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
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
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.