special tax shall not be levied to finance the Facilities after the fiscal year identified in the applicable Rate and Method, except that a special tax that was lawfully levied in or before the final tax year and that remains delinquent may be collected in subsequent years. The services special tax may be levied in perpetuity.

SECTION 2. Implementation of Special Tax. The Finance Director of the City is hereby authorized and directed each fiscal year to determine the specific special tax rates 208 of 452
Ordinance No. 2026-XXX
Station East CFD Ordinance

and amounts to be levied for the next ensuing fiscal year for each parcel of real property within the CFD and each Future Improvement Area, if any, in the manner and as provided in the Resolution of Formation. The Finance Director of the City is hereby authorized and directed each fiscal year to determine the specific special tax rates and amounts to be levied for the next ensuing fiscal year for each parcel of real property within Improvement Area No. 1 and each Future Improvement Area, if any, in the manner and as provided in the Resolution of Formation.

SECTION 3. Future Adjustments. The appropriate officers and agents of the City and of the County of Alameda (the “County”) are authorized to make adjustments to the special tax roll prior to the final posting of the special taxes to the County tax roll each year, as may be necessary to achieve a correct match of the special tax levy with the assessor's parcel numbers finally utilized by the County in sending out property tax bills.

SECTION 4. Agreement. The City agrees that the County may deduct its reasonable and agreed charges for collecting the special taxes from the amounts collected, prior to remitting the balance of the special tax collections to the City.

SECTION 5. Method of Levy. The special taxes shall be collected in the same manner as ordinary ad valorem taxes are collected and shall have the same lien priority, and be subject to the same penalties and the same procedure and sale in cases of delinquency as provided for ad valorem taxes; provided, however, that this City Council may provide for other appropriate methods of collection by resolutions of this City Council.

In addition, the provisions of Section 53356.1 of the Act shall apply to delinquent special tax payments. The Finance Director of the City is hereby authorized and directed to provide all necessary information to the auditor/tax collector of the County in order to effect proper billing and collection of the special taxes, so that the special taxes shall be included on the secured property tax roll of the County for fiscal year 2026-27 (if applicable) and for each fiscal year thereafter as provided in each applicable Rate and Method.

SECTION 6. Severability. If any section, sub-section, subdivision, paragraph, clause or phrase in this Ordinance, or any part thereof, is for any reason held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining sections or portions of this Ordinance or any part thereof. The City Council hereby declares that it would have passed each section, sub-section, subdivision, paragraph, sentence, clause or phrase of this Ordinance, irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases may be declared invalid or unconstitutional.

SECTION 7. Publication. The Mayor shall sign this Ordinance and the City Clerk shall cause the same to be published within fifteen (15) days after its passage at least once in a newspaper of general circulation published and circulated in the City. 209 of 452
Ordinance No. 2026-XXX
Station East CFD Ordinance

INTRODUCED by the City Council of the City of Union City at a regular meeting held on July 14, 2026, PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
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Staff Report
Agenda Item No. 5.1
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Public Hearing and Adopt a Resolution Confirming the Economic and Community Development Director’s Report Concerning Weed Abatement Assessments

EXECUTIVE SUMMARY
Staff recommends that the City Council hold the public hearing and, by motion, act upon any objections by property owners for assessments on their parcels for the 2026 Weed Abatement Program and, by resolution, confirm the Economic and Community Development Director’s report concerning weed abatement assessments.

The properties cleared by the City's contractor have a resulting range of assessments between $780 and $1,800. The combined total for all assessments was $6,780.

STRATEGIC PLAN ALIGNMENT
Although this item is not aligned with a specific strategic plan goal, this program facilitates the process of removing weeds and debris from vacant properties to protect health and safety.

BACKGROUND
The City of Union City and Alameda County Fire Department (ACFD) Fire Prevention staff conduct weed abatement as a fire prevention measure. Vacant properties with the potential for extensive weed growth are included in the program. The program is authorized by, and conducted pursuant to, Government Code Sections 39560, et seq.

Owners of these properties have the option to either complete the abatement work themselves or have it completed by a City contractor through this program. On June 9, 2026, the City Council directed the Economic and Community Development Director to abate weeds on 36 parcels of land.

All properties on which the City performs the abatement work are assessed the full cost of that work, including administrative costs. Administrative costs are 20% of the cost of the abatement services.
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The abatement work typically consists of tractor mowing, supplemented with manual labor to clear weeds abutting fences and removal of debris to facilitate tractor work.

DISCUSSION
The Economic and Community Development Director’s report on the 2026 Weed Abatement Program is submitted following the City Council’s direction at the meeting on June 9, 2026. The report showing the assessments for the 2026 weed abatement has been posted as required. Owners whose properties are subject to an assessment may protest at this meeting or submit their objections prior to the hearing. As of July 23, 2026, no written objections have been received.

On June 9, 2026, the City Council directed the Economic and Community Development Director to abate weeds on 36 parcels of land. Following notification, private property owners cleared 28 parcels, and the City’s contractor cleared six (6) parcels. Due to site access issues, two (2) of the properties could not be abated by the City’s contractor, nor did the property owners perform the abatement work. Those two (2) remaining sites are being addressed through the City’s Code Enforcement process.

This year the assessments ranged from $780 to $1,800 (including the City’s 20% Administrative fee). The cost was based on the time it took the contractor to perform the abatement work, which was influenced by several factors, including the extent of overgrown weeds and other debris on the site that needed to be removed or worked around. The combined total for all assessments, including administrative fees, was $6,780.

FISCAL IMPACT
There is no impact to the General Fund. Property owners pay for all work completed through the 2026 Weed Abatement Program through the proposed assessments.

RECOMMENDATION
Staff recommends that the City Council hold the public hearing and, by motion, act upon any objections by property owners for assessments on their parcels for the 2026 Weed Abatement Program and, by resolution, confirm the Economic and Community Development Director’s report concerning weed abatement assessments.

Prepared by: Juliet Vaughn, Associate
Submitted by: Carmela Campbell, Economic and Community Development Director Attachments

1. Draft Resolution with Exhibit A
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RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY

CONFIRMING THE REPORT OF THE ECONOMIC AND COMMUNITY

DEVELOPMENT DIRECTOR CONCERNING WEED ABATEMENT

ASSESSMENTS AND APPROVING SPECIAL ASSESSMENTS
WHEREAS, the City Council of the City of Union City, on June 9, 2026, ordered certain rubbish, refuse, dirt, and weeds to be abated in the manner provided by Sections 39560 and 39586, inclusive of the Government Code of the State of California; and WHEREAS, the Economic and Community Development Director has caused said rubbish, refuse, dirt, and weeds to be abated and an accounting of the cost of abatement on each separate parcel of land has been outlined in a report entitled “Exhibit A – 2026 City of Union City Weed Abatement – Total Assessments” and attached hereto.

NOW, THEREFORE, BE IT RESOLVED that the report of the Economic and Community Development Director attached hereto and made a part hereof as Exhibit A is hereby confirmed.

BE IT FURTHER RESOLVED that the cost of abating the nuisance for each respective parcel is outlined in said report under the column entitled “Total Assessment”.

BE IT FURTHER RESOLVED that there is hereby levied a special assessment against each parcel of land described in said report in the amount shown in said column “Total Assessment”.

BE IT FURTHER RESOLVED that the costs levied as a special assessment against the parcels of land described in said report shall become a lien upon the property. 213 of 452
Resolution No. 2026-XXX
Weed Abatement Special Assessment

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on this July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
Attachment

1. Exhibit A – 2026 City of Union City Weed Abatement – Total Assessments 214 of 452
Resolution No. 2026-XXX
Weed Abatement Special Assessment

EXHIBIT A
2026 Union City Weed Abatement Program

TOTAL ASSESSMENTS
APN Property Address Total Assessment

1. 087-0032-043-00 209 Appian Way $780

2. 087-0032-042-00 217 Appian Way $780

3. 087-0032-041-00 225 Appian Way $780

4. 486-0003-023-02 33319 2nd Street $1,200

5. 486-0027-138-00 33941 9th Street $1,440

6. 486-0045-024-00 None (Corner of 12th St. / H St.) $1,800 TOTAL $6,780
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Item 5.1
Public Hearing for Weed
Abatement Assessments
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2 Weed Abatement Program
• Fire Prevention measure
• Program focuses on City’s abatement of weeds and
other debris on the site due to property owner
inaction
• ACFD staff perform inspections on vacant properties
• First year City utilized State law process to support 2026 Weed Abatement Program (Govt Code Sections
39560, et seq.
• Work completed prior to the 4th of July holiday
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3 April 2026 May 12, 2026 June 9, 2026
Identified 36
properties with
overgrown
weeds
Declared weeds
a “Nuisance”
and set public
hearing
Held Public
Hearing; heard
no objections
1st ACFD Inspection Council Action Council Action
Weed Abatement Program Timeline
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4 June 15, 2026 June 25, 2026 July 28, 2026
ACFD identified
8 properties in
need of
abatement
Contractor
performed
abatement
work
Public Hearing
and assessment
of levies
2nd ACFD Inspection Work Completed Council Action
Weed Abatement Program Timeline
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5 Weed Abatement Assessments
• 6 properties abated
• Assessments ranged from $710 - $1,800 (includes City
20 % Administrative fee)
• Total assessments = $6,780
• Cost will be covered by property owner through liens
placed on upcoming property tax bill
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6 Recommendation
Staff recommends that the City Council hold the public hearing and, by motion, act upon any objections by property owners for assessments on their parcels for the 2026 Weed Abatement Program and, adopt a resolution confirming the ECD Director’s report (Exhibit A) concerning weed abatement assessments
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Staff Report
Agenda Item No. 6.1
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Approving the Economic Development Strategic Plan and Accepting the Economic Development Division Six-Month Work Plan

EXECUTIVE SUMMARY
Staff requests that the City Council adopt a resolution approving the Economic Development Strategic Plan (Attachment 1: Draft Resolution). The Economic Development Strategic Plan (“ED Strategic Plan”) is included as Exhibit A to the resolution. Staff is also recommending the City Council accept the 6-month (July - December 2026) Economic Development Division Work Plan (Attachment 3).

STRATEGIC PLAN ALIGNMENT
This agenda item is in alignment with:

Goal 1, Strategy 1: Establish a comprehensive fiscal stability and sustainability plan to address the General Fund’s long-term structural deficit; and Goal C, Strategy 6: Update the Economic Development Strategic Plan to meet the City’s financial goals and build regional partnerships.

BACKGROUND
Strategic Economics Inc. (“Consultant”) was retained to work with City staff and the City Council on the update to the ED Strategic Plan. The ED Strategic Plan is a policy document that will guide the City’s economic development activities over the next five years.

The ED Strategic Plan focuses on the industrial and retail sectors and examines their impact on the City’s fiscal and economic health. The ED Strategic Plan also acknowledges the City’s competitive advantages and disadvantages, current market conditions, and external factors that cannot be controlled, such as decisions made by property owners or businesses. Overall, the combined goals, objectives, and strategies are built on the foundation of building partnerships with brokers, businesses, investors, 222 of 452
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4 0
and property owners to ensure that Union City is recognized as a great place to do business.

On March 19, 2026, the Economic Development Advisory Team (“EDAT”) reviewed the draft ED Strategic Plan, which included an overview of the strategic planning process, goals, objectives, and strategies. EDAT members asked clarifying questions, which were addressed in the draft of the ED Strategic Plan.

On June 9, 2026, the City Council held a Study Session with the Consultant and City staff to review the draft ED Strategic Plan. The plan's development included opportunities for Council feedback, which will be incorporated to ensure flexibility and responsiveness to evolving economic conditions.

DISCUSSION
The ED Strategic Plan includes four sections. Section I introduces the Final ED Strategic Plan and the process behind its development. Section II presents the data and analysis used to establish a comprehensive profile of Union City’s economic trends. Section III reflects the City’s strengths, opportunities, and challenges, based on both the quantitative analysis presented in Section II and input from multiple focus groups and stakeholder interviews. These interviews provided greater context and deeper insights into the data, helping define a framework for the Plan’s vision, goals, objectives, and strategies presented in the ED Strategic Plan. Section IV also includes performance objectives and metrics to measure progress towards achieving the Plan’s goals, as well as a timeline for implementing the many individual strategies.

Vision Statement
With input from the City Council and stakeholders, the Vision Statement guiding the Economic Development Strategic Plan is:
"Union City is a great place to do business based on transparent and responsive government services. Union City is committed to retaining its existing businesses, attracting new businesses that include high-wage jobs for Union City residents, and growing the City’s revenues. Union City will continue offering clean and safe business districts and improving the quality of life of residents." ED Strategic Plan Framework
The Economic Development Strategic Plan includes four goals, 13 objectives, and 45 implementation strategies. See below for an overview of the Plan’s goals and objectives.

Goal 1: Sustain, Retain and Grow Union City’s Existing Businesses The focus of this goal is to strengthen communication, engagement, and partnerships with the local business community by:
 Collaborating with City staff and local businesses to maintain clean, safe, and welcoming industrial and commercial districts.
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 Providing outreach and connecting businesses of all sizes to available City, regional, state, and federal resources and support programs.
 Fostering ongoing communication to identify business needs and promote economic vitality.

Goal 2: Attract New Business to Union City
The focus of this goal is to ensure that business attraction efforts focus on businesses that are aligned with Union City’s available real estate assets, infrastructure, skills, and education of residents.

In addition, objectives focus on collaboration with various types of businesses, including shopping center owners, to attract tenants that meet the needs and preferences of Union City's diverse population, enhancing retail offerings and improving quality of life for residents.

Goal 3: Foster Investment in Union City’s Industrial and Commercial Areas Union City's industrial and commercial areas, including its shopping centers, are vital to the City's economic development. Key objectives under this goal include maintaining an accurate inventory of commercial and industrial properties, collaborating with utility providers and other partners to ensure adequate power and infrastructure, and supporting timely, predictable permitting processes.

Related objectives also focus on the City's shopping centers, viewed as important community assets, to ensure these centers are well maintained, attractive, and responsive to residents' needs. Union Landing, an important revenue source for the City, will continue to be supported through partnerships with the Union Landing Property Owners Association and the Property Business Improvement District.

Additional objectives include enhancing the vitality of the Alvarado Historic District and facilitating the development of city-owned properties to advance economic development goals.

Goal 4: Tell Union City’s Story of Success
Objectives focus on marketing and promoting Union City's unique assets, amenities, and business advantages, which are fundamental to attracting and retaining industrial and commercial investment. The objectives of this goal also focus on educating stakeholders, businesses, and the broader community, empowering them to serve as ambassadors who help tell Union City's story of success and opportunity.

See attached ED Strategic Plan (Attachment 1 – Exhibit A) for additional information on each goal, its supporting objectives, and related implementation strategies.

Implementation Matrix
The ED Strategic Plan provides a framework for prioritizing City staff resources to achieve the City's economic development goals and long-term vision. 224 of 452
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The Implementation Matrix (Figure 21, included at the end of the Plan) identifies each strategy's timeline, responsible parties, geographic focus, and performance measures, while recognizing that many activities are ongoing and that priorities may shift in response to emerging opportunities or challenges. Progress will be monitored through regular reviews and quarterly updates to the City Council.

The attached Economic Development 6 Month Work Plan (July 1–December 31, 2026) is derived from the Implementation Matrix and identifies staff's priority actions for the remainder of the calendar year (Attachment 3). Staff introduced the Work Plan at its June 9, 2026, City Council Study Session.

City Council Feedback
During the Study Session and through comments following the session, the City Council asked clarifying questions and discussed areas of focus/concern. See Attachment 2 for a summary of this feedback.

The Council recognized that the strategies identified to achieve these goals and objectives should remain flexible and may be modified, refocused, or supplemented as market conditions evolve, properties become available, and new business attractions or retention opportunities emerge. Staff will provide quarterly updates to the City Council on marketplace conditions, implementation progress, and key accomplishments, providing opportunities to discuss and adjust strategies as needed.

While the City Council's comments did not result in changes to the Plan's goals, objectives, or strategies, they did provide additional guidance on how staff should approach implementation. Below is a list of issues brought up by the City Council and a summary of responding strategies identified in the ED Strategic Plan, which also informed the attached Work Plan (Attachment 3) summarized in the section below.

1. Strengthen City and Chamber of Commerce Collaboration: Continue partnering with the Union City Chamber of Commerce to enhance communication, provide businesses with information about available programs and resources, and support initiatives that strengthen the local business community. (Strategies 1.1(d) and 1.3(c))

2. Support Shopping Center Vitality: Engage with shopping center owners to better understand operational challenges, identify opportunities for improvement, and develop strategies to address property needs, attract new businesses, and enhance commercial centers. (Strategies 2.2(a) and 3.2(a))

3. Streamline Business Permitting and Support Business Investment: Provide businesses, brokers, and developers with assistance navigating permitting processes, accessing resources, making investment decisions, and coordinating utility infrastructure needs to support business establishment and expansion. (Strategies 1.1(f), 2.1(a), and 3.1(b))

4. Support Small Business Start-Up and Growth: Expand resources, guidance, and educational opportunities to assist entrepreneurs and small businesses in 225 of 452
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establishing operations, accessing support programs, and building long-term sustainability. (Strategies 1.4(a) and 1.4(b))

5. Maintain Clean, Safe, and Attractive Commercial and Industrial Districts:

Collaborate with City partners, including the Homeless Task Force, to address challenges affecting commercial and industrial areas and maintain a welcoming environment for businesses. (Strategy 1.2(a))

6. Prioritize High-Impact Economic Development Initiatives: Maintain focus on strategies that support revenue generation, business retention, and economic growth through ongoing engagement with key employers, advisory groups, and quarterly reporting on economic development trends and projects. (Strategies

1.1(b), 1.1(g), and 4.2(a))
Economic Development (ED) Work Plan Overview
Attached is the ED Work Plan that covers the period from July 1, 2026 – December 31, 2026 (Attachment 3). Staff’s implementation approach is organized into two primary areas of focus: ongoing work activities and strategic work projects. Ongoing work includes activities that require continuous attention and timely response to business owners, community members, brokers, developers, and other stakeholders seeking assistance or information. Strategic work projects are targeted initiatives that require dedicated staff focus, defined deliverables, and a beginning and end timeframe to achieve specific outcomes.

The attached Work Plan aligns with the four goals of the Economic Development Strategic Plan. It balances day-to-day business support with proactive initiatives designed to strengthen Union City’s economic vitality. See below for a high-level summary organized by goal.

Goal 1: Sustain, Retain, and Grow Union City’s Existing Businesses Staff will continue providing responsive support to existing businesses, maintaining key economic indicators, coordinating with business and regional partners, and supporting City initiatives. Priority projects include expanding business engagement through industry roundtables, establishing a new Chamber of Commerce agreement, conducting business preparedness trainings, supporting Manufacturing Day activities, addressing challenges impacting business, and developing new small business promotion programs.

Goal 2: Attract New Businesses to Union City
Staff will continue assisting brokers, developers, and prospective businesses with site selection and location assistance. Priority projects include developing targeted marketing materials to attract retail tenants to available shopping center spaces and conducting outreach to shopping center property owners.

Goal 3: Foster Investment in Union City’s Industrial and Commercial Areas Staff will continue monitoring commercial and industrial market activity, engaging with property owners/managers, including targeted outreach to shopping center owners, supporting business infrastructure needs, participating in development review efforts, and collaborating with business improvement organizations. Priority projects include developing marketing materials to highlight available and strategic investment 226 of 452
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opportunities.

Goal 4: Tell Union City’s Story of Success
Staff will continue regional collaboration and economic development partnerships while advancing projects that enhance the City’s economic development presence, including development of a City marketing plan and updates to the Economic Development webpage.

Staff is seeking feedback on the proposed Work Plan priorities and direction regarding any additional areas of focus or adjustments that should be incorporated as implementation proceeds.

FISCAL IMPACT
There is no fiscal impact on the General Fund from receiving this report.

RECOMMENDATION
Staff recommends that the City Council adopt a resolution approving the Economic Development Strategic Plan and accept the Economic Development Work Plan after providing any feedback on additional areas of focus or adjustments to priorities.

Prepared by: Gloria Ortega, Economic Development Manager Submitted by: Carmela Campbell, Economic and Community Development Director Attachments

1. Attachment 1: Draft Resolution

2. Attachment 2: City Council Feedback on Draft Economic Development Strategic Plan

3. Attachment 3: 6-Month ED Work Plan – July 2026 – December 2026 227 of 452
RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY

ADOPTING AN ECONOMIC DEVELOPMENT STRATEGIC PLAN AND

ACCEPTING THE ECONOMIC DEVELOPMENT DIVISION SIX-MONTH

WORK PLAN
WHEREAS, an Economic Development Strategic Plan creates a framework for the City Council, key staff, stakeholders, and the community to establish direction for the City of Union City’s short-term and long-term economic development goals; and WHEREAS, the value of having an Economic Development Strategic Plan is to provide staff and stakeholders with a roadmap by which to direct resources (including staff time) and an understanding of the necessary factors that impact successful economic development outcomes; and
WHEREAS, an Economic Development Strategic Plan has been prepared for Union City, labeled Exhibit A, and attached hereto and made a part hereof; and WHEREAS, the Economic Development Strategic Plan was developed with input from the City Council, investors and business leaders, brokers, economists, consultants, and property and shopping center owners; and
WHEREAS, the Economic Development Strategic Plan is framed around a central Vision statement that broadly emphasizes closing revenue gaps and increasing highpaying jobs; and WHEREAS, on Thursday, March 19, 2026, the Economic Development Advisory Team reviewed and provided input on the draft Economic Development Strategic Plan, which included an overview of the strategic planning process, goals, objectives, and strategies; and
WHEREAS, on June 9, 2026, the City Council held a Study Session to review the draft Economic Development Strategic Plan and provided input on the economic goals and priorities, short-term and long-term actions to support those goals and objectives, and the measurable metrics to track progress; and WHEREAS, on July 28, 2026, the City Council reviewed a staff report, draft Economic Development Strategic Plan, and an Economic Development Division 6- Month Work Program, which implements the Strategic Plan.

NOW THEREFORE, BE IT RESOLVED that the City Council of the City of Union City does hereby find as follows:

1. That adoption of the Economic Development Strategic Plan is not a “project” within the meaning of section 15378 of the State of California Environmental Quality Act (CEQA) Guidelines, because it has no potential for resulting in a direct or reasonably foreseeable indirect physical change in the environment and no additional action under CEQA is required.
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Resolution No. 2026-XXX
Economic Development Strategic Plan

BE IT FURTHER RESOLVED that the City Council of the City of Union City hereby adopts the Economic Development Strategic Plan and accepts the Economic Development Division Six-Month Work Plan.

PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on this July 28, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:

GARY SINGH
Mayor
ATTESTED: APPROVED AS TO FORM:

THAI NAM N. PHAM
City Clerk
KRISTOPHER J. KOKOTAYLO
City Attorney
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Resolution No. 2026-XXX
Economic Development Strategic Plan

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1 Union City Economic Development
Strategic Plan
Prepared for:

City of Union City
Exhibit A
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2 Table of Contents
TABLE OF CONTENTS...............................................................................................................................2 TABLE OF FIGURES..................................................................................................................................3 ACKNOWLEDGEMENTS ...........................................................................................................................3 I. INTRODUCTION.................................................................................................................................5 Economic Development Vision.....................................................................................................5 The City’s Role in Growing Union City’s Economy .......................................................................5 Union City’s Areas for Economic Growth and Change ................................................................6 Report Contents ............................................................................................................................9 II. UNION CITY’S EXISTING ECONOMIC CONTEXT ............................................................................10 Regional Economic Context .......................................................................................................10 Demographics/Resident Workforce..........................................................................................10 Business and Employment Profile.............................................................................................13 Real Estate Market Conditions ..................................................................................................16 Union City’s Fiscal Health...........................................................................................................21 III. UNION CITY’S STRENGTHS, OPPORTUNITIES, AND CHALLENGES .............................................26 Strengths.............................................................................................................................................26 Challenges ..........................................................................................................................................27 Opportunities ......................................................................................................................................28 IV. ECONOMIC DEVELOPMENT STRATEGIES.....................................................................................29 Goal 1: Sustain, Retain and Grow Union City’s Existing Businesses ..............................................29 Goal 2: Attract New Businesses to Union City..................................................................................31 Goal 3: Foster Investment in Union City’s Industrial and Commercial Areas.................................31 Goal 4: TELL UNION CITY’S STORY OF SUCCESS .............................................................................33 Measuring the Plan’s Progress..........................................................................................................34 Reporting Metrics Process .........................................................................................................34 Implementation Matrix ...............................................................................................................34 232 of 452
3 Table of Figures
Figure 1: Union City Economic Focus Areas................................................................................................8 Figure 2: Change in Population by Age Group in Union City and Alameda County, 2013-2023 ..........11 Figure 3: Change in Highest Educational Attainment by Age Group for Union City and Alameda County (for population 25 years and older), 2013-2023.....................................................................................12 Figure 4: Real Median Household Income in Union City and Alameda County in 2023 U.S. Dollars, 2013-2023 .................................................................................................................................................12 Figure 5: Racial Composition of Union City and Alameda County, 2013-2023.....................................13 Figure 6: Share of Jobs by Major Industry Sector in Union City and Alameda County, 2023 ...............14 Figure 7: Percent Change in Employment by Industry Sector, 2013-2023 ...........................................16 Figure 8: Real Estate Inventory by Property Type.....................................................................................17 Figure 9: Industrial Inventory by Subarea.................................................................................................17 Figure 10: Industrial Vacancy Rates for Selected Jurisdictions, 2015-2025 ........................................18 Figure 11: Industrial Average Rents (NNN) for Selected Jurisdictions, 2015-2025 .............................18 Figure 12: Retail Inventory by Property Type in Union City......................................................................19 Figure 13: Retail Vacancy Rates for Selected Jurisdictions, 2015-2025 ..............................................20 Figure 14: Retail Average Rents (NNN) for Selected Jurisdictions .........................................................20 Figure 15: Number of Tenants by Industry Category Occupying Manufacturing and Warehouse & Distribution Buildings in Union City, 2024................................................................................................21 Figure 16: Taxable Value and Acreage by Land Use, Fiscal Year 2023-2024.......................................22 Figure 17: Growth in Total Assessed Values by Parcel Land Use, 2020-2024 .....................................23 Figure 18: Combined Assessed Value of Properties Sold (Millions of USD) by Year Sold and Land Use (Millions of Dollars).....................................................................................................................................24 Figure 19: Distribution of Bradley-Burns Sales Tax by Land Use, 2023 ................................................25 Figure 20: Property Tax and Sales Tax Revenue by Land Use, 2024.....................................................25 Figure 221: Goal 1 Implementation Matrix ..............................................................................................35 Figure 222: Goal 2 Implementation Matrix ..............................................................................................37 Figure 223: Goal 3: Implementation Matrix .............................................................................................39 Figure 224: Goal 4: Implementation Matrix .............................................................................................41 Acknowledgements
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4 City Council
Gary Singh Mayor
Jaime Patiño Vice Mayor, District 2
Lance Nishihara Councilmember, District 1
Jeff Wang Councilmember, District 3
Scott Sakakihara Councilmember, District 4
Economic Development Advisory Team
Gary Singh City Council Representative
Jeff Wang City Council Representative
Lee Guio Planning Commission Representative
Ignacio Romero Planning Commission Representative
Robert Singer Business Representative
Barry Ferrier
Asif Khan
Glenn Nate
At-Large Member
At-Large Member
Chamber of Commerce Representative
Cara Milgate Chamber of Commerce Representative
Focus Group Participants and Other Interviewees
Bob Ferraro CBRE
David Lee Azimuth
Samantha Hauser City Ventures
Kelly Nguyen City Ventures
Seamus Meagher GCM
John Pappas Pappas Investments
Andrew Love Portfolio Realty Management
John Love Portfolio Realty Management
Steven Tapia Portfolio Realty Management
Carol Therien Retail Pacific
Gary Fairhead Sigmatron
Sailesh Narain Mizuho OSI
Jed Craig Sywest
Ron Krietemeyer Tarlton
Faraz Ali Tenaya Therapeutics
Scott Bertch Tenaya Therapeutics
Fernando Cuebas TRI Commercial
Jina Kim USK
Andres Orphanopolous Woodstock Development
Kirk Syme Woodstock Development
Jessica Kane Union Square Marketplace
Lu Tipping Loyola Building
City Staff
Joan Malloy City Manager
Carmela Campbell Economic and Community Development Director Gloria Ortega Economic Development Manager
Kyle Weddington Economic Development Coordinator
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5 I. Introduction
The Union City Economic Development Strategic Plan (“Strategic Plan”) is a policy document that will guide the City’s economic development activities over the next five years. Economic Development focuses on supporting and strengthening the City’s economy by working with local businesses, property owners, and developers as well as other public and non-profit organizations that are also focused on business attraction and expansion. These efforts are essential to supporting the City’s property and sales tax revenue streams, providing jobs for City residents, and enhancing the quality of life in Union City.

This Strategic Plan reflects extensive data analysis, input from multiple stakeholders and the City Council; incorporates and supports goals from other City plans, including the General Plan; and recalibrates the 2019 Economic Development Strategic Plan to ensure that Union City continues to build on its economic development successes, while incorporating new ideas or approaches to supporting the City’s economy, as economic conditions change.

The Strategic Plan provides an overarching vision and goals while also establishing a specific roadmap for allocating City staff time and resources towards achieving this vision. The Strategic Plan gives the City Council and City staff tools for prioritizing activities and provides metrics for measuring progress in the Plan’s execution. The combination of the vision, the implementation roadmap, and the performance metrics will facilitate transparent and ongoing communication between staff, the City Council, and the community.

Economic Development Vision
Although, an economic development strategic plan should be data driven, the plan also needs to reflect the community’s values and goals. This Vision is the cornerstone of the Plan and reflects extensive input from the City Council, the Union City Economic Development Advisory Team, and the many stakeholders focus group participants:

Union City is a great place to do business based on transparent and responsive government services. Union City is committed to retaining its existing businesses, attracting new businesses that include high wage jobs for Union City residents, and growing the City's revenues. Union City will continue offering clean and safe business districts and improving the quality of life of residents.

The City’s Role in Growing Union City’s Economy
Local economic development efforts address three priorities:
• Retain existing businesses and support business expansion efforts, • Attract new businesses, and
• Support efforts to increase sales tax generation and other revenue sources.

Union City’s existing economy reflects its business mix. The City’s businesses are also part of a larger economic ecosystem with goods, services and workers that flow into and out of Union City in ways that support the local economy and provide jobs for Union City’s residents National and global economic trends such as interest rates, tariffs, and inflation also have direct impacts on cities’ economies. In Union City, successfully supporting and growing the local economy requires managing the City’s 235 of 452
6 economic strengths and resources to support local businesses, while also looking for ways to capitalize on positive economic trends while also responding to economic challenges.

Union City’s Areas for Economic Growth and Change
Union City’s best economic development assets are the areas within the City where businesses are located. These locations reflect the City’s development history and land use pattern as established via City’s policies (i.e., General Plan, Specific Plan, Zoning Ordinance). Most of the City’s businesses are located in five industrial areas or in one of the City’s small, medium or large shopping areas/centers, including Union Landing, the City’s preeminent regional shopping center. There are several other areas that lack significant business activity today but represent important future opportunities for business attraction. These include the Historic Alvarado District and the Station District Core. Together, these industrial areas, shopping centers, the Historic Alvarado District, and the Station District Core represent the City’s economic focus areas as shown in Figure 1 and described in further detail below.

Industrial Areas. Union City has five distinct industrial districts that include over 16 million square feet of built space in a range of building types. Although there are retail businesses located in these areas, the most significant industries based on business type include manufacturing, wholesale trade, professional services, business services, life science, and construction.

Community and Local Serving Shopping Centers. As Figure 1 shows, Union City has several shopping centers/areas that comprise over 1.7 million square feet of space. Just over half of this is in Union Landing, which is further described below.

Station District Specific Plan and Subareas. This area encompasses approximately 471 acres, which radiate from the City’s Intermodal/BART Station, and accommodates bus (i.e., UC Transit, AC Transit) and BART service. The area represents a significant mix of land uses and future development opportunities. The Specific Plan area has been divided into five subareas. Of the five, the Market Place subarea has the best near-term economic development potential, which consists of multiple small shopping centers. There is also a large-scale residential development in the Station East subarea currently ramping up to begin vertical construction of several hundred townhomes. The project also includes construction of new streets and related infrastructure, robust pedestrian and bicycle infrastructure, and four community parks. The Core Station District subarea includes several vacant parcels, purchased by the City’s former Redevelopment Agency, that are available for development.

Union Landing is Union City’s marquis shopping destination with over 900,000 square feet of retail space. This shopping center differs from other shopping centers in that its size and range of offerings attracts customers from a larger regional trade area than Union City’s other shopping centers. Although the Center struggled during COVID, the City’s economic development team worked with property and business owners to establish a Property and Business Improvement District (PBID). The PBID has been successful in addressing many of the pandemic-related challenges and in recent years significant new investment has occurred as a result of the City’s partnership with the PBID.

Historic Alvarado District (“District”). Formerly referred to as “Old Alvarado,” this area represents the earliest European settlements in the area that would become Union City. Many historic commercial buildings are still located along Smith Street east of Union City Boulevard, with others scattered within a few blocks. The District is also a cultural center within Union City that is home to active Portuguese and Filipino communities, nationalities represented among early Union City settlers. A more recent arrival is the Masjid Al-Huda Mosque that located in the former Saint Anne’s Catholic Church.

There have been efforts to revitalize the District, including a recent $1,200,000 City-led renovation of Old Alvarado / Cesar Chavez Park, In 2012, Economic and Community Development staff, in 236 of 452
7 consultation with other City Departments, prepared a Strategy Analysis for the District. The document provided a historical summary of the area, an overview of opportunity sites for development, and a set of implementation strategies, some of which the City completed. These included 1) installation of enhanced crosswalks at the intersection of Smith Street and Watkins Streets; 2) creation of District branding and a Wayfinding/Identification Sign Program. and 3) installation of grant funded bicycle racks which reflected the District logo. Another strategy focused on forming a Merchant’s Association for the District, which occurred approximately 15 years ago. City staff supported efforts by the business owners in forming a Merchant’s Association but unfortunately there was not enough support from the businesses to make it sustainable. The District remains an important but underutilized asset in the City.
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8 FIGURE 1: UNION CITY ECONOMIC FOCUS AREAS
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9 Report Contents
Including this introduction, this strategic plan includes four sections. Section II presents the data and analysis used to establish a comprehensive profile of Union City’s economic trends. Section III reflects the City’s strengths, opportunities, and challenges based both on the quantitative analysis presented in Section II and input from multiple focus groups and stakeholder interviews. These interviews provided greater context and deep insights into the data and helped define a framework for defining the Plan’s goals, objectives and strategies presented in Section IV. Section IV also includes metrics for measuring progress in achieving the Plan’s goals and a timeline for undertaking the many individual strategies.
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10 II. Union City’s Existing Economic Context
This section introduces key contextual information about Union City that shaped the Plan’s recommendations The following findings help optimize the City’s decision-making behind its economic development activities. This section first positions Union City in the context of the East Bay’s regional economy, as this dynamic economy encompasses Union City businesses through its many interlinking producer and supplier relationships. It then introduces the City’s residents (“Demographics”) and its businesses (“Business and Employment Profile”), which help forecast Union City’s existing strengths and potential future opportunities based on its changing labor pool. The “Real Estate Market Conditions” subsection follows, which describes current development and market conditions and inventories Union City’s existing building supply. Finally, this section presents the results of an analysis of how Union City’s current mix of residential and commercial properties contributes to the City’s fiscal health.

Regional Economic Context
Union City’s population and businesses support the City’s economic health, but they are also an integral part of the East Bay economy. Union City residents’ shop and work in the City, but they also shop and work in other places. Conversely, Union City’s businesses depend upon the region’s residents who live in other nearby cities to work in their businesses and purchase their goods and services.

Understanding that Union City is not an island, but a critical piece in a larger economy is essential to setting the context for and establishing a successful economic development strategy. Alameda County has 825,000 jobs, making it the second largest county by employment in the Bay Area (Santa Clara County has 985,000 jobs). Alameda and Santa Clara Counties are also the manufacturing centers of the Bay Area. They account for 73 percent of all manufacturing employment in the Bay Area (with Alameda County accounting for 26 percent of the Bay Area’s employment in this sector).

Manufacturing employment grew 46 percent in Alameda County between 2013 and 2023 from 66,200 jobs to 96,800 jobs. Large increases in the manufacturing sector occurred in southern Alameda County, an area that includes Union City, Newark, and Fremont. This subregion’s central location and lower land costs compared to Santa Clara and San Mateo Counties provides it with an advantage in attracting this industry.

Demographics/Resident Workforce
The following findings describe Union City’s demographics. The retail and industrial businesses that serve and employ Union City residents reflect the diversity of the city’s population and the broader region. Demographic trends provide insights into the potential opportunities and constraints Union City will face in its efforts to attract economic activity.

Several trends were analyzed in Union City and Alameda County. These comparisons show how Union City’s demographic characteristics align with those in the County. Similarities in demographic trends across the region also impact Union City’s approach to economic development.

Union City’s population declined by approximately 3.6 percent between 2013 and 2023, even as Alameda County grew by 7.6 percent, indicative of an aging population (see Figure 2). Union City’s senior population, 65 years or older, surged by 43 percent over the last decade, while the number of children under the age of 18 declined by 26 percent. Although Alameda County’s senior population 240 of 452
11 grew at a similar rate of 40 percent, the County did not experience the same decrease in its population under 18, which only decreased by 3 percent.

FIGURE 2: CHANGE IN POPULATION BY AGE GROUP IN UNION CITY AND ALAMEDA COUNTY, 2013-2023 Source: US Census Bureau ACS 2013, 2023 (Five-Year Estimates); Strategic Economics, 2025.

Union City’s population in 2023 has a higher education level than it did in 2013. The City’s population with an advanced degree (anything beyond a bachelor’s degree) increased by 85 percent over this period (see Figure 3). As a percentage of total population, Union City’s population share with an advanced degree is smaller than Alameda County’s, which increased by 51 percent. Nonetheless, the City’s gains in educational attainment indicate that people who moving to Union City are an attractive resource for companies in advanced manufacturing or technology considering locating in Union City.

In addition, these residents are earning higher incomes as evidenced by increasing real incomes (income adjusted for inflation) in Union City that reflects a 26 percent growth between 2013 and 2023 (see Figure 4). These income gains translate into higher levels of discretionary income that can be spent on local goods and services.
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
Less Than 18
Years
18-34 Years Old 35-64 Years Old 65+ Years Old Total, All Age Groups
Union City
Alameda County
Percent Change in Age Group
Age Groups
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12 FIGURE 3: CHANGE IN HIGHEST EDUCATIONAL ATTAINMENT BY AGE GROUP FOR UNION CITY AND ALAMEDA COUNTY (FOR POPULATION 25 YEARS AND OLDER), 2013-2023
Source: US Census Bureau ACS 2013, 2023 (Five-Year Estimates); Strategic Economics, 2025.

FIGURE 4: REAL MEDIAN HOUSEHOLD INCOME IN UNION CITY AND ALAMEDA COUNTY IN 2023 U.S. DOLLARS, 2013- 2023
2013 2023
Incremental
Change Percent Change
Union City $108,935 $137,194 $28,259 25.9%
Alameda County $95,702 $126,240 $30,538 31.9%
Sources: US Census Bureau ACS 2013, 2023 (Five-Year Estimates); Strategic Economics, 2025.

Union City is a majority Asian city with a significant diversity of ethnicities represented among its population. In 2023, a 55 percent majority of Union City’s population identified as Asian, which was a small increase from 52 percent in 2013 (see Figure 5).

Union City is far more Asian and less white than Alameda County, though the City and County share a similar percentage of Hispanic and/or Latino residents (19 percent in Union City and 23 percent in Alameda County). The New Haven Unified School District, which serves all of Union City and a small area of Hayward, found that over half of the District’s students spoke a language other than English at home.1 These languages include Spanish (22 percent), Tagalog (10 percent), and Punjabi (5 percent). The mix of languages represented among students demonstrates Union City’s ethnic diversity, which has strong representation of students with Mexican, Filipino, and Indian ancestry. 1 New Haven Unified School District, Two-Way Dual Language Program Master Plan, 2017-2018, https://mynhusd.org/wpcontent/uploads/2022/08/emanuele-two-way-dual-language-program-master-plan-2-1.pdf -40%
-20%
0%
20%
40%
60%
80%
100%
Less Than
Highschool
High School
Graduate
Some College Bachelors
Degree
Advanced
Degree
Union City
Alameda County
Percentage Change in Population at
least 25 Years old
Highest Level of Educational Attainment
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13 FIGURE 5: RACIAL COMPOSITION OF UNION CITY AND ALAMEDA COUNTY, 2013-2023 Source: US Census Bureau ACS 2013, 2023 (Five-Year Estimates); Strategic Economics, 2025.

Business and Employment Profile
This section summarizes the results of an analysis of Union City businesses, primarily through the lens of the total number of workers employed by industry sector. For analytic purposes, Union City’s economy was organized into nine industry sectors or sector groups. For the most part, these represent standard industry using NAICS codes at the two and three-digit level. However, the Life Sciences industry grouping has been constructed using the same mixture of industry groups defined by the East Bay Economic Development Alliance for their recent industrial land study3. In addition, all nine industry sectors were then aggregated into two groups: traded sectors and household service sectors. • Traded sectors include the industries that are most likely to sell their goods and services outside of Union City and to be focused primarily on business-to-business transactions, such as manufacturing or wholesale trade.
• Household serving sectors are primarily focused on selling goods and services to residents including retail and health care.

Overall, Union City has a higher share of jobs in the traded sector than Alameda County as a whole.

Approximately 72 percent of Union City’s non-public sector employees work in the traded sector (see Figure 6) versus 65 percent countywide.

Union City has a lower share of employment in the Professional Services and Life Sciences as compared to Alameda County. Professional Services is the largest traded sector by employment in Alameda County (19 percent) but employs a smaller share of workers in Union City (11 percent).

Professional Services businesses usually require workers with who have attained at least a college 52% 55%
27% 32%
22% 19%
23%
23%
14% 15%
34%
28%
5% 5% 12% 10%
7% 5% 5% 7%
0%
10%
20%
30%
40%
50%
60%
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80%
90%
100%
2013 2023 2013 2023
Other
Black
White (Non-Hispanic)
Hispanic or Latino
Asian
Union City Alameda
County
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14 degree and locate in places that are central to their potential labor pool. Although Union City’s population is becoming increasingly better educated, these well-educated residents are commuting to other cities in the Bay Area where Professional Service jobs are already concentrated but are easily accessible to Union City.

Industries that produce or distribute tangible goods employ a higher share of workers in Union City than Alameda County. Manufacturing is the largest industry in Union City’s traded sectors industry category, employing 16 percent of all Union City workers; whereas manufacturing only employs 12 percent of workers in Alameda County. Wholesale Trade employs 10 percent of Union City workers, this sector comprises only three percent of Alameda County workers. These two industries are considered together because wholesale trade is an important part of a manufacturing supply chain.

These sectors account for 28 percent of Union City’s employment, but only 15 percent of employment in Alameda County. This industry concentration reflects Union City’s multiple industrial parks with flexible buildings that can accommodate either manufacturing or wholesale trade related businesses.

Union City and Alameda County both spread their employment across a diverse range of industries.

In the traded sector, no single industry accounts for more than 20 percent of all jobs—Alameda County has 19 percent of workers in Professional Services and Union City has 16 percent in Manufacturing.

This fosters resiliency as large economic impacts specific to one sector will not be felt as largely. The City experienced this during the COVID pandemic when certain businesses were forced to shut down while other “essential” businesses continued to operate, softening the economic impact to Union City during this time.

FIGURE 6: SHARE OF JOBS BY MAJOR INDUSTRY SECTOR IN UNION CITY AND ALAMEDA COUNTY, 2023 Source: Lightcast, 2023; Strategic Economics, 2025.

0.115
0% 10% 20% 30% 40% 50%
Union City
Alameda County
Traded Sector
Non-traded Sector
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15 Fifty-six percent of Union City’s manufacturing jobs are in food manufacturing. Union City has an employment concentration in this subsector eight times higher than Alameda County as a whole. Food manufacturing is a legacy industry to Union City with longstanding ties to the region. Both Blommer Chocolate and the American Licorice Company have been in Union City for at least 50 years. Other large food manufacturers in Union City include Rich Products Corporation, Bake Mark, Sterling Foods, La Terra Fina, Irca Group, the Chefs’ Warehouse, and Dawn Food Products. A concentration of food manufacturers is in the Central Bay Business Park, and these businesses usually occupy larger and older buildings compared to other businesses.

The wholesale trade sector also requires buildings in industrial parks. As intermediaries in the distribution of merchandise, wholesale trade businesses need large spaces to store their inventory before sending it to buyers, who are typically other businesses. The movement of goods is critical to wholesalers, and Union City’s central access to San Mateo County, Santa Clara County, and other parts of Alameda County makes it a desirable location. This explains Union City’s high concentration of jobs (10 percent) in this sector compared to the County (four percent). Wholesalers typically operate out of warehouse buildings, but they are different than warehousing businesses, which store but do not sell the goods, and fulfillment centers, which focus on parcel delivery. As such, Union City receives greater sales tax revenue from wholesalers than warehouses or transportation/fulfillment centers. The latter uses (“Transportation and Warehousing”) only comprise four percent of Union City jobs.

Union City’s employment growth moved in the same direction as Alameda County’s across all industry sectors. There were differences in the magnitude of growth. While the County’s employment growth in Manufacturing, Transportation and Warehousing eclipsed Union City’s growth in these sectors, Union City grew its Construction and Household-Serving industries at a faster rate.5 Both the City and County experienced marginal declines in their Wholesale Trade and Retail Trade employment. 5 Construction businesses include activities such as residential building construction or building equipment contracting (mechanical systems such as electricity, water, heating, etc.). Household-serving businesses are more wide-ranging and includes social assistance businesses (home health care, day cares, residential care facilities), physician’s offices, auto repair shops, nail salons, and restaurants, among other uses.
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16 FIGURE 7: PERCENT CHANGE IN EMPLOYMENT BY INDUSTRY SECTOR, 2013-2023 (a) Business Support Services growth in Union City is not shown in the Table above due to the large increases in off-site workers at businesses reported in the following categories: Investigation and Security Services and Services to Buildings and Dwellings. Union City experienced 226 percent growth in Business Support Services, which is not charted as most of these jobs are likely located outside Union City. Security services and services to buildings (janitorial, landscaping, pest control, etc.) often employ workers at client sites but report them to the businesses’ origin city as the location of their services vary.

Source: Lightcast, 2013-2023; Strategic Economics, 2025.

Real Estate Market Conditions
This section describes Union City’s real estate assets and market performance across the office, industrial, and retail real estate classes. This real estate data for Union City has also been benchmarked to real estate performance by building type in Hayward, Newark, and San Leandro.

Union City’s commercial building stock overwhelmingly serves industrial users. The city’s industrial buildings comprise 84 percent of real estate by square foot, excluding residential uses (see Figure 8). This is a higher share of real estate than the County, where industrial buildings equal 60 percent of total area. Industrial developments value proximity to their markets and supply chains, but modern industrial buildings also require large parcels. Their design varies by specific use (ex. warehouse, distribution, manufacturing), but they are mostly single-story buildings with high lot coverage percentages. As most of Union City is built out, conversion of uses or redevelopment are the best opportunities for industrial expansion.

Union City has approximately 600,000 square feet of office space, accounting for only four percent of its total commercial real estate (see Figure 8). Over half of this real estate is used for medical offices that are primarily local serving. Therefore, the City’s residential population (and not its worker population) creates most of the demand for office buildings. Conversely, Alameda County’s 78 million square feet of total office space accounts for 20 percent of its commercial real estate and includes more knowledge-sector tenants (professional, administrative, and financial users). Before the -20%
-10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Manufacturing
Professional Services
Business Support Services (a)
Wholesale Trade
Retail Trade
Construction
Transportation & Warehousing
Life Sciences
Household-Serving
Union City
Alameda County
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17 pandemic, Union City expected a 1.2 million square foot increase in its total office space at its BART station, but the fundamental economics of office development shifted after the pandemic precipitated large decreases in demand.

FIGURE 8: REAL ESTATE INVENTORY BY PROPERTY TYPE
Real Estate Type Square Footage % of Total
Square Feet
per Capita
Industrial/Flex 14,200,000 84% 208
Office 600,000 4% 9
Retail 2,100,000 12% 31
Union City
Total 16,900,000 100% 248
Industrial/Flex 228,800,000 60% 139
Office 78,100,000 20% 47
Retail 74,700,000 20% 45
Alameda County
Total 381,600,000 100% 231
Source: U.S. Census American Community Survey 5-Year Estimates, 2019-2023; CoStar, 2025; Strategic Economics, 2025.

Industrial
Union City’s industrial buildings are concentrated in three primary subareas: the Central Bay Business Park, Alvarado Business Park, and the Union City Boulevard Corridor (see Figure 9). All three of these subareas offer close access to Interstate 880, an attractive feature for wholesale trade businesses or other businesses that rely on Union City’s strategic location. The Alvarado Business Park, Union City Boulevard Corridor, and Horner-Veasy Area sit adjacent to each other in the western part of the city (see Figure 1) and together contain 41 percent of the city’s industrial space. The Station East area is the city’s smallest industrial cluster at only three percent of the City’s inventory.

FIGURE 9: INDUSTRIAL INVENTORY BY SUBAREA
Square Feet Percentage
Alvarado Business Park 2,891,000 20%
Central Bay Business Park 8,076,000 55%
Horner/Veasy Area 105,000 1%
Lincoln-Alvarado Business Park / Union City
Boulevard Corridor 2,883,000 20%
Station East 470,000 3%
Other 335,000 2%
Total 14,760,000 100%
Source: CoStar, 2025; Strategic Economics, 2025.

Union City’s industrial real estate performance tracked closely to its neighbors over the past ten years, but the city’s vacancy rates are two points lower than its neighbors as of quarter three of 2025 (see Figures 10 and 11). Following the pandemic, Union City’s vacancy rates hit 2.3 percent, the lowest level in the city since 2016. However, 2024 and 2025 brought regional increases in vacancies and plateauing rents. Whereas Hayward, Newark, and San Leandro’s vacancy rates increased in both 2024 and 2025, Union City maintained the same vacancy rate (6.1 percent) between the two years. This suggests that the City’s industrial real estate is more resilient as a result 247 of 452
18 of its location and/or physical attributes. The City’s average industrial rents are $14.56 in 2025. This is the lowest average rent in 2025 by a small amount, but high variability in average rents by year indicates that they are more strongly related to property characteristics of leasable buildings than market strength.

FIGURE 10: INDUSTRIAL VACANCY RATES FOR SELECTED JURISDICTIONS, 2015-2025 Source: CoStar, 2015-2025; Strategic Economics, 2025.

FIGURE 11: INDUSTRIAL AVERAGE RENTS (NNN) FOR SELECTED JURISDICTIONS, 2015-2025 Source: CoStar, 2015-2025; Strategic Economics, 2025.

Retail
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6%
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12%
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Newark
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Union City
Industrial Annual Average Vacancy Rate
$6.00
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$12.00
$14.00
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$18.00
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Newark
San Leandro
Hayward
Union City
Industrial Annual Average Rent (NNN)
per Square Foot
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19 Most of Union City’s retail space is region-serving in nature, meaning it attracts customers from outside Union City (see Figure 12). Region-serving shopping centers are those with trade areas— the radius from which the center draws its customers—of three miles or greater. The four centers that meet these criteria are Union Landing (907,073 square feet), Calaveras Landing (201,632), Union Square Marketplace (180,228), and El Mercado Shopping Center (117,343). Union Landing alone comprises 43 percent of Union City’s retail space. Region-serving centers such as these are differentiated from neighborhood-serving centers or non-shopping center retail (i.e., retail buildings not owned or managed as part of a larger property that are typically located along a street rather than setback from the street with a dedicated parking field) as their sales represent a net revenue inflow into Union City through sales tax. Conversely, neighborhood-serving centers, though vital to the quality of life of residents, mostly capture and return to the City the spending dollars and sales tax of its existing residents.

FIGURE 12: RETAIL INVENTORY BY PROPERTY TYPE IN UNION CITY Union City Alameda County
Square Feet Share of Total Square Feet Share of Total
Non-Shopping Center 350,000 16.9% 41,750,000 55.9%
Shopping Center 1,740,000 83.1% 32,990,000 44.1%
Neighborhood-Serving 450,000 21.6% 14,300,000 19.1%
Region-Serving 1,290,000 61.4% 18,700,000 25.0%
Total Retail 2,100,000 100.0% 74,750,000 100.0%
Source: Costar, 2025; Strategic Economics, 2025.

Union City’s consistently low retail vacancies and high average rents compared to nearby jurisdictions demonstrate the strength of the city’s retail inventory (see Figures 12 and 13).

Shopping center vacancy rates across the country decreased to their lowest levels following the pandemic, bottoming out at 5.4 percent in 2023, after ranging from six to nine percent in the 2010s.7 Union City maintained vacancy rates below five percent from 2015 until 2025, as the vacancy rate in Union City is now a healthy 5.1 percent. The city’s retail rents peaked at $47.41 in 2023, boosted by vacancies in the high-rent Union Landing shopping center. After these vacancies were filled, the average retail rent fell to comparable levels to other nearby cities, but it is notable that no other city reached higher than $35 average rents between 2015 and 2025. Union City’s average rents topped $35 between 2019 and 2024.
7 Cushman & Wakefield, MarketBeat United States Retail Q2, 2025, https://www.cushmanwakefield.com/en/united-states/insights/usmarketbeats/us-shopping-center-marketbeat-report 249 of 452
20 FIGURE 13: RETAIL VACANCY RATES FOR SELECTED JURISDICTIONS, 2015-2025 Source: CoStar, 2015-2025; Strategic Economics, 2025.

FIGURE 14: RETAIL AVERAGE RENTS (NNN) FOR SELECTED JURISDICTIONS Source: CoStar, 2015-2025; Strategic Economics, 2025.

Several developers and businesses in Union City demonstrate the adaptability of the city’s existing building stock to new uses. Azimuth, a semiconductor chip packager, operates its high-tech labs out of a former commercial building on Union City Boulevard. Tarlton, a life science developer, has undertaken two conversion projects in Union City that transformed former industrial and office space into life science spaces. Finally, Tenaya Therapeutics completed an extensive build-out of a flexindustrial shell in 2022 to house its Genetic Medicines Manufacturing Center. Allowing for the 0%
1%
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2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Union City
Newark
Hayward
San Leandro
Retail Annual Average Vacancy Rate
$6.00
$11.00
$16.00
$21.00
$26.00
$31.00
$36.00
$41.00
$46.00
$51.00
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Newark
Union City
San Leandro
Hayward
Retail Annual Average Rent (NNN) per
Square Foot
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21 business to keep this manufacturing operation close to its South San Francisco headquarters and in a building flexible enough to meet their current and future manufacturing needs.

Union City’s buildings also prove adaptable to different use types. Strategic Economics analyzed data from CoStar on building types, manufacturing or warehouse/distribution, and tenant industries to understand what types of businesses occupy Union City’s buildings.9 The results, shown in Figure 14, reveal that both building types host a wide range of uses, some not even industrial in nature, such as Professional Services and Household-Serving businesses. More manufacturing businesses operate out of buildings categorized as warehouses than those categorized as manufacturing. Union City’s industrial building stock, like much of the East Bay’s, is older, and the needs of industrial users change over time. The diversity of businesses in Union City’s industrial buildings suggest that these older spaces still meet the needs of many Union City businesses. However, certain modern manufacturing or warehouse users may require purpose-built new construction to locate in Union City.

FIGURE 15: NUMBER OF TENANTS BY INDUSTRY CATEGORY OCCUPYING MANUFACTURING AND WAREHOUSE & DISTRIBUTION BUILDINGS IN UNION CITY, 2024
Source: CoStar, 2024; Strategic Economics, 2025.

Union City’s Fiscal Health
Union City’s fiscal health, particularly as it relates to income from businesses and consumer spending, serves as a measure of the strength of the local economy. A healthy revenue flow to the City’s General Fund creates a virtuous cycle as the City has more resources to allocate towards improved services. 9 CoStar differentiates Industrial buildings into “Secondary Types” according to the following definitions:

Distribution: These are typically large buildings, both single and multi-tenant, used for the warehousing and distribution of inventory. Buildings are typically 200,000 sf or more, with clear heights 28 feet plus, up to 5% office space and the balance being warehouse/storage space.

These buildings typically have one loading door for every 10,0000 sf of RBA and site coverage up to 40%. These buildings are often crossdocked with trailer parking.

Manufacturing: These buildings are typically 300,000 sf or greater with one loading dock for every 15,000 sf of RBA. Office area up to 50%. 0 50
100
150
200
250
300
350
400
Manufacturing Warehouse and Distribution
Unknown
Transportation & Warehousing
Wholesale Trade
Retail Trade
Professional Services
Manufacturing
Life Sciences
Household-Serving
Construction
Business Support Services
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22 The two main sources of revenue to Union City’s General Fund are property taxes and sales taxes; together, they account for 59 percent of Union City’s General Fund revenue. This section summarizes the contributions Union City businesses and commercial properties make to these two revenue sources.

Residential properties contribute the most to the City’s property tax base, but commercial properties have higher assessed value per acre (see Figure 16). Approximately 12,000 acres of residential property in Union City has a total assessed value of approximately $10 billion, with an average assessed value of approximately $840,000 per acre. Industrial and retail property occupy 1,500 acres and 400 acres, with total assessed values of $2 billion and $600 million. Although these commercial properties account for a much smaller share of the City’s developed area, on average assessed value per acre of these two property types are worth $1.35 and $1.56 million in assessed value per acre, or $500,000 to $700,000 higher than the average per acre residential property per acre.

FIGURE 16: TAXABLE VALUE AND ACREAGE BY LAND USE, FISCAL YEAR 2023-2024 Source: Alameda County Assessor, 2023-2024; City of Union City, 2024; Strategic Economics, 2025.

Commercial Property sales and value increases from major rehabilitations provide a strong hedge against cost inflation for Union City’s General Fund. Proposition 13 limits property tax rates to one percent of the assessed value and limits annual assessment increases to no more than two percent.

Properties can only be fully reassessed when they sell, or a major renovation has taken place. All major property types in Union City, including retail, industrial, residential, and vacant, derive at least 70 percent of their tax base growth from reassessments due to sales or significant reinvestment, rather than from the two percent annual growth allowable under Prop 13. As Figure 17 shows, Union City’s industrial property had much greater growth in assessed value than residential, retail or vacant properties. This indicates that at industrial properties can be a significant driver of the City’s marginal growth in property tax revenues.
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23 FIGURE 17: GROWTH IN TOTAL ASSESSED VALUES BY PARCEL LAND USE, 2020-2024 Source: Alameda County Assessor’s Office, 2018-2024; Strategic Economics, 2025.

Property reassessments do not occur at a constant rate over time as they are subject to market factors including market demand and interest rates (see Figure 18). Increases in residential reassessments demonstrate more consistency over time than industrial reassessments, but even these assessments varied from approximately $200 million in the 2018 to 2019 period to $700 million in 2021 through 2022. Reassessments of industrial property peaked at the same time driven by Fortinet’s expansion in the Central Bay Business Park. Despite recording average transactions of $70 million in value across all the other years examined, Union City’s industrial reassessments reached $450 million from July of 2021 through June of 2022. While reassessments result in increased property tax collected by the City, reassessment activity reflects broader economic trends and are not guaranteed source of future property tax growth. Conversely, long-term property owners in Union City, including businesses and residents, benefit from the limited increases in property tax assessment imposed by Proposition 13.
0%
10%
20%
30%
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50%
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70%
80%
90%
100%
Retail Industrial Residential Vacant Total
Reassessed Parcels Non-reassessed parcels
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24 FIGURE 18: COMBINED ASSESSED VALUE OF PROPERTIES SOLD (MILLIONS OF USD) BY YEAR SOLD AND LAND USE (MILLIONS OF DOLLARS)
Note: Any given year range includes all dates from July 1st of the start year to June 30th of the end year.

Source: Alameda County Assessor, 2017-2024; Strategic Economics, 2024.

The other large source of revenue for Union City is sales tax, which represented 23 percent of General Fund revenues in Fiscal Year 2023/2024. The sales tax collected by the City comes from the BradleyBurns local tax rate (a one percent base tax rate implemented by the State) and a half-percent local transactions tax approved by Union City voters (Measure AA).11 Strategic Economics analyzed data from Avenu Insights & Analytics, which tracks Bradley-Burns sales tax collected in Union City, to determine the source of local sales tax dollars. This analysis revealed that retail and business-to-business tax accounted for a similar share of sales tax generation. Retail sales accounted for 55 percent of all sales tax generated in 2023 and industrial sales accounted for 43 percent of all sales tax generated in that year (see Figure 19). 11 Bradley-Burns sales taxes are one percent taxes on sales that occurred within Union City. These differ from transactions and use taxes that are levied to the sales’ point-of-destination rather than their point-of-sale. One example of a transactions and use tax is Union City’s Measure AA tax, a voter-approved half-cent sales tax measure that was renewed in 2022. $0
$200
$400
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$1,200
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2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 Residential
Industrial
Commercial
Vacant
Assessed Value upon Sale (Millions
USD)
Year of Sale*
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25 FIGURE 19: DISTRIBUTION OF BRADLEY-BURNS SALES TAX BY LAND USE, 2023 Source: Avenu Insights & Analytics, 2023; Strategic Economics, 2025.

Including both property and sales tax revenues, commercial properties generated approximately $20 million for Union City’s General Fund in 2024 (see Figure 20). Commercial properties produce all of the City’s Bradley-Burns and Measure AA sale tax revenue, which also contributed $7.1 million to the City’s general fund in 2023. When combined with the higher per acre assessed property value than residential properties, this total revenue generation demonstrates why commercial properties are so important to the City, beyond their ability to generate jobs for city residents.

FIGURE 20: PROPERTY TAX AND SALES TAX REVENUE BY LAND USE, 2024 Notes: The Bradley-Burns sales tax revenue collected reflects the sales tax collected in 2024 from the City based on distribution by use data from 2023.

Source: Avenu Insights & Analytics, 2023; Strategic Economics, 2025.

Industrial Retail Other
16% 43%
4%
55%
73%
7%
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
Property Tax Revenue Sales Tax Revenue
(Bradley-Burns)*
Other
Residential
Retail
Industrial
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26 III. Union City’s Strengths, Opportunities, and
Challenges
This section describes Union City’s current economic strengths, its potential opportunities for economic growth, and the challenges the City faces in its efforts to attract, expand, and retain businesses. The findings discussed below are based on previously reviewed empirical data and interviews or focus group meetings with individual city council members, business representatives, property owners and developers, and real estate brokers. Everybody who participated in these discussions has worked with and/or operated in Union City for many years and has a unique perspective on what makes the City a great place to do business, what opportunities may exist that the City could capitalize on in the future, and what challenges the City faces. These insights add depth and context to the quantitative data presented in the previous chapter and help to define the economic strategies presented in the next section.

STRENGTHS
Union City’s strengths come from a combination of its location, its diverse business mix, its businessfriendly government, and its strong resident workforce.

One of Union City’s key strengths is its strategic location. There are three primary attributes that account for this strength:
(1) Accessibility to Workers: Union City’s location between the San Mateo and Dunbarton Bridges provides multiple access routes to San Mateo County. This makes Union City a strategic place for businesses to locate while maintaining access for executives who work and/or live in San Mateo County. The City’s BART station and future Altamont Corridor Express (ACE) link also make Union City central for businesses who need to attract and retain workers with a wide range of skills and educational attainment levels.
(2) Accessibility to Innovative Industries: Developers and business representatives both indicated that Union City’s proximity to the life science research centered in San Mateo County boosts the City’s opportunity to attract businesses in this industry. Being located on the Interstate 880 corridor at the northern edge of Santa Clara County also makes Union City an attractive location for businesses who are part of the larger semiconductor supply chain centered in northern Santa Clara County.
(3) National and International Connections: Union City is close enough to both Oakland and San Francisco International Airports that it is an easy destination for people coming to visit Union City companies, primarily from Asia.

Union City’s moderately priced, flexible building stock can be easily adapted for advanced manufacturing businesses. Several businesses and developers have converted Union City’s buildings to facilities in the semiconductor or life sciences industries. Developers and business representatives say that it is faster and less expensive to convert existing buildings than build new buildings, especially in strong inner bay area locations like Union City. Three examples include precision diagnostics company BillionToOne (headquartered in Menlo Park with a lab in Union City), genetic medicines manufacturer Tenaya Therapeutics (headquartered in South San Francisco, manufacturing in Union City), and semiconductor packager Azimuth. Building adaptability combined with lower costs have also 256 of 452
27 attracted developers like Tarlton and Woodstock Development to purchase and repurpose older buildings to accommodate primarily life science tenants.

Despite the challenges of doing business in California and the Bay Area, companies prefer to remain in the area due to the large diverse labor pool and supply chain ecosystem. Union City’s existing manufacturing companies, which make everything from candy to robotic devices, acknowledge that it would be cheaper to operate in a lower cost state. But there is no other place in the U.S. that can replicate the region’s diverse workforce and extensive network of customers and suppliers.

Union City is responsive to businesses and has business friendly land use policies. Developers noted that Union City’s General Plan and zoning ordinance are both recent enough to reflect development standards that help to streamline the development process. This helps to lower development costs and reduce long-term risk.

CHALLENGES
Union City is facing a significant fiscal challenge as operating costs have increased faster than revenues. Because the City’s industrial lands and commercial areas contribute significantly to the City’s General Fund through property and sales tax revenue, a key consideration for economic development will be to assist in growing these revenues through investment and increased sales.

When the national and regional economy is growing, Union City is well-positioned to capture a share of this growth by leveraging its competitive advantages discussed above. But when economic trends are uncertain or declining, Union City must also recognize the following challenges and build a forwardlooking strategy to recover when trends improve.

Ongoing economic uncertainty in the U.S. economy prompted by trade policy, high interest rates, inflation, and cutbacks to federal spending on research and development. These factors are all rippling through the economy in ways that are slowing investment in Union City. For example, life science developers have been purchasing property in Union City to lease to growing life science companies that need starter spaces. This strategy, which had seen success in Union City, is now facing setbacks as a recent warehouse to life science conversion project has been slow to lease up. At least some of this market slowdown is tied to the federal government’s significant cuts in funding for life science related research and development. Another factor is the current oversupply of life science space in the Bay Area.

Manufacturing businesses struggle to afford to stay in the East Bay due to high rents, labor costs, and power costs. If housing prices continue to rise in the Bay Area, this will create challenges for low- and middle-income residents who live and work in the East Bay. The subsequent displacement makes places like the Central Valley attractive and competitive alternatives to Union City. Union City’s existing companies want to be in the Bay Area, but California’s high-cost environment makes it difficult to expand here. California competes with states that have fewer regulations for manufacturers, cheaper land, and a lower cost of living.

The same costs that push manufacturers out of the East Bay also discourage business formation and expansion. The Bay Area is a known leader in Life Sciences Research and Development, which resulted in Union City attracting innovative companies like Tenaya Therapeutics, BilliontoOne, and Hongene Biotech Corporation, but businesses across all industries often look outside California entirely when expanding their manufacturing operations.
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28 The East Bay is an interdependent ecosystem of producers and suppliers, and the departure of even a few key businesses creates disequilibrium. Conversations in focus groups revealed the importance of local supply chains. Large industrial businesses in Union City rely on smaller suppliers (e.g., grinding, heat treating, tooling) to stay operational here. Many suppliers have been in the East Bay for decades and occupy older and smaller industrial properties or condos. These suppliers face high-cost burdens as well and are vulnerable if they do not own the building out of which they operate. In this case, property tax reassessments, which do increase the City’s revenue, could also impose significant challenges on small businesses due to rising rents.

Union City’s largest vacant sites available for future industrial and office development are not attracting any interest from the market for a variety of reasons. A large privately owned vacant site is located in the Station East subarea of the Station District Specific Plan. The City has received an application for a new multi-family residential development, consisting of approximately 240 townhomes, on this site, which is currently under review. The property owner provided feedback that the current limitation on warehouse uses on the site and the proximity to I-880 has hampered prior efforts to develop the site with industrial uses.

The City owns four parcels in the Station District Core subarea along 11th Street. Three of these parcels were being considered for mid-rise office development prior to the pandemic. However, with the shifts in the East Bay office market following the pandemic, it could be as long as ten years before there is sufficient demand for a similar office development. Given the current market uncertainty over the future of the office market in general, it is difficult to know at this time whether this will ever be viable site for higher density office uses. In addition, these properties are subject to the state Surplus Land Act, which requires the City to offer the property to affordable housing developers prior to the land being used for any other use.

OPPORTUNITIES
Although Union City faces some significant challenges with respect to attracting new investment or business expansion due to the national and regional economic trends, the City still has excellent opportunities to prepare for the next market upswing by improving its entitlement and building permitting processes and enhancing its quality of life. Increasingly, new businesses, especially in technology related sectors, are looking for locations that offer their workforce walkable districts with access to restaurants and pleasant outdoor amenities. Union City has several excellent opportunities to create more distinctive places and districts.

Union City can proactively work with PG&E and other power storage systems to ensure sufficient power supply to all industrial areas. Access to power is a growing concern for potential East Bay businesses, and some stakeholders highlighted the efforts of other jurisdictions to form stronger relationships with PG&E to fast-track local projects. In Union City, the City Council and business stakeholders advocated for more coordination of infrastructure planning across departments and outside agencies including PG&E during interviews, which would also provide a reputational boost showing that Union City is open for business.

Although Union City has amenities for workers and residents, the City could add more. Attracting and retaining workforce is a significant challenge for some Union City businesses today, and this issue could continue to grow over time. Union City could help its existing businesses and increase quality of life for its residents by strategically adding several new amenities in the City. First, the City could 258 of 452
29 expand and increase the quality of its bicycle and pedestrian infrastructure connecting both industrial areas and residential neighborhood to the Bay Trail on the City’s western edge and Dry Creek Pioneer Regional Park on its eastern edge. Several large life science developers in San Mateo County are starting to include trails and other outdoor recreational amenities to their projects to attract young workers who want to spend time outdoors in high quality spaces during their workday. Second, Union City could improve multi-modal connectivity to the BART station, making it easier for people to ride BART to Union City, then bike or walk from the BART station to their job. And third, the City could work with cooperative shopping center owners to enhance their properties to be more attractive to Union City residents, workforce, and potential businesses.

IV. Economic Development Strategies
This section presents the goals, objectives strategies, metrics and timeframes for directing Union City’s economic development initiatives over the next three to five years. The goals and objectives reflect input from City Council and Economic Development Advisory Team (EDAT) members while also encompassing the focus areas and objectives that remain relevant from the City’s 2019 Economic Development Strategic Plan Update. In addition, the City has a new focus on small business support which has also been folded into this Strategy.

The metrics for measuring achievement are designed to measure how well the City is doing to manage its own resources in ways that directly build on Union City’s existing strengths and opportunities, while also providing ongoing information about the challenges that are shaping the City’s ability to move ahead in some directions over the short term.

GOAL 1: SUSTAIN, RETAIN AND GROW UNION CITY’S

EXISTING BUSINESSES
Objective 1.1: Strengthen communication, engagement, and partnership with the local business community.

Strategy 1.1(a) Organize industry-focused events such as information roundtables, forums, listening sessions, networking events or other formats as appropriate.

Strategy 1.1(b) Meet quarterly with the Economic Development Advisory Team.

Strategy 1.1(c) Recognize and celebrate the achievements of businesses and their contributions to the community.

Strategy 1.1(d) Collaborate with the Union City Chamber of Commerce to conduct outreach to their membership regarding programs and information that support Union City businesses. Work to determine priorities for each year that will inform the scope of work of the agreement between the City and Chamber.

Strategy 1.1(e) Maintain and regularly update the Union City internal business database for economic development communications.
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30 Strategy 1.1(f) Assist businesses who are establishing or expanding their business including but not limited to obtaining necessary permitting, identifying funding support, and receiving training on business operations, etc.

Strategy 1.1(g) Prioritize engagement with the City’s top sales tax generators and major employers to remain up to date on any growth opportunities or challenges they may be facing.

Strategy 1.1(h) Promote the City’s diverse industrial sector through collaborative events that educate the public on the type of businesses in the City. (i.e. Manufacturing Day) Objective 1.2: Implement best practices to maintain clean and safe industrial and commercial districts.

Strategy 1.2(a) Collaborate with the City’s Homeless Task Force to address issues related to homelessness in the City’s industrial and commercial districts.

Strategy 1.2(b) Educate and train businesses on best practices for Crime Prevention Through Environmental Design (CPTED), emergency preparedness training, and other strategies for sharing responsibilities for keeping businesses and property safe.

Objective 1.3: Connect businesses to federal, state, regional and local business resources.

Strategy 1.3(a) Regularly engage business support partners to maintain relationships and plan for upcoming business needs (i.e. SBA, Alameda County Workforce Development Board, SBDC, and GOBIZ.)
Strategy 1.3(b) Routinely update informational materials for new businesses describing available business resources.

Strategy 1.3(c) Collaborate with the Union City Chamber of Commerce on initiatives that support the Union City business community.

Objective 1.4: Support existing small businesses and small business start-ups in Union City.

Strategy 1.4(a) Prepare and maintain a “Starting a Business in Union City 101” Guide which includes information regarding resources and contacts including but not limited to those offered by the City, the East Bay Small Business Development Center, and the U.S. Small Business Administration.

Strategy 1.4(b) Organize and deliver regular workshops and educational sessions to provide small businesses with practical information, tools, and resources to support business sustainability and growth.

Strategy 1.4(c) Plan and execute promotional campaigns with local partners that encourage residents to support Union City businesses (i.e. Shop Local/Small Business Week, Restaurant Week, etc). 260 of 452
31 GOAL 2: ATTRACT NEW BUSINESSES TO UNION CITY
Objective 2.1: Prioritize efforts to attract new businesses that are a good match with the City’s available real estate assets and infrastructure, and/or the skills and levels of education held by Union City residents, focusing on life sciences, advanced manufacturing, and professional scientific and technical services, and emerging sectors.

Strategy 2.1(a) Work with brokers, developers, and individual businesses to provide information necessary to assist with property acquisition, investment and location decisions.

Strategy 2.1(b) Collaborate with the East Bay Economic Development Alliance, Silicon Valley Economic Development Alliance, industry and trade groups, and other East Bay cities to understand regional industry trends and economic cycles.

Strategy 2.1(c) Meet and communicate regularly with industrial brokers, developers, and property owners to understand the local and regional industrial real estate market and identify ways that Union City can take advantage of emerging opportunities or address challenging trends.

Strategy 2.1(d) Engage with developers or business owners to identify actions the City could take to update its land use policies (i.e. General Plan, Zoning, etc.), processes for project approval, or otherwise remove barriers to investing in Union City.

Strategy 2.1(e) Explore opportunities for offering business incentives to support companies interested in establishing operations in Union City.

Strategy 2.1(f) Offer individualized site selection assistance including demographic reports to assist businesses in their customer and workforce profile needs.

Objective 2.2: Work with shopping center owners to attract new tenants that serve Union City’s diverse population.

Strategy 2.2(a) Meet with the City’s shopping center owners to gather information regarding how each center is performing, and to identify ways in which the City can support in areas such as permitting infrastructure, addressing crime, matching new business start-ups with vacant space, etc.

Strategy 2.2(b) Engage with the International Council of Shopping Centers (ICSC) and local retail brokers to track up-and-coming retail trends and identify potential national, regional, and local retail tenants who might be a good fit for Union City.

Strategy 2.2(c) Develop promotional materials to support retail attraction to Union City’s commercial areas.

GOAL 3: FOSTER INVESTMENT IN UNION CITY’S

INDUSTRIAL AND COMMERCIAL AREAS
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32 Objective 3.1: Facilitate redevelopment of, or reinvestment in, underutilized properties in the City’s industrial areas.

Strategy 3.1(a) Track property transactions and reach out to new property owners to provide information about City processes and programs, or its partners, on services such as workforce training, obtaining development entitlements, working with local utilities, etc.

Strategy 3.1(b) Continue engagement with PG&E to enhance the ability of businesses to connect and upgrade their electric and gas utilities in a timely manner and assess power supply and needs of existing businesses and future industries to ensure there is adequate infrastructure.

Strategy 3.1(c) Continue to participate in the City’s interdepartmental Development Review Committee to ensure a timely and predictable permit process.

Objective 3.2: Facilitate reinvestment in Union City’s Shopping Centers Strategy 3.2(a) Work with interested shopping center owners to prepare a SWOT analysis for their property and work on an implementation plan to help these owners address their property’s weaknesses and leverage opportunities.

Strategy 3.2(b) Continue to support a public private partnership with the Union Landing Property Owners Association (ULPOA) and the continued renewal of the Property Business Improvement District (PBID).

Strategy 3.2(c) Promote intensification and transformation of existing shopping centers to address changing retail and economic trends.

Strategy 3.2(d) Manage and maintain City owned pylons signs within Union Landing to ensure functionality of lighting and that business signs remain filled and reflective of retail offerings.

Objective 3.3: Strengthen multi-modal connections between Union City’s business districts and the City’s existing amenities Strategy 3.3(a) Promote and educate businesses about the City’s commercial and industrial districts through strong multimodal connections between the BART station and the Marketplace subarea, industrial districts, Union Landing and the Historic Alvarado District.

Strategy 3.3(b) Continue to support and promote the Union City Transit services including the Flea.

Objective 3.4: Enhance the vitality of the Historic Alvarado District as a destination for shopping, services, and dining.

Strategy 3.4(a) Update existing strategies for the Historic Alvarado District that address urban design, placemaking, and economic development considerations including business attraction and retention.

Strategy 3.4(b) Engage both City and community stakeholders to evaluate opportunities to increase visibility of the area.
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33 Objective 3.5: Facilitate development of City-owned properties.

Strategy 3.5(a) Prepare an inventory of vacant City-owned property to inform a strategy for disposition and development of opportunity sites.

Strategy 3.5(b) Develop marketing materials to highlight opportunity sites.

GOAL 4: TELL UNION CITY’S STORY OF SUCCESS
Objective 4.1: Promote Union City by telling a strong story Strategy 4.1(a) Update a Union City marketing plan that includes information about the City’s demographics, resident workforce, business mix, types of real estate opportunities and local assets/amenities; as well as promoting services the City offers to businesses and property owners.

Strategy 4.1(b) Continue to participate in state and regional efforts to promote Bay Area cities including but not limited to participation in the East Bay Economic Development Alliance, Silicon Valley Economic Development Alliance, California Association of Local Economic Development, and ICSC.

Strategy 4.1(c) Maintain basic collateral materials that promote Union City’s distinct assets and amenities, such as the City’s small-town character within a major metropolitan region, access to big box stores and unique ethnic restaurants and grocery stores, close to regional parks, but also to San Francisco and the Peninsula.

Strategy 4.1(d) Update the economic development webpage on the City’s website.

Objective 4.2: Keep community members and local businesses informed and involved
Strategy 4.2(a) Present quarterly updates to the City Council on economic development related data trends and projects.

Strategy 4.2(b) Post economic development related news and stories on the City’s social media.

Strategy 4.2(c) Educate key stakeholders in the community (i.e. business leaders, commissioners, civic groups) in order to serve as ambassadors who promote the City’s brand and core marketing messages to the broader public.
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34 MEASURING THE PLAN’S PROGRESS
Reporting Metrics Process
The Economic Development staff will undertake a quarterly reporting process that provides the City Council with useful information on overall market trends and staff actions. This structure allows the Economic Development staff to tailor their actions in response to the broader regional and national market trends that are otherwise difficult to control. This Plan recommends that the staff prepare a presentation that includes the following three components as part of its quarterly updates:

1. Overview of Trends and Conditions
a. Regional economic trends
b. Real estate market trends in Union City as compared to reference cities (Hayward, Newark, Fremont)
c. Major real estate transactions and updates

2. Report on Economic Development Activities from the Past Quarter a. Summarize the objectives addressed and progress made

3. Set Staff Activities for the Upcoming Quarter
a. Summarize proposed actions and events taking place in the upcoming quarter b. Work with Council to set priorities regarding which goals, objectives, and strategies should have highest priority in the coming quarter based on information provided in the “Overview of Trends and Conditions” and previous quarter progress Before presenting this information before the City Council, the Economic Development staff should provide an update to the Economic Development Advisory Team (EDAT) for their input on activities to prioritize in the upcoming quarter. Feedback from the City Council (and EDAT) may encompass a review of the efficacy of existing strategies, suggestions for implementation, or changes to the regularity of their use with consideration to the staff’s capacity to perform each strategy. The following section details each strategy’s recommended timeline for implementation and performance indicators.

Implementation Matrix
This report also contains an implementation matrix for each goal that specifies the strategies’ timing, geographic focus, responsible parties, and performance metric/measure.

The timing for implementation designates whether a strategy is ongoing or has a target completion year. “Ongoing” is for strategies that staff continuously work on throughout the year, including responsive efforts that arise as needed. Strategies that result in a specific deliverable or require a dedicated project are assigned a year (e.g. 2026, 2027, or 2028) reflecting when staff anticipate completing of the project or deliverable. These strategies will occur within five years of the Plan’s adoption.
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35 FIGURE 221: GOAL 1 IMPLEMENTATION MATRIX
Objective Strategy Timing Geography Responsible Party
Performance
Metric/Measure
Goal 1: SUSTAIN, RETAIN AND GROW UNION CITY’S EXISTING BUSINESSES

1.1(a) Organize industry-focused
events such as information
roundtables, forums, listening
sessions, networking events or other
formats as appropriate. Ongoing
Industrial
Districts
Economic
Development
2 or more annual
meetings with
industry
representatives

1.1(b) Meet quarterly with the
Economic Development Advisory
Team Ongoing City
Economic
Development
4 meetings
annually

1.1(c) Recognize and celebrate the
achievements of businesses and
their contributions to the community Ongoing City
Economic
Development
4 or more
Proclamations for
Businesses

1.1(d) Collaborate with the Union
City Chamber of Commerce to
conduct outreach to their
membership regarding programs
and information that support Union
City businesses. Work to determine
priorities for each year that will
inform the scope of work of the
agreement between the City and
Chamber. Ongoing
Industrial/Retail
Districts
Economic
Development
2 or more joint
events annually
Review and update
contract scope

1.1(e) Maintain and regularly update
the Union City internal business
database for economic development
communications. Ongoing City
Economic
Development
Update Business
Data quarterly
Monthly new
business and
closed business
report; for internal
and Chamber of
Commerce

1.1(f) Assist businesses who are
establishing or expanding their
business including but not limited to
obtaining necessary permitting,
identifying funding support, and
receiving training on business
operations, etc. Ongoing City
Economic
Development
Number of
businesses
assisted

1.1(g) Prioritize engagement with
the City’s top sales tax generators
and major employers to remain up
to date on any growth opportunities
or challenges they may be facing. Ongoing City
Economic
Development
Number of
businesses
engaged that are
on the top 25 sales
tax generator list

1.1 Strengthen
communication,
engagement, and
partnership with the
local business
community

1.1(h) Promote the City’s diverse
industrial sector through
collaborative events that educate
the public on the type of businesses
in the City. (i.e. Manufacturing Day) 2026
Industrial
Districts
Economic
Development 1 event annually
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36 1.2(a) Collaborate with the City’s
Homeless Task Force to address
issues related to homelessness in
the City’s industrial and commercial
districts. Ongoing
Industrial/Retail
Districts
Economic
Development;
Homelessness Task
Force
Number of
Businesses
assisted with
homelessness
issues

1.2 Implement best
practices to
maintain clean and
safe Industrial and
commercial
districts. 1.2(b) Educate and train businesses
on best practices for Crime
Prevention Through Environmental
Design (CPTED), emergency
preparedness training, and other
strategies for sharing responsibilities
for keeping businesses and property
safe. Ongoing
Industrial/Retail
Districts
Economic
Development, Police
Department
Number of
businesses
engaged on the
topic of CPTED
Number of
businesses and
business
employees that
completed
emergency
preparedness
trainings

1.3(a) Regularly engage business
support partners to maintain
relationships and plan for upcoming
business needs (i.e. SBA, Alameda
County Workforce Development
Board, SBDC, and GOBIZ). Ongoing Region
Economic
Development
2 or more meetings
with partners
annually

1.3(b) Routinely update
informational materials for new
businesses describing available
business resources. Ongoing City
Economic
Development
Update
informational
materials annually

1.3 Connect
businesses to
federal, state,
regional and local
business resources.

1.3(c) Collaborate with the Union
City Chamber of Commerce on
initiatives that support the Union City
business community. Ongoing City
Economic
Development, Union
City Chamber of
Commerce
1 or more small
business-focused
event annually

1.4(a) Prepare and maintain a
“Starting a Business in Union City
101” Guide which includes
information regarding resources and
contacts including but not limited to
those offered by the City, the East Bay
Small Business Development Center,
and the U.S. Small Business
Administration. 2026 City
Economic
Development
Prepare Business
Guide
Strategy 1.4(b) Organize and deliver
regular workshops and educational
sessions to provide small businesses
with practical information, tools, and
resources to support business
sustainability and growth. Ongoing City
Economic
Development 2 events annually

1.4: Support
existing small
businesses and
small business
start-ups in Union
City.

Strategy 1.4(c) Plan and execute
promotional campaigns with local
partners that encourage residents to
support Union City businesses (i.e.

Shop Local/Small Business Week,
Restaurant Week, etc). 2027
Commercial
Areas
Economic
Development/Chamber
of Commerce 1 event a year
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37 FIGURE 222: GOAL 2 IMPLEMENTATION MATRIX
Objective Strategy Timing Geography
Responsible
Party
Performance
Metric/Measure
Goal 2: ATTRACT NEW BUSINESSES TO UNION CITY

2.1(a) Work with brokers,
developers, and individual
businesses to provide information
necessary to assist with property
acquisition, investment and
location decisions. Ongoing City
Economic
Development Number of engagements

2.1(b) Collaborate with the East
Bay Economic Development
Alliance, Silicon Valley Economic
Development Alliance, industry
and trade groups, and other East
Bay cities to understand regional
industry trends and economic
cycles. Ongoing Region
Economic
Development
Attendance at monthly
EBEDA and SVEDA
meetings

2.1(c) Meet and communicate
regularly with industrial brokers,
developers, and property owners to
understand the local and regional
industrial real estate market and
identify ways that Union City can
take advantage of emerging
opportunities or address
challenging trends. Ongoing Region
Economic
Development,
EBEDA
4 or more meetings with
brokers a year

2.1(d) Engage with developers or
business owners to identify actions
the City could take to update its
land use policies (i.e. General Plan,
Zoning, etc.), processes for project
approval, or otherwise remove
barriers to investing in Union City. Ongoing City/Region Economic
Development,
Planning
4 or more meetings a
year with stakeholders
who have been through a
recent project

2.1(e) Explore opportunities for
offering business incentives to
support companies interested in
establishing operations in Union
City. 2027 City
Economic
Development
Report on potential
options and case studies

2.1 Prioritize
efforts to attract
new businesses
that are a good
match with the
City’s available
real estate
assets and
infrastructure,
and/or the skills
and levels of
education held
by Union City
residents,
focusing on life
sciences,
advanced
manufacturing,
and professional
scientific and
technical
services, and
emerging
sectors.

2.1(f) Offer individualized site
selection assistance including
demographic reports to assist
businesses in their customer and
workforce profile needs. Ongoing City/Region
Economic
Development
Number of businesses
assisted in site selection
Demographic Report

2.2 Work with
shopping center
owners to attract
new tenants that
serve Union
City’s diverse
population.

2.2(a) Meet with the City’s
shopping center owners to gather
information regarding how each
center is performing, and to
identify ways in which the City can
support in areas such as
permitting infrastructure,
addressing crime, matching new
business start-ups with vacant
space, etc. Ongoing
Retail
Districts
Economic
Development
Outreach to Shopping
Centers property
owners/representatives
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38 2.2(b) Engage with the
International Council of Shopping
Centers (ICSC) and local retail
brokers to track up-and-coming
retail trends and identify potential
national, regional, and local retail
tenants who might be a good fit for
Union City. Ongoing
Retail
Districts /
Region
Economic
Development
Attendance of Economic
Development Staff

2.2(c) Develop promotional
materials to support retail
attraction to Union City’s
commercial areas. 2026 City
Economic
Development,
Information
Technology
Promotional Material for
distribution
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39 FIGURE 223: GOAL 3: IMPLEMENTATION MATRIX
Objective Strategy Timing Geography
Responsible
Parties
Performance
Metric/Measure
Goal 3: FOSTER INVESTMENT IN UNION CITY’S INDUSTRIAL AND COMMERCIAL AREAS

3.1(a) Track property
transactions and reach out to
new property owners to
provide information about City
processes and programs, or
its partners, on services such
as workforce training,
obtaining development
entitlements, working with
local utilities, etc. Ongoing
Industrial
Districts
Economic
Development, Union
City Chamber of
Commerce
Percentage of New Businesses
Receiving "Welcome" Materials

3.1(b) Continue engagement
with PG&E to enhance the
ability of businesses to
connect and upgrade their
electric and gas utilities in a
timely manner and assess
power supply and needs of
existing businesses and future
industries to ensure there is
adequate infrastructure. 2027
Industrial
Districts
Economic
Development; Public
Works Internal Power Supply Plan

3.1 Facilitate
redevelopmen
t of, or
reinvestment
in,
underutilized
industrial
properties in
the City’s
industrial
areas

3.1(c) Continue to participate
in the City’s interdepartmental
Development Review
Committee to ensure a timely
and predictable permit
process. Ongoing City/Region
Economic and
Community
Development
(Economic
Development,
Planning, Building,
Environmental
Programs, Fire),
Public Works
Feedback from businesses on
City approval process

3.2(a) Work with interested
shopping center owners to
prepare a SWOT analysis for
their property and work on an
implementation plan to help
these owners address their
property’s weaknesses and
leverage opportunities. 2027
Marketplace
Subarea
Economic
Development,
Planning
SWOT Analysis for each
shopping center

3.2(b) Continue to support a
public private partnership with
the Union Landing Property
Owners Association (ULPOA)
and the continued renewal of
the Property Business
Improvement District (PBID). Ongoing Union Landing
Economic
Development
Interactions with Union Landing
PBID
Regularly attend ULPOA Board
meeting on behalf of the City

3.2 Facilitate
reinvestment
in Union City's
Shopping
Centers

3.2(c) Promote intensification
and transformation of existing
shopping centers to address
changing retail and economic
trends. 2027
Commercial
Areas
Economic
Development
Number of meetings with
shopping center owners and
managers
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40 3.2(d) Manage and maintain
City owned pylons signs within
Union Landing to ensure
functionality of lighting and
that business signs remain
filled and reflective of retail
offerings. Ongoing Union Landing
Economic
Development
Finance
Public Works
Fully functional and filled pylon
signs

3.3(a) Promote and educate
businesses about the City’s
commercial and industrial
districts through strong
multimodal connections
between the BART station and
the Marketplace subarea,
industrial districts, Union
Landing and the Historic
Alvarado District. 2027 City
Economic
Development, Public
Works
Evaluation of Feasibility of New
Multimodal Connections

3.3 Strengthen
multi-modal
connections
between
Union City’s
business
districts and
the City’s
existing
amenities 3.3(b) Continue to support
and promote the Union City
Transit services including the
Flea. Ongoing City
Economic
Development, Union
City Transit
Union City Transit and Flea
Ridership; Business Feedback
on Union City Transit Use

3.4(a) Update existing
strategies for the Historic
Alvarado District that address
urban design, placemaking,
and economic development
considerations including
business attraction and
retention. 2027
Historic
Alvarado
District
Economic
Development,
Planning, Public
Works
Historic Alvarado District
Strategic Plan

3.4 Enhance
the vitality of
the Historic
Alvarado
District as a
destination for
shopping,
services, and
dining.

Strategy 3.4(b) Engage both
City and community
stakeholders to evaluate
opportunities to increase
visibility of the area. 2027
Historic
Alvarado
District
Economic
Development
Meetings with identified
stakeholders
Strategy 3.5(a) Prepare an
inventory of vacant City-owned
property to inform a strategy
for disposition and
development of opportunity
sites. 2027
Commercial
Areas
Economic
Development,
Planning, Public
Works
Documented list of City owned
properties
Objective 3.5
Facilitate
development
of City-owned
properties
Strategy 3.5(b) Develop
marketing materials to
highlight opportunity sites 2026
Commercial
Areas
Economic
Development,
Planning, Public
Works Marketing Material
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41 FIGURE 224: GOAL 4: IMPLEMENTATION MATRIX
Objective Strategy Timing Geography
Responsible
Parties
Performance
Metric/Measure
Goal 4: Tell Union City's Story of Success

4.1(a) Update a Union City
marketing plan that includes
information about the City’s
demographics, resident workforce,
business mix, types of real estate
opportunities and local
assets/amenities; as well as
promoting services the City offers
to businesses and property
owners. 2026 City
Economic
Development,
Information
Technology
Development of Marketing
Plan and Updated Website

4.1(b) Continue to participate in
state and regional efforts to
promote Bay Area cities including
but not limited to participation in
the East Bay Economic
Development Alliance, Silicon
Valley Economic Development
Alliance, California Association of
Local Economic Development, and
ICSC. Ongoing State/Region
Economic
Development
Attendance at Events
hosted by Regional and
State Economic
Development
Organizations

4.1(c) Maintain basic collateral
materials that promote Union
City’s distinct assets and
amenities, such as the City’s smalltown character within a major metropolitan region, access to big
box stores and unique ethnic
restaurants and grocery stores,
close to regional parks, but also to
San Francisco and the Peninsula. 2026 City
Economic
Development Development of Materials

4.1 Promote
Union City by
telling a strong
story

4.1(d) Update the economic
development webpage on the
City’s website. 2026 City/Region
Economic
Development
Distribute Info Sheet and
Publish on City Website

4.2(a) Present quarterly updates to
the City Council on economic
development related data trends
and projects. Ongoing Region
Economic
Development Present update quarterly

4.2(b) Post economic development
related news and stories on the
City’s social media. Ongoing City
Economic
Development Number of posts per year

4.2 Keep
community
members and
local businesses
informed and
involved

4.2(c) Educate key stakeholders in
the community (i.e. business
leaders, commissioners, civic
groups) in order to serve as
ambassadors who promote the
City’s brand and core marketing
messages to the broader public. 2026 City
Economic
Development
Number of stakeholders
educated
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42 272 of 452
On June 9, 2026, the City Council held a Study Session with Strategic Economics, LLC (the "Consultant") and City staff to review the draft Economic Development Strategic Plan (the "ED Strategic Plan"). During the Study Session, as well as through comments submitted afterward, the City Council did not recommend any changes to the ED Strategic Plan's goals or objectives. The following provides an overview of the Consultant's overview of the ED Strategic Plan and a summary of the City Council's comments and input (paraphrased).

Opening Background Overview
• The Strategic Plan is grounded in Union City's competitive strengths and challenges, current market conditions, and broader economic forces that influence development but remain outside the City's control.
• The Plan establishes a clear path forward by outlining how the City will work collaboratively with businesses, property owners, developers, and regional partners to grow revenues, create quality jobs, and support businesses of all sizes. • The Strategic Plan defines clear economic development goals and priorities, identifies both short-term and long-term actions to achieve those objectives, and provides measurable performance metrics to track implementation and progress over time. • While the City cannot control market conditions, private property decisions, or broader economic trends, it can create conditions that encourage private investment and business growth.
• The City's updated zoning regulations, General Plan, and responsive development services provide a strong framework for attracting and supporting investment, particularly within Union City's industrial and employment areas. • Economic development is fundamentally about building partnerships. Strong relationships with businesses, educational institutions, developers, and regional organizations serve as an economic "insurance policy," helping the community respond more effectively to changing market conditions and capitalize on new opportunities. • Although economic development efforts cannot directly control property tax or sales tax revenues, they can "set the table" by creating the policies, infrastructure, and business

CITY COUNCIL FEED-BACK
on
Draft Economic Development Strategic Plan
Attachment 2
273 of 452
environment that enable private investment, business expansion, and long-term revenue growth.
• From a fiscal perspective, Union City's industrial areas generate significantly more property tax revenue per acre than residential land uses, underscoring the importance of preserving and strengthening the City's industrial employment base as part of its long-term economic strategy.

Feedback at Study Session
Mayor Singh
• Economic Development staff should take a more proactive role in helping businesses and prospective tenants identify available commercial and industrial space within Union City.
• Economic Development staff should play a greater role in addressing homeless encampments in industrial areas by working collaboratively with other City departments and providing additional support to the Deputy City Manager with these efforts.

Vice Mayor Patino
• If communication with Union Pacific Railroad (UPRR) is unsuccessful, City staff should elevate concerns to senior UPRR leadership to improve responsiveness and advance resolution of issues affecting the community.

Councilmember Nishihira
• Refine the Strategic Plan by narrowing the number of priorities and strategies. Focus on initiatives that have the greatest leverage and demonstrate a clear, measurable impact on economic development outcomes for the City.
• Assess the City's business mix to identify the industries and business types that generate the greatest economic and fiscal benefits. Use this analysis to identify gaps and prioritize business attraction efforts toward sectors that strengthen the City's tax base, create quality jobs, and support long-term economic growth.

Post Study Session Feedback
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Councilmember Wang
• Evaluate whether Economic Development staff is devoting too much time focused on requested evaluation of the staff time and resources devoted to addressing homelessness in the industrial area to determine if these efforts may affect the City's ability to advance other economic development initiatives. • Expressed support for continuing collaboration with the Chamber of Commerce, including ongoing distribution of new business license information to the Chamber. He also requested that, in his role as the City Council liaison to the Chamber, that he be included in Chamber communications.
• Supported continued efforts to partner with shopping center owners and managers to improve the appearance and conditions of commercial centers and explore opportunities to activate these spaces as destinations for holiday and community events.

Councilmember Sakakihara
Identified Areas for Staff focus:
• Strategies related to further streamlining processes for businesses. • Strategies related to helping small businesses navigate what they need to do to start operations.
• Strategies related to assisting with PG&E issues.
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1 | P a g e
Staff focus is divided between ongoing work and projects that requir focused attention.

On-going work includes efforts that require “rapid response” to stakeholders, community and business prospects who reach out to staff for assistance. Deliverables require focused attention and usually a beginning and end-date resulting in completion.

Goal 1: Sustain, Retain and Grow Union City’s Existing Business Ongoing Work
• Chamber Collaborations
• Maintain and Monitor Market Sector Indicators
• Plan and Organize 2 EDAT Meetings
• Update and Track Union City Indicators
• New and Existing Business Support
• Internal Department Collaborations
• Homeless Task Force
• City Manager’s Initiatives
• Regional Collaboration with Economic Development Partners Deliverables
• Industry Roundtable
• Business Emergency Preparedness Trainings: 6+
• Establish new Chamber Agreement
• Manufacturing Day – Business and Partner Engagement and Logistics • Address Homeless Encampments on Lewis Street and Pacific Street by Engaging with UPRR
• Establish Small Business Promotion Program – Open Rewards Goal 2: Attract New Businesses to Union City
Ongoing Work
• Support brokers and new potential businesses
• Site selection support
Deliverables
• Develop promotional material for shopping center retail attraction (2026 Deliverable)
• Targeted outreach to at least 2 shopping center property owners (2026 Deliverable)
Goal 3: Foster Investment in Union City’s Industrial and Commercial Areas Economic Development
Work Plan July – December 2026
Attachment 3
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2 | P a g e
Ongoing Work
• Track property transactions and engage property owners (On-going) • Maintain PG&E engagement to support business needs
• Participating in City’s Development Review Committee
• Continued support of ULPOA / PBID
• Promote and educate business on access to the FLEA
Deliverables
• Develop marketing materials to highlight opportunities sites Goal 4: Tell Union City’s Story of Success
Ongoing Work
• Regional participation and collaboration with Economic Development Partners Deliverables
• Develop Union City Marketing Plan
• Update Economic Development Webpage
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Item 6.1
Economic Development Strategic Plan /
Economic Development Division Six-Month Work Plan
Gloria Ortega, Economic Development Manager
Kyle Weddington, Economic Development Coordinator
Dena Belzer, Strategic Economics, Inc.
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2 • Celebrate the Completion of the Economic Development Strategic Plan (the “ ED Strategic Plan”)
• Recognizing Stakeholder Contributions and What Economic Development Means to City
• Metrics and Measuring Success, Market Data Impacts
• Review Six-Month Work Plan
• Discussion and Questions
Discussion Summary and City Council Request
City Council Actions:
• Resolution Adoption to Approve the ED Strategic Plan
• Accept the Economic Development Division Six-Month Work Plan 279 of 452
3 Establish clear
economic
development
goals and
priorities
Identify shortand long-term
focused
actions to
support goals
and objectives
Provide clear
metrics for
measuring
progress in
executing the
Plan’s actions
Economic Development Strategic Plan Purpose
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The Economic Development Strategic Plan Can
• Build partnerships with businesses/ brokers to retain / attract businesses • Promote the City as a location of choice
• Keep city leaders informed of how their decisions and/or policies impact businesses and/or the ability to grow the economy/fiscal stability • Work with regional / State partners to direct policy / legislation impacting businesses and voice business challenges and opportunities • Ensure businesses have access/knowledge to state/regional resources and technical assistance
The Economic Development Strategic Plan Cannot
• Control market conditions – Can shift strategies to respond to changing conditions • Control property not owned by the City - Can ensure that zoning in place to facilitate uses desired by the decision-makers
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5 Why Economic Development Matters to Union
City?
$
Sales
Tax
Industry
Mix /Jobs
for Local
Residents
Property Tax
Robust General
Fund
Local Businesses and Commercial Real Estate Support Union City’s Fiscal and Economic Health
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6 Revenue Drivers
• Residential
• Industrial
Property
Tax
• Retail
• Business
to
Business
Sales
Taxes
Hotel
Occupancy
Taxes
Other
Taxes
Vacancy
Rates
Acquisitions
Real
Estate
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Who Participated in Creating the EDSP?
City Council
• Mayor Singh
• Vice Mayor Patiño
• Councilmember Nishihira
• Councilmember Wang
• Councilmember
Sakakihara
Businesses
• USK (Adv. Manufacturing)
• Azimuth (Semiconductor
Packaging)
• Mizuho (Adv.

Manufacturing)
• GCM (Adv. Manufacturing)
• Sigmatron (Adv.

Manufacturing)
• Tenaya Therapeutics
(Biotechnology)
Property Owners
• Lu Tipping (Alvarado
Historic District)
• Sywest (Union Landing)
• Pappas Investments
(Union Landing)
• Jessica Kane (Union
Square Marketplace)
Real Estate Experts
• Bob Ferraro (Industrial
Broker)
• Carol Therien (Retail Broker)
• Fernando Cuebas (Retail
Broker)
• Tarlton (Life Sciences
Developer)
• Woodstock Development
• City Ventures (Residential
Developer)
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8 Market Sector Indicators
Why We Track Them?
• Monitor Opportunities for Growth, Expansion
• Monitor Trends that Negatively Impact Economy
• Understand Conditions that Requires Shift in Strategies • Impacts on City, Business Fiscal Health, Jobs, and Revenues • Understanding Trends – Growth, Retrenchment
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9 Market Sector Indicators
• Real Estate Vacancy Rates: Industrial, Warehouse, Research and Development, Commercial
• Retail Vacancy Rates
• Major Leases and Renewals
• Sales Tax Revenues: Retail and Business-to-Business
• Hotel Occupancy Taxes
• Major Land/Property Acquisitions
• Business License Applications and Renewals
• Building Permits
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10 Examples of Market Sector Conditions that Impact
Local Economic Development
• Inflation - cost of gas, food, retail products, construction, labor, capital, utilities
• Geopolitical events
• Supply chain challenges - inability to receive products/materials, tariffs • Lack and cost of available land
• Retail transformation - bankruptcies, retrenchment and/or closures Market Sector Indicators
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Measuring Progress
Prioritizing
Goals,
Objectives,
Strategies
Monitoring
Market and
Local
Conditions
Reporting
Quarterly
Progress to
City Council
Evaluate
Whether We
Are on Track
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OVERVIEW OF

ECONOMIC

DEVELOPMENT

STRATEGIC
PLAN
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STRATEGIC PLAN STRUCTURE

VISION GOALS OBJECTIVES STRATEGIES
13 1 4 13 45
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Economic Development Vision
Union City is a great place to do business
based on transparent and responsive
government services. Union City is
committed to retaining its existing
businesses, attracting new businesses that
include high-wage jobs for Union City
residents, and growing the City’s revenues.

Union City will continue offering clean and
safe business districts and improving the
quality of life of residents.
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City Council Feedback
• Enhanced Chamber of Commerce
Collaboration
• Support Shopping Center Vitality
• Streamline Business Permitting
• Support Business Investment
• Small Business Startups and Growth
• Clean and Safe Business Districts
• Prioritize High Impact Initiatives
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16 GOAL 1: SUSTAIN, RETAIN AND
GROW UNION CITY’S EXISTING

BUSINESSES
Objective 1.1: Strengthen
communication, engagement, and partnership
with business community.

Objective 1.2: Best practices to maintain
clean and safe industrial and commercial
districts
Objective 1.3: Connect businesses to federal,
state, regional and local resources
Objective 1.4: Support existing small
businesses and start-ups
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17 GOAL 2: ATTRACT

BUSINESSES TO UNION CITY
Objective 2.1: Prioritize efforts to attract new
businesses
Objective 2.2: Working with shopping center
owners to attract new tenants that will service Union
City’s diverse population
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18 GOAL 3: FOSTER INVESTMENT
IN UNION CITY’S INDUSTRIAL

AND COMMERCIAL AREAS
Objective 3.1: Strengthen communication, engagement, and partnership with the local business community
Objective 3.2: Facilitate reinvestment in Union City’s Shopping Centers
Objective 3.3: Strengthen multi-modal connections between Union City’s business districts and the City’s existing amenities Objective 3.4: Enhance the vitality of the Historic Alvarado District as a destination for shopping, services, and dining.

Objective 3.5: Facilitate development of City-owned properties. 295 of 452
19 GOAL 4: TELL UNION CITY’S

STORY OF SUCCESS
Objective 4.1: Promote Union City by
telling a strong story
Objective 4.2: Keep community members
and local businesses informed and
involved
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20 Ongoing Work
• Chamber Collaborations
• Maintain and Monitor Market Sector Indicators
• 2 EDAT Meetings
• Update and Track Union City Indicators
• New and Existing Business Support
•Internal Department Collaborations
• Homeless Task Force
• City Manager Initiatives
• Regional Collaboration with Economic
Development Partners
Implementation: Planning for Success
GOAL 1: SUSTAIN, RETAIN AND GROW UNION CITY’S

EXISTING BUSINESSES
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21 2026 Deliverables
• Industrial Roundtable
• Emergency Preparedness Trainings
• Establish new Chamber Agreement
• Manufacturing Day
• UPRR engagement to address homeless
encampments in the industrial sector
• Establish Small Business Promotion –
Open Rewards
Implementation: Planning for Success
GOAL 1: SUSTAIN, RETAIN AND GROW UNION CITY’S EXISTING

BUSINESSES
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22 •Broker and new business support (On-going)
•Site selection support (On-going)
• Develop promotional material for shopping
center retail attraction (2026 Deliverable)
•Targeted outreach to at least 2 shopping
center property owners (2026 Deliverable)
Implementation: Planning for Success
GOAL 2: ATTRACT NEW BUSINESSES TO UNION CITY
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23 •Track property transactions and engage
property owners (On-going)
• Maintain PG&E engagement to support
business needs (On-going)
•Participate in City’s Development Review
Committee (On-going)
• Continued support of ULPOA / PBID (Ongoing)
•Promote and educate business on access to
the FLEA (On-going)
• Develop marketing materials to highlight
opportunities sites (2026 Deliverable)
Implementation: Planning for Success
GOAL 3: FOSTER INVESTMENT IN UNION CITY’S

INDUSTRIAL AND COMMERCIAL AREAS
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24 • Regional participation and
collaboration with Economic
Development Partners (Ongoing)
• Develop Union City Marketing
Plan (2026 Deliverable)
• Update Economic
Development Webpage (2026
Deliverable)
Implementation: Planning for Success
GOAL 4: TELL UNION CITY’S STORY OF SUCCESS
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25 ED Staff will provide quarterly updates to the City Council which include:
• Overview of relevant market indicators
• Overview of staff accomplishments, strategies implemented during the previous quarter, and progress towards performance measure
• Updates on relevant economic development market trends / topics
Measuring Progress
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26 Recommendations
Staff recommends that the City
Council adopt a resolution
approving the Economic
Development Strategic Plan, and
Accept the Economic Development
Division Six-Month Work Plan
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Similarly, if quarterly reporting will become part of implementation, I encourage those reports to consistently present trend data rather than simply listing completed activities. A dashboard showing key economic indicators over time would allow both the Council and the public to evaluate whether the Strategic Plan is producing measurable improvements rather than simply documenting staff workload.

Another area deserving continued attention is balancing fiscal objectives with land use decisions. The report correctly emphasizes the importance of preserving industrial and commercial land because those uses generate significant long-term General Fund revenues. As future development proposals arise, maintaining consistency between adopted economic policy and individual land use decisions will become increasingly important.

Finally, economic development strategies inevitably depend upon external market conditions outside the City's direct control, including interest rates, regional employment trends, commercial real estate markets, investor confidence, and private property owner decisions. Because many of these factors cannot be controlled by City government, measurable performance indicators become even more important in distinguishing between outcomes attributable to City policy and those driven primarily by broader economic conditions.

I support adoption of the Strategic Plan. I simply encourage the Council to ensure that future implementation reports provide objective, quantitative measures demonstrating whether the Plan is actually advancing the City's stated fiscal sustainability goals rather than relying primarily upon descriptions of completed activities.

Thank you for your consideration.

Sincerely,
Henry Soong
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City Council Staff Report Page 1 of 5 July 28, 2026
Staff Report
Agenda Item No. 6.2
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Receive Informational Report on the Public Services Grant Allocation Process

EXECUTIVE SUMMARY
During the development of the Biennial Budget for FY 2025-2026 and FY 2026-2027, the City Council expressed an interest in better understanding the Public Services Grant Allocation process. The City Council requested that staff return to Council prior to the next budget cycle to provide a briefing on the upcoming round of funding.

In response to this request, staff is providing an overview of the Public Services Grant Allocation process. The budget process begins in January 2027, and a Notice of Funding Availability for grants will be issued in December 2026. Staff recommends that the City Council receive this informational report and provide feedback in advance of the Public Service Grant Allocation process.

STRATEGIC PLAN ALIGNMENT
This agenda item does not align with a specific goal or strategy but does support the City’s public service grant process, which supports the City’s mission to create and provide effective, high-quality services that foster a high quality of life and economic vitality.

BACKGROUND
As part of its biennial budget process, the City annually commits approximately $250,000 of General Fund monies, in addition to approximately 15 percent (maximum allowed) of the City’s Federal Community Development Block Grant (“CDBG”) yearly allocation to support public services. This amount has varied over the years, but on average the City provides approximately $65,000 in CDBG funds, totaling approximately $315,000 per year, to support public services.

Please note that CDBG and HOME funds are also utilized for resident and business “support” services that do not count towards the 15% cap. Examples of these programs include: 1) support for residents who want to open an in-house childcare facility, 2) minor 306 of 452
Agenda Item No. 6.2
City Council Staff Report Page 2 of 5 July 28, 2026
home repair program grants for low-income residents, and 3) temporary residential rent assistance with one-on-one financial counseling.

In 2016, the City prepared a Public Services Needs Assessment Study (“Study”), which the City Council approved in September of that year. The Study recommended creating a grant application process to identify non-profit services that reflect community needs and priorities while ensuring a transparent and fair selection method. In response, the City established an application process in which a subcommittee of the Human Relations Committee (“HRC”) reviews submissions and provides funding recommendations. These recommendations are then forwarded to the City Council for final approval.

The Study was updated in 2023 and identified increased needs for programs and services supporting individuals experiencing homelessness, seniors, and youth. In 2025, Alameda County completed the Regional Analysis of Impediments to Fair Housing (“AI”), which informs the City's five-year Federal Consolidated Plan (“ConPlan”). The ConPlan is HUD's required strategic planning document that identifies local housing and community development priorities and guides the use of CDBG funds. The AI identified additional priorities, including expanding housing opportunities for people with special needs, addressing displacement in high-cost and gentrifying areas, and promoting fair housing enforcement and education through interagency collaboration. Together, the Study, AI, and ConPlan guide the City's CDBG funding priorities.

The overall priorities identified in the documents described above are used to establish priorities for programs and services that are considered eligible programs/activities for the City’s Notice of Funding Availability (“NOFA”) process for allocation of the grant funds, which is further described below.

DISCUSSION
This section provides an overview of the City's Public Service Grant NOFA process for awarding CDBG and General Fund monies. It outlines the application requirements, evaluation criteria, review procedures, and scoring methodology. The section also explains the respective roles of City staff and the HRC Subcommittee in reviewing and recommending funding awards. The procedures are intended to promote transparency, consistency, accountability, and fairness while ensuring that funding decisions align with community priorities and federal CDBG requirements.

APPLICATION PROCESS
A sample NOFA is attached (Attachment 1) and includes the following components:
• Examples of Eligible Programs/Activities
• Minimum applicant eligibility requirements;
• Applicable CDBG requirements;
• Contract, insurance, and reporting requirements;
• Application review and approval process;
• Schedule for application review and funding awards;
• Information regarding the mandatory Technical Assistance Workshop; and • Information regarding the City’s online ZoomGrants application portal. 307 of 452
Agenda Item No. 6.2
City Council Staff Report Page 3 of 5 July 28, 2026
In addition, applicants are provided with the Evaluation and Scoring Criteria (Attachment 2) to understand better the questions being asked and the points assigned to each section.

Mandatory Technical Assistance Workshop
The City conducts a mandatory workshop for all prospective applicants. The workshop covers:
• Application requirements;
• Funding priorities;
• Scoring criteria;
• Submission deadlines;
• Contract requirements; and
• Training on the ZoomGrants portal (Attachment 3).

Applicants who do not attend the workshop are not eligible to submit an application. The workshop is conducted virtually and in-person. Holding a single workshop ensures that all applicants receive the same information and responses to questions, reducing the potential for inconsistent guidance or perceived favoritism.

In addition to the Technical Assistance Workshop, staff will respond to administrative and programmatic questions related to the NOFA and the online portal system. As a best practice, after the NOFA has been issued, staff does not assist applicants in drafting or improving responses in a way that could affect scoring in order to ensure neutrality and fairness.

Scoring Process
The scoring criteria are included in Attachment 2. Based on recommendations included in the Study, the criteria prioritize programs that provide services within Union City, conduct equitable outreach and marketing, establish partnerships and collaborations to reduce duplication of services, and improve performance measurement, reporting, and outcome tracking.

ZoomGrants requires applicants to complete a pre-application to verify eligibility before submitting a full application. Applicants must demonstrate that they are a valid 501(c)(3) nonprofit or public agency and provide financial documentation based on their annual revenue that is uploaded to the portal and reviewed by staff before they are allowed to complete the full application.

City staff scores the objective portions of the application for applicants that pass the preapplication process, which consist primarily of eligibility and compliance-related questions utilizing the table in Attachment 2. At the top of the Application Evaluation and Scoring Criteria form, the rows are labeled with possible points, and then the “City Staff Score” and “HRC Subcommittee Score” are at the top of each row, and the questions are highlighted in yellow so that it is clear which member is scoring which question on the sheet. The questions for City staff are scored on an all-or-nothing basis while the questions the HRC Subcommittee reviews are scored on a sliding scale, which is described further below.
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Agenda Item No. 6.2
City Council Staff Report Page 4 of 5 July 28, 2026
After staff completes their review, the applications are forwarded to the HRC Social Services Subcommittee for their evaluation. Subcommittee members score responses for quality and completeness using the established point ranges. • Maximum points are awarded for detailed, well-organized responses that fully address all parts of the question and provide supporting examples or measurable outcomes.
• Low scores are given for incomplete, vague, or poorly developed responses. • Zero points are assigned when a question is left unanswered or when the applicant indicates it cannot meet a required reporting or service requirement.

The maximum score an application can receive is 100 points, and a minimum score of 50 points is needed to receive an award. The amount of funding an applicant receives is based on several components including overall score, funding request, funding availability, and past performance (if applicable). Staff works with the HRC Subcommittee to finalize the scores, review the funding requests, and create a funding recommendation list based on the components listed above. After the award recommendations are finalized, they are brought back to the full HRC for final approval.

Those scores are then organized and incorporated into the CDBG Annual Action Plan.

The recommendations are presented to the City Council for approval as part of the Action Plan's approval prior to its submission to HUD.

Some applications do not receive a funding award due to low scores. Common reasons why applications receive low scores include:
• Incomplete or insufficient application responses;
• Inability to commit to required reporting; and
• Inability to meet CDBG, NOFA, or other minimum program requirements.

After the NOFA process is complete and funding allocations are made, staff typically meet with any applicants who did not receive an award to provide feedback on how they can improve their scoring for a future round of funding.

FISCAL IMPACT
There is no fiscal impact on the City’s General Fund by accepting this report.

RECOMMENDATION
Staff recommends that the City Council receive this report on the City’s Public Service Grant Allocation process and provide feedback.

Prepared by: Francisco Gomez, Housing and Community Development Manager Submitted by: Carmela Campbell, Economic and Community Development Director 309 of 452
Agenda Item No. 6.2
City Council Staff Report Page 5 of 5 July 28, 2026
Attachments

1. Attachment 1 – Sample of Public Services NOFA

2. Attachment 2 – Sample of Application Evaluation and Scoring Criteria

3. Attachment 3 – Sample of Applicant Training Handout-ZoomGrants 310 of 452
1 City of Union City
Notice of Funding Availability (NOFA)
Public Service Activities
Overview
The City of Union City announces the availability of funding for public service activities in FY_________.

The City will be awarding two-year grants. Organizations funded through this process, will receive funding for FY _________ and FY__________, pending availability of funds and satisfactory performance.

Mandatory Technical Assistance Workshop
(Date) | 10 AM – 12 PM
Virtual Conference Call via Zoom

APPLICATION DEADLINE
(Date) at Midnight (no exceptions)
Eligible Programs/Activities
General Fund and CDBG funds can be used for a wide range of public service activities. Below are examples of allowable activities.
• Child care
• Crime prevention
• Domestic violence programs
• Drug abuse prevention
• Education
• Employment services (e.g. job training)
• Fair housing counseling/education
• Food programs
• Health care/Mental Health Services
• Homeless programs
• Legal services
• Microenterprise assistance
• Senior programs
• Special Needs Programs
• Youth programs
Minimum Requirements
Below are the minimum requirements an applicant must meet in order to be eligible to apply for funding:
• Valid 501(c)3 non-profit or a public agency
• Completes an annual financial audit*
• Proposed program benefits one or more of the following groups:
o Low to Moderate-income families and/or households
o Seniors (age 62 or older)
o Persons with disabilities
o Homeless persons
o Youth Support Services
*Applicable to organizations that receive over $500,000 in annual revenue 311 of 452
2 CDBG Requirements
In order to be eligible for CDBG funding, an application must also meet the following criteria:

1. Be an eligible activity under U.S. Department of Housing and Urban Development (HUD) regulations (a sample of eligible activities is provided on page 1); AND

2. Meet HUD’s CDBG National Objective, which is to benefit low to moderate income (LMI) persons.

In order for a CDBG activity to be eligible under the LMI national objective, the activity must qualify under either a) Area Benefit OR b) Limited Clientele. a. Area Benefit: The public service activity must be offered to all residents of an area where at least fifty-one percent (51%) of the residents are low- and moderate-income per the latest census data available. The area must be clearly delineated by the subrecipient and must be primarily residential. The City has identified census tract 440200 along with census block groups 440331 (Block 2), 440307 (Block 1), 440308 (Block 2), and 440336 (Block 1) as a low-moderate income census tract(s). Additionally, there may be other census block groups that also qualify. Activities that are located in a low-income service area but are designed to meet special needs cannot be qualified under this category. For example, a senior center would qualify under the Limited Clientele category and not the Area Benefit category. OR
b. Limited Clientele: Under limited clientele, activity must benefit a specific targeted group of persons of which at least fifty-one percent (51%) must be low- and moderate-income.

Income verification must be done to document client benefit except if the clients are considered “presumed benefit” (see section i below), in which case, their status must be verified. This can be achieved by meeting one of the following criteria:
i. Presumed Benefit: Serving a group primarily presumed to be LMI such as abused children, battered spouses, elderly persons, severely disabled adults, homeless persons, illiterate adults, persons living with AIDS, and migrant farm workers; OR ii. Serving at least fifty-one percent (51%) LMI, as evidenced by documentation and data concerning the client’s family size and income; OR iii. Having income-eligibility requirements that limit the service to persons meeting the LMI income requirement, as evidenced by the program operator’s procedures, intake/application forms, and other sources of documentation.

Contract Requirements
All applicants should review the City’s CDBG and General Fund Contract Templates, included as Attachments 1 and 2, to ensure that they can meet the City’s contracting requirements.

Two-Year Term
The City issues two-year funding contracts to coincide with the City’s two-year budget cycle. The second year funding is subject to availability of funds and satisfactory performance. Funding for the second year is generally intended to be the same as the first year, pending the availability of funds. The FY (Fiscal year) contract term is July 1, (year) to June 30, (Year) and the FY (Fiscal year) contract term is July 1, (Year) to June 30, (Year).
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3 CDBG Contract Requirements
All CDBG grantees will be required to follow the CDBG regulations and all other applicable federal laws including but not limited to the following. Please review the CDBG contract template included as Attachment 1 for additional information.
• 2 CFR part 200 - Uniform Administrative Requirements, Cost Principles, and Requirements for Federal Awards
• Title VI of the Civil Rights Act of 1964 (Public Law 88-352) • Title VIII of the Civil Rights Act of 1968 (Public Law 90-284) • Section 109 of the Housing and Community Development Act of 1974 • Section 504 of the Rehabilitation Act of 1973
• Age Discrimination Act of 1975
• Section 3 of the Housing and Urban Development Act of 1968 • 24 CFR 570.611
• 24 CFR 570.303 of the Community Development Block Grant regulations • National Environmental Protection Act (NEPA)
• HUD Lead Safe Housing Rule
• 24 CFR 35, subparts B through R
• Relocation Assistance and Real Property Acquisition Policies Act of 1970 • Federal Labor Standards Provisions - Davis-Bacon and Related Acts (DBRA); Contract Work Hours and Safety Standards Act (CWHSSA); Copeland (Anti-Kickback) Act; and Section 110 of the Housing and Community Development Act of 1974, as amended (CDBG).

Insurance Requirements
Type of Insurance Minimum Limits
Commercial General Liability $1,000,000 per occurrence. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (most recent edition) covering comprehensive General Liability on an “occurrence” basis Automobile Liability $1,000,000 per occurrence. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (most recent edition), Code 1 (any auto). No endorsement shall be attached limiting the coverage.

Workers’ Compensation $1,000,000 per accident. Subrecipient may rely on a self-insurance program to meet those requirements, but only if the program of selfinsurance complies fully with the provisions of the California Labor Code. The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the entity for all work performed by the Subrecipient, its employees, agendas, and subcontractors.

Professional Liability
For licensed professionals
performing work pursuant to
this Agreement
$1,000,000 covering the licensed professionals’ errors and omissions Any deductible or self-insured retention shall not exceed $150,000 per claim
Application
Applications must be completed and submitted online via ZoomGrants, the City’s online grant management system. Applications that are submitted via mail, fax, or email will not be accepted.

Additional instructions for how to use ZoomGrants is included as Attachment 3. The application is 313 of 452
4 available starting (Date) and can be accessed at the following link:
https://www.zoomgrants.com/gprop.asp?donorid=2250&limited=5604 The application consists of the following sections:
• Basic Information
This section includes basic application information such as applicant contact information, program name, amount requested, and IRS verification.
• Pre-Application
All applicants must submit a pre-application to demonstrate that they meet the minimum requirements listed above.
• Application Questions
This section includes questions related to general information, program description, program location, organizational capacity, outreach, measuring success, and financial capacity. • Union City Specific Budget
Applicants will be required to complete a budget specific to the funding the applicant is seeking from Union City. If the applicant is awarded funding, this budget will be the baseline for the grant agreement budget.
• Tables / Budget
Applicants will be required to complete three (3) tables pertaining to partnerships, program metrics, and a program-specific budget (including Union City and non-Union City funds). • Required Documents
Applicants will be required to upload the following documents:
o Audit1
o Profit & Loss Statements – Prior 2 years
o Partnership MOU2
o Organizational Chart
o Composition of Policy Making Board
o Staff Composition
o Non-Discrimination Policies
o Conflict of Interest Policies
o Agency-wide Budget
o Articles of Incorporation3
o California Tax Exempt Certificate3
o IRS Tax Exempt Certificate3
• Bonus Documents
Applicants also have the opportunity to upload the following documents for bonus points. o Cost allocation plan;
o Strategic; and/or
o Equal opportunity marketing plan – Note non-discrimination policies are not equal opportunity marketing plans and will not receive bonus points.

Applicants can score up to 100 points. Applications will be scored according to how completely and thoroughly questions are answered. The highest scoring applications will receive funding priority.

Included as Attachment 4 is the Scoring Criteria.
1 Required if applicant received over $500,000 in annual revenue. If an applicant’s annual revenue is less than $500,000, the applicant must attach a letter explaining this. 2 Required if an applicant is different than the program provider 3 Required only for non-profit applicants
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5 Priorities
Given the affordable housing and homelessness crisis the City and greater Bay Area are facing, the City is prioritizing funding for homeless-related programs. The City Council has also prioritized addressing homelessness within the City and has made a commitment to fund homeless programs in order to provide match funding to access additional State homeless grants.

In addition, in 2023, the City conducted a Public Services Needs Assessment Study for the purpose of identifying the community’s public services needs and developing a plan of action to address those needs.

The study includes key findings and recommendations on how the City can better utilize existing funds.

As a result of this study, the application process will prioritize programs that can address the following findings identified in the study:
• Services or programs prioritizing homeless services, senior services, and youth services The Needs Assessment Report is available on the City’s website:
https://www.unioncity.org/DocumentCenter/View/10486/2023-Needs-Assessment-City-of-Union-City--- FINAL-6523
The County of Alameda is in the final stages of completing it Regional Analysis of Impediments to Fair Housing (AI) report. The purpose of the AI is to meet the City and County’s obligation to affirmatively further fair housing, which is a requirement of recipients of funding from the US Department of Housing and Urban Development (HUD). HUD requires that an analysis of impediments be conducted every five years, preferably in conjunction with a five-year Consolidated Plan process, which the City will be completing and submitting to HUD by May 15, 2025. Since this NOFA coincides with the completion of the City’s Consolidated Plan (CONPLAN) and Annual Action Plan, the application process will also prioritize programs that can address the following findings identified in the study:
• Services or programs prioritizing services that promote the following:
o expand housing opportunities for people with special needs o address challenges of displacement among residents in high cost and gentrifying areas o promote fair housing enforcement and education through interagency collaboration.

The Regional Analysis of Impediments to Fair Housing report will be finalized at the end of January 2025 and will be available for review on the City’s website:
https://www.unioncity.org/293/Community-Development-Block-Grant-Progra Application Review and Approval Process
Below is an overview of how applications will be reviewed and selected. For additional information, please see the schedule section below.
• Applications will be reviewed by Housing and Community Development staff for completeness and scored on the objective scoring criteria.
• The Social Services Subcommittee of the Human Relations Commission (HRC) will score applications on the remaining scoring criteria.
• Applications will receive a total score and will be ranked by scoring. • The Social Services Subcommittee will review all scores and applications collectively and make funding recommendations.
• The Social Services Subcommittee recommendations will be presented to the Human Relations Commission, who will then make recommendations to the City Council. 315 of 452
6 • The City Council will review the HRC recommendations and make funding allocations at the (Date) City Council meeting.

Schedule
NOFA Issued /Application Available (Date)
MANDATORY - Technical Assistance Workshop (Date)
APPLICATION DEADLINE (Date)
Staff review of applications for completeness (Date)
HRC Public Services Subcommittee reviews and scores
applications and makes funding recommendations
(Date)
HRC reviews Subcommittee recommendations and
makes funding recommendations to the City Council. The
HRC’s recommendations are incorporated into the draft FY (Fiscal year) CDBG Annual Action Plan.
(Date)
FY (Fiscal Year) Consolidated Plan and CDBG Annual Action Plan published for a 30-day public comment period
(Date)
City Council makes funding allocations and approves the Consolidated Plan and CDBG Annual Action Plan
(Date)
FY (Fiscal Year) Consolidated Plan and CDBG Annual Action Plan submitted to HUD
(Date)
Fiscal Year (Fiscal Year) begins (Date)
Mandatory Technical Assistance Workshop
All potential applicants are required to attend the Technical Assistance Workshop. If an applicant does not attend the workshop, their application(s) will not be considered.

Please RVSP to [email protected] by (Date).

Once potential applicants have submitted an RSVP, they will be sent a zoom link to attend the workshop.

Mandatory Technical Assistance Workshop
Friday, (Date)
10 AM to 12 PM
Virtual Conference Call via Zoom
Contact Info
Programmatic & Administrative Questions
Francisco Gomez Jr.

Housing & Community Development Manager
Monday – Thursday and alternating Fridays
8 am to 6 pm
(510) 675-5322
[email protected]
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7 Technical Questions / ZoomGrants
Step 1: Please review the ZoomGrants University (ZGU) page:
https://zoomgrants.zendesk.com/hc/en-us
Step 2: If you cannot resolve your issue via ZGU, contact the ZoomGrants Tech Support Desk.

Monday – Friday (except for holidays)
8am to 5pm (Mountain Time)
Email: [email protected]
Phone: (866) 323-5404 x2
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Application:

Possible
Points
City Staff
Score
HRC Subcommittee
Score
Total
Score
2 1 Program Name N/A N/A N/A N/A
2 Program Address N/A N/A N/A N/A
3 Program Description - Please provide a brief narrative of the proposed program.
2 N/A
4 Funding Source: CDBG or General Fund N/A N/A N/A N/A
5 Who are the primary clientele for the program? N/A N/A N/A N/A 6 Is your organization able to provide oral and written translation services to clients? N/A N/A N/A N/A
7 If Yes to question 6, please list all languages N/A N/A N/A N/A 8 How will services be provided? N/A N/A N/A N/A
9-10 Estimate how many persons the program will serve in fiscal years 25- 26 and 26-27 N/A N/A N/A N/A
24 11
What specific services or activities will the project provide? Define and describe the services that will be provided (i.e. how they will be provided, who will provide them, frequency and duration of services) 4 N/A
12 What are the primary goals of the program? 4 N/A
13 What Community Need does the program address?
1 point per community need that is addressed with a maximum possible score of 4 points
4 N/A
14 Please describe how the program will address the community need identified in the question 13. 4 N/A
15 Describe what is unique about this program or project Explain how your program does not duplicate services currently provided by other providers OR if other providers do provide similar service(s), explain how you coordinate with those providers to avoid duplication and improve effectiveness
4 N/A
16 Please describe how you ensure that clientele are eligible for the program, and how you will handle persons who are not eligible for services.
4 N/A
2 17 Local Preference : Does the program operate out of a fixed location in Union City? (2 points for yes) 2 N/A
18 Is this program a regional program?
If yes, please list the geographical area this program serves.

If no, please answer this question as not applicable

N/A N/A N/A N/A
City of Union City
Public Service Grants | FY (Year) & FY (Year)
Application Scoring Criteria
General Information
Application Questions
Program Description
Program Location
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Application:

Possible
Points
City Staff
Score
HRC Subcommittee
Score
Total
Score
City of Union City
Public Service Grants | FY (Year) & FY (Year)
Application Scoring Criteria
Application Questions
6 19
Is this a new or existing program?
Existing Program - 4 points
New Program but applicant currently or has in the past operated a similar program - 1 point
New program and applicant has never operated a similar program - 0 points
4 N/A
20 New Programs Only: Briefly describe the similar program your organization has operated.
1 point if existing program is similar to the proposed program 1 N/A
21 New Programs Only: Describe the location(s) where your organization has operated a similar program
1 points if located in Union City
1 N/A
22 How long have you operated this program?
2 Points – more than 5 years
1 Point - 2 to 5 year
0 Points - less than 2 years
2 N/A
6 23 Describe your outreach/marketing efforts for this program 3 N/A 24 How will outreach include equal opportunity marketing to all race and ethnic groups in Union City? 3 N/A
17 25
Demographic Metrics: Please check each of the metrics below that you are able to collect and report out on for this program: Race/Ethnicity, Household Size, Female Head of Household, Homelessness Status, Household Income, Age of Head of Household, Disabled Head of Household, Number of Children under 18 in Household.
(2 points if provider can collect/report on all metrics) 2 N/A
26 Please explain why any of the above metrics will not be collected.

Indicate N/A if all metrics are checked N/A N/A N/A N/A 27 BONUS Metrics: Translation Services - (4 Points for yes) Metrics are not required, but will reflect favorably on grant applications. 4 N/A 28 BONUS Metrics: Equal Opportunity Marketing Actions - (7 Points for yes) Metrics are not required, but will reflect favorably on grant applications.
7 N/A
29 How will you monitor and evaluate your progress towards meeting the goals of your program? Describe how progress towards goals will be monitored and how program statistics will be compiled? Describe the data collection tools that will be used. Indicate who will be responsible for monitoring progress and tracking and compiling information required for reporting.
4 N/A
4 30 Is the program being provided by the applicant? N/A N/A N/A N/A 31 If No to question 30, who will be responsible for managing Union City grant funds? If Yes to question 30, please answer this question as not applicable.

N/A N/A N/A N/A
32 If your program is awarded less than the requested funding, would you still be able to provide (potentially reduced) services? N/A N/A N/A 33 How would your program compensate for a reduced grant award? Provide a narrative of the budgeting process for your organization and how budget amendments/adjustments are typically processed. Identify where you would consider cutting costs, if necessary, leveraging partnerships, recruiting volunteers, etc.
4 N/A
Financial Capacity
Measuring Success
Organizational Capacity
Existing Programs - up to 6 points | New programs - up to 5 points Outreach
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Application:

Possible
Points
City Staff
Score
HRC Subcommittee
Score
Total
Score
City of Union City
Public Service Grants | FY (Year) & FY (Year)
Application Scoring Criteria
Application Questions
2 34
BONUS Program Description Metric: Describe if your program specifically prioritizes services to homeless populations, senior poulations, youth populations, special needs populations, displaced residents in high cost and gentrifying areas, and residents experiencing fair housing issues. What services are specifically provided targeting these populations? How have your services impacted these populations within the community? Providing metrics will reflect favorably on grant applications.

N/A
N/A Yes/No N/A N/A
12 4
2 N/A
1 N/A
1 N/A
4 2 N/A
1 N/A
1 N/A
4 2 N/A
1 N/A
1 N/A
9 3 N/A
3 N/A
3 N/A
6 3 N/A
3 N/A
4 4 N/A
6 2 N/A
2 N/A
2 N/A
100 0 0
Metric 1 – Clear and measurable (up to 3 points)
Shared Services (up to 2 Points)
Formal Partnership (1 point if yes)
Partnership #3
Table 2: Metrics
Union City Budget
Did the applicant complete the Union City Budget Tab?

TOTAL POINTS
Metric 2 – Clear and measurable (up to 3 points)
Metric 3 – Clear and measurable (up to 3 points)
Table 3: Program-Level Budget
Does the program have at least three distinct funding sources (3 points if yes)
Does CDBG funding (from all jurisdictions) makes up less than 50% of total program revenues?
(3 points if yes)
Bonus Documents
Cost Allocation Plan
Strategic Plan
Equal Opportunity Marketing Plan
Clarity and Completeness
Up to 4 points will be award to applicants that followed the directions and the application was clear, complete, and concise.

Bonus Program Description Metric
Shared Services (up to 2 Points)
Reciprocal Referral Services (1 point if yes)
Please identify up to three (3) measurable program metrics that can be used to indicate the success of your program beyond the number of people served. Please make these metrics are as specific as possible. If you are unable to track and report on additional metrics, please mark this table as not applicable.
(Up to 9 points possible, 3 points per metric)
Table 1: Partnerships
Partnership #1
Partnership #2
Shared Services (up to 2 Points)
Reciprocal Referral Services (1 point if yes)
Formal Partnership (1 point if yes)
Please list up to 3 partners your program will be directly and actively working with to assist clients. If you do not have any partners, please mark each cell in the table as not applicable. Please indicate in the table below whether these partnerships will include:
1) Shared Services (e.g. sharing an office space, staff person, consultant services, etc.); 2) Reciprocal Referral Services (i.e. your program refers/shares clients with your partner and they in turn refer/share clients with your program);
3) Formal Partnership (i.e. Formal = MOU or other agreement) Reciprocal Referral Services (1 point if yes)
Formal Partnership (1 point if yes)
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Using ZoomGrants to Submit and Manage Applications
ZoomGrants University: help.zoomgrants.com | Email: [email protected] (866) 323-5404 x2 | 8am - 5pm Mountain Time M-F
This communication is confidential and privileged. It is meant only for the original, intended recipient.

If you are not the intended recipient, you may not disclose, copy, or use this document.

1. GO TO ORGANIZATION’S ZOOMGRANTS PAGE
Navigate to the ZoomGrants page for the organization by using the link provided to you by the program administrator:
https://www.zoomgrants.com/gprop.asp?donorid=2250&limited=4385 NOTE: For this first step, do not go to the ZoomGrants homepage. Once you’ve started an application using the link above, you can log in at https://ZoomGrants.com/login.

2. CREATE AN ACCOUNT AND LOG IN
Create your ZoomGrants account and log in using the New ZoomGrants Account box on the righthand side. If you already have an account, log in using the boxes in the upper right corner of the page.

NOTE: In ZoomGrants, each application is officially associated with a single account and each account is ‘owned’ by a single user and accessed by a single email address.

We recommend that the person who will be the primary contact for applications creates the first account for an organization. Once that person creates their account, gets logged in, and starts the application(s), they will be able to invite other people to collaborate on all or some of the applications in their account.

3. CREATE YOUR APPLICATION
Click the Apply button next to the appropriate program to create your first application for that program.

4. INVITE OTHERS TO COLLABORATE
Use the Collaborators section in the first tab of the application to invite others to work on this application with you.

A. Enter their email address.

B. Indicate on which sections they are allowed to collaborate.

C. Click the Invite button. An invitation will be sent to their email address. They’ll be able to set up an account by which they can access and edit the application.

NOTE: If granted access, collaborators can do everything that the application owner can do except: editing the Applicant and Organization information sections in the first tab of the application and submitting, archiving, or deleting the application. 321 of 452
Using ZoomGrants to Submit and Manage Applications
ZoomGrants University: help.zoomgrants.com | Email: [email protected] (866) 323-5404 x2 | 8am - 5pm Mountain Time M-F
This communication is confidential and privileged. It is meant only for the original, intended recipient.

If you are not the intended recipient, you may not disclose, copy, or use this document.

5. ANSWER THE QUESTIONS AND

FILL IN THE BUDGET AND TABLES
The system will automatically save your answers as you move through the application and enter text then click outside of each textbox or select a multiple choice or checkbox item and click into a new field. Click on the tabs to quickly jump to another section of the application or use the ‘Next’ and ‘Previous’ buttons at the bottom of the tabs to move sequentially through the application.

NOTE: Some question tabs may have a branching question, which will hide certain questions based on your answers to the branching question.

6. UPLOAD DOCUMENTS
Click the Upload button next to each applicable document request set up by the administrator to open up the File Upload Window for that request. Follow the instructions in the window to upload or link a file (or multiple) in that slot.

NOTES:
1) Any document request marked with a yellow ‘Required’ note MUST have something uploaded or linked in that slot in order for your application to be submitted. If you feel a required request is not applicable to you, create a document in which you note the inapplicability and upload that into the slot.
2) If the administrator has provided a template, click the orange ‘Template’ link to download that template. Fill it out, then upload it into that slot. 3) Click the Help button in the File Upload Window to access a quick tutorial video (also available here: http://youtu.be/b0Ixkjss_Ow).
4) If you finish your application by uploading documents, use the grey Refresh Page button to reload the page before clicking the Submit Now button to submit your application.

7. SUBMIT THE APPLICATION
Click the grey Submit Now button at the top of the application when you’ve completed the applicable content in every tab. The system will check to ensure you have answered every question and uploaded all ‘Required’ documents. Any skipped questions or missing documents will be listed in red. When you’re done with your edits, use the grey Refresh Page button in the application to reload the page, then click the Submit Now button to re-run the check. If your application is complete, you’ll be able to enter your initials and officially submit the application.

NOTES:
1) The completion check verifies that you have answered the applicable questions and uploaded ‘Required’ documents, but you are responsible for ensuring you have completed the content requested in the budgets and tables (as applicable) and uploaded the documents that are requested but not ‘Required’.
2) If the administrator has chosen to let you make changes to your application even after it has been submitted, you can edit your submitted application up until the deadline passes. If 322 of 452
Using ZoomGrants to Submit and Manage Applications
ZoomGrants University: help.zoomgrants.com | Email: [email protected] (866) 323-5404 x2 | 8am - 5pm Mountain Time M-F
This communication is confidential and privileged. It is meant only for the original, intended recipient.

If you are not the intended recipient, you may not disclose, copy, or use this document. you do make any changes, you do NOT need to ‘re-submit’ it. The changes are automatically reflected in the submitted application.
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Item 6.2
Informational Report on the
Public Services Grant
Allocation Process
July 28, 2026
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2 Background
• City receives annual allocation of CDBG
funding from HUD
• 15% of CDBG allocation can be utilized
for eligible Public Services
• City provides approximately $315,000
($65,000 CDBG Funds + $250,000 in
General Fund monies) to support Public
Services
• Needs Assessment Study, Regional
Analysis of Impediments to Fair Housing,
and Consolidated Plan utilized to identify
priorities that best serve residents
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3 Application Process
• Notice of Funding Availability (NOFA) is utilized to outline the application requirements, evaluation criteria, review procedures, and scoring methodology
• Application requests the following information:
• Minimum Applicant eligibility requirements
• Ex of Eligible programs/Activities
• Applicable CDBG requirements
• Application review and approval process
• Application Evaluation and Scoring Criteria provided to ensure transparency
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4 Mandatory Technical Assistance Workshop
• Mandatory Technical Assistance Workshop is held for all applicants • Workshop covers following:
• Application requirements
• Funding Priorities
• Scoring Criteria
• Submission Deadlines
• Contract requirements
• Training on ZoomGrants
• Applicants who fail to attend are not eligible to submit application 327 of 452

5 Scoring Process
• City Staff and HRC subcommittee score
different sections of application
• City Staff reviewed questions are scored
on all-or-nothing basis
• HRC Subcommittee reviewed questions
are scored on a sliding scale
• Max score is 100 points/ 50 points are
needed for funding award
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6 Scoring Process and Recommendations
• Staff and HRC Subcommittee
finalize scores and create funding
recommendations
• Funding recommendations are
brought back to HRC for final
approval
• Recommendations incorporated
into the CDBG AAP and presented
to City Council for approval and
submission to HUD
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7 NOFA Typical Timeline
NOFA Preparation

NOFA Issuance Application Review
/ Preparation of
CDBG Annual
Plan
Approval by
City Council
December January February -
April
May
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8 Applications Scoring Below Min. Threshold
• Common reasons for applications to score below minimum threshold for funding:
• Insufficient or Incomplete responses
• Inability to commit to required reporting
• Inability to meet Federal, NOFA, or other minimum program requirements
• Staff provides Technical Assistance to applicants who score below minimum point threshold
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9 Recommendations
• Staff recommends that the City Council receive this
report on the City’s Public Service Grant Allocation
process and provide feedback
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City Council Staff Report Page 1 of 7 July 28, 2026
Staff Report
Agenda Item No. 6.3
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Receive an Informational Report on Union City's Homelessness Response Efforts – July 2026

EXECUTIVE SUMMARY
Staff recommends that the City Council receive and accept this informational report on the City’s homelessness response efforts. City Council is invited to ask any clarifying questions and/or to provide direction to staff on the programs staff should focus on, especially if the focus is different than what has been outlined.

STRATEGIC PLAN ALIGNMENT
This informational report is in alignment with the following City Council Priority:

Goal C: Economic, Community Development, and Public Safety Strategy 3: Assess needs and identify appropriate services to support unhoused individuals and families, in collaboration with community organizations and the County of Alameda, and develop internal response protocols and a communications strategy to provide regular status updates to City Council, commissions, and the general public.

BACKGROUND
The City of Union City adopted a five-year Strategic Plan for FY 2019-2020 through FY 2024-2025. The Plan was updated in 2023 and continues to serve as a guide for the City Council in establishing priorities and reviewing progress on City programs and strategies.

Since the Plan’s initial adoption in 2019, the City has consistently maintained a strategy focused on developing a multi-departmental approach to homelessness through coordination with staff, community organizations, and Alameda County.

On August 23, 2025, during the City Council’s Strategic Plan Session, the Council reaffirmed its priority goal area and strategic initiative to support unhoused individuals and families and to establish internal response protocols to address homelessness. 333 of 452
Agenda Item No. 6.3
City Council Staff Report Page 2 of 7 July 28, 2026
Alameda County Home Together1 is Alameda County’s strategic plan for building a coordinated homeless response system that can meet the needs of people experiencing homelessness and reduce racial disparities. In 2022, the Home Together 2026 Community Plan was adopted by the Alameda County Board of Supervisors, the Conference of Mayors, the Oakland-Berkeley-Alameda County Continuum of Care, and cities across the county. The plan outlines strategies and action steps shaped by input from people with lived experience, system leaders, service providers, and partners in the homelessness response system.

Prioritized programs and projects2 include:
• Prevent homelessness for our residents
• Connect people to shelter and needed resources
• Increase housing solutions
• Strengthen coordination, communication, and capacity (across partners and systems)
• One-time capital investments
This person-centric service model coordinates with Alameda County's initiatives, ensuring a unified response that addresses disparities and maximizes resource sharing across jurisdictions.

DISCUSSION
To best serve the unhoused community of Union City, staff strive to understand existing conditions and gather reliable data to respond effectively and efficiently.

Every two years, the U.S. Department of Housing and Urban Development (“HUD”) requires communities to conduct a Point-in-Time (“PIT”) Count of individuals, youth, and families experiencing homelessness. This reliable data informs program, policy, and funding decisions, ensuring transparency and trust in our efforts.

The Union City Homeless Program staff, in coordination with Alameda County Housing and Community Development and Health Care for the Homeless, conducted the biannual event on January 22, 2026, from 5:00 AM to 10:00 AM. To effectively engage the unhoused community in the morning hours, the effort relies on City staff and volunteers.

This year, 26 volunteers and City staff participated.

The 2026 PIT Count preliminary data was released on May 19, 2026, by Alameda County Health, Housing, and Homelessness Services.3 Countywide, Alameda County experienced a 13% reduction in homelessness, decreasing from 9,450 individuals in 2024 to 8,201 individuals in 2026. The South County region, which includes Fremont, Newark, and Union City, remained relatively stable, with the homeless population decreasing from 1 Alameda County Home Together 2026, 5-year Plan to End Homelessness, https://homelessness.acgov.org/homelessness-assets/docs/reports/Home-Together-2026_Report_051022.pdf 2 Alameda County Health, Homelessness Prevention Framework A Companion to the Home Together Community Plan, https://homelessness.acgov.org/homelessness-assets/docs/ACH_Homelessness-PreventionFramework_021825.pdf 3 Alameda County Health, Housing, and Homelessness Services, 2026 Point-in-Time Count: Initial Results, https://weblink.alamedacountyca.gov/ACHHS/DocView.aspx?id=484&dbid=0&repo=ACH-DocumentLibrary&cr=1 334 of 452
Agenda Item No. 6.3
City Council Staff Report Page 3 of 7 July 28, 2026
1,074 individuals in 2024 to 1,064 individuals in 2026.

Table 1: 2026 Point-In-Time Count for Alameda County by Region Source: Alameda County Health, Housing and Homelessness Services, 2026 Point-in-Time Count: Initial Results, May 19, 2026 Union City experienced a notable decline in homelessness, with the number of individuals counted decreasing from 191 in 2024 to 141 in 2026, representing a reduction of approximately 26%.

Table 2: 2026 Point-in-Time Count for Fremont, Hayward, Newark, and Union City Source: Alameda County Health, Housing and Homelessness Services, 2026 Point-in-Time Count: Initial Results, May 19, 2026 The City offers several programs and support services for the unhoused community and those at-risk of homelessness, which align with Union City’s Strategic Plan and the Alameda County Home Together Plan, including:

A. CAREavan Program: Since June 2016, a cornerstone of Union City’s homelessness efforts is the CAREavan Safe Parking Program, which provides families and/or individuals residing in their vehicles a safe place to park overnight, seven days a week, at five different locations throughout the City – three community centers and two churches. The CAREavan Program is funded through Homeless Housing, Assistance and Prevention (HHAP) grant funds and the General Fund.

As of July 1, 2025, through June 1, 2026, the CAREavan Program has served 80 registered vehicles, which equate to 100 adults, 21 children, and 27 pets. On average, there are approximately 22 vehicles and 25-30 individuals per night. The number of CAREavan contacts and interactions made by Homeless Program staff is estimated at 1,325. Although not all participants in CAREavan wish to be registered into Alameda County's Coordinated Entry system, Homeless Management Information System (“HMIS”), they still have access to basic resources and case management services provided by the Homeless Program staff.
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Agenda Item No. 6.3
City Council Staff Report Page 4 of 7 July 28, 2026
This year marks the 10th anniversary of the CAREavan Program. The program began as an initiative to provide a safe overnight parking location for a small number of families experiencing housing instability. Over the past decade, CAREavan has expanded significantly in scope and services. The program now provides participants with case management support, access to restrooms, familyfocused activities, and a structured environment that promotes stability and a sense of normalcy for individuals and families enrolled. Over the past 10 years, CAREavan has served 474 vehicles and 881 individuals (630 adults, 251 children, and 94 pets). To recognize this milestone, staff is planning a small commemorative event later this year to acknowledge the program’s evolution, accomplishments, and continued service to the community.

B. Case Management: Personalized support is provided through individual assessments that identify each participant’s housing, shelter, and service needs, along with connections to health advocacy, social services, and legal resources.

Staff work closely with each CAREavan participant, requiring at least one case management meeting per month to ensure ongoing engagement and support.

Although City staff have limited access to HMIS, they can complete crisis and housing assessments specifically for CAREavan Program participants and street outreach. This ensures each individual has a documented profile demonstrating engagement and receiving assistance, while allowing staff to track needs, services provided, and progress over time.

C. Outreach and Engagement Services: Homeless Program staff actively engage with unhoused individuals to connect them to essential services that support immediate well-being and promote long-term stability. Through partnerships with Abode Services and Tiburcio Vásquez Health Center, clients are connected to critical health care, housing navigation, and supportive services tailored to their individual needs. In addition, staff assist individuals in obtaining vital documents, such as birth certificates and California identification cards, as well as food, snacks, hygiene supplies, and other necessities. These services are intended to reduce barriers to housing and supportive services while helping individuals work toward greater stability.

This fiscal year, the Homeless Program staff conducted 595 outreach contacts.

These efforts reflect ongoing field-based engagement aimed at connecting individuals experiencing homelessness with appropriate services and supports.

Staff proactively conduct outreach at least twice per week at known encampment locations and in areas commonly frequented by unhoused individuals, including transit stops and industrial districts. In addition to scheduled outreach efforts, staff respond to reports of new encampments and conduct outreach within 24 to 48 hours of receiving notification. These efforts are intended to connect individuals with available services, assess needs, and address community concerns promptly.

In an effort to conduct targeted outreach to the unhoused population, staff launched community pop-up events this fiscal year. In partnership with Tiburcio Vasquez and Abode Services, eight pop-up events were hosted. These events intend to increase service accessibility and strengthen connections between 336 of 452
Agenda Item No. 6.3
City Council Staff Report Page 5 of 7 July 28, 2026
vulnerable residents and available community-based support systems. These events provide participants with direct access to housing navigation, case management, health services, and other supportive resources. On June 25, 2026, the Homeless Program team hosted a pop-up event from 11:00 AM to 12:30 PM at the Union City Library. A total of six individuals attended and were connected to resources and support services.

D. Encampment Response (Property Abatement & Clean-Up): During Fiscal Year 2025-2026, through an interdepartmental approach, Union City’s Homelessness Taskforce, represented by the City Manager’s Office, Public Works, Police, Community and Recreation Services, Economic and Community Development, and Information Technology Departments, has worked collectively to address the complex issues related to homelessness in Union City. Working alongside external partners such as Union Pacific Railroad (“UPRR”), BART, the Alameda County Flood Control and Water Conservation District, local businesses, and other entities, the Homelessness Taskforce supported 32 encampment abatements and blight cleanups citywide from July 1, 2025, through June 1, 2026. An example of these collaborative efforts, in partnership with the City of Fremont, was a multi-agency response to address the encampment at Old Alameda Creek.

Through this joint effort, eleven (11) unhoused individuals (from Union City) were relocated from the site and connected to an interim shelter and services. This response was supported through Union City’s decision to pool its HHAP Round 6 allocation of $241,172 with the City of Fremont. These funds enabled approximately 5-6 months of temporary shelter (from November 2025 to April 2026), as well as case management services and program oversight for the cohort.

The Union City cohort demonstrated strong engagement and stabilization throughout their participation in the interim shelter program. Of the eight individuals who formally enrolled, six completed the full program, reflecting a 73 percent retention rate and a high level of consistency in service participation. Half of all enrolled participants continued their progress by engaging in long-term case management services offered either by the City of Fremont or partner agencies such as Abode Services, Bay Area Community Services (“BACS”), LifeSteps, or FESCO/La Familia.

Participants also experienced several early and meaningful gains in stability. One individual secured employment shortly after entering the program, signaling a positive shift toward self-sufficiency. At the same time, another transitioned to Sunrise Village emergency shelter within two weeks of their program exit, ensuring continuity of care and housing support. Although two individuals ultimately declined ongoing case management, they continued to receive daily wellness checks and support through nightly meal deliveries, ensuring that safety and basic needs were still regularly addressed.

Next Steps
The Homeless Program Division will continue to provide quarterly staff reports to the City Council to keep the City Council informed of current initiatives and trends. 337 of 452
Agenda Item No. 6.3
City Council Staff Report Page 6 of 7 July 28, 2026
Staff is also reviewing opportunities for projects to utilize Measure W funding for South County. The Measure W Home Together Fund (“HTF”) will provide an estimated $1.4 billion to advance the Home Together Plan. Currently, the County is gathering feedback from regional meetings to support Measure W implementation and is working with cities/regions to support shared priorities. The Homeless Program team, CRS Director, City Manager’s Office, and Mayor Gary Singh participated in the Home Together Regional Meeting for South County on March 30, 2026. The goal was to facilitate cross-connection between the City/County Technical Working Group and City and County leadership. It is anticipated that more information on future funding opportunities will become available in the fall quarter.

Homeless Program staff also coordinated with the Economic and Community Development Department on April 14, 2026, by submitting an application for a Request for Qualifications (RFQ No. ACH-900626) for the Alameda County Housing and Homelessness Services Vendor Pool to be considered for contracting services in the following areas:

1. Health and Supportive Services; and

2. Homelessness Prevention Services.

The Homeless Program and Economic and Community Development staff work collaboratively to determine how best to allocate local and federal funding for homeless services that best meet community needs, identify barriers that prevent residents from accessing services, and address service gaps to better serve the community. By applying to become an eligible Alameda County Health (“AC Health”) Department Housing and Homelessness Services Vendor Pool Vendor, Union City will be eligible to apply for future funding opportunities. The City anticipates receiving an update on this application before the end of the summer.

FISCAL IMPACT
This is an informational report, and there is no fiscal impact of receiving this report.

RECOMMENDATION
Staff recommends that the City Council receive this report, ask any clarifying questions, and provide comments.
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Agenda Item No. 6.3
City Council Staff Report Page 7 of 7 July 28, 2026
Prepared by:

Jennifer Phan, Deputy City Manager
Laura Buzo, Community and Recreation Services Director
Chastity Piedade, Community Services Manager
Jesus Garcia, Homeless Program Coordinator
Submitted by: Laura Buzo, Community and Recreation Services Director Attachment

1. Alameda County Health, Housing and Homelessness Services, 2026 Point-in-Time Count: Initial Results (May 19, 2026); Available Online:
https://weblink.alamedacountyca.gov/ACHHS/DocView.aspx?id=484&dbid=0&repo= ACH-DocumentLibrary&cr=1
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Continued Progress.

Helping People Home,
Together.
21%
27%
33%
37%
2019 2022 2024 2026
0 10
20 30
40 50
2026 Point-in-Time Count: Initial Results

ALAMEDA COUNTY
13%
18%
13%
2019 - 2026 PIT COUNTS Alameda County sees reductions in homelessness for the second consecutive
Point-In-Time Count. The 2026 count marks the
largest overall reduction to date, alongside
continued increases in sheltered homelessness.

SHELTERED RATE OVER TIME
%
%
%
%
%
The share of people
experiencing homelessness
in Alameda County who were
sheltered increased from 21%
in 2019 to 37% in 2026.

UNACCOMPANIED YOUTH
UNDER 25

VETERAN HOMELESSNESS
2%
Up 2%
compared to 2024
26%
26%
are in shelter
Down 13%
compared to 2024
OVERALL HOMELESSNESS 2024 2026
9 ,
4 5
0 8
,
2 0
1 Down 18%
compared to 2024

UNSHELTERED HOMELESSNESS
2024 2026
6 ,
3 4
3 5,2
0 2
9%
Down 9%
compared to 2024
63%
63%
are in shelter
FAMILIES WITH CHILDREN Down 13%
compared to 2024
97%
are in shelter
97%
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NORTH OAKLAND/PIEDMONT MID SOUTH EAST
0 2,000 4,000 6,000 8,000 10,000

NORTH OAKLAND/PIEDMONT MID SOUTH EAST
0 2,000 4,000 6,000 8,000 10,000
YEAR
North
County
Oakland &
Piedmont
Mid
County
South
County
East
County
2026 975 4,416 1,267 1,064 479
2024 972 5,488 1,545 1,074 372
2022 1,171 5,097 1,563 1,573 343
Albany Berkeley City of Alameda Dublin Emeryville
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
2026 61 1% 880 11% 242 3% 40 0% 34 0%
2024 90 1% 844 9% 455 5% 25 0% 38 0%
2022 23 0% 1,057 11% 264 3% 29 0% 91 1%
Fremont Hayward Livermore Newark Oakland
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
2026 852 10% 404 5% 343 4% 71 1% 4,410 54%
2024 807 9% 512 5% 277 3% 76 1% 5,485 58%
2022 1,026 11% 381 4% 242 2% 58 1% 5,055 52%
Piedmont Pleasanton San Leandro Unincorporated Union City Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
Local
Count
Percentage
of Total
2026 6 0% 96 1% 296 4% 325 4% 141 2%
2024 3 0% 70 1% 284 3% 294 3% 191 2%
2022 42 0% 72 1% 409 4% 509 5% 489 5%
2026 Point-in-Time Count: Initial Results
2022 2024 2026 12%
10%
12%
54%
58%
52%
15%
16%
16%
13%
11%
16%
6%
4%
4%

CHANGE IN PROPORTION OF HOMELESSNESS OVER TIME BY REGION

CHANGE IN PROPORTION OF HOMELESSNESS OVER TIME BY CITY

ALAMEDA COUNTY
North County:

Berkeley, Albany & Emeryville
Oakland & Piedmont Mid County:

Hayward, City of Alameda,
San Leandro & Unincorporated
South County:

Fremont, Newark & Union City
East County:

Livermore, Pleasanton & Dublin
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Item 6.3  : Informational Report on
Union City’s Homelessness Response Efforts
July 28, 2026, City Council Meeting
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2 City Council Meeting
July 28, 2026
Strategic Plan Alignment
Goal C: Economic, Community Development, and Public Safety Strategy  3:  Assess  needs  and  identify  appropriate  services  to support  unhoused  individuals  and  families  in  collaboration  with community  organizations  and  the  County  of  Alameda,  as  well  as develop internal response protocols and a communications strategy to provide regular status updates to City Council, commissions, and the general public.
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3 Home Together 2026 and 2030
• 5-year strategic initiative that
provides framework to
addressing homelessness.
• Outlines goals and strategies
over four categories.
• Plan refresh for Home
Together 2030 currently
underway.

City Council Meeting
July 28, 2026
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4 City Manager’s Office
Coordination, direction,
and oversight
Public Works
Department
Property abatement and
clean up
Community &
Recreation Services
Safe Parking Program,
food/supplies distribution, case
management, outreach &
engagement
Police Department
Enforcement and
standby support
Economic & Community
Development
Rental assistance, affordable
housing, public/private
partnerships
Information Technology
Reporting system and data
collection/tracking

HOMELESSNESS

TASKFORCE
City Council Meeting
July 28, 2026
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5 Alameda County Summary of the 2026 Homeless
Point in-Time Count
• Conducted January 22, 2026, from 5:00 AM-10:00 AM
• Union City had 26 volunteers and City staff participate • Full findings will be released by Alameda County by Summer/Fall 2026 For more information on the Point In Time Count, please visit EveryOneHome.org City Council Meeting
July 28, 2026
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6 Point-in-Time Count – South County Data
City Council Meeting
July 28, 2026
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7 Point-in-Time Count – Union City Data
• Union City experienced a notable decline in homelessness. • 26% reduction.

City Council Meeting
July 28, 2026
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8 Homelessness Taskforce and
partner agencies’
collaborative response
approach.

Response
Community outreach and
engagement.

Outreach
Assessment and ongoing
engagement and support.

Case
Management
Safe overnight parking
program.

CAREavan
Program
Homelessness Services
City Council Meeting
July 28, 2026
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9 Outreach and Support
JULY 1, 2025 to JUNE 1, 2026
1,325 CAREavan
Contacts
Homelessness Services By The Numbers
80 Registered
vehicles
100 adults
21 children
27 pets
Current Nightly Average
22 vehicles and 25-30
individuals per evening
City Council Meeting
July 28, 2026
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10 CAREavan Program 10 Year Anniversary
JUNE 2, 2016 – JUNE 2, 2026
474
Registered
vehicles
630 Adults
251 Children
• Case Management 94 Pets
• Access to restrooms/ facilities
• Family focused activities
• Access to Coordinated Entry
City Council Meeting
July 28, 2026
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11 CAREavan 10 Year Anniversary
"Thank you very much
for the help you have
given me. I arrived at
the program at a
difficult moment in my
life and you helped me
from the first day."
"The parking spots
are in safe areas
and the coffee and
hot water is
awesome at every
site."
"I really
appreciate
CAREavan during
my transition."
"They took me in this
program after months
of being alone and
terrified in my vehicle
in Walmart parking
lots. I love them!"
• Abode Services
• Tiburcio Vazquez
• Centro de Servicios
• Union City Family Center
• City of Fremont (FRC)
• Alameda County Health Care For
the Homeless
• Our Lady of the Rosary Church
• St. Annes Church
• Brown Temple Church
• Resonate Church
• Purple Lotus Temple of Fremont
• Union City Apostolic Church
• Foresters Financial
• Viola Blyth Community Center
• Daily Bowl
• Krispy Kreme Donuts
Partners in our 10-Year Journey
City Council Meeting
July 28, 2026
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12 Outreach and
Engagement Services
Support of Encampment
Abatements/Clean-Up
32 Total
Across UPRR, BART, Caltrans, ACWD,
Private, and Public Property
Collaborate with:

City of Fremont, UPRR, BART, ACWD,
Recreation, UC Public Works, UCPD,
Homeless Task force, City Manager's Office.

Street Outreach Contacts
Outreach Partners
Tiburcio Vazquez
Abode Services
6/25/26: Hosted a Pop-Up Event at
Union City Library; 6 individuals
attended.
595 Contacts
Encampment Response
City Council Meeting
July 28, 2026
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13 Next Steps
• Staff will continue to provide quarterly updates to City Council. • Staff will monitor the State Budget and grant funding opportunities. • Measure  W Home  Together  Fund  will  provide  an  estimated  $1.4  billion  to advance the Home Together Plan.
• April 14, 2026, staff applied for a Request for Qualifications (RFQ No. ACH900626)  for  the  Alameda  County  Housing  and  Homelessness  Services Vendor Pool for future funding opportunities.

City Council Meeting
July 28, 2026
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14 FISCAL
This is an information report and there is no fiscal impact.

City Council Meeting
July 28, 2026
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15 RECOMMENDATION
Staff  recommends  that  City  Council  accept  this  informational  report  on  the City’s  homelessness  response  efforts.  City  Council  is  invited  to  ask  any clarifying  questions  and/or  provide  direction  to  staff  on  the  programs  staff should focus on, especially if the docus is different than what has been outlined in the report.

City Council Meeting
July 28, 2026
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16 Homeless Resources and Support Services:
2-1-1
Inquiries or Concerns:

Homeless Program Coordinator –
[email protected]
Reporting Non-Emergency Activity:

Union City Police Department
– (510) 471-1365, Option #3
Homeless Team Contact
Laura Buzo
Community & Recreation Services
Director
510) 605-6994
[email protected]
Chastity Piedade
Youth and Family Services, Homeless
Program Manager
510) 453-8419
[email protected]
Jesus Garcia
Homeless Program Coordinator
510) 675-5482
[email protected]
Elaine Winnington
Homeless Program Outreach Worker
510) 675-5406
[email protected]
City Council Meeting
July 28, 2026
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City Council Staff Report Page 1 of 3 July 28, 2026
Staff Report
Agenda Item No. 6.4
DATE: July 28, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Receive and File Quarterly Financial Report and Adopt a Resolution to Amend the City’s Authorized Positions List for Fiscal Year 2026- 2027

EXECUTIVE SUMMARY
FY 2025-2026 and FY 2026-2027 reflect a period of selective growth necessary to cover rising costs for labor, contract services, and operational supplies. The General Fund is likely balanced (revenues exceed expenditures) for both years, but the FY 2026-2027 budget shows tightening margins due to rising personnel and service costs and modest revenue growth.

Staff is also seeking City Council approval of the attached resolution to update the authorized position. There is no removal or addition of City staff at this time.

Classification Action/Comments
Deputy Police Chief Add title in FY 2026/2027 for succession planning.

Intervention Counselor (PEG) Reassigned from Intervention Counselor (MEG) Maintenance I – Streets Reassigned from Special Project Coordinator

STRATEGIC PLAN ALIGNMENT
This supports Goal B: Governance and Organizational Effectiveness of the strategic plan by aligning critical City services with current staffing levels.

BACKGROUND
The Finance Department is making efforts to provide routine financial reports to the City Council and the general public. While our goal is to provide updates for all funds, this quarterly report focuses on the General Fund, examining the adopted budgets for Fiscal Years 2025-2026 and 2026-2027. The conversion of our enterprise resource planning (finance) software has made it challenging for Finance to complete the audit for FY 2024- 2025; hence, the limited focus on the current budget.
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Agenda Item No. 6.4
City Council Staff Report Page 2 of 3 July 28, 2026

DISCUSSION
The Quarterly Financial Report – June 2026, attached to this staff report, provides details of General Fund revenues and expenditures. This report was based on actual data received by June 30, 2026, and numerous adjustments and accruals still need to be finalized.

FY 2025-2026 General Fund
For the General Fund, the budgeted FY 2025-2026 revenues were $85,290,814 and budgeted FY 2025-2026 expenditures were $85,993,757, presenting a balanced budget.

Staff now project FY 2025-2026 year-end revenues to be $87,464,626 and expenditures to be $87,487,948, still a balanced budget. Union City was fortunate that franchise fees and business license tax revenues were stronger than anticipated, which pushed revenues close to $2 million over budgeted revenues. For projected expenditures, the City can no longer rely on anticipated salary savings ($2,300,000 for this year) to balance the budget as most positions are now filled.

FY 2026-2027 General Fund
Based on prior year revenues, staff is revising some revenue account projections for FY 2026-2027. Staff believes that franchise fees and business license tax revenues will be very similar to last year's high.

For the General Fund, staff now project FY 2026-2027 revenues to be $90,353,750 and expenditures to be $90,222,970. However, this does not include unanticipated increases in the City’s dispatch agreement with Fremont, insurance costs, and other unbudgeted/unplanned expenditures.

Fiscal Year 2026-2027 also relies on $5,075,800 from development permits and fees. If these development projects are delayed, General Fund expenses may exceed revenues for this year. Staff is diligently working with the developers and monitoring their project timelines, and at the same time, Finance is advising staff to be fiscally prudent throughout the year.

Authorized Positions List Changes
Deputy Police Chief: This position is recommended to be added to implement succession planning activities for the department, in response to anticipated department retirements and staffing needs. Staff will reduce the Police Officer position by one to maintain the same number of sworn officers in the Police Department.

Intervention Counselor (PEG): Staff eliminated the one Intervention Counselor from the Management Employee Group (MEG) line and hired a second Intervention Counselor from the Professional Employee Group (PEG) line. This is an administrative cleanup to reflect the current staffing in the YFS division of the Community and Recreation Services Department.

Maintenance I – Streets: There is a Special Projects Coordinator position primarily focused on graffiti abatement activities. City operations no longer require this dedicated position, which has historically been completed within the Maintenance I level 359 of 452
Agenda Item No. 6.4
City Council Staff Report Page 3 of 3 July 28, 2026
classifications.

FISCAL IMPACT
There is no fiscal impact with the presentation of this report.

RECOMMENDATION
Staff recommends that City Council receive and file the Quarterly Financial Report and adopt a resolution to amend the City’s Authorized Positions List for Fiscal Year 2026- 2027.

Prepared by: Chu Thai, Finance Director
Submitted by: Chu Thai, Finance Director
Attachments

1. Quarterly Financial Report – July 2026

2. Draft Resolution

3. Exhibit A - Authorized Position List FY 2026-2027
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2 4
5 6
7 8
9 10
11 12
13 14
15 18
19 20
21 22
23 24
25 26
27 28
29 30
31 33
34 35
36 37
38 39
40 41
42 43
44 45
46 47
48 49
50 51
52 53
54 55
56 57
58 59
60 62
64 65
66 67
68 F G V W X AB AD AE
GENERAL FUND REVENUE DETAILS Unaudited FY27 Updated
Program Obj Lookup FY25 Actual FY26 Adopted FY26 YE PROJ FY27 Adopted Projections 11000000 41110 Property Tax-Secured 16,451,385 17,770,900 17,770,900 18,542,000 18,542,000 11000000 41111 Property Tax-Unsecured 1,220,114 974,800 974,800 1,017,100 1,017,100 4A-Prop Tax-Sec & Unsec Subtotal 17,671,499 18,745,700 18,745,700 19,559,100 19,559,100 11000000 41112 Prop Tax-Supplemental 399,118 650,400 650,400 678,600 678,600 4B-Prop Tax-Supplementa Subtotal 399,118 650,400 650,400 678,600 678,600 11000000 41123 Prop Tax-Veh Lic Fee Swap 9,476,816 9,846,400 9,846,400 10,241,300 10,241,300 4C-Prop Tax-VLF in Lieu Subtotal 9,476,816 9,846,400 9,846,400 10,241,300 10,241,300 11000000 41113 Property Tax-Prior Year 261,066 225,700 225,700 232,500 232,500 11000000 41114 Property Tax-Penalties 148,283 147,000 147,000 151,400 151,400 11000000 41115 Property Tax-Misc 14 300 300 300 300
11000000 41116 Homeowners Prop Tax Rel 99,048 101,500 101,500 104,500 104,500 11000000 41124 Special Assessment-Prior Year 3,345 500 500 500 500 11000000 41127 Residual Distribution re RDA 3,273,399 3,122,700 3,122,700 3,185,200 3,185,200 4D-Prop Taxes-Other Subtotal 3,785,157 3,597,700 3,597,700 3,674,400 3,674,400 11000000 41201 Sales Tax 11,453,140 11,532,500 11,532,500 11,759,200 11,759,200 11000000 41202 Meas AA Sales Tax 6,967,465 6,605,000 6,605,000 6,736,000 6,736,000 4E-Sales and Use Taxes Subtotal 18,420,605 18,137,500 18,137,500 18,495,200 18,495,200 11000000 41301 Transient Occupancy Tax-Hotel 1,448,106 1,494,500 1,481,489 1,539,300 1,539,300 11000000 41302 Transient Occupancy Tax-Other 140,575 143,400 183,107 147,700 147,700 4F-TransntOccupancy Tax Subtotal 1,588,681 1,637,900 1,664,596 1,687,000 1,687,000 11000000 41401 Franchise Tax-Electric 994,700 933,500 937,565 982,500 982,500 11000000 41402 Franchise Tax-Gas 240,234 321,900 269,526 355,000 280,000 11000000 41403 Franchise Tax-Disposal/Recycling 4,000,000 4,447,163 5,849,009 4,447,163 5,900,000 11000000 41404 Franchise Tax-Cable TV 429,700 412,900 412,900 396,800 396,800 11000000 41405 Franchise Fee - Towing 15,000 15,000 15,000 15,000 15,000 11000000 41406 Franchise Tax-Recycling (Retire) 769,100 709,101 - 709,101 - 4G-Franchises Subtotal 6,448,735 6,839,564 7,484,000 6,905,564 7,574,300 11000000 41501 Business License Tax 3,283,776 4,800,000 5,500,000 4,800,000 5,500,000 4H-Business Lic Taxes Subtotal 3,283,776 4,800,000 5,500,000 4,800,000 5,500,000 11000000 41901 Utility Users Tax - Electric 4,818,499 4,866,300 4,866,300 5,121,700 5,121,700 11000000 41902 Utility Users Tax - Gas 1,160,519 1,266,200 1,266,200 1,396,400 1,396,400 11000000 41903 Utility Users Tax - Telecom 651,862 585,500 585,500 562,700 562,700 11000000 41904 Utility Users Tax - Video 402,564 528,800 528,800 528,800 528,800 11000000 41909 UUT - Penalties & Interests - - - - -
4L-Utility Users Taxes Subtotal 7,033,443 7,246,800 7,246,800 7,609,600 7,609,600 11000000 41601 Real Prop Transfer Tax 489,104 396,900 396,900 396,900 396,900 11000000 41802 Cannabis-Non-Cultivation 449,826 596,100 400,000 614,000 410,000 4M-Taxes-Other Subtotal 938,929 993,000 796,900 1,010,900 806,900 11000000 42101 Animal Licenses 8,697 10,000 8,392 10,300 10,300 11000000 42104 PG&E Streetlight License 40,773 33,100 35,119 34,100 34,100 11000000 42120 Small Cell Pole Master License 2,215 - 780 - - 11000000 42201 Parking Permits-Residential 5,039 5,000 2,042 5,000 5,000 11000000 42202 Burglar Alarm Registration Fee 58,469 - 55,257 - - 11000000 42203 Parking Permits-Station Dist 12,480 15,000 10,560 15,000 15,000 11000000 42301 Fire-Annual Code Permit 22,643 275,000 113,850 283,300 283,300 11000000 42302 Haz Mat Storage Permit 577,809 620,000 568,796 640,000 640,000 11000000 42303 Fire-1 Time Permit 11,784 9,500 9,240 9,800 9,800 11000000 42401 Encroachment Permits 788,620 846,400 866,155 871,800 871,800 11000000 42402 Grading Permits 27,099 34,500 8,861 35,500 35,500 11000000 42403 Zoning Permits 195,711 226,300 123,914 233,100 233,100 11000000 42404 Pass-Thru Plan Application Fee 1,654 52,300 - 53,900 53,900 11000000 42405 Trucking Permits 9,038 - 7,012 - -
11000000 42501 Building Permit 1,756,212 2,607,300 2,000,000 5,075,800 5,075,800 11021001 42201 Parking Permits-Residential - 3,400 - 3,400 3,400 4O-Licenses & Permits Subtotal 3,518,243 4,737,800 3,836,969 7,271,000 7,271,000 11000000 43001 Fines and Forfeits 70,390 63,700 93,035 65,600 65,600 11000000 43004 Parking Citations 163,377 290,100 249,445 298,800 298,800 11000000 43005 Neighborhd Preserv Citn 49,434 31,900 97,503 32,900 32,900 11000000 43006 Firework Citations 1,000 30,000 950 30,000 30,000 Revenue Details Page 1 of 11 7/24/2026 - 11:34 AM
Quarterly Financial Report - July 2026
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2 4

F G V W X AB AD AE
GENERAL FUND REVENUE DETAILS Unaudited FY27 Updated
Program Obj Lookup FY25 Actual FY26 Adopted FY26 YE PROJ FY27 Adopted Projections 69 70
71 80
81 82
83 84
85 87
89 90
91 92
93 95
96 97
98 99
100
101
102
103
104
105
106
107
108
109
110
111
112
113
114
115
117
118
119
120
122
123
124
126
127
128
129
130
131
133
134
135
139
140
141
142
143
145
148
4P-Fines & Forteitures Subtotal 284,201 415,700 440,933 427,300 427,300 11000000 45101 Administrative Fees 445,030 400,000 401,361 412,000 412,000 11015014 45101 Administrative Fees 5,442 20,700 (25) 21,300 21,300 11084164 45101 Administrative Fees 6,874 - - - -
11084165 45101 Administrative Fees 10,627 - - - -
11000000 45104 Reports 22,462 17,400 12,615 17,900 17,900 11000000 45105 Service Fees - 36,900 - 38,000 38,000
11021001 45105 Service Fees 44,327 37,100 28,238 38,200 38,200 11021004 45105 Service Fees 656 - - - -
11033023 45105 Service Fees 59,446 55,000 29,723 56,700 56,700 11000000 45107 Plan Check Fees 1,580,111 1,354,000 900,000 1,394,600 1,394,600 11033004 45107 Plan Check Fees 286,483 345,000 154,619 355,400 355,400 11000000 45108 Inspection Fees 127,138 131,000 110,278 134,900 134,900 11000000 45109 Bldg-Other Fees 725 3,600 1,015 3,700 3,700 11033023 45110 Transit Bus Shelter Cleang Chg - 1,600 - 1,600 1,600 11000000 45113 Parking Meters - 17,500 304 18,000 18,000 11046001 45113 Parking Meters 22,402 - 28,086 - -
11000000 45114 Animal Control Fees 660 - 264 - -
11000000 45115 Technology Fee - - - - -
11033004 45115 Technology Fee 181 - 178 - -
11041002 45115 Technology Fee 32,489 31,800 31,398 32,800 32,800 11000000 45116 Commercial Cannabis Appl Fee - 16,800 4,200 17,300 17,300 11021001 45120 Contrib-Outside/Private Source 42,761 36,900 44,455 38,000 38,000 11033023 45120 Contrib-Outside/Private Source 24,126 17,600 13,350 18,100 18,100 11000000 45121 Damage Recovery 41,326 - - - -
11033024 45121 Damage Recovery - - 450 - -
11000000 45122 DUI Accident Recovery Fee 11,133 5,700 4,195 5,900 5,900 11000000 45201 Burglar Alarm Response Fee 2,564 4,400 4,214 4,500 4,500 11000000 45202 Concealed Weapon 5,250 10,000 4,670 10,000 10,000 11000000 45308 UL Pylon Sign Lic/Maint Fee - - - - -
11041022 45308 UL Pylon Sign Lic/Maint Fee 91,790 75,000 44,647 77,300 77,300 11041002 45310 General Plan Cost Recovery Fee 89,572 - 77,050 - - 11041004 45310 General Plan Cost Recovery Fee - 80,850 - 80,850 80,850 11041002 45311 Community Dev Plan Storage Fee 20,660 5,200 19,978 5,400 5,400 11041004 45311 Community Dev Plan Storage Fee - - - - - 11033002 45403 Map Filing Fee 16,407 20,000 31,876 20,000 20,000 11033002 45406 PW Subdivision Fees - - 2,023,538 - -
11033024 45411 Tree Replacement In-Lieu-Fee 4,550 - - - - 11033025 45411 Tree Replacement In-Lieu-Fee 8,400 - - - - 11033002 45412 Stormwater In-Lieu Fee 87,300 - - - -
11051005 45501 Recreational Activities Fees - - - - -
11052003 45501 Recreational Activities Fees 25,288 5,500 17,324 5,500 5,500 11052016 45501 Recreational Activities Fees - 500 - 500 500 11052036 45501 Recreational Activities Fees 4,410 800 3,180 800 800 11000000 45502 Gym memberships - - - - -
11051005 45502 Gym memberships 415,324 401,700 401,700 413,800 413,800 11000000 45504 Facility use fees - 200 - 200 200
11051005 45504 Facility use fees - 4,000 - 4,000 4,000
11052028 45504 Facility use fees 14,762 14,000 10,395 14,400 14,400 11052022 45506 Community Gardens - 3,000 - 3,100 3,100
11000000 45509 Gym Specialty Classes - 4,500 - 4,600 4,600 11051005 45509 Gym Specialty Classes 4,715 - 5,965 - -
4Q-Fees and Charges Subtotal 3,555,390 3,158,250 4,409,240 3,249,350 3,249,350 11081200 44041 FEMA - - - - -
11081500 44041 FEMA 23,696 - - - -
11081501 44041 FEMA 6,559 - - - -
11000000 44061 Misc. Federal Grant - - - - -
4R-Federal Revenues Subtotal 30,255 - - - -
11021143 44011 Justice Assistance Grants - - - - -
Revenue Details Page 2 of 11 7/24/2026 - 11:34 AM
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F G V W X AB AD AE
GENERAL FUND REVENUE DETAILS Unaudited FY27 Updated
Program Obj Lookup FY25 Actual FY26 Adopted FY26 YE PROJ FY27 Adopted Projections 149
151
152
153
154
156
160
164
176
177
183
184
185
186
187
189
190
191
192
193
194
196
197
198
199
200
201
202
203
209
210
211
212
213
214
215
216
217
218
219
220
223
225
227
230
231
232
233
236
237
11021144 44011 Justice Assistance Grants - - - - -
11000000 44102 Vehicle Lic Collectn in Excess 110,515 76,300 76,300 78,600 78,600 11000000 44103 Mandated Cost Reimbursement 82,090 40,000 40,000 41,200 41,200 11021002 44121 P.O.S.T. Reimbursement 23,114 - - - -
11000000 44123 Public Safety Augment-Prop 172 601,008 621,300 621,300 633,600 633,600 11000000 44161 Misc State Revenues 811 16,600 16,600 17,100 17,100 11092109 44161 Misc State Revenues - - - - -
4S-State Revenues Subtotal 817,538 754,200 754,200 770,500 770,500 11000000 46101 Investment Earnings 3,347,700 3,448,100 3,448,100 3,551,500 3,551,500 11000000 46102 Invest Earnings Distrib (1,087,600) (1,120,200) (1,120,200) (1,153,800) (1,153,800) 11000000 46108 Rental Income 326,558 267,700 328,900 275,700 275,700 11041201 46108 Rental Income 25,500 61,200 - 61,200 61,200 11000000 46115 GASB 87 Lease Income - - - - -
4U-Investment Income Subtotal 2,612,158 2,656,800 2,656,800 2,734,600 2,734,600 11000000 47101 Miscellaneous Receipts 4,242 1,000,000 1,400,000 - - 11012030 47101 Miscellaneous Receipts - - 1,000 - -
11014001 47101 Miscellaneous Receipts 390 - 361 - -
11015011 47101 Miscellaneous Receipts 292,863 - 53,745 - - 11021001 47101 Miscellaneous Receipts 105,056 - 4,739 - - 11021002 47101 Miscellaneous Receipts 1,958 - 824 - -
11021003 47101 Miscellaneous Receipts 7 - - - -
11033001 47101 Miscellaneous Receipts 334 - 32 - -
11033011 47101 Miscellaneous Receipts 426 - - - -
11033023 47101 Miscellaneous Receipts 1,620 - - - -
11033024 47101 Miscellaneous Receipts (7,637) - - - -
11041002 47101 Miscellaneous Receipts 39 - 104 - -
11041004 47101 Miscellaneous Receipts 22,952 - 18,413 - - 11051005 47101 Miscellaneous Receipts 2,956 - 2,224 - - 11000000 47105 Donations - - - - -
11051005 47105 Donations 2,043 - 3,005 - -
11051009 47105 Donations - - - - -
11051030 47105 Donations 18,000 - 24,000 - -
11052036 47105 Donations - - 1,970 - -
11081200 47105 Donations - - - - -
11000000 47106 Skyventure Payment 63,622 34,800 37,548 35,800 35,800 11000000 47108 Cash Short/Over - - - - -
11090924 47110 Excess SIR Reimbursement - - - - -
11000000 47111 CALVEBA Admin Fee Reimbursemnt 182 - 117 - - 11000000 47114 Credit Card/Convenience Fee 7,000 18,300 20,869 18,800 18,800 11000000 47119 Settlements 150,000 - 252 - -
11021001 47120 Sale of PD Promotional Items - - 140 - - 4V-MiscellaneousRevenue Subtotal 666,052 1,053,100 1,678,487 54,600 54,600 11015012 49402 Proceeds Lease Financing - - - - -
11081010 49402 Proceeds Lease Financing - - - - -
11000000 49501 Sale of property - 2,000 - 2,000 2,000
11000000 49505 Gain/Loss Sale of Real Estate - - - - -
4Y-Procd frSaleCapAsset Subtotal - 2,000 - 2,000 2,000
11000000 49610 Transfer In 943,000 18,000 18,000 18,000 18,000 4Z-Transfer In Subtotal 943,000 18,000 18,000 18,000 18,000 110-GENERAL FUND TOTAL 81,473,596 85,290,814 87,464,626 89,189,014 90,353,750 Revenue Details Page 3 of 11 7/24/2026 - 11:34 AM
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52 A B C E F H I
GENERAL FUND EXPENDITURES by DEPT, ORG CODE
D Org Program Title FY25 Unaudited FY26 Adopt FY26 YE Proj FY27 Adopt 0011000000 GENERAL FUND 1,012,901 (515,000) 1,787,000 681,000 00-Non Dept-Citywide Total 1,012,901 (515,000) 1,787,000 681,000 1111011001 City Council 411,627 572,396 541,067 574,829 1111011021 Planning Commission 37,736 38,990 40,270 39,418 1111011022 Leisure Commissions 4,904 13,232 2,690 13,232 1111011023 Leisure Youth Commission 2,454 2,500 790 2,500 1111011024 Human Relations Commission 4,411 1,000 1,510 1,000 1111011041 Community Relations 43,889 257,500 288,260 81,500 11-City Council Total 505,022 885,618 874,587 712,479
1211012001 City Manager 1,696,246 1,895,473 1,823,206 2,331,605 1211012030 Cyber Outage - - - -
1211012040 Emergency Services 301,331 266,904 239,819 268,534 1211012301 Solid Waste Mgmt 126,152 98,401 87,478 98,769 12-City Manager's Office Total 2,123,729 2,260,778 2,150,502 2,698,907 1311013001 City Attorney 714,667 600,000 699,570 600,000 1311013002 Litigation Contingency - 59,205 - 59,205
13-City Attorney Total 714,667 659,205 699,570 659,205
1411014001 City Clerk 604,104 382,707 370,516 628,175
1411014003 Election Activities - - - -
14-City Clerk Total 604,104 382,707 370,516 628,175
1511015001 Finance Administration 677,919 345,308 640,546 349,988 1511015002 #N/A - - - -
1511015003 FIN-Info Tech - - - -
1511015011 Accounting 1,835,084 2,093,281 1,786,203 2,101,387 1511015012 Central Services 53,817 48,800 38,660 48,800 1511015013 Revenue Collection 835,263 956,536 907,056 969,012 1511015030 FIN-Risk Management 1,900,000 - - -
15-Finance Department Total 5,302,083 3,443,924 3,372,465 3,469,187 1611016001 Human Resources 1,187,444 1,189,959 1,245,097 1,227,507 16-Human Resources Department Total 1,187,444 1,189,959 1,245,097 1,227,507 1711017001 Information Technology 4,687,222 5,327,362 5,368,712 5,446,331 17-Information Tech Services Dept Total 4,687,222 5,327,362 5,368,712 5,446,331 2111021001 Police Administration 3,927,108 3,607,355 3,903,441 3,744,482 2111021002 Police Training 1,093,753 1,228,314 1,329,952 1,254,729 2111021003 Police Investigation 5,811,756 6,541,160 6,721,463 6,846,891 2111021004 Police Patrol 18,711,064 21,159,152 20,240,427 22,142,433 2111021005 Police Records 809,050 988,284 1,079,462 1,017,206 2111021006 Police Traffic 1,329,384 875,610 1,670,796 843,849 2111021007 Police Juvenile 48,164 79,890 75,420 79,890
2111021008 Police-COPPS 602,098 1,216,399 858,590 1,269,549 2111021009 Police Gang Task Force - - - -
2111021010 Police Swat Team 100,455 190,405 126,040 190,405 2111021011 Records/Comms/Property 2,279,344 2,054,768 1,975,292 2,071,854 2111021012 Police Information Technology 15,772 59,113 5,100 59,113 2111021103 PD Volunteer Services 99 10,140 4,560 10,140 2111021118 OTS Selective Traffic Enforce 399 - - -
2111021138 Bd of State & Comm Correct (BSCC) - - - -
2111021140 2017 JAG Byrne Grant - 17,000 - 17,000
2111021142 2018 Byrne JAG Grant - - - -
Expenditure Details 4 of 11 7/24/2026 - 11:34 AM
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GENERAL FUND EXPENDITURES by DEPT, ORG CODE
D Org Program Title FY25 Unaudited FY26 Adopt FY26 YE Proj FY27 Adopt 53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 70
71 72
73 74
75 76
77 78
79 80
81 82
83 84
85 86
87 88
89 90
91 92
93 94
95 96
97 98
99 100
101
2111021143 2019 Byrne JAG Grant - - - -
2111021144 2020 Byrne JAG Grant - - - -
2111021160 DOJ-COVID-19 Grant - - - -
2111021195 UAS (Drone) Program - - - -
2111021196 K-9 Police Dogs of Union City 18,042 - - -
2111021197 Police Explorers 63 20,330 3,510 20,330
2111021299 PD Community Event Donations - - - -
2111023002 #N/A - - - -
21-Police Department Total 34,746,550 38,047,920 37,994,052 39,567,872 2211022001 Fire Operations 13,661,802 14,679,142 14,679,530 15,141,828 22-Fire Department Total 13,661,802 14,679,142 14,679,530 15,141,828 3011031001 Parking Enf Svcs (PES) - - - -
3011033001 PW Administration 144,090 444,657 412,293 347,478 3011033002 Engineer Administration 51,395 - 43,150 -
3011033003 Engineer-Design/Projt Mgmt 498,549 515,995 554,460 835,189 3011033004 Engineer-Eng Inspection 341,036 342,633 325,235 345,662 3011033005 Engineer-Traffic Engnr 6,202 - - -
3011033011 Streets Administration 66,798 126,402 94,373 127,034 3011033012 Streets Paving Maint - - - -
3011033013 Streets Street Cleaning - - 27,600 -
3011033021 Bldg/Grnd Admin 73,760 95,140 82,695 96,428
3011033023 Bldg/Grnd Bldg Maint 2,229,311 2,193,250 2,222,694 2,243,227 3011033024 Bldg/Grnd Park Maint 1,701,219 2,100,728 2,227,114 2,271,631 3011033036 Make a Difference Day - - - -
30-Public Works Department Total 5,112,361 5,818,805 5,989,614 6,266,649 4011041001 ECD Administration 746,519 871,596 823,246 883,448 4011041002 Building and Safety 1,996,309 2,016,925 1,709,959 2,055,373 4011041003 Neighborhood Preservation 147,320 248,011 126,415 215,282 4011041004 Current Planning 634,026 756,461 778,248 759,757 4011041005 Advance Planning 123,663 93,780 87,500 96,280 4011041007 ECD-PS-ECHO 28,228 5,897 8,550 5,897
4011041008 ECD-Fire Permits 99,359 101,557 24,518 103,069 4011041009 ECD Environmental Progams 479,197 640,113 612,788 773,671 4011041010 Planning Commission 49 - 6,263
4011041011 #N/A - - - -
4011041012 ECD-PS-CRIL 9,850 - - -
4011041013 ECD-PS-Immigration Institute 15,000 - - -
4011041015 ECD-PS-Legal Asst for Seniors 8,386 - - -
4011041016 ECD-PS-SAVE 5,000 - - -
4011041017 ECD-PS-Spectrum Fall Prev 10,000 - - -
4011041018 ECD-PS-Tiburcio Vasquez 20,000 - - -
4011041019 ECD-PS-Centro Resource Center 145,000 - - -
4011041021 Union Landing Reader Bd - - - -
4011041022 Economic Development 623,610 643,845 626,039 647,684 4011041301 ECD-CRIL - 10,000 6,080 10,000
4011041303 ECD-Immigration Institute - 10,000 - 10,000
4011041304 ECD-Legal Assistance Seniors - 10,000 5,110 10,000 4011041305 ECD-LIFE Elder Care - 10,000 11,360 10,000
4011041307 ECD-Spectrum CS-Fall Prevent - - - -
Expenditure Details 5 of 11 7/24/2026 - 11:34 AM
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GENERAL FUND EXPENDITURES by DEPT, ORG CODE
D Org Program Title FY25 Unaudited FY26 Adopt FY26 YE Proj FY27 Adopt 102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
4011041309 ECD-Tiburcio Vasquez - - - -
4011041311 ECD-ECHO Housing 1,648 - - -
4011041312 ECD-Centro De Servicios - 180,000 147,520 180,000 4011041316 ECD-SAVE - 10,000 - 10,000
4011041317 ECD-Spectrum Senior Meals 3,750 10,000 - 10,000 4011041318 ECD-Union City Family Center 2,371 5,000 9,070 5,000 4011046001 Union City Parking Program - - - -
4011046002 #N/A - - - -
40-Economic & Community Dev Dept Total 5,099,287 5,623,185 4,982,667 5,785,461 5011051001 Leisure Administration 847,445 1,030,069 1,061,834 1,040,155 5011051002 Kennedy Center 538,534 608,110 755,279 612,671 5011051003 Holly Center 377,359 492,576 445,756 496,837 5011051004 Senior Center 501,038 610,637 487,751 615,761 5011051005 UC Sports Center 1,093,626 1,174,031 1,316,070 1,186,097 5011051007 Youth Special Interest 7,381 14,825 7,270 14,873 5011051008 Youth Programs 227,392 132,080 178,522 132,516 5011051009 Youth/Family Services 925,946 1,272,548 1,014,610 1,285,633 5011051012 DPN-LSCP - - - -
5011051020 First 5 Grant 82 - - -
5011051027 Natl Parkinsons Comm Gnt-Ex Cl - 5,000 - 5,000 5011051030 CRS-CAREavan 163,718 206,621 64,858 207,992
5011051035 CAREavan-Cannabis - - - -
5011051041 Homeless Hsng Asst Prev (HHAP) - - - -
5011051051 Library Services - - - -
5011051101 Park and Recreation Commission 351 - 1,780
5011051102 Youth Commission - - -
5011052016 Special Needs 18,404 27,059 22,205 27,310
5011052030 #N/A - - - -
5011052036 LRF-Boxing 41,118 42,662 35,500 42,798
5011052037 LRF-Teen Fee 2,033 - 1,570 -
50-Community & Rec Services Dept Total 4,744,427 5,616,217 5,393,006 5,667,643 6011061012 P O B Debt Service 3,190,069 470,815 470,800 - 60-Debt Service Programs Total 3,190,069 470,815 470,800 - 7011071101 RDA Economic Development - - - -
7011071126 #N/A - - - -
70-RDA/SA Projects Total - - - -
8011080105 Union Pacific-Integral Project - - - -
8011080106 Misc Dep-Station East Develop - - - -
8011080111 Power Shutoff - - - -
8011081009 Network Infrastructure Rplcmnt 160,559 160,560 160,500 160,560 8011081010 Comp Replacement - - - -
8011081011 Remote Site Security Camera Rn - - - 200,000 8011081200 COVID-19 Virus - - - -
8011081210 R Valle Celebration of Life - - - -
8011081500 Storms 2023-DR4683 398 - 40 -
8011081501 Storms 2023-DR4699 150 - 200 -
8011082014 Sergeant's Office Remodel - - - -
8011082015 ARC & Sub Station Re-Model - - - 36,900
8011083004 Fire Truck - - - 200,000
Expenditure Details 6 of 11 7/24/2026 - 11:34 AM
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GENERAL FUND EXPENDITURES by DEPT, ORG CODE
D Org Program Title FY25 Unaudited FY26 Adopt FY26 YE Proj FY27 Adopt 151
152
153
154
155
156
157
158
159
160
161
162
163
164
165
166
167
168
169
170
171
172
173
174
175
176
177
178
179
180
181
182
183
184
185
186
187
188
189
190
191
192
193
194
195
196
197
198
199
8011083012 PNC Eqpt Finance-Fire Truck 168,602 168,601 168,600 168,601 8011084022 Integral Communities Station 1,694 - 2,560 - 8011084029 Florence St-CEQA 3,487 - 230 -
8011084098 Nuvera Homes-Turk Island 3,279 - - -
8011084115 La Terra Fina-Time & Materials - - - -
8011084118 31014 UCB-Time & Materials - - - -
8011084119 Louie Ranch-Time & Materials (4,288) - 1,230 - 8011084122 31901 Alvarado Bl-Time & Mats - - - -
8011084123 31000 Courthous Dr-Time & Mats - - - -
8011084127 1201 I St-2 Lot Subdivision - - - -
8011084131 USA Properties-Time & Mats - - - -
8011084133 33663 Mission Blvd-Time & Mats - - - -
8011084135 H & S Energy-Time & Materials - - - -
8011084136 Windflower Blk 2-Dev Agrmnt - - - -
8011084139 4312 Dyer St-Time & Materials - - - -
8011084140 Integral-Site Develop Review - - -
8011084141 Dec Rd/7th St Areas 9/10 T&M - - - -
8011084143 Decoto Rd/7th St Area 1-T&M - - - -
8011084144 Decoto Rd/7th St Area 2-T&M - - - -
8011084145 Decoto Rd/7th St Area 4-T&M - - - -
8011084147 Louie Ranch/Appian Way-T&M (11,139) - 350 -
8011084150 33454-33462 3rd St Time & Mats - - 470 -
8011084153 31011 Union City Bl-Time &Mats 1,814 - - -
8011084156 Misc Dep-2625 Decoto Rd 478 - 10 -
8011084163 Misc Dep-Decoto Rd/7th PA 7/8 - - -
8011084167 Misc Dep-Zwissig Way - - 140
8011084300 Commercial Cannabis - - - -
8011084805 ECD Digitalization Project - 195,000 195,000 - 8011088001 Union Activity - - - -
80-Miscellaneous Programs Total 325,035 524,161 529,330 766,061 9011090000 UCB Park & Ride Lot - 1,144,500 1,144,500 160,000 9011090924 Public Building Energy Retofit 236,758 241,727 241,700 - 9011091311 Kennedy Center Remodel - - - -
9011091414 #N/A - - - -
9011091611 #N/A - - - -
9011091612 School Property Swap - - - -
9011091635 #N/A - - - -
9011091706 Energy Efficiency Project 192,768 192,732 192,700 192,665 9011091718 #N/A - - - -
9011091720 #N/A - - - -
9011091729 #N/A - - - -
9011091809 FY 16-17 Beverage Container Payment Prog - - - - 9011091830 PG&E Water Main Break on UCB - - - -
9011091909 18-19 Beverage Container Pymt - - - -
9011091917 #N/A - - - -
9011092109 FY 20-21 Bvrge Cntner Pmt Prog - - - -
9011092119 City Hall Space Planning Proj - - - -
9011092123 Union Landing Monument SignImp - - - -
9011092213 PD Facility Assessmnt Plan - - - -
Expenditure Details 7 of 11 7/24/2026 - 11:34 AM
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A B C E F H I
GENERAL FUND EXPENDITURES by DEPT, ORG CODE
D Org Program Title FY25 Unaudited FY26 Adopt FY26 YE Proj FY27 Adopt 200
201
202
203
204
205
206
207
208
209
210
211
212
213
214
215
216
217
218
219
220
9011092221 Library Roof & Interior Repair - - - -
9011092228 Historical Museum Repairs I 38,569 - 1,600 - 9011092229 CH - Mobile Generator Tapbox 14,838 - - -
9011092230 Atrium/Garden Repairs 170,763 - - -
9011092231 CH Workstan Modernization-Ph 1 - - - -
9011092235 Centro de Servicios Fence Encl - - - -
9011092312 FS 31 & 32 Apparatus Bay Exhst - - - -
9011092316 CH-DC Batt Backup & AC Repair 17,753 - - -
9011092323 PD Men's Shower Stall Repairs - - - -
9011092336 FS 31 Kitchen Countertop Replc - - - -
9011092340 CHWorkstation Modernization II 17,325 - - -
9011092411 Dry Creek Bridge Repairs - - - -
9011092414 FS 31 Fence Repairs 17,583 - - -
9011092432 City Hall Carpet Replacement 10,360 - - -
9011092556 HC Playground Surface Replace 60,962 - - -
9011092568 Larry Orozco Teen Workshop 6,529 - - -
9011092611 Flight 93 Memorial Repairs - - -
9011092620 MGSC Air Conditioning Unit Rpl - - - -
9011091817 HMGP Senior Center Generator - -
90-Capital Projects (PW) Total 784,208 1,578,959 1,580,500 352,665 Grand Total 83,800,909 85,993,757 87,487,948 89,070,970 Expenditure Details 8 of 11 7/24/2026 - 11:34 AM
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52 J K L N O Q R
GENERAL FUND EXPENDITURES by CATEGORY, OBJECT
O Obj Lookup FY25 Unaudited FY26 Adopt FY26 YE Proj FY27 Adopt 4X49402 Proceeds Lease Financing - - - -
4X-OthrFinancingSources Total - - - -
5A51110 Regular Pay 24,852,578 28,584,855 28,002,810 29,563,883 5A51111 Regular Part-Time Pay 765,444 609,722 1,116,230 618,928 5A51112 Seasonal Part-Time/Temp Pay 837,419 492,398 852,340 492,398 5A51113 Holiday Pay 557,092 658,792 621,800 678,952
5A51115 Overtime Pay 2,264,411 1,595,735 2,557,470 1,595,735 5A51117 Uniform/Auto/Cell Allowance 140,641 160,984 151,960 160,984 5A51118 Meal Allowance 7,519 6,830 8,360 6,830
5A51130 Anticipated Salary Savings - (2,300,000) - (1,150,000) 5A-Salaries and Wages Total 29,425,103 29,809,316 33,310,970 31,967,711 5B52110 Medicare Tax 413,134 423,321 469,630 437,651
5B52111 PERS 3,857,522 4,146,715 4,348,490 4,275,863
5B52112 Health Insurance 3,334,072 4,030,536 3,230,920 4,058,672 5B52113 Workers Compensation (ISF) 2,406,559 362,560 362,562 751,592 5B52114 Deferred Compensation 72,918 62,574 74,270 63,828 5B52115 Disability Insurance 45,941 46,257 49,370 46,407 5B52116 Unemployment Insurance 20,696 - 11,250 -
5B52117 Cal-Veba 24,414 23,514 26,110 23,514
5B52118 POA Retiree Medical-City Match 179,325 200,000 205,090 200,000 5B52120 CalPERS UAL Payment 8,337,807 9,308,544 9,357,166 9,825,909 5B-Employee Benefits Total 18,692,388 18,604,020 18,134,858 19,683,436 5C53101 Office Supplies (Exclud Paper) 45,314 69,613 25,300 69,703 5C53102 Data Processing Supplies 26,191 34,200 9,600 34,200 5C53103 Photo Supplies (Retire) 10,753 14,233 500 14,233 5C53104 Books 1,791 11,293 2,100 10,293
5C53105 Election Materials - 1,000 700 100
5C53106 Ergonomic Supplies 735 - - -
5C53201 Firearms & Supplies 115,249 160,462 160,500 160,462 5C53202 K-9 Provisions 23,409 16,313 13,800 16,313
5C53203 Medical Supplies (Retire) - - - -
5C53301 Fuel (Gasoline, Etc) 6,825 - 6,400 -
5C53304 Machinery Parts 571 - - -
5C53401 Janitorial Supplies 1,044 11,930 1,500 11,930
5C53402 Building Supplies 82,175 90,500 72,000 90,500
5C53501 Horticultural Supplies - - - -
5C53502 Asphalt Products - - - -
5C53503 Rock & Aggregate 2,408 - - -
5C53504 Traffic Safety 13,115 19,000 14,600 11,741
5C53601 Recreational Supplies 13,734 45,900 40,300 45,900 5C53701 Other Supplies 93,534 186,075 66,100 183,475
5C53702 Rain Gear/Uniform Acces 4,278 13,250 5,800 13,250 5C53703 Safety Supplies 46,615 70,000 33,300 70,000
5C53704 Small Tools 617 900 300 900
5C53801 Paper Supplies (SB1383) 23,493 27,150 23,700 27,150 5C53901 PD Promotional Items 410 3,000 4,100 3,000
5C53210 Jnt Dsptch Svc Expenditures - -
5C-Supplies Total 512,262 774,819 480,600 763,151
5D54105 Admin Fees-Prop & Sales Taxes 202,813 111,159 175,810 115,907 Expenditure Details 9 of 11 7/24/2026 - 11:34 AM
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J K L N O Q R
GENERAL FUND EXPENDITURES by CATEGORY, OBJECT
O Obj Lookup FY25 Unaudited FY26 Adopt FY26 YE Proj FY27 Adopt 53 54
55 56
57 58
59 60
61 62
63 64
65 66
67 68
69 70
71 72
73 74
75 76
77 78
79 80
81 82
83 84
85 86
87 88
89 90
91 92
93 94
95 96
97 98
99 100
101
5D54109 Pass-thru Plan Application Exp - - - -
5D54110 Professional/Consulting 2,659,433 2,768,584 2,768,500 3,050,854 5D54111 Contractual Services 20,862,012 20,187,265 20,187,300 20,735,240 5D54112 Legal Services 762,946 705,301 712,820 705,301
5D54113 Contract EEs/Comm Stipends 52,228 90,560 43,180 90,560 5D54116 Banking Services Fees 228,034 142,600 155,790 142,600 5D54117 Health Insurance Admin 18,624 20,600 8,850 21,218 5D54118 Sub-grants 249,233 247,147 184,190 247,147
5D54119 Prisoner Booking Fees - 26,125 - 26,125
5D54120 Laboratory Charges 84,904 80,125 65,110 80,125
5D54121 Election Services 238,146 500 70 262,500
5D54123 Repair/Maint-Radios 172,644 144,072 103,700 151,276 5D54124 Repair/Maint-Other 269,511 364,264 193,780 327,364 5D54125 Laundry 30,401 24,500 55,600 24,500
5D54126 Fleet-Vehicle Maint (ISF) 659,264 901,069 926,830 901,069 5D54127 Fleet-Vehicle Replace (ISF) 236,275 479,820 484,600 479,820 5D54128 Haz Mat Haulage/Disposal - 3,000 - 3,000
5D54129 Criminal Investigations - - 10 -
5D54130 Janitorial Services 514,079 555,000 476,660 555,000 5D54135 Hardware & Software Maint 92,571 206,796 156,270 215,860 5D54143 Risk Management (ISF) - 1,799,470 1,817,510 2,096,514 5D54144 Enterprise Fuel - 292,600 131,920 292,600
5D54205 Internet Circuit 1,571 115,000 84,910 115,000
5D54206 Cell Phone 174,983 218,745 190,830 217,245
5D54207 Data Circuits 211,926 131,323 93,250 131,323
5D54210 Postage 30,247 69,850 38,600 57,850
5D54211 Telephone - 25,826 - 25,826
5D54212 Utilities (5,937) - (34,060) -
5D54213 Ads,Publications,Promos 21,765 50,100 40,660 50,100 5D54214 Paper Printing Svcs (SB1383) 100,187 142,369 46,960 122,369 5D54215 Membership Dues 119,602 134,472 114,860 134,472 5D54216 Subscriptions 12,256 13,965 11,510 13,965
5D54217 Rentals 63,766 63,300 76,550 63,300
5D54218 Community Promotions 8,909 15,058 5,960 15,058
5D54220 Taxes, Licenses & Fees 806 24,350 2,660 24,350
5D54222 Care Of Prisoners 82 6,000 30 6,000
5D54235 Electricity 696,291 598,550 741,840 625,350
5D54236 Natural Gas 14,352 32,000 24,350 33,600
5D54237 Water 258,580 385,200 291,000 386,600
5D54238 Sewer 46,946 57,205 56,910 59,105
5D54244 Printing & Reprod (non SB1383) 10,508 11,306 8,290 11,306 5D54305 Citywide Training 4,000 32,000 10,160 32,000
5D54310 Travel & Training 201,307 306,160 164,370 306,430 5D54311 Travel/Train-Reimburse 216,920 264,975 53,190 264,975 5D54312 Travel/Train Non-reimb 108,152 82,301 66,360 82,301 5D54313 Local Meeting & Events 77,001 67,975 64,160 67,975 5D54314 Support to Other Organizations 1,000 - - -
5D54320 Tuition Reimbursement-SEIU 278 9,000 - 9,000
5D54321 Tuition Reimb-Unrep'd Non-Mgmt - 9,000 - 9,000
Expenditure Details 10 of 11 7/24/2026 - 11:34 AM
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J K L N O Q R
GENERAL FUND EXPENDITURES by CATEGORY, OBJECT
O Obj Lookup FY25 Unaudited FY26 Adopt FY26 YE Proj FY27 Adopt 102
103
104
105
106
107
108
109
110
111
112
113
114
115
116
117
118
119
120
121
122
123
124
125
126
127
128
129
130
131
132
133
134
135
136
137
138
139
140
141
142
143
144
145
146
147
148
149
150
5D54322 Tuition Reimbursement-PEG - 9,000 1,060 9,000
5D54323 Tuition Reimbursement-MEG 180 9,000 - 9,000
5D54324 Tuition Reimb-Unrep'd Mgmt - 9,000 - 9,000
5D54325 Tuition Reimbursement-PMA 12,721 9,000 - 9,000
5D54450 Pre-Development Costs 603 20,000 610 20,000
5D54500 Miscellaneous Charges 802 - 20,110 -
5D54505 Donated Funds 1,909 1,000 4,090 1,000
5D-Services Total 29,724,831 32,073,587 30,827,720 33,446,080 5I57100 CIP Project Budget - 1,339,500 1,339,500 160,000 5I57115 CIP Design, Mgmt & Observ Svcs 2,683 - - -
5I57125 Building Improvements - - - 36,900
5I57127 Park Improvements - - -
5I57130 Other Capital Equipment 138,712 234,579 234,500 216,366 5I57140 Motor Vehicles - 95,000 95,000 201,000
5I57141 Ergo SmEquip <$5k (Retire) 2,296 - - -
5I57150 Comp Equip <$5k (Retire) 1,309 - - -
5I57160 Computer & Technology Equip 302,027 - - 200,000 5I57170 Furniture & Fixtures 37,641 43,500 43,500 43,500 5I57500 SBITA Capital Outlay - - - -
5I-CapOutlay Total 484,667 1,712,579 1,712,500 857,766
5J58400 Interst Exp (Non-Debt Related) - - - -
5J-Interest Non-Debt Total - - - -
5k56602 Contribution to PARS OPEB 115 Trus - - - -
5k56603 Contrib to PARS Pension 115 Trust - - - -
5k99998 P-Card to be Reconciled - - 2,000 -
5k-Other Expenses Total - - 2,000 -
5L59101 Transfer Out 4,202,970 2,255,815 2,255,800 1,831,000 5L-Transfer Out Total 4,202,970 2,255,815 2,255,800 1,831,000 5G58010 SBITA Principal - - - -
5G58310 Capital Lease-Principal 524,142 702,207 702,200 474,219 5G58320 Capital Lease-Interest 234,545 61,414 61,300 47,607 5G-Debt-LeaseObl Total 758,688 763,620 763,500 521,826
Grand Total 83,800,909 85,993,757 87,487,948 89,070,970 Expenditure Details 11 of 11 7/24/2026 - 11:34 AM
Quarterly Financial Report - July 2026
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RESOLUTION NO. 2026-XXX

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY APPROVING AN AMENDMENT TO UPDATE THE CITY’S AUTHORIZED
POSITIONS LIST FOR FISCAL YEAR 2026 - 2027
WHEREAS, the City has undertaken an inquiry and recommends that the City Council amend the City’s Authorized Positions List; and WHEREAS, City staff have undertaken an analysis of necessary updates to the Authorized Positions List; and
WHEREAS, the City Council has identified in the Strategic Plan Goal B, Governance and Organization Effectiveness, to align critical city services with current staffing levels by ensuring the accuracy of the City’s Authorized Positions List; and NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby approves the amended Authorized Positions List, attached hereto and incorporated herein as Exhibit A, effective June 23, 2026.

BE IT FURTHER RESOLVED that the City Council hereby authorizes the City Manager to take such further actions as may be necessary to implement the proposed revisions to the City’s Authorized Positions List.
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Resolution No. 2026-XXX
Updated Authorized Positions List for FY 26-27