WHEREAS, the recommended total construction budget of $370,450 includes the construction contract amount of $322,130 and a construction contingency of $48,320, approximately 15% of the construction contract amount; and WHEREAS, in addition to the construction budget, construction and inspection services in the amount of $74,710 and relocation of the transit operations trailer in the amount of $25,290 for a total project budget of $470,450 are necessary to support implementation of the project during the construction phase, which will be procured separately in accordance with applicable City procurement requirements and other applicable laws; and
WHEREAS, construction of this project is anticipated to begin in October 2026, with completion by the end of December 2026; and
WHEREAS, the Block 6 Interim Transit Facility Project, City Project No. 26-19, will be funded by a transfer in the amount of $470,450, of the one-million dollars ($1,000,000) of RM 3 funding monies allocated to the construction of an interim bus facility in the Quarry Lakes Parkway Project (Account Number 410-91804-57128) to the Block 6 Interim Transit Facility Project (Account Number 410-92619-57128).
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City hereby awards the contract to Mark Lee and Yong Kay, Inc., DBA Bay Construction Company, in the amount of $322,130, for the construction of the Block 6 Interim Transit Facility Project, City Project No. 26-19; and
BE IT FURTHER RESOLVED that the City Manager is authorized to take all actions to effectuate the intent of this Resolution, including execution of the contract and all documents approved in a form by the City Attorney; and BE IT FURTHER RESOLVED that the City Council of the City of Union City hereby approves a total construction budget, including a contingency of 15% of the contract, in the amount of $370,450; and
BE IT FURTHER RESOLVED that the City Council of the City of Union City hereby authorizes a budget transfer of $470,450 from the Quarry Lakes Parkway (Account Number 410-91804-57128) to the Block 6 Interim Transit Facility Project (Account Number 410-92619-57128).
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Resolution No. 2026-XXX
Award Contract for Block 6 Interim Transit Facility Project
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on September 22, 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 – Bid Summary
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Bid Item No. Description Unit Quantity Unit Price Total Cost Unit Price Total Cost 1 MOBILIZATION LS 1 $5,000.00 $5,000.00 $30,000.00 $30,000.00 2 SITE CLEARING AND DEMOLITION LS 1 $30,000.00 $30,000.00 $1,500.00 $1,500.00 3 TEMPORARY FACILITIES AND CONTROLS LS 1 $3,000.00 $3,000.00 $1,500.00 $1,500.00 4 WATER POLLUTION CONTROL PLAN LS 1 $7,000.00 $7,000.00 $6,000.00 $6,000.00 5 PAINT PAVEMENT MARKING + STRIPING SF 112,700 $0.36 $40,572.00 $0.30 $33,810.00 6 CHAIN-LINK FENCE LF 930 $126.00 $117,180.00 $60.00 $55,800.00 7 PEDESTRIAN GATE EA 6 $1,800.00 $10,800.00 $400.00 $2,400.00 8 VEHICULAR GATE EA 2 $1,900.00 $3,800.00 $600.00 $1,200.00 9 RUBBER WHEEL STOPS EA 11 $180.00 $1,980.00 $220.00 $2,420.00 10 CONEX BOX EA 1 $8,000.00 $8,000.00 $10,000.00 $10,000.00 11 PORTABLE SOLAR-POWERED LIGHT EA 2 $26,850.00 $53,700.00 $35,000.00 $70,000.00 12 PORTABLE SOLAR-POWERED CAMERA EA 3 $58,450.00 $175,350.00 $35,000.00 $105,000.00 13 SIGNAGE LS 1 $2,000.00 $2,000.00 $2,500.00 $2,500.00 $458,382.00 $322,130.00
-50% -6%
Mark Lee and Yong Kay
Inc. DBA Bay
Silicon Valley Paving, Inc. Construction Co.
SUBTOTAL=
% Below the Engineer's Estimate of $305,000
Union City Corporation Yard
Block 6 Interim Transit Facility Project - Bid Summary
Project No. 26-19
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City Council Staff Report Page 1 of 3 September 22, 2026 Staff Report
Agenda Item No. 3.13
DATE: September 22, 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 Consulting Services Agreement with Kittelson & Associates, Inc., in the Amount of $325,001, for a Total Not-to-Exceed Contract Amount of $600,612, for Final Design and Right-of-Way Services for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21
EXECUTIVE SUMMARY
Staff recommends that the City Council adopt a resolution authorizing the City Manager to execute the Second Amendment to the Consulting Services Agreement with Kittelson & Associates, Inc. (“Kittelson & Associates”) in the amount of $325,001, for a total not-toexceed contract amount of $600,612, for Final Design and Right-of-Way Services for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21.
STRATEGIC PLAN ALIGNMENT
This agenda item is aligned with the following:
Goal D, Strategy 1: Environmental Sustainability and Infrastructure - Continue the buildout of the City’s Bicycle and Pedestrian network, with an emphasis on closing gaps, addressing safety concerns, and increasing connectivity to the Station District.
Goal D, Strategy 2: Environmental Sustainability and Infrastructure – Implement the City’s capital improvement plan.
BACKGROUND
In late 2023, the Metropolitan Transportation Commission (MTC) conducted a solicitation for projects and developed an inventory of projects to be considered for Bus Accelerated Infrastructure Delivery (BusAID) funding, an initiative under the MTC Commission’s Transit Transformation Action Plan (TAP), adopted in September 2021.
On November 26, 2024, the Parties entered into a Consulting Services Agreement (C25PW1055) (“Agreement”) wherein the Consultant will provide the City with Preliminary Design, Environmental Documentation, and Final Design for the Alvarado-Niles Road 193 of 331
Agenda Item No. 3.13
City Council Staff Report Page 2 of 3 September 22, 2026 Part-Time Transit Lanes Pilot Project, City Project No. 24-21, in the amount of $275,611.
Union City Transit and Public Works submitted a BusAID Program Grant application on February 23, 2024, for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project (City Project No. 24-21), with assistance from Kittelson & Associates, Inc.
The Project will implement a peak-period bus lane in both directions along Alvarado-Niles Road from Decoto Road to 500 feet west of Almaden Boulevard. The project will entail repurposing the existing parking lane and bike lane into a part-time bus lane. Bicyclists may use the lane during peak periods but are encouraged to use parallel bike routes along Arizona Street.
The capital project consists of bus lane striping and new signage to alert motorists of the time restrictions when on-street parking is prohibited. At intersections, additional signage will be installed to clarify that the curb lane is to be used for right turns and through buses during peak periods.
Kittelson & Associates, Inc., of Oakland, California, was instrumental in securing MTC’s BusAID Program Grant for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project by assisting Union City Transit and Public Works with the grant application process, including the project description and the preparation of required exhibits. Kittelson & Associates is on the Public Works List of Qualified Firms for Traffic Engineering and Transportation Planning and is familiar with Union City’s transportation network and transit providers.
On May 28, 2024, MTC informed Union City that the Commission approved funding the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21, in the amount of $1,703,025, which includes $1,507,688 of Non-federal State Transit Assistance (STA) funds and a required local match of $195,337.
On July 9, 2024, the City Council adopted Resolution No. 6328-24 accepting $1,507,688 from the Metropolitan Transportation Commission’s (MTC) BusAID Grant Program for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21, and authorizing the City Manager to sign Supplement No. 4 to the Master Funding Agreement with MTC for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, in a form approved by the City Attorney, for the BusAID Program Grant Budget totaling $1,703,025 with Local Match of $163,724.
The initial scope of work for Kittelson & Associates was approved in October 2024 and covered work for the Planning/Conceptual Design, Preliminary Engineering (PA/ED), and Environmental Documentation (ENV) phases. The primary deliverables for this scope of work were the Existing Conditions Transportation Analysis and the Engineering Concept Design. The engineering concept design was submitted as a draft in November 2025.
These documents underwent review by Union City staff, an outside peer reviewer, and partner agencies MTC and AC Transit. The final versions of the Existing Conditions Transportation Analysis and the Engineering Concept Design were submitted in March 2026.
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Agenda Item No. 3.13
City Council Staff Report Page 3 of 3 September 22, 2026
DISCUSSION
The Second Amendment to the Consulting Services Agreement with Kittelson & Associates, Inc., is for the Final Design and Right-of-Way Support for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21, in the amount of $325,001.
The Final Design (PS&E) and Right of Way support will enable the Consultant to prepare construction plans for improvements along Alvarado-Niles Road from Almaden Boulevard to Decoto Road, including pavement slurry seal, new striping, and signage defining the Part-Time Transit Lanes currently used for bike lanes and parking. There will be special signs indicating the Part-Time Transit Lanes' hours of operation in each direction: 7:00 a.m.-9:00 a.m. and 2:00 p.m.-6:00 p.m., Monday to Friday. The Final Design phase is expected to be completed by early summer 2027, with construction to be completed by late 2027.
FISCAL IMPACT
The Second Amendment to the Consulting Services Agreement with Kittelson & Associates, Inc., in the amount of $325,001, will be funded with $37,278 in SB-1 Funds (Account Number 251-92421-57115) and $287,723 in Capital Projects Grants Fund (Account Number 410-92421-57115) as budgeted in the approved Five-Year Capital Improvement Plan (CIP) for Fiscal Year 2025-2026 to Fiscal Year 2029-2030 for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21.
RECOMMENDATION
Staff recommends that the City Council adopt a resolution authorizing the City Manager to execute the Second Amendment to the Consulting Services Agreement with Kittelson & Associates, Inc. (“Kittelson & Associates”) in the amount of $325,001, for a total not-toexceed contract amount of $600,612, for Final Design and Right-of-Way support for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21, in a form approved by the City Attorney.
Prepared by: Marilou Ayupan, Public Works Director
Submitted by: Marilou Ayupan, Public Works Director
Attachments
1. Attachment 1 – Second Amendment
2. Draft Resolution
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SECOND AMENDMENT TO THE CONSULTING SERVICES AGREEMENT (C25PW1055) BETWEEN THE CITY OF UNION CITY AND KITTELSON & ASSOCIATES, INC. FOR THE FINAL DESIGN AND RIGHT OF WAY SERVICES FOR THE ALVARADO- NILES ROAD PART-TIME TRANSIT LANES PILOT PROJECT, CITY PROJECT NO. 24-21 THIS SECOND AMENDMENT (the “Second Amendment”) is effective as of this 8th day of September, 2026, by and between THE CITY OF UNION CITY, a municipal corporation, (“City”) and KITTELSON & ASSOCIATES, INC., ("Consultant"), collectively referred to as the "Parties." W I T N E S S E T H: WHEREAS, on November 26, 2024, the Parties entered into a Consulting Services Agreement (C25PW1055) (“Agreement”) wherein the Consultant will provide the City with Preliminary Design, Environmental Documentation and Final Design for the Alvarado- Niles Road Part-Time Transit Lanes Pilot Project, City Project No. 24-21, in the amount of $275,611; and WHEREAS, on January 1, 2026, the Parties entered into a First Amendment to the Consulting Services Agreement (C25PW1055-1A) (“First Agreement”), to extend the term of services to be provided by the Consultant to June 30, 2027; and WHEREAS, the Parties desire to further amend the Agreement to expand the scope of services to be provided by the Consultant, and increase the compensation to be paid to the Consultant; and WHEREAS, the City and the Consultant desire to enter into this Second Amendment. NOW, THEREFORE, the Parties hereto do mutually agree as follows: 1. The “SCOPE OF SERVICES”, as set forth in EXHIBIT A of the Agreement, is hereby amended to include the services contained in Exhibit A of this Second Amendment, attached hereto and incorporated herein by reference.
2. The “TERM OF SERVICES” as set forth in the first sentence of Section 1.1 of the Agreement, is hereby extended to June 30, 2028.
3. The first sentence of Section 2 “COMPENSATION” of the Agreement is hereby amended to reflect payment based upon a sum increase of Three Hundred Twenty-Five Thousand One Dollars ($325,001), as set forth i n Exhibit B of this Second Amendment. The total compensation under the Agreement including this Amendment shall not exceed a total contract amount 196 of 331
Second Amendment to the Consulting Services Agreement between City of Union City and Kittelson & Associates, Inc. Page 2 of 6 of Six Hundred Thousand Six Hundred Twelve Dollars ($600,612). The first sentence shall now read: City hereby agrees to pay Consultant a sum not to exceed Six Hundred Thousand Six Hundred Twelve Dollars ($600,612), notwithstanding any contrary indications that may be contained in Consultant's proposal, for services to be performed and reimbursable costs incurred under this Agreement. 1. The “COST PROPOSAL” as set forth in EXHIBIT B of the Agreement, is hereby amended to include the information contained in Exhibit B of this Second Amendment, attached hereto and incorporated herein by reference. 2. All other provisions of the Agreement, remain unchanged except as modified by this Second Amendment. IN WITNESS WHEREOF, the City and the Consultant have executed this Amendment effective as of the date hereinabove written. THE CITY OF UNION CITY KITTELSON & ASSOCIATES, INC. By By Joan Malloy Laurence Lewis City Manager Senior Principal Planner Attest: ___________________________ Thai Nam N. Pham City Clerk Approved as to Form: ____________________________ Kristopher J. Kokotaylo City Attorney 197 of 331 Second Amendment to the Consulting Services Agreement between City of Union City and Kittelson & Associates, Inc. Page 3 of 6 Exhibit A Scope of Services The Project will implement a peak period bus lane along both directions of Alvarado Niles Road from Decoto Road to 500 feet west of Almaden Boulevard. The project will entail repurposing the existing parking lane and bike lane into a part-time bus lane. Bicyclists may use the lane during peak periods but will be encouraged to use parallel bike routes along Arizona Street. The capital project consists of bus lane striping and new signage to alert motorists of the time restrictions when on-street parking is prohibited. At intersections, additional signage will be installed to clarify that the curb lane is to be used for right turns and through buses during peak periods. Elements not included in the capital project are as follows: No curb modifications are proposed as part of this project. No signal modifications are proposed as part of this project beyond signal retiming, as transit signal priority is already present along the corridor. Bus stop modifications have been completed and no further bus stop modifications are included in this project. Initial Scope of Work The initial scope of work was approved in October 2024 and covered work for the Planning/Conceptual Design, Preliminary Engineering (PA/ED), and Environmental Documentation (ENV) phases. The primary deliverables for this scope of work were the Existing Conditions Transportation Analysis and the Engineering Concept Design. The engineering concept design was submitted in draft form in November 2025. These documents underwent review by Union City staff, an outside peer reviewer, and partner agencies MTC and AC Transit. Final versions of the Existing Conditions Transportation Analysis and Engineering Concept Design were submitted in March 2026. Current Scope Amendment The current scope of work covers Final Design (PS&E), Right of Way services (R/W), and Construction Support (CON). Post-Project Evaluation are not included in this scope. TASK 4: FINAL DESIGN (PS&E) Kittelson will prepare 65%, 95%, 100% and bid-ready plans, specifications and estimates (PS&E) for the project as follows: Existing Condition (Base Mapping) – For existing conditions, Kittelson will use the engineering survey that was completed in 2024 for the Alameda County Water District 198 of 331 Second Amendment to the Consulting Services Agreement between City of Union City and Kittelson & Associates, Inc. Page 4 of 6 pipeline project. Kittelson will also use the signage inventory that was conducted in December 2024 as part of the initial scope of work. No new survey is assumed. Signage and Striping - Kittelson will prepare pavement delineation and signing plans for each phase. Kittelson will conduct at least one field visit to verify the sign inventory conducted in December 2024 and record any changes. Paving Plans - Kittelson will prepare paving plans that will include slurry seal for the full length of the project. Union City will provide "digout" areas (locations and dimensions) where more extensive pavement rehab is needed. Kittelson will not complete pavement design (e.g. specifying pavement type, depth, etc.). Instead, Kittelson will identify the City-provided locations/limits of pavement “digout” areas and provide call outs to tie into/match existing per relevant standards. The removal of existing traffic striping will be covered by a general note that will apply to all painted/thermoplastic stripes/markings and all raised pavement markers in the project area. Kittelson will identify all manhole covers and utility covers that need to be protected or adjusted to grade. Union City will also provide locations that have been marked for curb/gutter replacement. Kittelson will call out these locations on the paving plans. Any additional work regarding curb and gutter replacement, including 3D design and contractor coordination, is assumed to be outside of this project scope. Tree Trimming Assessment- After 100% design is completed, Kittelson will conduct at least one field visit to identify where there are concerns of vegetation obscuring the visibility of proposed and/or existing signs. Kittelson will provide these locations to Union City so they can determine appropriate actions and coordinate the tree trimming work if applicable. Kittelson does not perform arborist services and will not make specific recommendations about how to remediate visibility issues related to trees and other vegetation. Key Deliverables: Four (4) submittals for the Final Plans, Specifications, and Cost Estimate package: 65%, 95%, 100%, and Bid Ready. Comment/response matrices following each of the 65%, 95%, and 100% submittals Key Assumptions: Union City is expected to provide comments following each of the 65%, 95%, and 100% submittals. AC Transit and MTC are expected to provide comments following at least one of the 65%, 95%, and/or 100% submittals. TASK 5: RIGHT OF WAY (R/W) Kittelson will document existing utilities within the project area based on the survey completed for the Alameda County Water District project; this survey will be 199 of 331 Second Amendment to the Consulting Services Agreement between City of Union City and Kittelson & Associates, Inc. Page 5 of 6 supplemented by field review. Utilities to be documented will include utility and manhole covers within the public right of way (roadway and sidewalk area) along with all above ground utility poles, cabinets, and fire hydrants. This review will be completed confirm if there are any utility impacts resulting from new signs or project improvements. Kittelson will also assist the City with any utility or outside agency permits, if needed. This task will include project notification letters to utility providers in the project area and adjusting utility covers to grade. Key Deliverables: Documentation of all existing utilities with the project limits. Key Assumptions: Union City is expected to provide comments following each of the 65%, 95%, and 100% submittals. FUTURE TASKS TASK 6: CONSTRUCTION SUPPORT (CON) TASK 7: PROECT EVALUATION PROJECT SCHEDULE The updated project schedule is noted below: Task No. Deliverable Phase Milestone Schedule 4 Final Design (PS&E) December 31, 20265 Right of Way (R/W) December 31, 20266 Construction (CON) August 31, 20277 Evaluation January 31, 2028 The Part Time Bus Lanes Project is estimated to be operational by early August 2027 before the New Haven Unified School District is in session. 200 of 331 Exhibit B Cost Proposal 201 of 331
RESOLUTION NO. 2026-XXX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY
AUTHORIZING THE CITY MANAGER TO EXECUTE THE SECOND
AMENDMENT TO THE CONSULTING SERVICES AGREEMENT WITH
KITTELSON & ASSOCIATES, INC., IN THE AMOUNT OF $325,001, FOR A TOTAL NOT-TO-EXCEED CONTRACT AMOUNT OF $600,612, FOR
FINAL DESIGN AND RIGHT-OF-WAY SUPPORT FOR THE ALVARADONILES ROAD PART-TIME TRANSIT LANE PILOT PROJECT, CITY PROJECT NO. 24-21
WHEREAS, the Metropolitan Transportation Commission (MTC), a regional planning agency, has been designated as the federal Metropolitan Planning Organization (“MPO”) and the state Regional Transportation Agency (“RTPA”) for the San Francisco Bay Area; and
WHEREAS, the Metropolitan Transportation Commission (MTC) from time to time expects to provide available regional, state and federal funds to itself as an MPO and RTPA, and otherwise to local agencies, and these funds will be used for planning and programming transportation, transit, land use or other projects relevant to MTC or its statutory purposes (the “Project” or “Projects”); and
WHEREAS, on July 10, 2018, the City Council adopted Resolution No. 5360-18, authorizing the City Manager to enter into a Master Funding Agreement with the MTC for funding Planning, Programming, Transportation, Transit, Land Use or Other Projects for Fiscal Years 2018-2019 through 2027-2028; and
WHEREAS, in late 2023, MTC conducted a solicitation for projects and developed an inventory of projects to be considered for Bus Accelerated Infrastructure Delivery (BusAID) funding, an initiative of the MTC Commission’s Transit Transformation Action Plan (TAP) which was adopted in September 2021; and
WHEREAS, Union City Transit and Public Works submitted a BusAID grant program application on February 23, 2024, for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21; and
WHEREAS, the Pilot Project will entail repurposing the existing parking lane and bike lane into an 11-foot part-time, bus-only lane during peak congestion periods for both morning and afternoon commute hours along Alvarado-Niles Road between Almaden Boulevard and Decoto Road to improve operations and travel times for Union City Transit (Routes 1,3 and 5) and AC Transit (Route 97), Monday through Friday; see Exhibit A for Project Board; and
WHEREAS, as part of the new part-time transit lane improvements, the existing Class II bike lanes will be upgraded to buffered Class II bike lanes and will be available to bicyclists during non-peak periods, Monday through Friday, and during the weekends; and
WHEREAS, bicyclists may use the part-time transit lane during peak periods but will be encouraged to use the parallel bike route along Arizona Street; and 202 of 331
Resolution No. 2026-XXX
Approve Second Amendment to Kittelson for ANR Pt-Time Transit Lane Pilot Project
WHEREAS, on March 26, 2024, Union City was informed by MTC of the recommendation of funding the Alvarado-Niles Road Part-Time Transit Lane Pilot Project to the Regional Network Management Committee for their approval and then recommending approval to the MTC; and
WHEREAS, on May 22, 2024, under MTC Resolution No. 4647, the Alvarado-Niles Road Part-Time Transit Lane Pilot Project was recommended and approved for grant funding from the BusAID Funding Program in the amount of approximately $1.5 million, with a Project Sponsor Contribution of approximately $200,000; and WHEREAS, on May 28, 2024, MTC informed Union City that the Commission approved funding the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21, in the amount of $1,703,025, which includes $1,507,688 of Non-federal State Transit Assistance (STA) funds and a required local match of $195,337; and WHEREAS, on July 9, 2024, the City Council adopted Resolution No. 6328-24 accepting $1,507,688 from the Metropolitan Transportation Commission’s (MTC) BusAID Grant Program for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21, Amending the Fiscal Year 2024-2025 Capital Projects Fund, ACTIA Measure B Bike & Pedestrian Paths Fund, and ACTIA Measure B Streets & Roads Fund budgets, and authorizing the City Manager to sign Supplement No. 4 to the Master Funding Agreement with MTC for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project; and
WHEREAS, on November 26, 2024, the City Council adopted Resolution No. 6400-24, approving a Consulting Services Agreement (C25PW1055) (“Agreement”) with Kittelson & Associates, Inc., wherein the Consultant would provide the City with Preliminary Design, Environmental Documentation and Final Design for the AlvaradoNiles Road Part-Time Transit Lanes Pilot Project, City Project No. 24-21, in the amount of $275,611; and
WHEREAS, Kittelson & Associates, Inc. of Oakland, California, was instrumental in the successful award of MTC’s BusAID Program Grant for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project by assisting Union City Transit and Public Works with the grant application process, including project description and preparing required exhibits; and
WHEREAS, Kittelson & Associates, Inc. of Oakland, California, is on the Public Works List of Qualified Firms for Traffic Engineering and Transportation Planning and is familiar with Union City’s transportation network and transit providers; and WHEREAS, in March 2022, MTC adopted the new Complete Streets Policy (MTC Resolution No. 4493) with the goal of making sure that people biking, walking, rolling, and taking transit are safely accommodated within the transportation network and requires Project Sponsors to prepare a Complete Streets Checklist for MTC approval; and WHEREAS, as part of MTC’s Complete Streets Checklist, the proposed Project had to be presented to the Bicycle and Pedestrian Advisory Committee (BPAC). With 203 of 331
Resolution No. 2026-XXX
Approve Second Amendment to Kittelson for ANR Pt-Time Transit Lane Pilot Project
Kittelson & Associates' understanding of the Project, staff and Kittelson made a presentation to the BPAC on August 20, 2024; and
WHEREAS, the Second Amendment to the Consulting Services Agreement with Kittelson & Associates, Inc., in the amount of $325,001, will be funded with $37,278 in SB 1 Fund (Account Number 251-92421-57115), and $287,723 in Capital Projects Grants Fund (Account Number 410-92421-57115) as budgeted in the approved Five-Year Capital Improvement Plan (CIP) for Fiscal Year 2025-2026 to Fiscal Year 2029-2030 for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21.; and
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 Consulting Services Agreement with Kittelson & Associates, Inc., of Oakland, CA, in the amount of $325,001, for a total not-to-exceed contract amount of $600,612, for Final Design and Right of Way Services for the Alvarado-Niles Road Part-Time Transit Lane Pilot Project, City Project No. 24-21, in a form approved by the City Attorney.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on September 22, 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
204 of 331
205 of 331
City Council Staff Report Page 1 of 3 September 22, 2026 Staff Report
Agenda Item No. 3.14
DATE: September 22, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Adopt a Resolution Authorizing the City Manager, or Their Designee, to Submit the Required Funding Application and to Execute the Certifications, Assurances and Authorized Agent Forms for the Electric Vehicle Charging Infrastructure for Union City Transit Project, in the Amount of $94,882, to the Low-Carbon Transit Operations Program (LCTOP) Cycle B and to Place the Award in the Capital Facilities Improvements Fund for the Union City Transit Fleet Electrification Project, City Project No. 22-11
EXECUTIVE SUMMARY
Staff recommends the City Council adopt a resolution authorizing the City Manager, or their designee, to submit the required funding application and to execute the certifications, assurances, and authorized agent forms for the Electric Vehicle Charging Infrastructure for Union City Transit Project, in the amount of $94,882, to the Low-Carbon Transit Operations Program (LCTOP) Cycle B, and to place the award in the Capital Facilities Improvements Fund for the Union City Transit Fleet Electrification Project, City Project No. 22-11.
STRATEGIC PLAN ALIGNMENT
There is no direct alignment with the Strategic Plan goals.
BACKGROUND
Assembly Bill 32 (AB 32), the California Global Warming Solutions Act of 2006, took a long-term, comprehensive approach to address climate change and its effects on the environment and natural resources. The legislation allows the California Air Resources Board (CARB) to establish a quarterly auction of a limited number of greenhouse gas (GHG) tradable permits. The program is commonly referred to as Cap-and-Trade, in which the proceeds from these auctions fund legislated programs that further the purpose of AB32.
The LCTOP is one of several programs within the Transit, Affordable Housing, and Sustainable Communities Program, established by the California Legislature in 2014 206 of 331
Agenda Item No. 3.14
City Council Staff Report Page 2 of 3 September 22, 2026 through Senate Bill 862 (SB 862), to further the purpose of AB32. Senate Bill 862 (Statutes of 2014) appropriated $25 million for LCTOP for Fiscal Year (FY) 2014-2015, and SB 862 continuously appropriates five percent (5%) of the annual auction proceeds in the Greenhouse Gas Reduction Fund for LCTOP, beginning in FY 2015-2016.
Approved projects in LCTOP will support new or expanded bus or rail services, expand intermodal transit facilities, and may include equipment acquisition, fueling, maintenance, and other costs to operate those services or facilities, with each project required to reduce greenhouse gas emissions. Funds in this program are allocated to operators by the Metropolitan Transportation Commission (MTC) through the State Controller’s Office, which uses Public Utility Code (PUC) Sections 99313 and 99314 to identify funding.
Funds are distributed based on revenues and, through MTC Resolutions 4123 and 4130, based on population. The California Department of Transportation (Caltrans) is the administering agency.
DISCUSSION
MTC is changing the distribution of funds for LCTOP this year by introducing Cycle A and Cycle B funding rounds. Cycle B funds have been finalized and are being presented for approval. Cycle A funds were approved by City Council on April 14, 2026, by the adoption of Resolution No. 2026-040. Union City Transit will apply all LCTOP funds towards the City’s Electric Vehicle Charging Infrastructure system this year.
Staff recommends that the City Council direct staff to apply for approximately $14,037 (PUC 99314) in direct LCTOP funds from Caltrans and $80,845 (PUC 99313) in LCTOP funds through the MTC population-based calculation for the FY2025-2026 Cycle B program period, for a total of $94,882. The LCTOP FY 2025-2026 Cycle A and Cycle B funding amounts to a combined total of $242,973. Over the course of twenty-five (25) years, Union City will receive $1.5 million dollars in combined revenue and population funds from the various projects enabled through this MTC program.
The FY 2025-2026 funds will be combined with previous LCTOP funds dedicated to electric vehicle charging infrastructure, along with other state, regional, and local transit funds through the Union City Transit Fleet Electrification Project, City Project No. 22-11 (formerly City Project 20-04). The attached funding application identifies the proposed project and allows Caltrans to allocate Cycle B funds to it. The City Council has approved similar resolutions for LCTOP funds annually since 2015, and the City has successfully received all requested funding (see Attachment 1 for a list of past LCTOP resolutions).
Caltrans has adopted an authorized agent designation, certifications, and assurances for LCTOP. As a condition to receive LCTOP funds, each project sponsor/agency must authorize an agency designee to execute these certifications and assurances. They include guidelines for project administration, reporting, cost principles, record retention, and special situations.
FISCAL IMPACT
The City will receive $94,882 in pass-through LCTOP Cycle B funds sometime in December 2026; staff will bring the award to City Council for acceptance at that time.
These funds will be combined with previous LCTOP funds dedicated to electric vehicle 207 of 331
Agenda Item No. 3.14
City Council Staff Report Page 3 of 3 September 22, 2026 charging infrastructure, along with other state, regional, and local transit funds, for the proposed project.
There will be no impact on the General Fund.
RECOMMENDATION
Staff recommends the City Council adopt a resolution authorizing the City Manager, or their designee, to submit the required funding application and to execute the certifications, assurances, and authorized agent forms for the Electric Vehicle Charging Infrastructure for Union City Transit Project, in the amount of $94,882, to the Low-Carbon Transit Operations Program (LCTOP) Cycle B and to place the award in the Capital Facilities Improvements Fund for the Union City Transit Fleet Electrification Project, City Project No. 22-11.
The resolution also authorizes the City Manager to designate the Transit Manager or Public Works Director to execute the required certifications and assurances for the LCTOP funds.
Prepared by: Steve Adams, Transit Manager
Submitted by: Marilou Ayupan, Public Works Director
Attachments
1. Attachment 1 – List of Past LCTOP Resolutions
2. Draft Resolution
3. Exhibit A - LCTOP Allocation Request Form
4. Exhibit B - LCTOP Authorized Agent
5. Exhibit C - LCTOP Certificates and Assurances
208 of 331
LCTOP Resolution Log
2015 - Current
4706-15 03/10/15
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING THE EXECUTION OF THE CERTIFICATIONS AND ASSURANCES FOR THE STATE’S
LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP)
4873-16 03/08/16
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE EXECUTION OF THE CERTIFICATIONS AND ASSURANCES AND AUTHORIZED
AGENT FORMS FOR THE LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) FOR UNION CITY TRANSIT PROGRAM
4874-16 03/08/16
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY
AUTHORIZING THE EXECUTION OF AN APPLICATION WITH THE STATE OF
CALIFORNIA TO USE THE LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) FOR A PROPOSED PROJECT AT THE UNION LANDING TRANSIT CENTER;
ACCEPTING ANY LCTOP FUNDING AWARDED TO THE CITY, AND APPROPRIATING
SAID FUNDING TO THE PUBLIC WORKS DEPARTMENT
5041-17 03/28/17
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE EXECUTION OF AN APPLICATION WITH THE STATE OF CALIFORNIA TO USE
THE LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) FOR A PROPOSED PROJECT TO REDUCE A FUTURE VEHICLE FLEET’S EMISSIONS
5214-18 04/10/18
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZATING
THE EXECUTION OF THE CERTIFICATIONS AND ASSURANCES AND AUTHORIZED
AGENT FORMS FOR THE LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) FOR THE FOLLOWING PROJECT: PARATRANSIT VEHICLE REPLACEMENT 5456-19 03/26/19
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE EXECUTION OF THE CERTIFICATIONS AND ASSURANCES AND AUTHORIZED
AGENT FORMS FOR THE LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) FOR THE FOLLOWING PROJECT: ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE FOR UNION CITY TRANSIT FLEET
5587-20 04/28/20
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE EXECUTION OF THE CERTIFICATIONS AND ASSURANCES AND AUTHORIZED
AGENT FORMS FOR THE LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) FOR THE FOLLOWING PROJECT: ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE FOR UNION CITY TRANSIT FLEET
5738-21 04/13/21
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE EXECUTION OF THE CERTIFICATIONS AND ASSURANCES AND AUTHORIZED
AGENT FORMS FOR THE LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) FOR THE FOLLOWING PROJECT: ELECTRIC VEHICLE CHARGING INFRASTRUCTURE FOR UNION CITY TRANSIT FLEET IN THE AMOUNT OF $92,050 209 of 331
LCTOP Resolution Log
2015 - Current
5906-22 03/22/22
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE CITY MANAGER OR THEIR DESIGNEE TO SUBMIT THE REQUIRED FUNDING
APPLICATION AND TO EXECUTE THE CERTIFICATIONS AND ASSURANCES AND
AUTHORIZED AGENT FORMS FOR THE LOW-CARBON TRANSIT OPERATIONS
PROGRAM (LCTOP) PROJECT, ELECTRIC VEHICLE CHARGING INFRASTRUCTURE FOR UNION CITY TRANSIT FLEET, IN THE AMOUNT OF $215,572 AND TO PLACE THE AWARD IN THE TRANSIT FUND (5110), CITY PROJECT NO. 20-04 6112-23 04/25/23
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE CITY MANAGER OR THEIR DESIGNEE TO SUBMIT THE REQUIRED FUNDING
APPLICATION AND TO EXECUTE THE CERTIFICATIONS, ASSURANCES, AND
AUTHORIZED AGENT FORMS FOR THE LOW-CARBON TRANSIT OPERATIONS
PROGRAM (LCTOP) PROJECT, UNION CITY FLEA MICROTRANSIT EXPANSION OF SERVICE, IN THE AMOUNT OF $214,893, AND TO PLACE THE AWARD IN THE TRANSIT FUND (5110)
6297-24 5/14/2024
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE CITY MANAGER, OR THEIR DESIGNEE, TO SUBMIT THE REQUIRED FUNDING
APPLICATION AND TO EXECUTE THE CERTIFICATIONS, ASSURANCES AND
AUTHORIZED AGENT FORMS FOR THE LOW-CARBON TRANSIT OPERATIONS
PROGRAM (LCTOP), UNION CITY FLEA (FLEXIBLE, LOCAL, EASY, ACCESS) MICROTRANSIT EXPANSION OF SERVICE, IN THE AMOUNT OF $229,992, AND TO PLACE THE AWARD IN THE TRANSIT FUND (5110)
2025-50 04/22/25
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE CITY MANAGER, OR THEIR DESIGNEE, TO SUBMIT THE REQUIRED FUNDING
APPLICATION AND TO EXECUTE THE CERTIFICATIONS, ASSURANCES AND
AUTHORIZED AGENT FORMS FOR THE LOW-CARBON TRANSIT OPERATIONS
PROGRAM (LCTOP), UNION CITY FLEA (FLEXIBLE, LOCAL, EASY, ACCESS) MICROTRANSIT EXPANSION OF SERVICE, IN THE AMOUNT OF $225,603, AND TO PLACE THE AWARD IN THE TRANSIT FUND (5110)
2026-040 04/14/26
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY AUTHORIZING
THE CITY MANAGER, OR THEIR DESIGNEE, TO SUBMIT THE REQUIRED FUNDING
APPLICATION AND TO EXECUTE THE CERTIFICATIONS, ASSURANCES AND
AUTHORIZED AGENT FORMS FOR THE ELECTRIC VEHICLE CHARGING
INFRASTRUCTURE FOR UNION CITY TRANSIT PROJECT, IN THE AMOUNT OF $148,091, TO THE LOW-CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) AND
TO PLACE THE AWARD IN THE CAPITAL FACILITIES IMPROVEMENTS FUND FOR THE UC TRANSIT FLEET ELECTRIFICATION PROJECT, CITY PROJECT NO. 22-11 210 of 331
RESOLUTION NO. 2026-XXX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY
AUTHORIZING THE CITY MANAGER, OR THEIR DESIGNEE, TO
SUBMIT THE REQUIRED FUNDING APPLICATION AND TO EXECUTE
THE CERTIFICATIONS, ASSURANCES AND AUTHORIZED AGENT
FORMS FOR THE ELECTRIC VEHICLE CHARGING INFRASTRUCTURE
FOR UNION CITY TRANSIT PROJECT, IN THE AMOUNT OF $94,882,
TO THE LOW-CARBON TRANSIT OPERATIONS PROGRAM (LCTOP)
AND TO PLACE THE AWARD IN THE CAPITAL FACILITIES
IMPROVEMENTS FUND FOR THE UC TRANSIT FLEET
ELECTRIFICATION PROJECT, CITY PROJECT NO. 22-11
WHEREAS, the Low Carbon Transit Operations Program (LCTOP) is one of several programs that are part of the Transit, Affordable Housing, and Sustainable Communities Program established by the California Legislature in 2014 by Senate Bill 862 (SB 862), drafted to further the purpose of AB 32, the California Global Warming Solutions Act of 2006; and
WHEREAS, Senate Bill 862 (Statutes of 2014) named the Department of Transportation (Department) as the administrative agency for the LCTOP, appropriating $25 million for Fiscal Year (FY) 2014-2015 and since appropriating five percent (5%) of the proceeds of annual greenhouse gas tradable permit auctions in the Greenhouse Gas Reduction Fund for LCTOP, starting in FY2015-2016; and
WHEREAS, approved projects in LCTOP support new or expanded bus or rail services, expand intermodal transit facilities, and may include equipment acquisition, fueling, maintenance, and other costs to operate those services or facilities, with each project required to reduce greenhouse gas emissions; and WHEREAS, the California Department of Transportation (Caltrans) has developed guidelines for the purpose of administering and distributing LCTOP funds to eligible project sponsors (local agencies); and
WHEREAS, the City of Union City – Union City Transit is an eligible project sponsor and has received state funding from the Low Carbon Transit Operations Program (LCTOP) for transit projects; and
WHEREAS, the City of Union City – Union City Transit wishes to implement the following LCTOP project listed below:
List project(s), including the following information:
Project Name: Electric Vehicle Charging Infrastructure for Union City Transit Amount of LCTOP funds requested: $94,882
Short description of the project: Design and construct the necessary charging infrastructure for current and future Union City Transit vehicles.
Benefit to Priority Populations: Provide zero-emission vehicles for public transit access to jobs, education, services, and resources.
Amount to benefit Priority Populations: $94,882
Contributing Sponsors: Metropolitan Transportation Commission 211 of 331
Resolution No. 2026-XXX
Authorize Submission of Union City Transit Annual LCTOP Cycle B Application
The allocation request for this project is attached as Exhibit A; and WHEREAS, the City of Union City – Union City Transit wishes to delegate authorization to execute these documents and any amendments thereto to the City Manager and/or their designees (see Exhibits B and C); and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Union City that the City, as fund recipient, agrees to comply with all conditions and requirements outlined in the Certification and Assurances and the Authorized Agent documents and applicable statutes, regulations, and guidelines for all LCTOP-funded transit projects; and NOW THEREFORE, BE IT FURTHER RESOLVED that the City Manager and/or their designee(s) be authorized to execute all required documents of the LCTOP program and any Amendments thereto with the California Department of Transportation.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on September 22, 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 - LCTOP Allocation Request Form
2. Exhibit B - LCTOP Authorized Agent
3. Exhibit C - LCTOP Certificates and Assurances
212 of 331
Yes Yes
20 10
14 Years
Months
The delivery of electric buses was completed in December 2025. The eight (8) portable 60kW chargers were delivered in March 2026. The eight (8) permanent 150kW chargers are on order and will be delivered in July or August 2026.
Invoices for engineering, equipment, or installation will be received before October 1, 2026.
Project Life: For capital projects, state the project useful life in years. For operation projects, state the number of months a service will be funded.
Capital: 10
Operations:
Request LONP: Your agency has selected a start date prior to estimated Award Date of October 1 2026, please provide an explaination of your need to start your project before the Award Date. $94,882
Rollover Projects: Please provide the total number of years your agency plans to accumulate funds and how many years remaining, include this year.
Rollover Project: No
Total Years of Rollover:
Remaining Years of Rollover:
Funding: 99313: $80,845 99314: $14,037 Total:
Sub-Type:
Purchase, construction, and/or installation of infrastructure, equipment, or facilities to support zero-emission vehicle(s)
Start date (anticipated) : 8/1/2026 End date (anticipated) : 06/30/2028 Project Summary
Name: No more
than 2 lines
Additional Electric Vehicle Charging Infrastructure for Union City Transit Fleet Description
(Short): No
more than 375
characters.
Union City Transit requires charging infrastructure for the eight (8) electric vehicles that were delivered in November and December 2025 along with two (2) existing electric vehicles. These funds will assist in acquisition and installation of the necessary equipment to support an increasingly electrified fleet of vehicles for the purpose of providing public transit.
Type: Capital
Phone #: 510.675.5307 Congressional*:
E-mail [email protected] *if you have additional Districts, please provide a separate attachment Name: Marilou Ayupan Assembly*:
Title: Public Works Director Senate*:
E-mail: [email protected] E-mail: [email protected] Authorized Agent Legislative District Numbers
Title: Transit Coordinator Title: Transit Manager
Phone #: 510.675.5373 Phone #: 510.675.5446
Alameda County
www.uctransit.org
Metropolitan Transportation Commission
04 Lead Agency Name: City of Union City - Union City Transit Address:
City, State, Zip Code:
LCTOP FY 2025-2026 Allocation Request Cycle B
FY 2025-2026 LCTOP: Cycle B
Lead Agency Information
Is your Cycle A and Cycle B project the same? Yes
Allocation Request Prepared by Contact (if different than "Prepared by") Name: Katherine Kaldis Name: Steve Adams
Caltrans District:
Does your agency have an approved Title VI Plan? Approved Date: 02/01/26 Title VI Attached:
County:
Agency Website:
Regional Planning Agency:
34009 Alvarado-Niles Road
Union City, CA 94587
Division of Local Assistance
Low Carbon Transit Operations Program Page 1 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
213 of 331
Previous LCTOP commitments totalling FY25-26 - $221,091 Application LCTOP $94,882
Programmed by Alameda County Transportation Commission - $797,160 in Transportation for Clean Air (TFCA)/Vehicle Registration Fee (VRF) discretionary funding
Secured (if Any Funds Fall Through) TDA Capital Reserve - $500,000 (Not included included in calculations) Detailed Funding Information: This section should be completed to detail any CAP funds included in the “Prior” column, include the Project ID, amount of funds transferred, and CAP approval date(if available).
Total FY 24-25 LCTOP Funding $94,882
Fully Funded Project: Provide a description of all the funds that will be used to complete this project and how LCTOP funds will not supplant other funding sources. Include the project ID and awarded funding amount from prior rollover years.
Contact Phone #: 99314
Contact E-mails:
Contributing Sponsor: Amount: PUC Funds Type:
Contact Person: 99313
Contact Phone #: 99314
Contact E-mails:
Contributing Sponsor: Amount: PUC Funds Type:
Contact Person: 99313
Contact E-mails:
PUC Funds Type:
Contact Person: 99313
Contact Phone #: 99314
Contributing Sponsor: Amount:
Contact Phone #: 415.778.4425 99314
Contact E-mails: [email protected]
Contributing Sponsor: MTC Amount: PUC Funds Type:
Contact Person: Julieth Ortiz $80,845 99313
Contact E-mail: [email protected]
Contact Person: Steve Adams 99313
Contact Phone #: 510.675.5446 $14,037 99314
$0 $1,511,700
Lead Agency: City of Union City - Union City Transit Amount: PUC Funds Type:
Total: $1,268,727 $148,091 $94,882 $0 $0
$0 $714,540
Other Funds: 797160 $797,160
Total CCI: $471,567 $148,091 $94,882 $0 $0
$0
Other GGRF: $0
LCTOP Interest:
$105,581
Total LCTOP: $471,567 $148,091 $94,882 $0 $0 $0 $714,540 PUC 99314: 69635 $21,909 $14,037
Total
PUC 99313: 401932 $126,182 $80,845 $608,959
LCTOP FY 2025-2026 Allocation Request Cycle B
Funding Information
Allocation Yr Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 FY 28-29 Division of Local Assistance
Low Carbon Transit Operations Program Page 2 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
214 of 331
$0
TOTAL $0 $0 $0 $0 $0 $0 $0
Operations/Other
$0
Equipment Purchase $0
CON
$0
R/W $0
PS&E
Total
PA&ED $0
Funding Source:
Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 FY 28-29 $0
TOTAL $0 $0 $0 $0 $0 $0 $0
Operations/Other
$0
Equipment Purchase $0
CON
$0
R/W $0
PS&E
Total
PA&ED $0
Funding Source:
Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 FY 28-29 $0
TOTAL $797,160 $0 $0 $0 $0 $0 $797,160
Operations/Other
$0
Equipment Purchase $797,160 $797,160
CON
$0
R/W $0
PS&E
FY 28-29 Total
PA&ED $0
$0 $714,540
Funding Source: Alameda County Transportation Commission - TFCA/VRF Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 TOTAL $471,567 $148,091 $94,882 $0 $0
$714,540
Operations/Other $0
Equipment Purchase $471,567 $148,091 $94,882
$0
CON $0
R/W
$0
PS&E $0
PA&ED
Funding Source: Low Carbon Transit Operations Program (LCTOP) Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 FY 28-29 Total $0 $0
TOTAL $1,268,727 $148,091 $94,882 $0 $0 $0 $1,511,700
Operations/Other $0 $0 $0 $0 $0
$0 $0
Veh/Equip Purchase $1,268,727 $148,091 $94,882 $0 $0 $0 $1,511,700 CON $0 $0 $0 $0 $0
$0 $0
R/W $0 $0 $0 $0 $0 $0 $0
PS&E $0 $0 $0 $0 $0
FY 28-29 Total
PA&ED $0 $0 $0 $0 $0 $0 $0
Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 LCTOP FY 2025-2026 Allocation Request Cycle B
Funding Plan
Total Project Funding
Division of Local Assistance
Low Carbon Transit Operations Program Page 3 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
215 of 331
$0
TOTAL $0 $0 $0 $0 $0 $0 $0
Operations/Other
$0
Equipment Purchase $0
CON
$0
R/W $0
PS&E
Total
PA&ED $0
Funding Source:
Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 FY 28-29 $0
TOTAL $0 $0 $0 $0 $0 $0 $0
Operations/Other
$0
Veh/Equip Purchase $0
CON
$0
R/W $0
PS&E
Total
PA&ED $0
Funding Source:
Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 FY 28-29 $0
TOTAL $0 $0 $0 $0 $0 $0 $0
Operations/Other
$0
Veh/Equip Purchase $0
CON
$0
R/W $0
PS&E
Total
PA&ED $0
Funding Source:
Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 FY 28-29 $0
TOTAL $0 $0 $0 $0 $0 $0 $0
Operations/Other
$0
Equipment Purchase $0
CON
$0
R/W $0
PS&E
Total
PA&ED $0
Funding Source:
Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 FY 28-29 $0
TOTAL $0 $0 $0 $0 $0 $0 $0
Operations/Other
$0
Equipment Purchase $0
CON
$0
R/W $0
PS&E
FY 28-29 Total
PA&ED $0
LCTOP FY 2025-2026 Allocation Request Cycle B
Funding Plan
Funding Source:
Component Prior FY 25-26 (A) FY 25-26 (B) FY 26-27 FY 27-28 Division of Local Assistance
Low Carbon Transit Operations Program Page 4 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
216 of 331
3) Project Costs - Provide an itemized breakdown of project components and describe how the cost estimations were developed. Please include marketing and bus wraps cost in this section. Total costs must correspond to the Funding Information section above. No more than 14 lines.
Project costs are based on current discussions with Union City Transit's engineering consultants. The estimated cost to install the infrastructure is $1,949,489 using a mixture of Alameda County Transportation Commission TFCA and VRF funds, LCTOP funds from prior years, and TDA Article 4.0 Capital funds to cover the costs of acquisition and installation of infrastructure that will support up to sixteen (16) electric vehicles charging simultaneously. 1) One (1) ABB Switchboard: $248,028
2) Eight (8) ABB 150 Kilowatt Electric Vehicle Supply Equipment (EVSE) Chargers: $1,324,000 3) Eight (8) Heliox 60 Kilowatt Mobile Chargers: $377,461 4) PG&E Rebates may no longer apply to the project and are not included.
LCTOP FY 2025-2026 Allocation Request Cycle B
Project Information
1) Project Description - Provide a comprehensive project description. For operations projects, include: #of trips, span, frequency improvements, days of operation and marketing component (if applicable). For capital projects, include:
product specifications and identify all LCTOP funded components. No more than 14 lines.
Union City Transit plans to construct electric vehicle charging infrastructure for the planned vehicles it procured and what is necessary for future electric transit vehicle procurements at its Public Works Maintenance Facility (Corpyard) where the current Union City Transit fleet is parked, fueled, and cleaned. The installation will include a dedicated transformer (as determined through PG&E engineering, not funded through LCTOP), behind-the-meter switchgear cabinets, conduit to parking stalls, and electric vehicle supply equipment (EVSE) with a charge rating of 150kW.
The charging infrastructure Union City Transit is designing will support up to sixteen (16) vehicles at one (1) time using load balancing technology. As currently proposed, this charging infrastructure will support specifically eight (8) transit buses that each travel 40,000 miles a year and eight (8) vehicles used for paratransit and microtransit that will travel between 10,000 and 20,000 miles a year.
2) Project Planning - Provide a detailed explanation of the project planning process and how it was designed to avoid substantial burden on any low- income, disadvantaged, and vulnerable populations. Include any public outreach, events, workshops or community input. No more than 14 lines.
This project is an upgrade to the existing Public Works Maintenance Facility (Corpyard) and has not required any public outreach because all work is inside the walls of the facility.
No burden is being placed on priority populations or the surrounding community. There is more benefit to be had with the reduction in noise coming from quieter transit vehicles and charging infrastructure once they are delivered and installed.
Division of Local Assistance
Low Carbon Transit Operations Program Page 5 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
217 of 331
5) Agency Service - Describe the transit service provided and how the project plays into the overall operations. . No more than 2450 characters.
Union City Transit is the municipal transit operator for the City of Union City. It provides fixed-route and Americans with Disabilities Act (ADA) complementary paratransit service. It operates seven (7) days a week from ~4:30a to ~10:30p on weekdays, and ~7:00a to ~7:30p on weekends. Paratransit rides can be scheduled up to three (3) days in advance over the phone between 8:00a and 5:00p. Union City Transit also provides the Union City Flea (Flexible, Local, Easy, Access) microtransit pilot service citywide to provide public transit access where large fixed-route buses cannot access Weekdays from ~4:30a to ~10:30p.
6) AB 680 Workforce Standards to Support Job Quality -As part of your FY 25-26 LCTOP Allocation Request Packet please include an electronic copy of your agency's most recently approved procurement manuals.
Yes Did you submit your approved procurement manual as part of your FY 25-26 LCTOP Allocation Request Packet?
LCTOP FY 2025-2026 Allocation Request Cycle B
Agency Information
4) Agency Fare - Describe your agency's fare structure including any discounts or special fares and how the project will affect that structure, if at all. No more than 16 Lines. ~ The requested LCTOP funds will have no impact on the fare structure or discounts. ~ Union City Transit's fixed-route and microtransit services cash fares are $2.00 for Adults (19-64), $1.25 for Youth (6-18), and $1.00 for Senior (65+), Certified Disabilities, and Medicare Card holders; cash fare payers are issued one (1) free transfer valid for 120 minutes. Union City Transit offers thirty-one (31) day fixed-route passes: $55 for Adults (19-64), $35 for Youth (6-18), and $26 for Senior (65+), Certified Disabilities, and Medicare Card holders. Union City Transit is a part of Metropolitan Transportation Commission's (MTC) regional electronic fare media system, Clipper, and accepts Clipper for cash fares, thirty-one (31) day fixed-route passes (Clipper Only), free transfers, inter-operator transfers (Clipper Only), and regional fare discount programs (Clipper Only). ~ Agency fares for the Flea Microtransit service are the same as the fare for fixed-route service. Cash fares are $2.00 for Adults (19-64), $1.25 for Youth (6-18), and $1.00 for Senior (65+), Certified Disabilities, and Medicare Card holders.
Transfer are only available through Clipper.
~ Paratransit rides are $2.75 each-way for all clients; clients can request a free transfer to fixed-route service valid for 120 minutes. A ten (10) ride paratransit ticket book for $27.50 is available. Paratransit does not currently accept Clipper.
Division of Local Assistance
Low Carbon Transit Operations Program Page 6 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
218 of 331
FY 25-26 LCTOP Project GHG Emission
Reductions (MTCO2e) 754.54
This number is calculated based on the values from
above and the QM-Tool tab.
Total Project VMTs Reduced
0 This number is calculated based on the values above.
Total Project GHG Emission Reductions
(MTCO2e) 754.54
This number is calculated based on the values from
above and the QM-Tool tab.
Project Useful Life
10 This is calculated based on the values above.
Total Project Ridership Increased
0 This is calculated based on the values above.
Adjustment (A) - Adjustment factor to
account for Choice Riders.Use defaults
values listed on
Trip Length (L) - Length (miles) of average
auto trip reduced or average passenger trip
length. You may use defaults values list ed
on
Project Yr. 1 Ridership Increase - Estimated
annual ridership contributed by the new
service or capital improvement in Yr1.
Project Yr. F Ridership Increase - Estimated
annual ridership contributed by the new
service or capital improvement in YrF.
Year 1 (Yr1) - First year of service, or year
that capital improvements will be
completed.
2027
Equipment begins service.
Year F (YrF) - Final year that the service is
funded or the final year of useful life for
capital improvements.
2037
Expectation that equipment will still function, but will be obsolete due to rapid developments in electric
vehicle charging infrastructure.
Greenhouse Gas Reductions - Describe qualitatively how this project will reduce greenhouse gas emissions.
This project is contained within the existing Union City Corpyard. The installation and operation of any EVSE will be quieter than the CNG compressors or the overhead high-voltage electricity lines. The CNG vehicles operate through Union City's residential neighborhoods and are perceived to be loud and polluting; this project enables the deployment of eight (8) battery-electric bues (BEB/ZEB) that travel on average of 40,000 Annual VMT and eight (8) battery-electric vans that travel up to 20,000 Annual VMT reducing local tailpipe emissions. Union City Transit expects to change the perception of public transit in the community and appeal to choice riders through the introduction of ZEBs and infrastructure.
Greenhouse Gas Reductions - Please provide quantitative information requested below and explanations supporting the data provided.
Value Explanation
LCTOP FY 2025-2026 Allocation Request Cycle B
Project GHG Benefits
Division of Local Assistance
Low Carbon Transit Operations Program Page 7 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
219 of 331
X
X
X
Co-Benefits - Describe benefits selected above and other benefits not listed.
Allows operations and maintenance staff to become familiar with electric vehicles and the equipment required to support them before additional vehicles become introduced to the fleet. Switching from CNG buses to ZEBs will reduce climate impacts improving public health in the long term.. Further benefits include reduced operating costs through longer preventive maintenance (PM) cycles, a reduction in fluid exchanges and disposal, a reduction in brake pad replacements, and a reduction in costs associated with troubleshooting and repairing engine and transmission issues. There is also the potential to reduce the number of road calls, which will increase the number of miles between those calls (a metric several oversight agencies monitor).
Improved Public Health College Grades K-12
Reduced Operating/Maintenance Costs Promotes Active Transportation Increase System Reliability Promotes Integration w/ other modes Avoided Toll Cost ($/Roundtrip/Rider)
(Average avoided toll cost associated with
project)
N/A Project does not involve toll costs
Co-Benefits - Check all additional Benefits/Outcomes.
Improved Safety Coordination with Educational Institution Transit Facility Parking Cost
($/Roundtrip/Rider) (Average cost to park to
use transit associated with project)
$3.00 The average transit facility parking cost at Union City BART Station is $3.00
Avoided Parking Cost ($/Roundtrip/Rider)
(Average avoided parking cost associated
with project)
$3.00 The average transit facility parking cost at Union City BART Station is $3.00
Baseline Average One-Way Fare Cost
($/One-Way Trip/Rider) (Average fare per
boarding, prior to project implementation)
$1.05 The average adult, senior, youth, child, and the
discounted fare are $1.05
New Average One-Way Fare Cost
($/One-Way Trip/Rider) (Average fare per
boarding resulting from project
implementation)
$1.05 The average adult, senior, youth, child, and the
discounted fare are $1.05
Value Explanation
Travel Cost Savings Benefits
LCTOP FY 2025-2026 Allocation Request Cycle B
Project Benefits
Division of Local Assistance
Low Carbon Transit Operations Program Page 8 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
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e. The project proponents, or those acting on their behalf, prepared and followed a community engagement plan that meets the minimum criteria originally established by the Transformative Climate Communities Program Priority Population Community Engagement: Identify the specific assessment for the Community Engagement Co-benefit (High, Medium, Low): Medium
h. Developed project features or project alternatives collaboratively with the community by a communitybased organization, community-driven steering committee, or similar entity designed, planned, and implemented the project in whole or in significant part.
5. Considering all input opportunities, which of the following statements are true (check all that apply):
a. The participants comprised a broadly representative sample of the population potentially benefiting from, or affected by, the project.
b. Project proponents identified key community leaders and organizations and engaged them directly. c. The events and input opportunities were hosted at varied and accessible times and locations throughout the area potentially affected by the project and included both in person and online forms of engagement. Events and written materials were offered in languages other than English. d. The participation process was conducted or assisted by a professional facilitator or public participation expert.
b. Solicited and recorded written or spoken input from the community about specific aspects of the project or potential project alternatives before decisions on those aspects and alternatives were finalized. c. Incorporated proposals or ideas from the community into project alternatives or components. d. Reported back to the community on how the input in 4(b) and 4(c) was incorporated. e. Developed project features or project alternatives collaboratively with the community by having one or more workshops or other meetings in which the community developed a project alternative or specific component to address unmet community needs, which was subsequently included in the project’s application for funding or final design.
f. Developed project features or project alternatives collaboratively with the community by formal cooperation with a community-based organization (i.e., via a memorandum of understanding, community benefits agreement, steering committee, labor agreement, etc.) to acquire or distribute funding, identify project alternatives or project components, or otherwise enhance community engagement in project design, planning and implementation.
g. Developed project features or project alternatives collaboratively with the community by delegation of authority to choose between project alternatives or components to the community through a steering committee, organized voting process, representative community-based organization, or other means. 2) With regard to public events held by the project proponent to discuss this project proposal with the community, what was the approximate total attendance at those events? N/A 3) With regard to other opportunities provided by the project proponent for community members to comment or provide input on the project, beyond those included in question 2, what is the approximate total number of people who provided commentary or input on the project through these opportunities?
N/A
4) Which of the following took place as part of the events & other opportunities identified? (Check all that apply):
a. Informed the community about various aspects of the project, including the process by which major decisions about the project would be made.
LCTOP FY 2025-2026 Allocation Request Cycle B
Community Engagement Co-Benefit
To estimate the community engagement co-benefit, users will respond to the five questions below. Based on the responses to the questions, the level of community engagement will be evaluated as low, medium, or high. 1) Is the project being proposed for LCTOP funding, a neighborhood-scale, city/regional-scale, or rural-scale project? City/Regional
Division of Local Assistance
Low Carbon Transit Operations Program Page 9 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
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Agency can meet the DAC requirement by meeting any of the SB 1119 Project Criteria:
Is the project a transit fare subsidies or network and fare integration technology improvements, including, but not limited to, discounted or free student transit passes No
Is the project a purchase of zero-emission transit buses and/or purchase and installation of supporting infrastructure?
Yes
Is the project a new or expanded transit service that connects with transit service serving a disadvantaged communities?
No
Amount of FY 25-26 funds to benefit Low-Income Community:
Amount of FY 25-26 fund to benefit Low-Income Households and Residents within 1/2 mile of a DAC:
Total Amount of FY 25-26 LCTOP funds to benefit Priority Population (Total should not exceed total FY 25-26 LCTOP project funding): $0 No community engagement was conducted for this project. The project site is not located in any of the identified Priority Population areas. The project is completely contained within the existing Union City Public Works Maintenance Facility (Corporation Yard or Corpyard) as part of an infrastructure upgrade for transit vehicles that will serve the identified Priority Populations.
Step 3 - Provide a Benefit:Review the options below and select one that demonstrates how the project directly benefits the priority population identified in Step 1 and addresses the need identified in Step 2.
Priority Population Benefit: Select the benefit
your project provides to the community or
household.
A. Project reduces criteria air pollutant or toxic air contaminant emissions.
Please provide the amount of FY 25-26 LCTOP funds estimated to benefit Priority Populations.
Amount of FY 25-26 funds to benefit a Disadvantage Community (If you have a DAC, at least 50% must benefit a DAC) :
Is the project located outside of a disadvantaged community, but within 1/2 mile of a disadvantage community and within a low-income census tract? No
Step 2 - Identify a Need: Review the options and select one that explains how the community or household need for the priority population identified in Step 1 was determined.
Priority Populations Community Needs Description: Describe the community or household need and how it was identified. If option “B. Local Documentation” was chosen, briefly describe the documentation. If option “C. Data Tools” was chosen, include the name of the tool in the description.
Does your Agency's Service Area have a Disadvantaged Community? (as defined by SB 535) Yes Is the project located within the boundaries of a Disadvantaged Community census tract? No Is the project located within the boundaries of a Low-Income community census tract? No LCTOP FY 2025-2026 Allocation Request Cycle B
Priority Populations Benefits
Step 1 - Identify the Priority Population: Determine if the project is at least partially located within a Priority Population census track or will benefit Priority Population households.
Division of Local Assistance
Low Carbon Transit Operations Program Page 10 of 10
Sheet Name: Allocation_Request
Rev. 1-2026
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FY 2025-2026 LCTOP
Authorized Agent
AS THE City Manager
(Chief Executive Officer/Director/President/Secretary)
OF THE City of Union City
(Name of County/City/Transit Organization)
I hereby authorize the following individual(s) to execute for and on behalf of the named Regional Entity/Transit Operator, any actions necessary for the purpose of obtaining Low Carbon Transit Operations Program (LCTOP) funds provided by the California Department of Transportation, Division of Local Assistance. I understand that if there is a change in the authorized agent, the project sponsor must submit a new form. This form is required even when the authorized agent is the executive authority himself. I understand the Board must provide a resolution approving the Authorized Agent. The Board Resolution appointing the Authorized Agent is attached.
Marilou Ayupan, Public Works Director OR
(Name and Title of Authorized Agent)
Steve Adams, Transit Manager OR
(Name and Title of Authorized Agent)
Click here to enter text. OR
(Name and Title of Authorized Agent)
Click here to enter text. OR
(Name and Title of Authorized Agent)
Joan Malloy City Manager
(Print Name) (Title)
(Signature)
Approved this 22
day
of September , 2026
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FY 2025-2026 LCTOP
Certifications and Assurances
Lead Agency: City of Union City – Union City Transit
Project Title: Electric Vehicle Charging Infrastructure for Union City Transit Fleet Prepared by: Steve Adams
The California Department of Transportation (Caltrans) has adopted the following Certifications and Assurances for the Low Carbon Transit Operations Program (LCTOP).
As a condition of the receipt of LCTOP funds, Lead Agency must comply with these terms and conditions.
A. General
1. The Lead Agency agrees to abide by the current LCTOP Guidelines and applicable legal requirements.
2. The Lead Agency must submit to Caltrans a signed Authorized Agent form designating the representative who can submit documents on behalf of the project sponsor and a copy of the board resolution appointing the Authorized Agent.
B. Project Administration
1. The Lead Agency certifies that required environmental documentation is complete before requesting an allocation of LCTOP funds. The Lead Agency assures that projects approved for LCTOP funding comply with Public Resources Code § 21100 and § 21150.
2. The Lead Agency certifies that a dedicated bank account for LCTOP funds only will be established within 30 days of receipt of LCTOP funds.
3. The Lead Agency certifies that when LCTOP funds are used for a transit capital project, that the project will be completed and remain in operation for its useful life.
4. The Lead Agency certifies that it has the legal, financial, and technical capacity to carry out the project, including the safety and security aspects of that project.
5. The Lead Agency certifies that they will notify Caltrans of pending litigation, dispute, or negative audit findings related to the project, before receiving an allocation of funds.
6. The Lead Agency must maintain satisfactory continuing control over the use of project equipment and facilities and will adequately maintain project equipment and facilities for the useful life of the project.
7. Any interest the Lead Agency earns on LCTOP funds must be used only on approved LCTOP projects.
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8. The Lead Agency must notify Caltrans of any changes to the approved project with a Corrective Action Plan (CAP).
9. Under extraordinary circumstances, a Lead Agency may terminate a project prior to completion. In the event the Lead Agency terminates a project prior to completion, the Lead Agency must (1) contact Caltrans in writing and follow-up with a phone call verifying receipt of such notice; (2) pursuant to verification, submit a final report indicating the reason for the termination and demonstrating the expended funds were used on the intended purpose; (3) submit a request to reassign the funds to a new project within 180 days of termination.
C. Reporting
1. The Lead Agency must submit the following LCTOP reports:
a. Annual Project Activity Reports October 30th each year. b. A Close Out Report within six months of project completion. c. The annual audit required under the Transportation Development Act (TDA), to verify receipt and appropriate expenditure of LCTOP funds. A copy of the audit report must be submitted to Caltrans within six months of the close of the year (December 31) each year in which LCTOP funds have been received or expended.
d. Project Outcome Reporting as defined by CARB Funding Guidelines. e. Jobs Reporting as defined by CARB Funding Guidelines.
2. Other Reporting Requirements: CARB develops and revises Funding Guidelines that will include reporting requirements for all State agencies that receive appropriations from the Greenhouse Gas Reduction Fund. Caltrans and project sponsors will need to submit reporting information in accordance with CARB’s Funding Guidelines, including reporting on greenhouse gas reductions and benefits to disadvantaged communities.
D. Cost Principles
1. The Lead Agency agrees to comply with Title 2 of the Code of Federal Regulations 225 (2 CFR 225), Cost Principles for State and Local Government, and 2 CFR, Part 200, Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments.
2. The Lead Agency agrees, and will assure that its contractors and subcontractors will be obligated to agree, that:
a. Contract Cost Principles and Procedures, 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31, et seq., shall be used to determine the allow ability of individual project cost items and
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b. Those parties shall comply with Federal administrative procedures in accordance with 2 CFR, Part 200, Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments. Every sub-recipient receiving LCTOP funds as a contractor or sub-contractor shall comply with
Federal administrative procedures in accordance with 2 CFR, Part 200, Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments.
3. Any project cost for which the Lead Agency has received funds that are determined by subsequent audit to be unallowable under 2 CFR 225, 48 CFR, Chapter 1, Part 31 or 2 CFR, Part 200, are subject to repayment by the Lead Agency to the State of California (State). All projects must reduce greenhouse gas emissions, as required under Public Resources Code section 75230, and any project that fails to reduce greenhouse gases shall also have its project costs submit to repayment by the Lead Agency to the State. Should the Lead Agency fail to reimburse moneys due to the State within thirty (30) days of demand, or within such other period as may be agreed in writing between the Parties hereto, the State is authorized to intercept and withhold future payments due the Lead Agency from the State or any third-party source, including but not limited to, the State Treasurer and the State Controller.
A. Record Retention
1. The Lead Agency agrees and will assure that its contractors and subcontractors shall establish and maintain an accounting system and records that properly accumulate and segregate incurred project costs and matching funds by line item for the project.
The accounting system of the Lead Agency, its contractors and all subcontractors shall conform to Generally Accepted Accounting Principles (GAAP) and enable the determination of incurred costs at interim points of completion. All accounting records and other supporting papers of the Lead Agency, its contractors and subcontractors connected with LCTOP funding shall be maintained for a minimum of three (3) years after the “Project Closeout” report or final Phase 2 report is submitted (per CARB Funding Guidelines, Vol. 3, page 3.A-16), and shall be held open to inspection, copying, and audit by representatives of the State and the California State Auditor.
Copies thereof will be furnished by the Lead Agency, its contractors, and subcontractors upon receipt of any request made by the State or its agents. In conducting an audit of the costs claimed, the State will rely to the maximum extent possible on any prior audit of the Lead Agency pursuant to the provisions of federal and State law. In the absence of such an audit, any acceptable audit work performed by the Lead Agency’s external and internal auditors may be relied upon and used by the State when planning and conducting additional audits.
2. For the purpose of determining compliance with Title 21, California Code of Regulations, Section 2500 et seq., when applicable, and other matters connected with 226 of 331
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the performance of the Lead Agency’s contracts with third parties pursuant to Government Code § 8546.7, the project sponsor, its contractors and subcontractors and the State shall each maintain and make available for inspection all books, documents, papers, accounting records, and other evidence pertaining to the performance of such contracts, including, but not limited to, the costs of administering those various contracts. All of the above referenced parties shall make such materials available at their respective offices at all reasonable times during the entire project period and for three (3) years from the date of final payment. The State, the California State Auditor, or any duly authorized representative of the State, shall each have access to any books, records, and documents that are pertinent to a project for audits, examinations, excerpts, and transactions, and the Lead Agency shall furnish copies thereof if requested.
3. The Lead Agency, its contractors and subcontractors will permit access to all records of employment, employment advertisements, employment application forms, and other pertinent data and records by the Civil Rights Department, or any other agency of the State of California designated by the State, for the purpose of any investigation to ascertain compliance with this document.
F. Special Situations
Caltrans may perform an audit and/or request detailed project information of the project sponsor’s LCTOP funded projects at Caltrans’ discretion at any time prior to the completion of the LCTOP.
I certify all these conditions will be met.
Steve Adams Transit Manager
(Print Authorized Agent) (Title)
(Signature) (Date)
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City Council Staff Report Page 1 of 8 September 22, 2026 Staff Report
Agenda Item No. 4.1
DATE: September 22, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Hold a Public Hearing and Adopt a Resolution Approving the 2025- 2026 Community Development Block Grant (CDBG) Consolidated Annual Performance and Evaluation Report (CAPER) and
Authorizing the City Manager to Submit the 2025-2026 CDBG CAPER to the U.S. Department of Housing and Urban Development
EXECUTIVE SUMMARY
Staff recommends that the City Council hold a public hearing on the 2025-2026 Community Development Block Grant (“CDBG”) Consolidated Annual Performance and Evaluation Report (“CAPER”) and adopt a resolution (Attachment 1) approving the 2025- 2026 CAPER (Exhibit A) and authorizing its submittal to the U.S. Department of Housing and Urban Development (“HUD”).
STRATEGIC PLAN ALIGNMENT
This agenda item does not align with a specific goal or strategy in the Strategic Plan.
However, it is required in order for the City to receive Federal block grant funds, which support a variety of City programs and contribute to the City’s overall mission to provide effective, high-quality services that promote a high quality of life and economic vitality.
BACKGROUND
The City of Union City receives CDBG funding annually from HUD. In addition, Union City receives HOME Investment Partnership Program (“HOME”) funds annually through participation in the Alameda County HOME Consortium. As part of the requirements to receive this funding, the City must prepare and submit a CAPER to HUD every year. The CAPER describes how CDBG- and HOME-funded activities addressed the City’s housing and community development needs and compares its accomplishments to the goals the City set in the Program Year 2025-2026 (“PY25”) Annual Action Plan and the first year of the City’s 2025-2029 Consolidated Plan. The CAPER also provides a comprehensive accounting of all CDBG and HOME funds allocated and expended during PY25. See Attachment 1, Exhibit A, for the PY25 CAPER.
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Agenda Item No. 4.1
City Council Staff Report Page 2 of 8 September 22, 2026
DISCUSSION
In PY25, the City expended $457,356.84 in CDBG funding and $94,976.00 in CDBG administration funds to cover administrative costs and staff time, for a total expenditure of $552,332.84. In total, the City spent $552,332.84 in CDBG funds on housing- and community-development-related activities. See Table 1 below showing a breakdown of CDBG funds spent by activity. The City also spent $232,932.94 in General Fund dollars to support public service programs.
Table 1. Program Year 2025 CDBG Expenditures by Activity Service Type Program Year
Total CDBG
Funding
Expenditure
Public Services 2025 $63,544.68
Micro-Enterprise Program 2025 $18,511.92
Minor Home Repair
Program 2025 $26,000.00
Public Facilities 2023 $127,878.12
Public Facilities 2024 $125,632.27
Public Facilities 2025 $95,789.85
HOME Funds 2025 $0
Program Income 2025 $0
Subtotal $457,356.84
Administration 2025 $94,976.00
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Agenda Item No. 4.1
City Council Staff Report Page 3 of 8 September 22, 2026 Service Type Program Year
Total CDBG
Funding
Expenditure
Total $552,332.84
Public Services
The City spent $63,544.68 in PY25 CDBG funds and $232,932.94 in General Fund dollars to support 11 public service programs. See Tables 2 and 3 below for an overview of PY25 public service activities, grant amounts, amounts utilized by the service provider, and the number of residents served. In total, through its CDBG and General Fund funding, the City served 27,240 residents in PY25.
There are instances where public service providers did not use all of their grant funding.
The unexpended amounts ranged from $4 to $7,500. Staff is currently reaching out to these service providers to better understand why they were not able to spend their entire award by the end of the fiscal year.
Table 2. Program Year 2025 CDBG Public Service Grant Expenditures and Residents Served
Organization Program Grant
Amount
Grant
Expenditure
Amount
Number of
Union City
Residents
Served
Abode Services
Emergency
Homeless Shelter
Services
$10,000 $10,000 10
City of Fremont Senior Support
Services $10,000 $10,000 34
ECHO
Fair Housing,
Tenant/Landlord
Counseling
$10,000 $10,000 132
Union City Family
Center
General Social
Services $20,000 $16,202.84 1,586
Safe Alternatives
to Violent
Environments
(SAVE)
Crisis Intervention for
Domestic Abuse
Survivors
$10,000 $7,341.84 56
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Agenda Item No. 4.1
City Council Staff Report Page 4 of 8 September 22, 2026 Organization Program Grant
Amount
Grant
Expenditure
Amount
Number of
Union City
Residents
Served
Spectrum
Community
Services
Senior Meals
Services $10,000 $10,000 151
CDBG Totals $70,000 $63,544.68 1,969
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Agenda Item No. 4.1
City Council Staff Report Page 5 of 8 September 22, 2026 Table 3. Program Year 2025 General Fund Public Service Grant Expenditures and Residents Served
Organization Program Grant
Amount
Grant
Expenditure
Amount
Number of
Union City
Residents
Served
Abode Services
Emergency
Homeless Shelter
Services
$5,000 $5,000 *
Centro De
Servicios
General Social
Services $155,000 $155,000 24,152
Community
Resources for
Independent
Living
Housing and
Independent Living
Skills
$15,000 $15,000 49
Immigration
Institute of the
Bay Area
Legal Services for
Immigrants $15,000 $7,500 184
Legal Assistance
for Seniors Legal Services $10,000 $8,213.76 19
Safe Alternatives
to Violent
Environments
(SAVE)
Youth Services
Program $10,000 $9,996.00 718
SOS Meals on
Wheels (formerly
LIFE Eldercare)
Senior Meals
Services $15,000 $15,000 149
Spectrum
Community
Services-Senior
Meals
Senior Meals
Services $5,000 $5,000.00 *
Union City Family
Center
General Social
Services $15,000 $12,223.18 *
General Fund
Totals $245,000 $232,932.94 25,271
*Note: This vendor received both CDBG and General Fund monies. To avoid doublecounting residents served, the “number of Union City residents served” is included in the CDBG funding table above.
Microenterprise Assistance
The City spent $18,511.92 in PY25 to support the Community Child Care Council (4Cs). 232 of 331
Agenda Item No. 4.1
City Council Staff Report Page 6 of 8 September 22, 2026 They provide microenterprise assistance, including business support, education, technical assistance, and incentives, to help residents launch and operate in-home family childcare businesses. The program assisted eight (8) low-income, in-home childcare providers.
The provider submitted all its reimbursement requests on time this year and has continued to work with staff on invoice submissions and reporting. Although the service provider did not expend the remaining $1,488.08 of its CDBG award, this is considered an irregularity, as it has consistently expended its full award each program year.
Housing Rehabilitation
The City spent $26,000 in PY25 CDBG funds to implement the City’s Housing Rehabilitation Program, which provides repair and rehabilitation grants to low-income homeowners. The City contracts with Alameda County through its Healthy Housing Services program, which provides services for the Minor Home Repair Program. This year the program provided six (6) minor home repair grants. Rehabilitation projects included: installation of shower grab bars, repair of subfloors in bathrooms and bedrooms, replacement of existing toilets with ADA-height toilets, installation of smoke alarms, repair of window sealing, repair of front steps, partial roof repair, and replacement of a water heater. The average cost of repair per home was $4,333.
The City has been working with new Alameda County staff at Healthy Homes to ensure the timely submission of invoices. County staff have consistently responded positively and submitted invoices on time, but last program year they were unable to spend their full CDBG award, leaving a balance of $24,000. According to County staff, this was mainly attributed to a large increase in the number of applications and Program updates, resulting in longer processing times for residents’ applications. This is not anticipated to be an issue moving forward. City staff will continue to coordinate with the County to ensure they can fully utilize their funding allocation moving forward.
Public Facilities
The City spent a total of $349,300.24 on City capital projects, which are described further below. The funds for these projects were allocated in PY 23, 24 and 25.
Fred Castro Park Improvement Project
The Fred Castro Park Improvement Project included the replacement of play equipment, rehabilitation of landscaping, replacement of fencing along the park's perimeter, repair of pedestrian pathways to address non-ADA-compliant grades, and lighting upgrades throughout the park. In PY25, the City spent $19,615.27 in CDBG funds to complete the installation of lighting around the park as the final portion of the project. Additional CDBG funds spent on the other project components were reported in the PY24 CAPER.
Charles F. Kennedy Park Improvement Project
The Charles F. Kennedy Park Improvement Project includes the construction of sidewalks and curbs around the lot, asphalt resurfacing and repainting, rehabilitation of non-ADAcompliant access points throughout the parking lot, tree maintenance, irrigation system repairs, repairs to the community center at the park, and the purchase of wood fiber for use in the play area. The parking lot and park rehabilitation were completed in PY25, and 233 of 331
Agenda Item No. 4.1
City Council Staff Report Page 7 of 8 September 22, 2026 a total of $329,684.97 in CDBG funds was spent on the project.
HOME Funding
There were two (2) programs to which HOME funds were allocated in PY25. Although work occurred during the program year, for the reasons listed below, no HOME funds were spent or reported in the PY25 CAPER.
Tenant-Based Rental Assistance
Union City allocated approximately $32,787 of its HOME funding from the Alameda County HOME Consortium to Fremont’s Stay Housed Program, which is a Tenant Based Rental Assistance (TBRA) program that assists individuals and families in securing and/or staying housed by providing them with rental subsidies. This program provides rental assistance for up to 24 months for low-income families at risk of homelessness to help with their long-term housing options. The program also enrolls participants in the selfsufficiency program to help achieve long-term financial stability.
The program was able to support three (3) Union City families this year. Due to a large client caseload, Fremont staff submitted their invoices for processing after the end of the program year. This funding expenditure will be reported as part of next year’s CAPER report. Based on a review of the invoices, the program was able to expend all of the funds allocated by Union City.
Union City and Fremont staff met to engage on expanding outreach. Staff is working with its public service providers to educate them regarding the program with the goal of increasing referrals to the TBRA program.
Scattered Sites Homekey Project
In the PY25 Annual Action plan, City staff allocated approximately $84,310 of HOME funding to go towards the Scattered Sites Homekey project, which provides supportive housing for residents experiencing homelessness. The City partnered with Bay Area Community Services (BACS) and the City of Hayward on a State Homekey grant application to support the project, which consists of retrofitting single-family homes to accommodate those experiencing homelessness. The project included the purchase of one home in Union City.
The City was not able to expend funds on the program in PY25 due to BACS needing to expend all of the State HCD funding before it could draw from other funding sources. The State HCD Homekey Program has mandatory disbursement regulations which require that all State grant funds need to be spent prior to any local funding. It is anticipated that PY25 funds will be expended by the end of 2026 and will cover costs related to the acquisition and rehabilitation of the Union City property and costs associated with the clients’ transition to permanent housing.
Administration
The City spent $94,976 in CDBG funding on administration of both the CDBG and HOME programs, which primarily covered staff costs, consultant support and incidental supplies.
FISCAL IMPACT
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Agenda Item No. 4.1
City Council Staff Report Page 8 of 8 September 22, 2026 There is no impact to the General Fund as a result of receiving this report.
RECOMMENDATION
Staff recommends that the City Council hold the public hearing on the 2025-2026 CAPER and adopt the attached resolution (Attachment 1) approving the 2025-2026 CAPER (Exhibit A) and authorizing the City Manager to submit the CAPER to HUD.
Prepared by: Francisco Gomez, Housing and Community Development Manager Submitted by: Carmela Campbell, Economic and Community Development Director Attachments
1. Attachment 1 – Draft Resolution
2. Exhibit A - PY25-26 CDBG CAPER
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RESOLUTION NO. 2026-XXX
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF UNION CITY APPROVING THE 2025-2026 COMMUNITY DEVELOPMENT BLOCK
GRANT (CDBG) CONSOLIDATED ANNUAL PERFORMANCE AND
EVALUATION REPORT (CAPER) AND AUTHORIZING THE CITY
MANAGER TO SUBMIT THE 2025-2026 CDBG CAPER TO THE U.S.
DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
WHEREAS, the City receives Community Development Block Grant (“CDBG”) funding on an annual basis from the U.S. Department of Housing and Urban Development (“HUD”) and the City receives HOME Investment Partnership Program (“HOME”) funds annually through participation in the Alameda County HOME Consortium; and WHEREAS, as part of the requirements to receive this funding, the City must prepare and submit a Consolidated Annual Performance and Evaluation Report (“CAPER”) to HUD every year; and
WHEREAS, the CAPER describes how CDBG and HOME funded activities addressed the City’s housing and community development needs and compares its accomplishments to the goals the City set in the FY 2025-2026 Annual Action Plan. The CAPER also provides a comprehensive accounting of all CDBG and HOME funds allocated and expended during FY 2025-2026; and
WHEREAS, in FY 25-26, the City spent a total of $552,332.84 in CDBG funding; and
WHEREAS, the City supplemented CDBG funds by spending $232,932.94 in General Fund dollars to support public service programs; and WHEREAS, in FY 25-26, the City used CDBG and General Fund dollars to support public services programs, a microenterprise assistance program, two capital improvement projects, and a housing rehabilitation program. The City also used CDBG funds for program administration.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Union City does hereby approve the 2025-2026 CAPER, attached hereto as Exhibit A, which is incorporated herein by reference; and
BE IT FURTHER RESOLVED that the City Council of the City of Union City does hereby authorize the City Manager, or his or her designee, to submit the CAPER to HUD. 236 of 331
Resolution No. 2026-XXX
2025-2026 CDBG CAPER
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Union City at a regular meeting held on September 22, 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 – CAPER 2025-2026
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CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
In Program Year 2025 (PY25), the City of Union City received a Community Development Block Grant (CDBG) entitlement (EN) grant of $474,879 and received $0 in program income (PI). During PY25, the City was successful in drawing down enough of this funding to meet the timeliness test. This PY25 represents the first year of the 2025-2029 Consolidated Plan. During the year, Union City used CDBG funds for various activities that helped benefit low-moderate income people throughout the City. Some of those activities include funding social service programs.
Spectrum Community Services received funding for their Senior Nutrition Program, while Safe Alternatives to Violent Environments received funding to run their Crisis Response program to help survivors of domestic violence with crisis intervention services and referrals to safe domestic abuse shelters to avoid homeless. The City used CDBG funding to support Eden Council for Hope and Opportunity (ECHO) Housing’s fair housing and tenant/landlord counseling programs, as well as the Community Child Care Council (4Cs) of Alameda County to provide microenterprise assistance to in-home childcare providers. The combination of CDBG funding and money leveraged from the City’s General Fund allowed 13 social service providers to receive funding for PY25. The City also allocated CDBG funding to the Alameda County Healthy Homes Department to implement a Minor Home Repair Grant Program. The program provides repair and rehabilitation grants to low-income homeowners. 6 minor home repair projects were completed with CDBG funding in PY25.
Union City is a member of the Alameda County HOME Consortium (“Consortium”). The Consortium consists of the cities of Alameda, Fremont, Hayward, Livermore, Pleasanton, San Leandro, Union City, and the Urban County. As a part of the Consortium, the City receives a HOME allocation each year. For PY25, the City received an allocation of $123,603 in HOME funds. The City allocated $84,310 to the Bay Area Community Services (BACS) reclamation project as a scattered site model for providing housing that would be for the purchase of a single-family home in order to rehabilitate it into supportive housing for individuals experiencing homelessness. The allocation was part of a multijurisdictional application between BACS, the city of Hayward, and Union City to submit a scattered site model application for the State Homekey program to help expand housing for the homeless. Our application received a Homekey award from the round 3 NOFA in the amount of $9,677,000. The ability to leverage the City’s HOME funding was a key part of submitting a successful application. The City also allocated $32,787 in Tenant Based Rental Assistance (TBRA) funds to the City of Fremont. The funds are being utilized to provide rental assistance to low-income residents of the City.
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In PY25, the City allocated $256,800 as part of the third phase of the public facilities project at Charles F. Kennedy Park. The project scope included design and construction/rehabilitation services to make improvements throughout the park and rehabilitate the adjoining parking lot and resolve non-ADA compliance in the lot. The rehabilitation of the parking lot was completed at the end of the program year. The City also previously allocated $125,000 to the Fred Castro Park Rehabilitation project for rehabilitation of the park and the purchase play equipment. That project was completed during the PY25 program year.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
Fund Economic
Development
Non-Housing
Community
Development
CDBG: $
Facade
treatment/business
building
rehabilitation
Business 0 0 0 0
Fund Economic
Development
Non-Housing
Community
Development
CDBG: $ Jobs
created/retained Jobs 40 8
20.00%
0 8
Fund Economic
Development
Non-Housing
Community
Development
CDBG: $ Businesses assisted
Businesses
Assisted
0 8 8 8
100.00%
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Improve Public
Facilities
Non-Housing
Community
Development
CDBG: $
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
1680 1680
100.00%
1680 1680
100.00%
Increase
Availability of
Supportive
Housing
Affordable
Housing
CDBG: $ /
HOME
Consortium:
$
Public service
activities for
Low/Moderate
Income Housing
Benefit
Households
Assisted
50 0
0.00%
- - -
Increase
Availability of
Supportive
Housing
Affordable
Housing
CDBG: $ /
HOME
Consortium:
$
Tenant-based rental
assistance / Rapid
Rehousing
Households
Assisted
100 3
3.00%
6 3
50.00%
Promote
Production,
Rehabilitation,
and Preservati
Affordable
Housing
CDBG: $ Homeowner Housing
Rehabilitated
Household
Housing
Unit
50 6
12.00%
13 6
46.15%
Reduce
Homelessness
Homeless
CDBG: $ /
General
Fund:
$10000
Homelessness
Prevention
Persons
Assisted
100 10
0.10%
10 10
100.00%
Reduce
Housing
Discrimination
Affordable
Housing
CDBG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted
0 1 0 1 0.00%
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Reduce
Housing
Discrimination
Affordable
Housing
CDBG: $
Public service
activities for
Low/Moderate
Income Housing
Benefit
Households
Assisted
100 131
131.00%
125 131
104.80%
Support Public
Service
Programs
Non-Housing
Community
Development
CDBG: $
Public service
activities for
Low/Moderate
Income Housing
Benefit
Persons
Assisted
1750 1705
97.42%
1,025 1705
166.34%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The PY25 activities addressed the priority goals set forth in the City's 2025-2029 Consolidated Plan. The Consolidated Plan focused on the following goals:
1. Promote Production, Rehabilitation, and Preservation of Affordable Housing • The Minor Home Repair Grant program provided repair and rehabilitation grants to 6 low-income homeowners.
2. Reduce Housing Discrimination
ECHO Fair Housing assisted 132 Union City residents by providing fair housing services for tenants and landlords including mediation and counseling services, fair housing tests, and education/outreach.
3. Reduce Homelessness
• Abode Services was able to provide emergency shelter services to 10 homeless Union City clients during the program year. Of those 241 of 331
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clients, 4 were able to secure permanent housing after working with Abode staff during the program year. The City’s CAREavan program also aims to directly help residents experiencing homelessness and provide them with safe overnight parking through its program. 90 Union City residents were served by providing safe overnight parking, access to case management and other County health services, and housing search services to homeless adults and children. 4 participants were able to be transitioned to temporary housing. 1 participant was able to be transitioned to permanent housing.
4. Increase Availability of Supportive Housing
• The City received a State HCD Homekey award in the amount of $9,677,000 that has gone towards the scattered site model approved by State HCD for the purchase of a single-family home to provide supportive housing for individuals experiencing homelessness. The City has completed its agreements with State HCD and has leased the single-family residence to 4 homeless residents, who receive support services from Bay Area Community Services (BACS).
5. Improve Public Facilities
• The City funded one public facility improvement project in PY25, which was the third phase of the Charles F. Kennedy Park rehabilitation project. CDBG funds were utilized for rehabilitation services throughout the park for improvements and for the complete rehabilitation of the adjoining parking lot which provides access to the park. Services included construction preparation and costs for work on rehabilitating the Kennedy Park parking lot along with making the lot ADA compliant, as well as tree maintenance, irrigation system and plumbing repairs, and additional wood fiber for the play areas. The Fred Castro Park improvement project, which was funded in PY24, to rehabilitate and improve the park was completed in Spring 2026 (PY25). The project included the replacement of play equipment, rehabilitation of the surrounding fencing throughout the park, and updated lighting around the park.
6. Support Public Service Programs
• The Union City Family Center assisted 1,586 residents by providing services such as providing emergency food, health insurance enrollment, on-site social services, referrals, information, etc. through family liaisons at every school site in the New Haven Unified School District.
• Safe Alternatives to Violent Environments (SAVE) assisted 56 residents with crisis intervention services who were dealing with violence 242 of 331
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and domestic abuse.
• City of Fremont-Senior Support program provided Older Adult Supportive services for 34 seniors in PY25. Spectrum Community Services provided free meals and services to 151 seniors in PY25. • CAREavan program provided safe overnight parking for 90 homeless families and individuals living in their cars.
7. Fund Economic Development
• 4Cs of Alameda County provided support to 8 residents operating family childcare businesses. 243 of 331
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CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG
White 725
Black or African American 193
Asian 463
American Indian or American Native 173
Native Hawaiian or Other Pacific Islander 167
Total 1,721
Hispanic 526
Not Hispanic 1,195
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
In PY25, the City was able to serve 1,721 persons through the CDBG program who were a very diverse population of residents with the help of its service providers and looks forward to continuing to do so in the upcoming program year. The total 1,721 served in PY25 included economic development efforts, fair housing efforts, and public services. The above table does not show Other/Multi-Racial Beneficiaries, which totaled 248 persons, 22 of which were Hispanic. The total overall beneficiaries served including all racial and ethnic population sources from table 2 and Other/Multi Racial Beneficiaries is 1,969. The City was also able to leverage its General Fund and was able to serve 25,271 City residents. 244 of 331
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 474,879 552,332
General Fund public - local 245,000 232,932
Table 3 - Resources Made Available
Narrative
In PY25, the City received a CDBG entitlement grant of $474,879. There was no program income received that could be combined with the entitlement amount; therefore, the City had a total of $474,879 available to spend in PY25. For PY25, the City has currently drawn $552,332.84 in CDBG funding.
The City has been successful in expending enough of their funds to meet the annual timeliness test over the past few years. In PY25, the City was successful again in meeting HUD’s timeliness test.
In PY25, the City had $123,603 available in HOME funds for the BACS Project Reclamation project and due to need to expend State HCD Homekey program funds first per Homekey guidelines, we were not able to expend any funds in the program period but are working to have the funds expended in early PY26. City has also entered into contract for use of the TBRA funds with the City of Fremont and will be able to expend funds in early PY26. The City also leveraged $245,000 in General Fund dollars to support eleven (11) public service programs.
Identify the geographic distribution and location of investments Target Area Planned
Percentage of
Allocation
Actual
Percentage of
Allocation
Narrative Description
City-wide 100 100
All CDBG funded programs are
implemented on a City-wide basis.
Table 4 – Identify the geographic distribution and location of investments Narrative
The City of Union City allocated its entire allocation toward city-wide activities. 245 of 331
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Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
The City leveraged over $368,000 in other federal and local funds to support public services and rental assistance support. This includes $245,000 of money from the Union City General Fund and $123,603 of HOME funding.
In addition to leveraging HOME and General Fund dollars, the City allowed several public service providers to operate programs out of City-owned facilities. More specifically, the City owns the Decoto and Alvarado Resource centers where Centro de Servicios operates their programs. Spectrum Community services also provided services out of the City’s Ruggieri Senior Center.
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CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 5 4
Number of Non-Homeless households to be
provided affordable housing units 25 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 30 4
Table 5 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 5 3
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 25 6
Number of households supported through
Acquisition of Existing Units 0 0
Total 30 9
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The City contracted with the Alameda County Healthy Homes Department to administer the Minor Home Repair Grant Program in PY25. The program provides repair and rehabilitation grants to lowincome homeowners to ensure that they are able to maintain and stay in their home. The City funded this program with CDBG funds. This year the program was able to complete 6 minor home repair projects. There were a number of projects that were held in the queue due to needing additional paperwork from the homeowners to finalize their applications. 247 of 331
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The City also used multiple funding sources to administer rental assistance programs. The City’s CAREvan program was also able to provide assistance to 2 homeless residents who were able to find permanent shelter without an emergency shelter voucher through a different funding source. The City allocated its HOME funding in PY25 to the BACS reclamation project to help support its Homekey scattered sites project. After the execution of the standard agreement with State HCD for the Homekey award, 4 residents were able to be leased up at the scattered sites project. The City continues to support this project in order to ensure that residents facing homelessness are able to find housing and shelter.
The City's inclusionary housing policies have been at the core of the City's affordable housing development programs. The elimination of redevelopment agencies in California created a major funding shortfall for affordable housing production, as over $1 billion statewide was lost annually for affordable housing. However, both the City and Alameda County are making efforts to create/develop new affordable housing funding sources. In November 2016, Alameda County voters passed Measure A1, which provides $580 million for affordable rental and ownership housing. The City has received an allocation of $8.7 million in Measure A1 funding. The City selected a master developer in May 2018 to develop a city-owned site into 81 affordable units. The City will be contributing the land, $6.8 million in City funds, and its $8.7 million allocation of Measure A1 funds to the project. The Lazuli Landing project received a Tax Credit award in 2025 and started construction on the project in December 2025. The completion of construction is slated for early 2028.
Discuss how these outcomes will impact future annual action plans.
The City will continue to adjust the proposed goals and outcomes in future action plans to reflect changes in funding availability.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 6 0
Low-income 0 0
Moderate-income 0 3
Total 6 3
Table 7 – Number of Households Served
Narrative Information
The City will continue to use CDBG funding to serve primarily low-moderate income persons and households. The goal for the City will be to assist households with HOME funding in the upcoming program year who are qualified as low-income.
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CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
HOME Consortium jurisdictions continued their outreach to unsheltered persons in PY 25. Funding from the State’s Project Roomkey program has made more than 1,000 hotel rooms available for homeless and at-risk households as a result of the response to COVID-19 and has continued to provide shelter for homeless individuals.
The Emergency Solutions Grant (ESG) program provides funding to engage and support individuals and families experiencing homelessness. In 2020 Alameda County established a coordinated, countywide COVID-19 emergency response, working with all jurisdictions in the county, to prioritize those unhoused individuals as most at risk for COVID-19 into Project Roomkey hotel sites (temporary, non-congregate shelter) and to prioritize their exits to permanent supportive housing. The County has provided a full report on the pandemic response |
https://weblink.alamedacountyca.gov/ACHHS/DocView.aspx?id=1031&dbid=0&repo=ACHDocumentLibrary .
Alameda County’s Coordinated Entry System supports households experiencing homelessness to access needed housing resources and supports to end their homelessness. There are 12 housing resource centers across the County that provide Housing Problem Solving services and assessment. In FY 24, over 25,000 people were served by Alameda County’s Homelessness Response System. Based on data trends from the last 2 years it is expected that in FY25, a comparable number of residents were served. https://homelessness.acgov.org/data_homeless_response.page?#Clients_Served .
Union City - In January 2026, Alameda County conducted a Point-in-Time (PIT) homeless count which covered every census tract in Alameda County. The 2026 Count utilized volunteers and homeless guides to help identify those who were unsheltered. In the weeks following the 2026 Count, an in-depth survey was administered to a sample of unsheltered and sheltered homeless individuals, in order to profile their experience and characteristics. The 2026 Count recorded 8,201 people experiencing homelessness the morning of January 22, 2026, of which 5,202 or 63% are unsheltered. This represents a 13% decrease in the number of homeless people countywide compared to the 2024 Count. More specifically, the 2026 Count found that there were 141 unsheltered homeless individuals and zero sheltered individuals in Union City, which represents a 26% decrease in the number of people experiencing homelessness compared to the 2024 Count. The 2026 Count helps give the City and County a better understanding of the demographics and needs of those experiencing homelessness, so that resources can be allocated more effectively. The full report can be found at Alameda PIT Result | https://weblink.alamedacountyca.gov/ACHHS/DocView.aspx?id=484&dbid=0&repo=ACH250 of 331 CAPER 14
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DocumentLibrary&cr=1 .
The Coordinated Entry System (CES) was launched countywide in 2017. CES provides a standardized, countywide system to connect people experiencing homelessness to the resources available in a community. The purpose of CES is to ensure that all people who are homeless or who are experiencing a housing crisis that is likely to lead to homelessness are quickly identified, assessed and connected to housing (emergency shelters, transitional housing, rapid rehousing, and permanent supportive housing) and other assistance based on their needs and the availability of resources. CES includes a call center operated through 211, housing resource centers disbursed throughout the County, and a standardized intake/assessment screening tool.
EveryOne Home is a community-based organization that serves as Alameda County’s Continuum of Care (CoC). EveryOne Home coordinates local efforts to address homelessness. Everyone Home and the HOME Consortium jurisdictions continued their outreach to the homeless in a number of significant ways over the last year.
Mobile health services for the homeless have the ability to travel to the persons who need assistance.
Adobe HOPE program, Alameda County Health Care & Alameda County Health all provide mobile clinics.
Addressing the emergency shelter and transitional housing needs of homeless persons As mentioned, the majority of the County’s homeless population continues to be unsheltered (63% as of the 2026 Point In Time Count (PIT)). Only 2,999 or 37% of the County’s homeless population is sheltered.
This represents a 19% increase in the number of people experiencing sheltered homelessness. Currently, the County’s homeless system is under resourced to meet the increasing homeless population. The strategy for meeting this growing need is to utilize the Coordinated Entry System to try and resolve a person’s homelessness more quickly, especially in transitional housing, so that each bed is used to support multiple people throughout the year. The final draft of the PIT report was made available on May 19, 2026, with the number of unsheltered residents decreased by 18% from prior levels in Alameda County, with overall homelessness dropping by 13% according to the 2026 PIT count.
As a response to the growing number of homeless and displaced families in Union City, the City launched the CAREavan Safe Parking Program in June 2016 in collaboration with Union City Family Center and local community and faith-based organizations. The CAREavan Program provides families and individuals that are living in their vehicles a safe place to park overnight. All participating sites provide safe parking, a facility attendant, and restrooms. Additionally, some sites provide showers and toiletries, food, clothing, meal service, free Wi-Fi, and laundry. The City still allocates approximately $80,000 in General Fund dollars to cover the cost of facility attendants for the program. On average, there are 35 to 40 individuals/households utilizing the program on any given night. In PY25, the CAREavan program was able to assist 90 active clients through the program.
The City has also started a street outreach team in order to help homeless and displaced families who 251 of 331
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are currently unsheltered and living on the street. The program is supported by both the Homeless Housing Assistance and Prevention (HHAP) grant and Permanent Local Housing Allocation (PLHA) program through Alameda County.
To help bolster the CAREavan Program, the City has allocated more funding to the program. The City has previously allocated $60,000 of its 2020-2021 CDBG entitlement funding to the program in its 2020-2024 Consolidated Plan. The City has been approved for other funding sources through Alameda County including a HHAP Grant and funds from the PLHA Program to help fund the CAREavan program along with General Funds from the City.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The Continuum of Care (CoC) is working with several publicly funded institutions of care to ensure that persons are not discharged into homelessness. The Realignment Housing Program (RHP) has housing specialists who work with people in the County jail on their housing needs prior to their release date and is funded by Alameda County Probation Department to rapidly rehouse those who are or could become homeless. The CoC also participated actively in the Youth Transitions Planning partnership funded by Health and Human services (HHS) to ensure that no transitional age youth aging out of foster care exits to homelessness. Transition Age Youth (TAY) services are also provided for individuals to help with integration into the community. The partnership works to coordinate the foster care and McKinney funded housing resources to ensure youth do not fall out of housing. In addition, Alameda County is a Youth Homeless Demonstration Program grant recipient.
Alameda County is a “Housing First” CoC and is working with several publicly funded institutions of care to ensure that persons are not discharged into homelessness. All funded programs prioritize finding clients permanent housing as quickly as possible without any clinical pre-conditions. The Alameda County HOME Consortium has expanded resources for families experiencing homelessness. While families make up a smaller share of our populations served in the last Point-In-Time Count, during 2024- 2025 the Alameda County Homelessness Response System served 17,195 households without children and 7,948 households with children. Based on equal amounts of investment across 2022-2023 and 2023- 2024, the 2025 data should follow the 2024-2025 data closely.
In 2017, the City also adopted an eviction and harassment protection ordinance and a rent review ordinance to help provide protections to tenants who are facing unfair or unjust rent increases or evictions. Additionally, the City of Union City has used General Fund and CDBG funding to support a wide range of public service nonprofits that provide safety net services to help prevent low-income individuals and families avoid homelessness. The Centro de Servicios provides legal services, food 252 of 331
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distribution, and referral services. ECHO Housing provides tenant/landlord counseling and mediation which helps residents avoid evictions, extend termination notices, and negotiate reduced rent increases.
Spectrum Community Services provides meals and health/mental health services to low and extremely low-income seniors. Union City Family Center operates a family resource center that provides emergency food, clothing, health insurance enrollment, on-site social services, referrals, information, etc. The City also looks to utilize additional pots of funding to further support our emergency shelter networks and service providers like Abode Services to help them engage and serve homeless residents of Union City.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The CoC continues to refine its Housing Crisis Response System in Alameda County that prevents homelessness whenever possible, provides dignified homeless safety net services, and maintains people in permanent homes with ongoing subsidies and services. Coordinated Entry is the front door and central organizing feature of the Housing Crisis Response System. Coordinated Entry provides a standard and transparent way for the Housing Crisis Response System to effectively identify people in Alameda County who are experiencing a housing crisis and assess their needs, then prioritize and match them to the most supportive services and housing programs for which they are eligible. To do this, Alameda County Office of Homeless Care and Coordination (OHCC) manages a Countywide Housing Queue, which is maintained in Homeless Management Information System (HMIS) and governed by all applicable privacy and security policies. Housing problem solving services and flexible funding resources are provided at 12 housing resource centers and by 14 street health outreach teams.
The HOME Consortium has also expanded resources for families experiencing homelessness; however, and this can be seen as the number of homeless families has increased despite an overall increase in sheltered homelessness in Alameda County.
The City has previously received a grant from Alameda County to pay for a part-time housing navigator from Abode Services to help the City’s CAREavan clients transition to permanent housing. The City also received a $200,000 grant from the State Homeless Emergency Aid Program (HEAP) to further support the CAREavan program’s operating expenses and provide additional services such as a mobile hygiene unit at sites with showers and washer/dryers as well as an emergency aid fund.
The City has also previously allocated $60,000 of its 2020-2021 CDBG entitlement funding to the program in its 2020-2024 Consolidated Plan to support the CAREavan program. The City has been approved for additional funding sources to help with homeless services through Alameda County including a Homeless Housing, Assistance and Prevention (HHAP) Grant in the amount of $122,203 and 253 of 331
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funds from the Permanent Local Housing Allocation (PLHA) Program in the amount of $253,935 to help fund the CAREavan program along with General Funds from the City. The City has continued to work with the Office of Homeless Care and Coordination of Alameda County for an additional round of HHAP funding to continue to support the City’s CAREavan program and expand the resources that it is able to provide to homeless individuals. The additional funds have allowed the City to create a Street Outreach Team for homeless residents who are unsheltered and living on the street.
The City continues to look for ways to provide additional support through other local funding sources to find long-term solutions to fight homelessness.
There is also collaboration with Operation Vets Home to end veteran homelessness. 254 of 331
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CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
The City consults with the Housing Authority of the County of Alameda (HACA) to inform the Consolidated Plan and Strategic Plan. The Housing Authority of the County of Alameda (HACA) is a public agency that provides various housing programs throughout Alameda County. HACA also provides housing and administers the Section 8 Housing Choice Voucher (HCV) Program and the Section 8 Veterans Affairs Supportive Housing (VASH) Voucher Program. Over 7,000 families and 3,500 housing owners participate in the Section 8 Housing Choice Voucher Program (HCVP) administered by HACA.
HACA currently administers over 300 VASH Vouchers. The City currently has 797 vouchers being used by Union City residents. The City will continue to coordinate with HACA as the regional housing authority and public housing provider whenever possible.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
HACA promotes sufficiency and asset development of resident families and individuals by encouraging participants in the HCV program to sign up for the Family Self-Sufficiency (FSS) Program. The FSS Program is a partnership between low-income families on the Section 8 Housing Choice Voucher program and the US Department of Housing and Urban Development (HUD). This five-year program helps families who are receiving rental assistance move to economic independence. These programs continued in PY25.
Actions taken to provide assistance to troubled PHAs
The Housing Authority of the County of Alameda is not currently troubled, nor has it been in recent years.
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OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) The City took the following actions to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing:
• The City continued to implement the City's Affordable Housing Ordinance which requires developers to provide 15% of total units as below market rate (BMR) or provide an in-lieu fee. This ordinance applies to all residential developments. The City also continued to support its existing BMR units. • The City continued to implement the Affordable Housing Ordinance in order to maximize the City’s ability to provide affordable housing.
• The City continued to implement its Housing Element, which includes goals, policies and implementation programs that support the development of affordable housing. • The City continued to support the rehabilitation of existing housing stock by providing funding to the Minor Home Repair Grant Program.
• The City continued to investigate potential sources of funding for affordable housing. • The City continued to reduce government and public infrastructure constraints to affordable housing development through administrative support and intergovernmental cooperation.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) The main obstacle the City faces in meeting underserved needs is a lack of funding for public services. In order to better leverage and utilize existing funding, the City completed an updated Public Services Needs Assessment Study in FY 22-23. The goals of the Study were to 1) form a foundation from which the City can make effective and beneficial decisions regarding the funding, provisions, and operations of local public service providers and 2) provide a priority needs map that can guide the City in future decisions about where to obligate public services funding and efforts. By strategically allocating resources, the City’s goals are to not just improve services for those in need but help raise the quality of life for the whole community through a commitment to fiscal responsibility and transparency. The components of the Study include a community survey, stakeholder meetings/interviews, and demographic analysis in order to determine what types of services are needed. The Study was finalized in March 2023 and was used to inform the Public Services Grant allocation process, which occurred in June 2025. The full Study can be found at the following link https://www.unioncity.org/DocumentCenter/View/10486/2023-Needs-Assessment-City-of-Union-City--- FINAL-6523.
The City also integrated findings from its partnership with Alameda County and other jurisdictions on the Regional Analysis of Impediments to Fair Housing. The Analysis of Impediments report helped 256 of 331
CAPER 20
OMB Control No: 2506-0117 (exp. 09/30/2021)
outline actions to be taken to increase available funding, increase fair housing choice, and increase the production of affordable housing and preserve existing affordable housing. Some priorities that were developed from the report were 1) the expansion of housing opportunities for people with special needs, 2) increase fair housing enforcement and education, and 3) focus on housing challenges of displacement in high-cost areas.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) Although the City of Union City does not have a lead-based paint reduction program at this time, all federally required protocols in the identification and amelioration of lead-based paint hazards are followed as part of its Minor Home Repair Grant program. See Alameda County LEAD Program update for actions to reduce lead-based paint hazards.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) The City seeks to support programs and policies that are designed to effectively reduce poverty and promote self-sufficiency. Support was given to those public services that specifically address the systemic roots of poverty within the community, such as unemployment, addiction, and illiteracy.
Through CDBG and other available funding, the City will continue to support those programs that:
• Provide job training
• Provide new, well-paying jobs
• Break the cycle of drug and alcohol dependency
• Provide needed childcare for low-income families
• Provide needed skills to increase the independence of emotionally or physically disabled individuals For example, this year the City provided funding to 4C’s of Alameda County which provides microenterprise assistance to low-income residents seeking to start and operate in-home childcare businesses. This provides business opportunities and job training for low-income individuals while also increasing the number of childcare providers in the City. Also, through leveraging the City’s General Fund, different service providers for the City provide job training opportunities, resume building, and other training opportunities for low-income individuals and families.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City's departments work openly and efficiently together to further the City's goals. The City also works with social service agencies, for profit and non-profit developers, other cities, the County of Alameda, the State of California, and the Federal Government to ensure the effective delivery of services to the community. The City also participates in the Alameda County HOME Consortium and EveryOne Home, and partners with the Alameda County Office of Homeless Care and Coordination.
Actions taken to enhance coordination between public and private housing and social service 257 of 331
CAPER 21
OMB Control No: 2506-0117 (exp. 09/30/2021)
agencies. 91.220(k); 91.320(j)
The City took the following actions to enhance coordination between public and private housing and social service agencies:
• Worked with and continues to work with housing developers to develop extremely- low, very low and low-income housing units throughout the CityContinued to participate in the HOME Consortium’s Technical Advisory Committee
• Encouraged collaboration and cooperation among local service providers • Continued to participate in EveryOne Home
• Continued to fund nonprofit agencies serving low-income residents • Continued to build and improve relationships with local service providers • Worked with Alameda County’s Healthy Homes Department to provide housing repairs and rehabilitation throughout the community
• Continued to collaborate with the school district and faith-based organizations to operate the CAREavan program
• Continued encouraged collaboration with the Housing Authority of Alameda County (HACA) to look at the development of a parcel owned by HACA in Union City to try and develop affordable housing
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) In PY24, the Alameda County HOME Consortium completed an Analysis of Impediments to Fair Housing Choice (AI). The City used the first year of the 2025-2029 CONPLAN and took the following actions to meet and address the policies identified in the AI from PY24.
Policy 1: Promote fair housing enforcement and outreach.
Actions: The City will continue to contract with fair housing service providers, increase resident access to fair housing services, and continue to fund housing placement services.
Policy 2: Maintain, improve, and implement local policy that supports affordable housing and fair housing.
Actions: Promote new fair housing laws, periodically review their existing inclusionary housing in-lieu fees and/or housing impact fees and jobs-housing linkage fee programs if applicable, aim to implement the programs described in the Housing Element, continue to incorporate these regional AI goals, continue to prepare a Consolidated Annual Performance and Evaluation Report (CAPER) that evaluates the progress towards these Regional AI goals, and work together to continue to commission marketbased surveys of current market-rate rents in the Oakland-Fremont HUD FMR Area.
Policy 3: Promote and implement new fair housing laws that protect recipients of rental subsidies from discrimination by landlords.
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CAPER 22
OMB Control No: 2506-0117 (exp. 09/30/2021)
Actions: Educate tenants and landlords on new fair housing laws.
Policy 4: Preserve and rehabilitate existing affordable housing stock.
Actions: Participating jurisdictions will provide rehabilitation assistance loans for lower-income units.
Policy 5: Increase the number of affordable housing units.
Actions: Prioritize the production of affordable housing units and continue all existing programs to support development of local affordable housing units.
Policy 6: Increase homeownership among low- and moderate-income households.
Actions: Create a shared list of lenders countywide that can help buyers access below-market-rate loans and locally sponsored down payment and mortgage assistance programs and allocate funds for homeownership programs that support low- and moderate-income households.
Policy 7: Participating jurisdictions will continue to support or will explore new programs that provide financial support for job training programs to lower-income individuals.
Actions: Continue to support or will explore new programs that provide financial support for job training programs and continue to provide financial support for homeless services.
Policy 8: Maintain and expand awareness of affordable housing opportunities and services through marketing efforts.
Actions: Continue to assist in advertising the availability of subsided rental units, explore the creation of a countywide affordable housing database, continue promoting 211’s affordable housing database with current information, and increase marketing efforts of affordable housing units to people that typically face barriers and discrimination in fair housing choice.
Policy 9: Participating jurisdictions will pursue local, state, and federal funding sources as they become available.
Actions: Continue to pursue local, state, and federal funding sources as they become available.
Policy 10: Expand Housing Opportunities for People with Special Needs.
Actions: Support the development of affordable housing and assistance programs for special needs households, including seniors, farm workers, persons with disabilities, and the unhoused. 259 of 331
CAPER 23
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City of Union City monitors its programs to ensure that projects are in compliance with federal regulations and the objectives of the community. The City spells out monitoring requirements in its agreements with nonprofit subgrantees, housing owners, and agreements with other public agencies. By incorporating performance requirements and reporting procedures, including outlines of specific objectives, timelines and budgets, the City is able to evaluate performance. Procedures for monitoring include:
• Monitoring subgrantee performance reports and request for reimbursements on a quarterly basis
• Regular onsite monitoring
• Annual review of audits for continuing subgrantees
• Onsite monitoring of construction progress and labor monitoring (when applicable) and project oversight by City’s Public Works Department, as needed • Ongoing monitoring of affordable rental projects
• Monitoring of HOME–funded projects and developed monitoring matrix for CDBG and HOME
• Ongoing monitoring of affordable ownership units citywide • Review of project expenses
• Housing Element Annual Reports
For PY25, the City conducted CDBG desk reviews of its public service grantees including reviewing quarterly reports submitted by the grantees. City staff also conducted on-site monitoring to monitor service providers. Staff started to utilize a monitoring matrix for its CDBG program, similar to the HOME monitoring matrix, to ensure that its public service providers and their programs are in good standing and will continue to use it moving forward. The City has also been developing a monitoring matrix for its HOME program in order to ensure that the City’s properties funded by HOME are in good standing. Due to staff capacity, City staff was unable to complete a monitoring visit for PY25 but will be scheduling an on-site monitoring visit for the beginning of PY26 for Wisteria Place, a HOME funded project. 260 of 331
CAPER 24
OMB Control No: 2506-0117 (exp. 09/30/2021)
Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
A fifteen (15) day public review period for the draft of the 2025 CAPER will be held from August 28, 2026 to September 14, 2026 and the CAPER will be made available on the City's website, and a copy of the draft will be available for review at City Hall. The City will incorporate any public comments received on the draft 2025 CAPER at the end of the public review period, as appropriate.
The City Council will hold a public hearing on the CAPER at its September 22, 2026, meeting and a public hearing notice was published on August 28, 2026.
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City's goals and priorities specified in the 2025-2029 Consolidated Plan guide the City's Annual Action Plan activities. The City has developed internal processes and long-range plans to help maintain timeliness while meeting the other CDBG program objectives.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year. 261 of 331
CAPER 25
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours 0
Total Section 3 Worker Hours 0
Total Targeted Section 3 Worker Hours 0
Table 8 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF Outreach efforts to generate job applicants who are Public Housing Targeted Workers 0
Outreach efforts to generate job applicants who are Other Funding Targeted Workers. 0
Direct, on-the job training (including apprenticeships). 0 Indirect training such as arranging for, contracting for, or paying tuition for, off-site training. 0
Technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching). 0
Outreach efforts to identify and secure bids from Section 3 business concerns.
0 Technical assistance to help Section 3 business concerns understand and bid on contracts. 0
Division of contracts into smaller jobs to facilitate participation by Section 3 business concerns. 0
Provided or connected residents with assistance in seeking employment including: drafting resumes,preparing for interviews, finding job opportunities, connecting residents to job placement services. 1 Held one or more job fairs. 0
Provided or connected residents with supportive services that can provide direct services or referrals. 1
Provided or connected residents with supportive services that provide one or more of the following: work readiness health screenings, interview clothing, uniforms, test fees, transportation. 1 Assisted residents with finding child care. 0
Assisted residents to apply for, or attend community college or a four year educational institution. 0
Assisted residents to apply for, or attend vocational/technical training. 0 Assisted residents to obtain financial literacy training and/or coaching. 0 Bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns. 0
Provided or connected residents with training on computer use or online technologies. 0
Promoting the use of a business registry designed to create opportunities for disadvantaged and small businesses. 0 Outreach, engagement, or referrals with the state one-stop system, as designed in Section 121(e)(2) of the Workforce Innovation and Opportunity Act.
0 Other. 3
Table 9 – Qualitative Efforts - Number of Activities by Program 262 of 331
CAPER 26
OMB Control No: 2506-0117 (exp. 09/30/2021)
Narrative
The City selected general contractors for both the Charles F. Kennedy Park and Fred Castro Park projects which were completed during PY25, and began work on the parking lot portion of the rehabilitation in early 2026. Unfortunately, there were no Section 3 worker hours to report for the projects. 263 of 331
Item.4.1
FY 2025-2026 Consolidated Annual
Performance and Evaluation Report
(CAPER)
264 of 331
• City receives annual allocations of CDBG/HOME funding • Must prepare a CAPER as requirement to receive funding • Compares accomplishments to goals
• Comprehensive accounting of how funds were spent
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Public Facilities $ 349,300 $ 349,300
TOTAL $ 552,332*
$232,932 $ 785,263
2025-2026 EXPENDITURES
3 Activity CDBG General Fund TOTAL
Administration $ 94,976 $ 94,976
Public Services $ 63,544 $232,932 $ 296,476
Microenterprise Assistance $ 18,511 $ 18,511
Housing Rehabilitation $ 26,000 $ 26,000
Program Income $ - $ -
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2025-2026 ACTIVITIES
• Housing Rehabilitation Program
• 6 minor home repair grants
• Microenterprise Assistance
Provides assistance to low-income, in-home
childcare providers
8 businesses served
•
4 •
267 of 331
2025-2026 ACTIVITIES
• Capital Improvements
• Fred Castro improvement project: Completion
of lighting upgrades at park
Charles F. Kennedy Park improvement
Project: Completion of parking lot rehabilitation
at Kennedy Park and rehabilitation of irrigation
system, tree maintenance, repairs at
community center
•
4 268 of 331
2025-2026 ACTIVITIES
Tenant Based Rental Assistance (TBRA)
3 families assisted
Homekey-Scattered Sites property program was able to
serve 4 residents experiencing homelessness
• CAREavan Program
• 90 residents were provided safe parking in PY25
4 •
•
•
269 of 331
132
PUBLIC SERVICES – CDBG
5 Activity Program # of Residents
Served
City of Fremont Senior Support Services 34
ECHO Fair Housing Fair Housing, Tenant/Landlord
Counseling
UC Family Center General Social Services 1,586
Safe Alternatives to Violent Crisis Intervention for 56 Environment (SAVE) Domestic Abuse Survivors
Spectrum Community Senior Meals Program 151
Services
TOTAL 1,969
ABODE Services Homeless Shelter Services 10
270 of 331
Community Resources for
Independent Living
Housing & Independent
Living Skills
49 PUBLIC SERVICES – GENERAL FUND
6 Activity Program # of Residents
Served
Centro de Servicios- Decoto General Social Services 24,152 Immigration Institute of the Legal Services for Immigrants 184 Bay Area (IIBA)
271 of 331
Activity Program # of Residents Served
Legal Assistance Senior Legal Services
for Seniors
19 SOS Meals on Wheels Senior Meals Services 149
PUBLIC SERVICES – GENERAL FUND
7 Safe Alternatives to Youth Services Program 718
Violent Environments
(SAVE)
• Total number of residents served by CDBG & GF for PY25 was 27,240 TOTAL 25,271
272 of 331
RECOMMENDATION
It is recommended the City Council hold a
public hearing on the 2025-2026 CAPER and
adopt the resolution approving the 2025-
2026 CAPER and authorizing the City
Manager to submit the CAPER to HUD
8 •
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City Council Staff Report Page 1 of 15 September 22, 2026 Staff Report
Agenda Item No. 5.1
DATE: September 22, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Joan Malloy, City Manager
SUBJECT: Receive and File the Fiscal Year 2025-26 Overtime Usage Report
EXECUTIVE SUMMARY
The City Council received a Quarterly Financial Report at the July 28, 2026 City Council meeting. As part of the City Council discussion, the Council requested more information on the use of overtime. The purpose of this report is in response to the request and to provide a review of the City’s overtime costs for FY 2025-2026 and overtime trends for the City Council’s consideration. There is no action requested.
STRATEGIC PLAN ALIGNMENT
Goal A: Financial Stability and Sustainability.
BACKGROUND
Table 1 on the following page shows the historical overtime costs by department. It shows that total overtime expenses for all funds was $2,881,500 for FY26, which is a 14.8% increase from FY25. The overtime expenses for FY25 was $2,493,190, which is a 16.3% increase from FY24. The table presents by department the FY23 actuals, FY24 actuals, FY25 unaudited actuals, FY26 adopted and unaudited actuals, and FY27 adopted budget.
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Agenda Item No. 5.1
City Council Staff Report Page 2 of 15 September 22, 2026 7 1 1
Table 1. Overtime Expenses by Department
By Department
FY23
Actual
FY24
Actual
FY25
Unaudited
FY26
Adopted
FY26
Unaudited
FY27
Adopted
11-City Council 4,874 6,238 4,709 3,872 7,800 3,872
12-City Manager’s Ofc. 5,919 9,321 14,872 4,000 13,350 4,000 15-Finance 47,926 80,358 118,681 47,450 95,810 47,450
16-Human Resources 0 0 1,900 0 6,100 0
17-Info Tech 2,696 15,388 11,401 11,000 10,780 11,000
21-Police 1,606,551 1,750,506 2,035,893 1,556,185 2,269,970 1,535,203 30-Public Works 193,416 228,864 253,417 132,200 308,380 137,200 40-Econ & Comm Dev 8,673 7,891 2,393 10,500 27,180 10,500 50-Comm & Rec Svcs. 32,456 45,640 49,924 24,209 121,390 33,105 ALL DEPARTMENTS $1,902,510 $2,144,206 $2,493,190 $1,789,416 $2,861,500 $1,782,330
DISCUSSION
Below are some of the common causes of overtime.
1. Minimum staffing standards. Union City builds overtime directly into staffing models for police to ensure 24/7 coverage, rapid emergency response, and safety for everyone involved. Emergencies, natural disasters/weather events, and major incidents routinely require extended shifts. Many parks and recreation programs, such as Union City’s Preschool at Holly Center, require a minimum staff-to-child ratio. Agreement with bargaining units may include staffing rules that mandate certain positions be filled regardless of absences.
2. Vacancies and staffing shortages. Staffing turnover, the lengthy process and training of new staff can result in existing staff having to cover required shifts and work tasks.
3. After hours emergencies and infrastructure needs. The Public Works Department can incur overtime responding to park and facility breaks, storm impacts, traffic signal outages, and other urgent infrastructure issues that occur outside normal hours.
4. Events occur outside normal business hours. Special events and city activities include recreational programs held on evenings and weekends, such as fun runs, egg hunts, and movie nights. They also include festivals or festival support, council meetings, and community meetings—such as the Climate Action Plan workshops, Parks and Recreation Master Plan discussions, and the BART Mural Project meetings—as well as community events like the District Dialogue sessions. These events require staffing beyond regular hours, including police for crowd control, public works for setup and cleanup, and recreation staff for event support. In addition, IT upgrades and facility repairs can only be completed after public hours, when employees and the public are not present.
5. Time sensitive or legally required work. Some tasks must be completed by statutory deadlines (budget development, financial reporting, elections, and payroll). Staff may need overtime to meet these requirements.
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Agenda Item No. 5.1
City Council Staff Report Page 3 of 15 September 22, 2026 7 1 1
Under certain circumstances, overtime can be more cost-effective than hiring additional staff when used to handle peak workload periods, unpredictable emergencies, or temporary vacancies. Under all circumstances, cities have to budget for overtime for unanticipated occurrences.
In certain situations, expenses for overtime activities, such as emergency response and special events are recovered through fees or reimbursement from other agencies or entities.
Summary of Overtime Comments
Staff were able to collect overtime comments for Fiscal Year 2025-2026. Overtime comments from prior fiscal years are not readily available. Table 2 lists the top 10 note subcategories within each Police Overtime Code, the number of overtime entries into the timecard system, total hours for each note subcategory, and percent of code hours for each note subcategory.
Table 2. Top 10 Note Subcategories Within Each Police Overtime Code SERV MIN - Service Minimums
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 General Coverage (Reason Not Stated) 389 2,819.39 45.9% 2 Covering Vacation / Time Off 64 514.23 8.4%
3 Vacant Slot / Open Position 67 508.28 8.3%
4 Minimums - No Detail Given 79 471.62 7.7%
5 Covering Training / CPT / Quals 69 454.10 7.4%
6 Covering Sick Call 62 346.46 5.6%
7 Covering FMLA / Leave of Absence 31 255.69 4.2%
8 Held Over to Cover Shift 37 225.13 3.7%
9 Covering Pro-Phoenix Schedule Adjustment 22 174.16 2.8% 10 Extra Shift OT (Dayshift/Nightshift/Swing) 11 92.01 1.5% All Other Subcategories (6 subcategories) 51 277.61 4.5% Code Total 882 6,138.68
SHIFT ACT - Shift Activity
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 In-Custody Arrests, Booking & Transports 227 600.79 16.2% 2 Other / Not Specified 149 459.86 12.4%
3 Surveillance & Tracker Operations 137 418.13 11.3%
4 Patrol Support & Calls for Service 111 364.89 9.8%
5 Training, Quals & CPT 81 361.43 9.7%
6 Report Writing & Case Completion 139 258.93 7.0%
7 Records, Purging & Property Room Projects 41 203.43 5.5% 8 Search Warrants & Warrant Service 50 157.51 4.2%
9 Held Over - Other Shift Activity 77 153.59 4.1%
10 Investigation Follow-Up & Interviews 48 119.03 3.2%
All Other Subcategories (13 subcategories) 247 613.94 16.5% Code Total 1,307 3,711.53
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Agenda Item No. 5.1
City Council Staff Report Page 4 of 15 September 22, 2026 7 1 1
SPC - Special Assignment
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Hiring, Interviews, Oral Boards & Testing 80 472.48 13.1% 2 Fireworks & 4th of July Details 59 382.69 10.6%
3 Other / Not Specified 82 360.60 10.0%
4 Community Events, Festivals & Parades 51 276.93 7.6%
5 SWAT & CNT Operations 54 210.49 5.8%
6 Leadership, Staff & Department Meetings 81 195.10 5.4% 7 Homeless Encampment Cleanup Details 32 189.42 5.2%
8 Pro-Phoenix RMS Project 29 166.50 4.6%
9 Special Enforcement Operations 28 144.49 4.0%
10 Surveillance, Warrants & Case Support 42 143.10 4.0% All Other Subcategories (17 subcategories) 250 1,078.23 29.8% Code Total 788 3,620.03
TRN - Training
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 SWAT & Sniper Training 217 1,179.17 33.1%
2 Pro-Phoenix RMS Training 105 899.40 25.3%
3 Firearms, Range, Glock & Red Dot Transition 67 577.08 16.2% 4 CPT (Continued Professional Training) 38 198.17 5.6%
5 FTO, New Hire & Academy Training 23 121.84 3.4%
6 Defensive Tactics & Active Shooter Training 25 120.17 3.4% 7 K9 Training 21 114.58 3.2%
8 CSI & Forensics Training (Drager, Perkins, Crime Lab) 17 71.34 2.0% 9 Instructor & Presenter Duties 9 52.09 1.5%
10 Out-of-Area Training & Travel Time 5 40.00 1.1%
All Other Subcategories (12 subcategories) 59 187.41 5.3% Code Total 586 3,561.25
SAFE MIN - Safety Minimums
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 General Coverage (Officer Named, Reason Not Stated) 146 822.61 39.6% 2 Covering Training / CPT / Quals 27 204.16 9.8%
3 Sergeant Minimums 21 169.56 8.2%
4 Covering Sick Call 31 158.25 7.6%
5 Covering Vacation / Time Off 19 140.15 6.8%
6 Held Over to Cover Shift 21 121.60 5.9%
7 Minimums - No Detail Given 18 112.00 5.4%
8 Covering FMLA / Leave of Absence 13 99.83 4.8%
9 Covering Pro-Phoenix Schedule Adjustment 11 90.32 4.4% 10 Ordered In / Called In to Cover 13 86.32 4.2%
All Other Subcategories (5 subcategories) 17 70.68 3.4% 277 of 331
Agenda Item No. 5.1
City Council Staff Report Page 5 of 15 September 22, 2026 7 1 1
Code Total 337 2,075.48
COPPS - COPPS Event
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 National Night Out Prep & Follow-Up 37 205.83 20.7%
2 Community Festivals & Cultural Events 28 179.24 18.0% 3 Neighborhood Watch Meetings 29 97.08 9.7%
4 Car Shows & Parades 10 71.08 7.1%
5 Holiday Events (Shop with a Cop, Toy Drive, Ornament
Party) 11 61.50 6.2%
6 Shred Events & Community Clean-Ups 8 54.33 5.5%
7 Youth & School Programs 13 45.67 4.6%
8 Other COPPS Activity 7 45.50 4.6%
9 Night Markets, Summer Sandlot & The Happening 9 43.17 4.3% 10 Bazaars, Church & Temple Community Events 8 36.50 3.7% All Other Subcategories (9 subcategories) 47 156.00 15.7% Code Total 207 995.90
RPT - Report Writing
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Report Writing - Held Over / Stayed Late 135 313.76 36.7% 2 DORs & FTO Documentation 38 133.49 15.6%
3 In-Custody & Arrest Reports 42 113.05 13.2%
4 Supplemental Reports, Corrections & Review 49 94.94 11.1% 5 Case Numbers Only / No Detail 45 77.25 9.0%
6 PC Declarations & Face Sheets 28 56.42 6.6%
7 Vehicle Theft & Recovery Reports (10851) 22 35.60 4.2% 8 Use of Force Reports 8 15.67 1.8%
9 Missing Persons Reports 6 8.83 1.0%
10 Animal-Related Reports 5 5.92 0.7%
All Other Subcategories (1 subcategories) 2 1.00 0.1%
Code Total 380 855.93
OTS GRANT - Traffic
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 DUI / DL Checkpoints 54 406.09 48.7%
2 DUI Saturation & Enforcement Patrols 17 138.74 16.6%
3 General OTS Traffic Enforcement 12 81.00 9.7%
4 Distracted Driving & Cellphone Enforcement 10 66.00 7.9% 5 Speed & Primary Collision Factor Enforcement 8 65.75 7.9% 6 Street Racing & Sideshow Enforcement 5 40.00 4.8%
7 Pedestrian & Bicycle Safety Operations 4 18.00 2.2%
8 Seatbelt / Click It or Ticket 2 18.00 2.2%
Code Total 112 833.58
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Agenda Item No. 5.1
City Council Staff Report Page 6 of 15 September 22, 2026 7 1 1
FTO - Field Training
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Recruit Report Completion (Held Over) 102 307.45 49.1% 2 Remedial & Pre-Academy Training 18 135.00 21.6%
3 Other FTO Duties 17 52.42 8.4%
4 DORs, Evaluations & End-of-Phase Documentation 24 51.27 8.2% 5 Academy & Midterm Inspections 4 22.00 3.5%
6 Make-Up Days & Extension Discussions 3 18.50 3.0%
7 New Hire Orientation 3 14.00 2.2%
8 FTO Meetings, Scheduling & Binders 5 13.33 2.1%
9 Court with Recruit 2 7.34 1.2%
10 LEFTA, Veritones & System Entries 3 4.25 0.7%
Code Total 181 625.56
Union Landing OT
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Union Landing - General Coverage (Officer Named, Reason Not Stated) 30 242.97 45.0%
2 Union Landing - Covering Vacation / Time Off 8 85.32 15.8% 3 Union Landing - Covering Training / CPT / Quals 7 72.82 13.5% 4 Union Landing - Covering Sick Call 8 56.07 10.4%
5 Union Landing - Held Over to Cover Shift 5 39.50 7.3% 6 Union Landing - Covering Pro-Phoenix Schedule Adjustment 2 16.33 3.0% 7 Union Landing - Minimums - No Detail Given 2 15.00 2.8% 8 Union Landing - Covering FMLA / Leave of Absence 1 12.33 2.3% Code Total 63 540.34
CRT CRIM - Court (Criminal)
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Court Appearance (Docket Listed) 88 326.75 63.9%
2 Court Prep & DA Meetings 13 48.92 9.6%
3 Preliminary Hearings (PX) 10 46.33 9.1%
4 Case Number Only / No Detail 8 38.50 7.5%
5 Homicide Case Court & Prep 8 32.00 6.3%
6 Domestic Violence Court 3 14.50 2.8%
7 GVRO & Restraining Order Hearings 1 4.50 0.9%
Code Total 131 511.50
INV CO - Investigations Call Out
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 CSI Vehicle & Scene Processing 23 157.08 33.0%
2 Call-Out - Case Number Only 36 129.33 27.2%
3 Surveillance & Apprehension Call-Outs 18 62.93 13.2%
4 NIBIN Entries & Processing 8 37.25 7.8%
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5 Suspect Interviews & Search Warrants 8 35.00 7.4%
6 Shooting, Robbery & Assault Call-Outs 6 29.25 6.1%
7 Report Writing & Case Follow-Up 6 25.18 5.3%
Code Total 105 476.02
NNO - National Night Out
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 NNO Event - General 23 98.17 43.6%
2 Setup, Tear-Down & Clean-Up 11 61.00 27.1%
3 Booth & Display Staffing (Kid Zone, UAS, ARV, Raffle) 9 38.59 17.1% 4 NNO Prep & Planning 8 27.08 12.0%
5 Supplies & Logistics 1 0.50 0.2%
Code Total 52 225.34
Major Incident / Investigation
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Case Number Only / No Detail 13 70.16 32.1%
2 CSI & Vehicle Processing 6 53.25 24.4%
3 SWAT & CNT Call-Outs 9 28.17 12.9%
4 Surveillance, Apprehension & Arrest Operations 8 23.75 10.9% 5 Homicide & Major Case Investigation 3 15.09 6.9%
6 Held Over / Called In for Major Case 4 15.00 6.9%
7 Search Warrants & Legal Process 2 6.00 2.7%
8 Interviews, In-Custody Handling & Transport 2 5.25 2.4% 9 DA Case Presentation & Charging 1 2.00 0.9%
Code Total 48 218.67
4th of July Enforcement
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Fireworks Enforcement / SEU Detail 22 152.26 70.8%
2 Fireworks Citation Processing 5 28.00 13.0%
3 4th of July Detail - General 3 21.00 9.8%
4 Fire Department Assist 2 10.00 4.7%
5 Patrol Holdover for 4th of July 1 3.67 1.7%
Code Total 33 214.93
CRT TRAFC - Court (Traffic)
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Traffic Court - Docket Listed 26 100.42 47.9%
2 Traffic Court - Citation Listed 15 60.00 28.6%
3 Traffic Court Appearance (General) 8 29.17 13.9%
4 DMV DUCE Hearings 3 12.00 5.7%
5 Other / Not Specified 2 8.00 3.8%
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Code Total 54 209.59
PTB - Prisoner Transport or Booking
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Prisoner Transport - Case Number Only 32 64.10 36.8%
2 Transport to Santa Rita Jail 22 54.93 31.5%
3 Hospital & Medical Clearance Transports 7 19.09 11.0% 4 Warrant Pick-Up & Booking 2 18.25 10.5%
5 Transport with Report Writing 6 17.91 10.3%
Code Total 69 174.28
ADMIN ASSMNT - Admin Assignment
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Meeting & Training Refreshment Setup / Cleanup 28 75.41 51.8% 2 Other Admin Assignment 8 22.25 15.3%
3 Meetings 10 20.00 13.7%
4 Projects, Research & Presentations (Digital FTO Manual) 8 19.00 13.0% 5 Pro-Phoenix & CPT Training Support 3 6.00 4.1%
6 Facility & Equipment Issues 1 3.00 2.1%
Code Total 58 145.66
PART-TIME EMPLOYEE - Extra Hours Only (Not OT)
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Community Events 7 52.50 38.1%
2 Other Part-Time Hours 21 31.93 23.2%
3 Fleet & Vehicle Errands (Wash, Tow, Enterprise) 24 20.83 15.1% 4 Calls for Service Assistance 12 17.67 12.8%
5 Training, Meetings & Radio/Equipment Updates 5 14.99 10.9% Code Total 69 137.92
CSI On-Call Week ($250 Compensation)
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 CSI On-Call Week (Own Rotation) 43 86.00 86.0%
2 Off-Site Vehicle Processing 3 12.00 12.0%
3 Covering Another Officer's On-Call Week 6 2.00 2.0%
Code Total 52 100.00
Homeless Outreach
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Encampment Cleanup with Public Works 10 31.76 45.6%
2 Homeless Detail - General 2 20.59 29.5%
3 Encampment Enforcement & Posting 2 17.33 24.9%
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Code Total 14 69.68
EARLY CALL - Early Call In
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Called In Early for Critical Incident / Major Case 26 43.01 66.1% 2 Early Call In - No Detail Given 6 10.09 15.5%
3 Called In Early for Patrol Support 3 8.33 12.8%
4 Called In Early for Pro-Phoenix / Quals Support 2 2.00 3.1% 5 Called In Early for Sick Call / Minimums 1 1.67 2.6%
Code Total 38 65.10
UASTRNG - UAS Training
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Quarterly UAS Training 9 26.50 41.5%
2 UAS Study & General Training 6 22.08 34.5%
3 Joint Agency / SWAT UAS Training 1 10.50 16.4%
4 Drone Maintenance & Equipment Prep 1 4.83 7.6%
Code Total 17 63.91
LEADR MTG - Leadership Meeting
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Monthly / Mandatory Leadership Meeting 11 31.67 52.8% 2 Offsite Leadership Meetings (Mizuho, Glazer's, Rec Centers) 8 25.76 43.0% 3 Department & Staff Meetings 1 2.50 4.2%
Code Total 20 59.93
TRAFFIC CO - Traffic Callout
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Fatal & Major Collision Call-Outs (11-80) 5 16.75 54.6% 2 Traffic Call-Out - Case Number Only 3 13.92 45.4%
Code Total 8 30.67
NHUSD - School Paid Event
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 James Logan Graduation & Torch Run 4 13.83 60.6%
2 James Logan Graduation - Crowd Control 2 9.00 39.4%
Code Total 6 22.83
EXPMTG - Explorer Meeting (Comp Time)
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Explorer Recruitment & Interviews 4 10.75 49.2%
2 Explorer Training Topics & Presentations 4 5.67 26.0% 282 of 331
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3 Explorer Meeting - General 3 3.67 16.8%
4 Facility Tours (Dispatch, Animal Shelter) 1 1.75 8.0% Code Total 12 21.84
UASOT - UAV Overtime
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 UAS Support for SWAT Operations 4 17.50 82.4%
2 Drone Registration, Labeling & Certification 2 3.75 17.6% Code Total 6 21.25
MINCALL - Minimum Call In
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Other Minimum Call In 2 9.00 47.4%
2 Inspections (OYCR / Juvenile Holding) 2 4.00 21.1%
3 PSU / Internal Investigation Interviews 2 4.00 21.1%
4 Critical Incident Debrief 1 2.00 10.5%
Code Total 7 19.00
EXPEVNT - Explorer Related Event (OT)
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 Explorer Supervision at Community Events 2 10.00 58.8% 2 Explorer Supervision at Traffic Operations 1 7.00 41.2% Code Total 3 17.00
CALL BK - Call Back
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 SWAT Call-Outs & Activations 7 14.17 87.6%
2 Team Meetings 1 2.00 12.4%
Code Total 8 16.17
OA - Outside Assist
Rank Note Subcategory
# of OT
Entries
Total OT
Hours
% of Code
Hours
1 SWAT Support for Outside Agency 1 4.50 100.0%
Code Total 1 4.50
All Codes - Total OT Hours 5,654 25,784.07
The City of Fremont’s transition to the Pro-Phoenix computer aided dispatching system also required training for Union City staff. Table 3 below summarizes the overtime impact of the Pro-Phoenix Project
Table 3. Pro-Phoenix Project – Overtime Impact
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Pro-Phoenix Tag Code
# of OT
Entries
Total OT
Hours
Direct project work TRN - Training 105 899.40
Direct project work SPC - Special Assignment 30 169.50
Direct project work SHIFT ACT - Shift Activity 30 151.33 Direct project work ADMIN ASSMNT - Admin Assignment 15 16.75 Direct project work RPT - Report Writing 2 2.16
Direct project work PART-TIME EMPLOYEE - Extra Hours Only (Not OT) 1 1.58 Direct project work EARLY CALL - Early Call In 1 1.00
Direct project work - subtotal 184 1,241.72
Backfill - confirmed SERV MIN - Service Minimums 22 174.16 Backfill - confirmed SAFE MIN - Safety Minimums 11 90.32 Backfill - confirmed Union Landing OT 2 16.33
Backfill - confirmed - subtotal 35 280.81
Backfill - likely (inferred) SERV MIN - Service Minimums 5 49.24 Backfill - likely (inferred) - subtotal 5 49.24
Total Pro-Phoenix attributable OT 224 1,571.77
% of all OT hours in the file 6.1%
For all other departments, Table 4 below lists the overtime comment categories by each department, number of line entries by staff, total overtime hours for each comment category, and percent of department overtime.
Table 4. Overtime Comment Categories – Top 10 per Department CMO - City Manager's Office
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 District Dialogue Events 5 12.00 38.7%
2 CERT Board Meetings - Union City 3 7.00 22.6%
3 CERT Board Meetings - Newark 2 4.00 12.9%
4 Newark PPRR Training 2 3.00 9.7%
5 CERT Monthly Training 1 2.00 6.5%
6 Community Training (USGS) 1 2.00 6.5%
7 Emergency Exercise Planning Meetings 1 1.00 3.2%
CMO Total 15 31.00
CRS - Community & Recreation Services
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Community Festivals & Cultural Events 23 167.00 11.7% 2 Preschool - Staff Coverage & Closing 86 118.00 8.2%
3 Opioid & Narcan Outreach Events 18 114.00 8.0%
4 City Council Meetings 28 79.50 5.5%
5 Seasonal & Family Events 13 61.50 4.3%
6 Holiday & Weekend Shifts Worked 11 61.25 4.3%
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7 Center & Site Coverage 32 55.25 3.9%
8 District Dialogue Events 14 51.50 3.6%
9 Facility Rentals & Reception Issues 18 48.00 3.3%
10 Preschool - Operations, Meetings & Parents 24 45.75 3.2% All Other Categories (27 categories) 222 631.50 44.1%
CRS Total 489 1,433.25
ECD - Economic & Community Development
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Planning Commission Hearings & Meetings 17 37.75 15.2% 2 Raising Cane's - CEQA & Tribal Consultation 11 33.50 13.5% 3 Development Project Reviews & Staff Reports 7 17.75 7.2% 4 District Dialogues 5 15.75 6.4%
5 CAP 2.0 - Policy, Budget & GHG Work 6 15.50 6.3%
6 Seven Hills Estates 5 15.50 6.3%
7 City Council Meetings & Appeals 9 13.75 5.5%
8 Station East Phase 2 4 13.00 5.2%
9 CivicSpark Fellow Recruitment & Contract 3 11.50 4.6% 10 Raising Cane's - Entitlements & Agreements 4 11.00 4.4% All Other Categories (11 categories) 31 63.00 25.4%
ECD Total 102 248.00
FIN - Finance
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Bank Reconciliation – Tyler Munis Transition 43 125.00 12.6% 2 HR Paperwork & PAF Processing 28 103.50 10.5%
3 Payroll Processing & Review 41 100.50 10.1%
4 Timesheet, Timecard & T&A Review 16 78.25 7.9%
5 Year-End Recons (Investments, POB/BNYM, Fund 112) 13 66.00 6.7% 6 CIP Projects 19 57.75 5.8%
7 CalPERS Reporting & Reconciliation 14 56.50 5.7%
8 Year-End Close & Journal Entries 20 47.00 4.7%
9 Salary Tables, COLAs & Leave Accruals 11 41.50 4.2%
10 Grants, CDBG & Grant Billing 11 39.00 3.9%
All Other Categories (19 categories) 114 275.25 27.8%
FIN Total 330 990.25
HRS - Human Resources
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Payroll Corrections & Tyler Support – Tyler Munis Transition 8 18.50 29.1% 2 Disability + Mission Square Combined Reporting 7 14.50 22.8% 3 Disability Spreadsheet Updates 6 14.00 22.0%
4 Mission Square (MSQ) Reporting 2 5.00 7.9%
5 Audits & Surveys 3 4.00 6.3%
6 STD/LTD & ALT Rate Updates 1 4.00 6.3%
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7 Benefit Enrollment & Benefit Fair 2 3.00 4.7%
8 Recruitment & General Admin 1 0.50 0.8%
HRS Total 30 63.50
ITS - Information Services
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 City Council Meeting Support 12 35.00 31.0%
2 Planning Commission Support 4 16.00 14.2%
3 BART Mural Project Forums & Meetings 4 9.00 8.0%
4 District Meeting Support 2 8.00 7.1%
5 UCPD Employee Night 1 8.00 7.1%
6 CRS Master Plan Meeting Support 2 6.00 5.3%
7 National Night Out Support 2 6.00 5.3%
8 Special & Joint Council Meeting Support 2 6.00 5.3%
9 General Support Coverage 1 6.00 5.3%
10 Mayor's Conference & Town Hall Support 2 5.00 4.4%
All Other Categories (2 categories) 3 8.00 7.1%
ITS Total 35 113.00
PWD - Public Works
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Work Furlough - Coverage for [REDACTED] 75 602.00 15.0% 2 Bus Shelter Cleaning 53 423.00 10.5%
3 Street Sweeping - Islands & Medians 47 376.00 9.4%
4 Work Furlough / SWAP Crew Program 40 310.00 7.7%
5 Weed Abatement & Landscape - UCB 35 279.00 6.9%
6 Weed Abatement & Landscape - Mission Blvd 19 149.00 3.7% 7 Ball Field & Park Grounds Maintenance 18 148.00 3.7%
8 Weed Abatement & Landscape - Alvarado-Niles 17 136.00 3.4% 9 Storm Drain & Catch Basin Inventory 35 135.00 3.4%
10 Street Sweeping - Mission Blvd 88 132.00 3.3%
All Other Categories (37 categories) 327 1,324.95 33.0% PWD Total 754 4,014.95
All Departments - Total OT Hours 1,755
6,893.95
Attachment 1 to the staff report provides the full list of non-Police overtime comments.
Staff also reviewed overtime usage by pay period, looking for trends and patterns which could help staff manage overtime expenses. Attachment 2 provides a summary of overtime and comp-time usage by department programs.
General increases in overtime expenses for FY 2024-2025 and FY 2025-2026 In reviewing the date and speaking with department managers, there seem to be four 286 of 331
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areas which are causing an increase in overtime expenses. • Homelessness – The number of incidences where Union City staff must work with homeless issues has increased, and the resources used is greater than typical. • Illegal Dumping – The number of incidences are significantly higher than years past, and City staff must promptly deal with them.
• Technology Upgrade – Finance and Police software systems require working extra hours.
• Staffing Coverage – Staff out on long-term leave and vacancy leads to existing staff covering the extra work.
These four categories have the greatest variability in future years. Homelessness and illegal dumping directly affect residents’ quality of life and remain top priorities for the City Council, which has emphasized maintaining consistent response levels. With respect to technology upgrades, some overtime costs are expected to decrease as the City completes its transition to the new financial software. However, other necessary upgrades—such as the implementation of new departmental systems like the Central Square permit software—will require significant work across IT, Public Works, Economic and Community Development, and Finance. Reducing staff coverage may also be difficult due to minimum staffing requirements and essential operational needs.
Summary
Over the past two fiscal years, Union City’s overtime usage has risen, averaging a 15% annual, driven primarily by Police, Public Works, Community & Recreation Services, and Finance. The report shows that overtime is largely tied to minimum staffing requirements, vacancies, after-hours emergencies, legally mandated deadlines, and City events. Police overtime is especially complex, with more than 25,000 hours logged across detailed operational categories, from service minimums and shift activity to training, investigations, and special events. Public Works overtime reflects increased homelessness response, illegal dumping, storm impacts, and landscape maintenance. Finance and IT overtime is heavily influenced by technology upgrades, including the Pro-Phoenix CAD/RMS transition and Tyler Munis finance software transition, which alone accounted for more than 2,000 overtime hours. Staff note that overtime is sometimes more cost-effective than hiring additional personnel and that some costs are reimbursable through grants and fees.
The report concludes that overtime is a necessary tool for maintaining service levels, but that recent increases, particularly in homelessness, illegal dumping, technology upgrades, and staffing coverage, are areas where future management attention could reduce costs.
Looking forward, staff believe that the review of the overtime data is helpful in understanding overtime uses in Union City, and management will review this information more frequently. Finance will work with all departments to appropriately budget for overtime use and improve cost recovery. This information can also be used as part of the upcoming budget process.
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FISCAL IMPACT
There is no impact in the presentation of this report
RECOMMENDATION
It is recommended that the City Council receive and file this report.
Prepared by: Chu Thai, Finance Director
Submitted by: Chu Thai, Finance Director
Attachments
1. Full List of Non-Police Overtime Comments
2. Overtime Hours by Pay Period
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Full Category Summary - all categories, all departments Department Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
CMO District Dialogue Events 5 12.00 38.7%
CMO CERT Board Meetings - Union City 3 7.00 22.6%
CMO CERT Board Meetings - Newark 2 4.00 12.9%
CMO Newark PPRR Training 2 3.00 9.7%
CMO CERT Monthly Training 1 2.00 6.5%
CMO Community Training (USGS) 1 2.00 6.5%
CMO Emergency Exercise Planning Meetings 1 1.00 3.2%
CMO Total 15 31.00
CRS Community Festivals & Cultural Events 23 167.00 11.7% CRS Preschool - Staff Coverage & Closing 86 118.00 8.2% CRS Opioid & Narcan Outreach Events 18 114.00 8.0%
CRS City Council Meetings 28 79.50 5.5%
CRS Seasonal & Family Events 13 61.50 4.3%
CRS Holiday & Weekend Shifts Worked 11 61.25 4.3%
CRS Center & Site Coverage 32 55.25 3.9%
CRS District Dialogue Events 14 51.50 3.6%
CRS Facility Rentals & Reception Issues 18 48.00 3.3%
CRS Preschool - Operations, Meetings & Parents 24 45.75 3.2% CRS Arts & Culture Commission 14 44.50 3.1%
CRS Ribbon Cuttings & Civic Events 8 41.00 2.9%
CRS Staff Training & Orientation 10 40.75 2.8%
CRS Mental Health Immersion Program 4 40.00 2.8%
CRS Extended Shifts / Worked Late (No Detail Given) 21 39.50 2.8% CRS Youth & Family Services Casework 13 39.50 2.8%
CRS Staff Meetings & Director Meetings 18 38.75 2.7%
CRS Facility Maintenance & Building Issues 10 31.50 2.2% CRS Video/Photo - District Dialogue Coverage 11 30.25 2.1% CRS BART Mural Project & Forums 8 29.00 2.0%
CRS Suicide Prevention & Community Forums 8 29.00 2.0%
CRS Summer Camp Operations & Meetings 12 26.75 1.9%
CRS Video/Photo - Fireworks Safety Campaign 12 26.25 1.8% CRS Field Trips & Transportation 8 25.25 1.8%
CRS Staff Call-Outs & Finding Coverage 7 19.50 1.4%
CRS Video/Photo - Other City Projects 7 18.00 1.3%
CRS Payroll, Clerical & Office Admin 9 17.25 1.2%
CRS Teen Programs & Workshops 5 16.50 1.2%
CRS Preschool - Graduation & Events 7 14.50 1.0%
CRS Interviews, Hiring & PAFs 7 13.50 0.9%
CRS Other Commission Meetings 5 11.50 0.8%
CRS Video/Photo - Public Works Video Series 6 11.00 0.8% CRS Parks & Rec Commission 4 9.00 0.6%
CRS National Night Out 3 7.00 0.5%
CRS Parks Master Plan Meetings 2 5.00 0.3%
CRS Recreation Programs & Classes 2 4.25 0.3%
CRS Other / Uncategorized 1 2.50 0.2%
CRS Total 489 1,433.25
ECD Planning Commission Hearings & Meetings 17 37.75 15.2% ECD Raising Cane's - CEQA & Tribal Consultation 11 33.50 13.5%
289 of 331
Full Category Summary - all categories, all departments Department Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
ECD Development Project Reviews & Staff Reports 7 17.75 7.2% ECD District Dialogues 5 15.75 6.4%
ECD CAP 2.0 - Policy, Budget & GHG Work 6 15.50 6.3%
ECD Seven Hills Estates 5 15.50 6.3%
ECD City Council Meetings & Appeals 9 13.75 5.5%
ECD Station East Phase 2 4 13.00 5.2%
ECD CivicSpark Fellow Recruitment & Contract 3 11.50 4.6% ECD Raising Cane's - Entitlements & Agreements 4 11.00 4.4% ECD CAP 2.0 - Task Force Meetings 6 10.50 4.2%
ECD Training & Internal Admin 3 10.50 4.2%
ECD CAP 2.0 - Community Workshops & Survey 4 9.50 3.8%
ECD Community Events & Ribbon Cuttings 5 8.00 3.2%
ECD Code Updates & Policy (ADU, TOC, Commercial) 2 5.50 2.2% ECD RFQ / Consultant Procurement 2 5.00 2.0%
ECD Task Force Nominations (HRC/PRC) 2 4.50 1.8%
ECD Permitting Software Evaluation 1 4.00 1.6%
ECD Building Permit & C&D Refunds 3 3.50 1.4%
ECD Zoning & Planning Line Inquiries 2 1.50 0.6%
ECD Commission Packets, Agendas & Minutes 1 0.50 0.2%
ECD Total 102 248.00
FIN Bank Reconciliation 43 125.00 12.6%
FIN HR Paperwork & PAF Processing 28 103.50 10.5%
FIN Payroll Processing & Review 41 100.50 10.1%
FIN Timesheet, Timecard & T&A Review 16 78.25 7.9%
FIN Year-End Recons (Investments, POB/BNYM, Fund 112) 13 66.00 6.7% FIN CIP Projects 19 57.75 5.8%
FIN CalPERS Reporting & Reconciliation 14 56.50 5.7%
FIN Year-End Close & Journal Entries 20 47.00 4.7%
FIN Salary Tables, COLAs & Leave Accruals 11 41.50 4.2% FIN Grants, CDBG & Grant Billing 11 39.00 3.9%
FIN A/R, Deferred Revenue & Receivables 13 38.00 3.8%
FIN Vendor Maintenance 17 37.50 3.8%
FIN Purchase Orders & Requisitions 9 23.00 2.3%
FIN Tyler Munis Support & System Issues 10 20.25 2.0%
FIN Quarterly Returns & Tax Reconciliation (941/DE9C) 9 19.00 1.9% FIN Budget & Master Fee Schedule 9 15.75 1.6%
FIN Miscellaneous Tasks & Special Requests 7 15.50 1.6% FIN Conferences & Tyler Training Sessions 2 15.00 1.5%
FIN Capital Assets & Infrastructure 6 13.00 1.3%
FIN Unclaimed Deposits (C&D Waste) 3 13.00 1.3%
FIN Credit Card, P-Card & Garage Reconciliations 5 9.00 0.9% FIN Statutory & Annual Reports (SCO, GCC, Street, 10Q) 3 9.00 0.9% FIN Audit Support (FY25 Audit, BDO, Price Paige) 4 8.00 0.8% FIN Benefit Deductions & Contributions 3 7.50 0.8%
FIN Business License Support 3 7.50 0.8%
FIN ACH Coding, Wires & Check Runs 3 7.25 0.7%
FIN W-2s, Scanning & Payroll Records 2 6.75 0.7%
FIN STD/LTD Benefit Premium Reconciliation 3 6.50 0.7%
FIN UUT Meetings 3 3.75 0.4%
290 of 331
Full Category Summary - all categories, all departments Department Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
FIN Total 330 990.25
HRS Payroll Corrections & Tyler Support 8 18.50 29.1%
HRS Disability + Mission Square Combined Reporting 7 14.50 22.8% HRS Disability Spreadsheet Updates 6 14.00 22.0%
HRS Mission Square (MSQ) Reporting 2 5.00 7.9%
HRS Audits & Surveys 3 4.00 6.3%
HRS STD/LTD & ALT Rate Updates 1 4.00 6.3%
HRS Benefit Enrollment & Benefit Fair 2 3.00 4.7%
HRS Recruitment & General Admin 1 0.50 0.8%
HRS Total 30 63.50
INS City Council Meeting Support 12 35.00 31.0%
INS Planning Commission Support 4 16.00 14.2%
INS BART Mural Project Forums & Meetings 4 9.00 8.0%
INS District Meeting Support 2 8.00 7.1%
INS UCPD Employee Night 1 8.00 7.1%
INS CRS Master Plan Meeting Support 2 6.00 5.3%
INS National Night Out Support 2 6.00 5.3%
INS Special & Joint Council Meeting Support 2 6.00 5.3% INS General Support Coverage 1 6.00 5.3%
INS Mayor's Conference & Town Hall Support 2 5.00 4.4%
INS After-Hours IT / Facility Issues 2 4.00 3.5%
INS CRS Community Meeting Support 1 4.00 3.5%
INS Total 35 113.00
PWD Work Furlough - Coverage for 75 602.00 15.0%
PWD Bus Shelter Cleaning 53 423.00 10.5%
PWD Street Sweeping - Islands & Medians 47 376.00 9.4%
PWD Work Furlough / SWAP Crew Program 40 310.00 7.7%
PWD Weed Abatement & Landscape - UCB 35 279.00 6.9%
PWD Weed Abatement & Landscape - Mission Blvd 19 149.00 3.7% PWD Ball Field & Park Grounds Maintenance 18 148.00 3.7% PWD Weed Abatement & Landscape - Alvarado-Niles 17 136.00 3.4% PWD Storm Drain & Catch Basin Inventory 35 135.00 3.4%
PWD Street Sweeping - Mission Blvd 88 132.00 3.3%
PWD Weed Abatement & Landscape - Other Locations 14 112.00 2.8% PWD Other Special Events & Traffic Control 20 108.00 2.7% PWD UCB Traffic Garden Setup 11 98.00 2.4%
PWD Call-Outs - Plumbing & Water Leaks 27 97.45 2.4%
PWD UCB Bike Lane Ribbon Cutting 10 71.00 1.8%
PWD City Hall & Office Moves / Setup 13 61.50 1.5%
PWD Call-Outs - Gates 20 55.00 1.4%
PWD Illegal Sign Removal 26 53.00 1.3%
PWD Fire Station Repairs & Call-Outs 12 51.00 1.3%
PWD Weed Abatement & Landscape - Lowry Rd 6 48.00 1.2%
PWD Call-Outs - HVAC, Electrical & Lighting 16 45.00 1.1% PWD 4th of July Events & Cleanup 5 44.50 1.1%
PWD Call-Outs - Doors & Locks 14 41.00 1.0%
PWD National Night Out Setup 9 39.50 1.0%
291 of 331
Full Category Summary - all categories, all departments Department Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
PWD Call-Outs - Downed Trees & Limbs 15 38.00 0.9%
PWD Call-Outs & Repairs - Other 11 37.50 0.9%
PWD Household Hazardous Waste Events 5 36.00 0.9%
PWD Call-Outs - Traffic, Accidents & Street Hazards 12 34.50 0.9% PWD Community Garden Maintenance 4 32.00 0.8%
PWD Commission & Council Meeting Clerk Support 15 29.50 0.7% PWD District Dialogue Events 9 27.50 0.7%
PWD Inspections & Encroachment Permits 5 24.50 0.6%
PWD Staff Reports & Project Admin 5 17.00 0.4%
PWD Call-Outs - Flooding & Storm Response 5 14.00 0.3%
PWD Invoices & Purchasing Admin 8 13.50 0.3%
PWD Tree Planting Projects 2 13.50 0.3%
PWD Flag Details (Half-Staff, Holidays) 3 12.00 0.3%
PWD Refuse / Republic Services 3 9.00 0.2%
PWD Fuel Reports & Water Bills 2 9.00 0.2%
PWD Miscellaneous / Unspecified Assignments 2 9.00 0.2% PWD Street Sweeping - Other 1 8.00 0.2%
PWD SRTP & Transit Outreach 3 7.50 0.2%
PWD Facility Cleaning (Gyms & Centers) 3 7.00 0.2%
PWD Safety & Skills Training 3 7.00 0.2%
PWD Concrete & Street Repairs 4 6.00 0.1%
PWD Corp Yard & Fleet Maintenance 2 4.50 0.1%
PWD Other Office Admin 2 3.50 0.1%
PWD Total 754 4,014.95
Grand Total - All Departments 1,755 6,893.95
292 of 331
(Multiple Items) OT & COMP TIME HOURS WORKED (NOT HOURS EARNED) Location
Mon 6/23 to
Sun 7/6
Mon 7/7 to
Sun 7/20
Mon 7/21 to
Sun 8/3
Mon 8/4 to
Sun 8/17
Mon 8/18 to
Sun 8/31
Mon 9/1 to
Sun 9/14
Mon 9/15 to
Sun 9/28
Mon 9/29 to
Sun 10/12
Mon 10/13
to Sun 10/26
Mon 10/27
to Sun 11/9
CMO - ADMINISTRATION 3.25 18.5 5.5 5.5
CMO - EMERGENCY SERVICES 2 15 29 8 2 8 5 8
CMO - RECYLCLING & SOLID WASTE 11.5 7 6
2 26.5 29 8 2 11.25 30.5 14 5.5 5.5
CRS - ADMINISTRATION 5.25 11 3 6.25 4 8.5 7 4.75 1.75 8 CRS - HOLLY CENTER 51 62.75 58.25 30 29.5 17 35 12.25 45 18 CRS - KENNEDY CENTER 11 27 7 7 2.5 11 13 25 10
CRS - SENIOR CENTER 6 14 14.5 11.5 7.5 13.5 6 11.5
CRS - SPORTS CENTER 12 20.5 47.5 17 9 21 45.5 10 25.75 1.5 CRS - UNREPRESENTED - HOLLY 78.25 165.5 90.25
CRS - UNREPRESENTED - SPORTS 11 17 11.5 5.5
CRS - YOUTH & FAMILY SERVICES 15.5 2.5 85.5 12 3.5 1 48.5 75.5 6 1 184 312.25 317 86.75 60 71.5 162.5 133.5 100 28.5
ECD - ADMINISTRATION 3 0.5 3 0.25 4.75 4.25 2 8.25 6
ECD - BUILDING/CODE COMPLIANCE 1.5
ECD - ECONOMIC DEVELOPMENT 1.5 2.5 9 15 1 1 8 5
ECD - PLANNING DEPARTMENT 10.5 12 13 6 6 6.5 7 13 2
16.5 14.5 22.5 24 6.25 5.75 11.75 17 21.25 13
FIN - ACCOUNTING 82.5 65.25 48.75 47 59.75 60.5 57.25 50.5 62 58.5 FIN - ADMINISTRATION 15.5
FIN - REVENUE 3.25 1 4.25 1 4.25 2.25 3.5 15.25
85.75 65.25 48.75 48 79.5 61.5 61.5 52.75 65.5 73.75
HRS - ADMINISTRATION 8.5 6 3 3 7 4 2.5 4
8.5 6 3 3 7 4 2.5 4
ITS - INFRASTRUCTURE 11 11 21.25 15.5 5 18.25 15.5 14 11.75 11 11 21.25 15.5 5 18.25 15.5 14 11.75
PWD - ADMINISTRATION 2.5 8.5 11.5 2 5 10 4.5
PWD - ENGINEERING 1 14 7 0.5 9.5 5 10
PWD - FACILITIES 8 56 3 10 26 27 29 26 10
PWD - FLEET SERVICES 3 2 2
PWD - PARKS & GROUNDS MAINT 26.5 133 90 99 128 176 166 26 112 40 PWD - STREETS MAINTENANCE 118 44 22.5 150 46 90.5 121.5 62.5 27 46 PWD - TRANSIT 3.75 10 11 1 11.75 33.5 2.75 8
161.75 252.5 141 279 203 283.75 367.5 125.25 187.5 98
UPD - ADMINISTRATION 32.17 16 47.42 22 21.5 11.5 32.99 14.75 14.75 11 UPD - FIELD OPERATIONS 857.59 661.28 774.12 786.14 803.53 633.53 553.8 624.67 799.95 655.51 UPD - SUPPORT SERVICES 333.85 284.32 372.17 279.67 250.59 114.09 294.17 163.09 98 257 1223.61 961.6 1193.71 1087.81 1075.62 759.12 880.96 802.51 912.7 923.51 1693.11 1649.6 1776.21 1552.06 1431.37 1218.12 1534.21 1147.51 1306.45 1158.01 9/18/2026 9:39 AM Page 1 of 3
_Analyze OT Hours (2026-09-09).xlsx
Pivot 1
293 of 331
(Multiple Items)
Location
CMO - ADMINISTRATION
CMO - EMERGENCY SERVICES
CMO - RECYLCLING & SOLID WASTE
CRS - ADMINISTRATION
CRS - HOLLY CENTER
CRS - KENNEDY CENTER
CRS - SENIOR CENTER
CRS - SPORTS CENTER
CRS - UNREPRESENTED - HOLLY
CRS - UNREPRESENTED - SPORTS
CRS - YOUTH & FAMILY SERVICES
ECD - ADMINISTRATION
ECD - BUILDING/CODE COMPLIANCE
ECD - ECONOMIC DEVELOPMENT
ECD - PLANNING DEPARTMENT
FIN - ACCOUNTING
FIN - ADMINISTRATION
FIN - REVENUE
HRS - ADMINISTRATION
ITS - INFRASTRUCTURE
PWD - ADMINISTRATION
PWD - ENGINEERING
PWD - FACILITIES
PWD - FLEET SERVICES
PWD - PARKS & GROUNDS MAINT
PWD - STREETS MAINTENANCE
PWD - TRANSIT
UPD - ADMINISTRATION
UPD - FIELD OPERATIONS
UPD - SUPPORT SERVICES
Mon 11/10
to Sun 11/23
Mon 11/24
to Sun 12/7
Mon 12/8 to
Sun 12/21
Mon 12/22
to Sun 1/4
Mon 1/5 to
Sun 1/18
Mon 1/19 to
Sun 2/1
Mon 2/2 to
Sun 2/15
Mon 2/16 to
Sun 3/1
Mon 3/2 to
Sun 3/15
Mon 3/16 to
Sun 3/29
6.25 4.5 2.75 6 4 3 2 8.5 8
2 4 12 6.5 2 4.5 8 10.5 7
8.25 8.5 14.75 12.5 6 7.5 10 19 15
6.5 3.5 5.75 7.5 1.25 9 2.75 8 3.5
32.75 27.5 11.5 2.25 39 26 43 27.75 20.5 45.75
20 5.5 8.75 49
17.5 1 5.75 3 6.5 25.5
30.25 5 4 7 9 16 3 11.75 30 23
2.5 3.75 7
3 60 14.5 9 8 23.5 22 33.5
92.5 120.75 35.75 9.25 64.5 57 81.5 76.25 74.25 180.25
0.5 1.5 1.5 2.75 3.5 3 3 2 0.5
3 2
2 3.5 2 1.5 5.5 7.5
10 5.5 3.5 5.5 11 9 10 7 17.5
10.5 7 7 11.75 19.5 12 14.5 14.5 27.5
73 51 47.5 41 54 58 22.5 16.25 6.75 8
7 1.5 8.75 9 1 3 1.25 2
80 51 49 41 62.75 67 23.5 19.25 8 10
8 1 1 3.5 5 5 2
8 1 1 3.5 5 5 2
4 2.5 12 12 1.5 8 17.5 23 3.5
4 2.5 12 12 1.5 8 17.5 23 3.5
7 7 8.5 3 2 15.5 5
2 2 4 2 3
34 17 31 27 3 24 21 13 5 29.95
2 6 56 40 59 92 128 40 92 56 88
76 34.5 64 11 68 42 34 50 58 26
9 1.25 4.25 8.5 5.75 8.5 5.75 27
132 117.75 147.75 100 175.5 201.75 103.5 174.5 126.75 178.95 6 3 30.75 4.5 7 14 4 24.25 2.5 3
689.89 604.24 715.21 656.09 350.64 664.48 574.19 617.98 1080.3 453.51 212 206.32 351.33 104.09 101.68 89.51 151.01 154.01 224.77 97.92 907.89 813.56 1097.29 764.68 459.32 767.99 729.2 796.24 1307.57 554.43 1243.14 1122.06 1364.54 918.43 803.32 1125.74 965.2 1108.24 1573.07 971.63 9/18/2026 9:39 AM Page 2 of 3
_Analyze OT Hours (2026-09-09).xlsx
Pivot 1
294 of 331
(Multiple Items)
Location
CMO - ADMINISTRATION
CMO - EMERGENCY SERVICES
CMO - RECYLCLING & SOLID WASTE
CRS - ADMINISTRATION
CRS - HOLLY CENTER
CRS - KENNEDY CENTER
CRS - SENIOR CENTER
CRS - SPORTS CENTER
CRS - UNREPRESENTED - HOLLY
CRS - UNREPRESENTED - SPORTS
CRS - YOUTH & FAMILY SERVICES
ECD - ADMINISTRATION
ECD - BUILDING/CODE COMPLIANCE
ECD - ECONOMIC DEVELOPMENT
ECD - PLANNING DEPARTMENT
FIN - ACCOUNTING
FIN - ADMINISTRATION
FIN - REVENUE
HRS - ADMINISTRATION
ITS - INFRASTRUCTURE
PWD - ADMINISTRATION
PWD - ENGINEERING
PWD - FACILITIES
PWD - FLEET SERVICES
PWD - PARKS & GROUNDS MAINT
PWD - STREETS MAINTENANCE
PWD - TRANSIT
UPD - ADMINISTRATION
UPD - FIELD OPERATIONS
UPD - SUPPORT SERVICES
Mon 3/30 to
Sun 4/12
Mon 4/13 to
Sun 4/26
Mon 4/27 to
Sun 5/10
Mon 5/11 to
Sun 5/24
Mon 5/25 to
Sun 6/7
Mon 6/8 to
Sun 6/21
1.5 4 2.5 4 7.25 18.75 115.75
4 11 1 7.5 12 169
24.5 5.5 15 3.5 11.5 7.25 30.75 309.25
4.5 3 3.5 9.25 7.5 9 144
10.5 33.75 76 32 38 31.5 856.5
12 7.5 5 221.25
11.5 1.5 20 1 177.75
11 21 31 17.5 39 63.25 531.5
60.5 128.25 522.75
5.5 7.75 71.5
10 1 27.5 14 47.5 524.5
47.5 72.25 165.5 78.25 145 293.25 3049.75
2.5 5.25 1.5 3.5 63
8 1.5 16
6 4 75
16.5 13.5 14.5 2 7.25 9.25 218
27 13.5 19.75 11 10.75 13.25 372
32.5 11.5 16 8.5 24.5 14 1077
15.5 1.5 0.5 0.75 1.5 72.5
32.5 11.5 17.5 9 25.25 15.5 1165
63.5 63.5
5.75 11.75 12 6.5 16.5 259.75
5.75 11.75 12 6.5 16.5 259.75
1.5 4 3.5 27.5 128.5
3 14 3 5.5 85.5
3 16 16 19 453.95
1 1 11
93.5 32 108 78 83 33 2081
26 127 118.5 95 67 66.5 1691.5
8.75 8.75 1 18 188.25
125.5 161.5 265.25 188.75 171.5 169.5 4639.7
11 7.75 3.5 8 353.33
466.07 368.44 336.33 455.78 475.82 626.86 16285.95
145.18 105.02 95.41 145.61 104.17 179.67 4914.65
622.25 481.21 435.24 601.39 579.99 814.53 21553.93
860.25 760.71 918.49 911.89 946.24 1353.28 31412.88
9/18/2026 9:39 AM Page 3 of 3
_Analyze OT Hours (2026-09-09).xlsx
Pivot 1
295 of 331
Item 5.1.
Receive and File the
Fiscal Year 2025-26
Overtime Usage Report
September 22, 2026
296 of 331
2 Presentation Overview
üReasons of overtime usage
üReview departmental overtime
hours and notes
üSummary/Next Step
297 of 331
3 This Report is a Good 40-hour
Project
Hours Task
5 hrs Define problem and research strategies
10 hrs Data Gathering – Staff extract data. Clean up and structure data
15 hrs Data Analysis – Validate the information, look for trends, meet with departments, understand specific
issues
10 hrs Interpret and report results. Presentation.
40 hrs TOTAL
Staff value the process and results
Follow-up and repeating this report requires staffing resources 298 of 331
4 Reason for Overtime Use
1. MINIMUM STAFFING STANDARDS. Union City builds overtime directly into staffing models for police to ensure 24/7 coverage, rapid emergency response, and safety for everyone involved.
Emergencies, natural disasters/weather events, and major incidents routinely require extended shifts. Many parks and recreation programs, such as Union City’s Preschool at Holly Center, require a minimum staff-to-child ratio. Agreement with bargaining units may include staffing rules that mandate certain positions be filled regardless of absences. Service standards such as street sweeping every Friday are related to minimum staffing. 299 of 331
5 Reason for Overtime Use
2. Vacancies and staffing shortages.
Staffing turnover, the
lengthy process and
training of new staff
can result in existing
staff having to cover
required shifts and
work tasks.
300 of 331
6 Reason for Overtime Use
3. After hours emergencies and infrastructure needs. The Public Works Department can incur overtime responding to park and facility breaks, storm impacts,
traffic signal outages, and
other urgent infrastructure
issues that occur
outside normal hours.
301 of 331
7 Reason for Overtime Use
4. Events occur outside normal business hours. Special events and city activities include recreational programs held on evenings and weekends, such as fun runs, egg hunts, and movie nights. They also include festivals or festival support, council meetings, and community meetings—such as the Climate Action Plan workshops, Parks and Recreation Master Plan discussions, and the BART Mural Project meetings—as well as community events like the District Dialogue sessions. These events require staffing beyond regular hours, including police for crowd control, public works for setup and cleanup, and recreation staff for event support. In addition, IT upgrades and facility repairs can only be completed after public hours, when employees and the public are not present. For Police scheduled for night shift, attending day-time POST training is OT.
302 of 331
8 Reason for Overtime Use
5. Time sensitive or legally required work. Some tasks must be completed by statutory deadlines (budget development, financial reporting, elections, and payroll). Staff may need overtime to meet these requirements.
303 of 331
9 Other Notes
Overtime Could be Cost Effective – A management tool, such as hiring additional staff, adding City part-time staffing, using contract services, or deferring services.
Eliminating Overtime Would be Expensive – Assuming
community wants to maintain the same service level, hiring additional staff, ready to serve, would cost more.
Some Overtime is Cost Recoverable – Some emergency
response and special events are recovered through fees and grants.
Overtime Burnout is Real – Most employees don’t prioritize extra work for extra pay.
304 of 331
10 3 Sources of Data
Tyler Munis Payroll Module – Provides Overtime and Comp Time Hours worked per two-week pay period. Looking for cycles or trends.
Police Plan-It and Tyler Time & Attendance Timecard systems – Provides comments on overtime entries. Pleased that all employees include complete, proper OT comments.
Tyler Munis Financial System – Converts hours worked to expenditures. Used to measure fiscal impact.
(system reports provide similar totals, but not exact match – different date range, categorization)
305 of 331
11 Historical Overtime Expenses
Why did overtime expenses increase for FY25 and FY26?
Overtime Expenses
By Department
FY23
Actual
FY24
Actual
FY25
Unaudited
FY26
Adopted
FY26
Unaudited
FY27
Adopted
11-City Council 4,874 6,238 4,709 3,872 7,800 3,872
12-City Manager's Office 5,919 9,321 14,872 4,000 13,350 4,000 15-Finance 47,926 80,358 118,681 47,450 95,810 47,450
16-Human Resources 0 0 1,900 0 6,100 0
17-Info Tech 2,696 15,388 11,401 11,000 10,780 11,000
21-Police 1,606,551 1,750,506 2,035,893 1,556,185 2,269,970 1,535,203 30-Public Works 193,416 228,864 253,417 132,200 308,380 137,200 40-Econ & Comm Dev 8,673 7,891 2,393 10,500 27,180 10,500 50-Comm & Rec Svcs 32,456 45,640 49,924 24,209 121,390 33,105 ALL DEPARTMENTS $1,902,510 $2,144,206 $2,493,190 $1,789,416 $2,861,500 $1,782,330 306 of 331
12 Police Time Tracking Review
PD OVERTIME HOURS
By time tracking codes
FY24
7/1/23 to
6/30/24
FY25
7/1/24 to
6/30/25
FY26
7/1/25 to
6/30/26
SERV MIN - Service Minimums 3,487.03 4,063.69 6,138.68
SHIFT ACT - Shift Activity 2,975.12 4,068.68 3,711.53
SPC - Special Assignment 3,453.41 2,773.32 3,620.03
TRN - Training 2,890.57 3,265.90 3,561.25
SAFE MIN - Safety Minimums 1,268.52 1,761.79 2,075.48
All Other (29) Codes 6,521.78 6,429.77 6,677.10
TOTAL HOURS 20,596.43 22,363.15 25,784.07
Percent Increase 8.6% 15.3%
307 of 331
13 Biggest Change to PD Overtime
Hours
FY 2023-24 to FY 2025-26
(two-year change) Direction FY 23-24 FY 25-26
Hours
Change
Percent
Change
SERV MIN - Service Minimums Increase 3,487.03 5,122.45 1,635.42 46.9% SAFE MIN - Safety Minimums Increase 1,268.52 1,859.08 590.56 46.6% COPPS - COPPS Event Increase 410.60 715.32 304.72 74.2% TRN - Training Increase 2,890.57 3,174.55 283.98 9.8%
CRT CRIM - Court (Criminal) Increase 302.67 474.67 172.00 56.8% Major Incident / Investigation Decrease 756.58 94.75 -661.83 -87.5% SPC - Special Assignment Decrease 3,453.41 2,975.78 -477.63 -13.8% INV CO - Investigations Call Out Decrease 860.10 407.76 -452.34 -52.6% OTS GRANT - Traffic Decrease 929.17 663.25 -265.92 -28.6% 4th of July SEU Enforcement Decrease 255.75 33.00 -222.75 -87.1% 308 of 331
14 OT – City Manager's Office
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 District Dialogue Events 5 12.00 38.7%
2 CERT Board Meetings - Union City 3 7.00 22.6%
3 CERT Board Meetings - Newark 2 4.00 12.9%
4 Newark PPRR Training 2 3.00 9.7%
5 CERT Monthly Training 1 2.00 6.5%
6 Community Training (USGS) 1 2.00 6.5%
7 Emergency Exercise Planning Meetings 1 1.00 3.2%
CMO Total 15 31.00
309 of 331
15 OT – Comm & Recreation Svcs
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Community Festivals & Cultural Events 23 167.00 11.7% 2 Preschool - Staff Coverage & Closing 86 118.00 8.2%
3 Opioid & Narcan Outreach Events 18 114.00 8.0%
4 City Council Meetings 28 79.50 5.5%
5 Seasonal & Family Events 13 61.50 4.3%
6 Holiday & Weekend Shifts Worked 11 61.25 4.3%
7 Center & Site Coverage 32 55.25 3.9%
8 District Dialogue Events 14 51.50 3.6%
9 Facility Rentals & Reception Issues 18 48.00 3.3%
10 Preschool - Operations, Meetings & Parents 24 45.75 3.2% All Other Categories (27 categories) 222 631.50 44.1%
CRS Total 489 1,433.25
310 of 331
16 OT – Economic & Comm
Development
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Planning Commission Hearings & Meetings 17 37.75 15.2% 2 Raising Cane's - CEQA & Tribal Consultation 11 33.50 13.5% 3 Development Project Reviews & Staff Reports 7 17.75 7.2% 4 District Dialogues 5 15.75 6.4%
5 CAP 2.0 - Policy, Budget & GHG Work 6 15.50 6.3%
6 Seven Hills Estates 5 15.50 6.3%
7 City Council Meetings & Appeals 9 13.75 5.5%
8 Station East Phase 2 4 13.00 5.2%
9 CivicSpark Fellow Recruitment & Contract 3 11.50 4.6% 10 Raising Cane's - Entitlements & Agreements 4 11.00 4.4% All Other Categories (11 categories) 31 63.00 25.4%
ECD Total 102 248.00
311 of 331
17 OT – Finance
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Bank Reconciliation 43 125.00 12.6%
2 HR Paperwork & PAF Processing 28 103.50 10.5%
3 Payroll Processing & Review 41 100.50 10.1%
4 Timesheet, Timecard & T&A Review 16 78.25 7.9%
5 Year-End Recons (Investments, POB/BNYM, Fund 112) 13 66.00 6.7% 6 CIP Projects 19 57.75 5.8%
7 CalPERS Reporting & Reconciliation 14 56.50 5.7%
8 Year-End Close & Journal Entries 20 47.00 4.7%
9 Salary Tables, COLAs & Leave Accruals 11 41.50 4.2%
10 Grants, CDBG & Grant Billing 11 39.00 3.9%
All Other Categories (19 categories) 114 275.25 27.8%
FIN Total 330 990.25
312 of 331
18 OT – Human Resources
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Payroll Corrections & Tyler Support 8 18.50 29.1%
2 Disability + Mission Square Combined Reporting 7 14.50 22.8% 3 Disability Spreadsheet Updates 6 14.00 22.0%
4 Mission Square (MSQ) Reporting 2 5.00 7.9%
5 Audits & Surveys 3 4.00 6.3%
6 STD/LTD & ALT Rate Updates 1 4.00 6.3%
7 Benefit Enrollment & Benefit Fair 2 3.00 4.7%
8 Recruitment & General Admin 1 0.50 0.8%
HRS Total 30 63.50
313 of 331
19 OT – Information Technology
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 City Council Meeting Support 12 35.00 31.0%
2 Planning Commission Support 4 16.00 14.2%
3 BART Mural Project Forums & Meetings 4 9.00 8.0%
4 District Meeting Support 2 8.00 7.1%
5 UCPD Employee Night 1 8.00 7.1%
6 CRS Master Plan Meeting Support 2 6.00 5.3%
7 National Night Out Support 2 6.00 5.3%
8 Special & Joint Council Meeting Support 2 6.00 5.3%
9 General Support Coverage 1 6.00 5.3%
10 Mayor's Conference & Town Hall Support 2 5.00 4.4%
All Other Categories (2 categories) 3 8.00 7.1%
ITS Total 35 113.00
314 of 331
20 OT – Public Works
Rank Comment Category
# of OT
Lines
Total OT
Hours
% of Dept
OT
1 Work Furlough - Coverage 75 602.00 15.0%
2 Bus Shelter Cleaning 53 423.00 10.5%
3 Street Sweeping - Islands & Medians 47 376.00 9.4%
4 Work Furlough / SWAP Crew Program 40 310.00 7.7%
5 Weed Abatement & Landscape - UCB 35 279.00 6.9%
6 Weed Abatement & Landscape - Mission Blvd 19 149.00 3.7% 7 Ball Field & Park Grounds Maintenance 18 148.00 3.7%
8 Weed Abatement & Landscape - Alvarado-Niles 17 136.00 3.4% 9 Storm Drain & Catch Basin Inventory 35 135.00 3.4%
10 Street Sweeping - Mission Blvd 88 132.00 3.3%
All Other Categories (37 categories) 327 1,324.95 33.0% PWD Total 754 4,014.95
315 of 331
21 Noticeable Areas of Increases
• Homelessness – The number of incidences
where Union City staff must work with homeless
issues has increased, and the resources used is
greater than typical.
• Illegal Dumping – The number of incidences
are significantly higher than years past, and City
staff must promptly deal with them.
• Technology Upgrade – Finance and Police
software systems require working extra hours,
often after hours.
• Staffing Coverage – Staff out on long-term
leave and vacancy leads to existing staff
covering the extra work.
316 of 331
22 Summary and Next Step
• Overtime is an appropriate expense – Required for minimum standards. It is cost effective in certain scenarios.
• Change is inevitable and costs the City – New tasks and projects takes away existing resources. New tasks and projects takes extra time to provide than ongoing programs.
• Continual management of staff resources is necessary – Seek prior approval. Frequent management review. Evaluate cost effectiveness of alternatives.
• Use new finance system to provide analysis – Finance will improve financial and resource usage reports to assist department management of overtime.
317 of 331
City Council Staff Report Page 1 of 3 September 22, 2026 Staff Report
Agenda Item No. 5.2
DATE: September 22, 2026
TO: Honorable Mayor and Members of the City Council
FROM: Kris Kokotaylo, City Attorney
SUBJECT: Waive Full Reading and Introduce an Ordinance of the City Council of the City of Union City Amending Certain Sections of Title 8, “Animals” of the Union City Municipal Code to Update Regulations Pertaining to Vicious and Potentially Dangerous Dogs
EXECUTIVE SUMMARY
Union City Municipal Code (“UCMC”) Title 8, “Animals”, regulates, in part, the licensure of dogs and the abatement of vicious dogs. Staff has requested that these chapters be updated to grant the City authority to deny a dog license based on a previously documented history of vicious or dangerous behavior occurring outside City limits. The City Attorney’s Office prepared a draft ordinance to update the UCMC.
On June 1, 2026, the Legislation and Policy Committee considered the proposed revisions and recommended an ordinance be brought to the full City Council for consideration.
Staff recommends that the City Council waive full reading and introduce by title only an ordinance to amend certain sections of UCMC Title 8, “Animals”, pertaining to vicious and potentially dangerous dogs.
STRATEGIC PLAN ALIGNMENT
This item is not directly related to the strategic plan.
BACKGROUND
UCMC Chapter 8.08 requires every person in the City who owns a dog over four months old to obtain a dog license for each dog. UCMC Chapter 8.08, as currently drafted, does not provide criteria for denying or revoking a license and only requires an application, an anti-rabies vaccine, and payment of a fee to obtain the license. Currently, there is no language in the UCMC that provides a basis for denying or revoking a dog license.
UCMC Chapter 8.14 provides the procedure for abatement of vicious dogs. UCMC Section 8.14.020 provides that a dog that demonstrates an attack resulting in injury to a 318 of 331
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person who is conducting themselves peacefully and lawfully (including those carrying out postal duties) is presumed vicious. The Animal Control Officer may investigate an incident reported to them concerning a vicious dog, certify their findings, and seize the vicious dog and confine it to a shelter.
City staff has recently encountered cases in which a dog deemed vicious in another jurisdiction was rehomed in Union City. Under the UCMC's current language, the City lacks authority to deny the dog a license on the basis that it was deemed vicious in another jurisdiction. Further, staff cannot impose additional conditions regarding keeping the dog within City limits. This results in a situation where a vicious dog may be banned in one jurisdiction and rehomed in Union City, with no way to prevent it. UCMC text revisions were requested in order to address this. The item was prepared by the City Attorney’s Office and presented to the Legislation and Policy Committee on June 1, 2026, where the Committee recommended forwarding the item to the full City Council.
DISCUSSION
Several jurisdictions allow the denial or revocation of a dog license if the dog is deemed vicious or potentially dangerous in another jurisdiction. Staff has prepared the proposed ordinance to reflect and align with the ordinances of these other jurisdictions.
Specifically, the proposed ordinance amends UCMC Section 8.08.040 to create a basis for the City to deny a dog license/license renewal for the following grounds:
• The City has received at least one complaint, signed under penalty of perjury, stating that the applicant for a dog has allowed it to run loose or escape, or has neglected it or another animal;
• The applicant has been cited for violating a state law, county code, or municipal code relating to the care and control of animals; • A court or agency of appropriate jurisdiction has determined that the dog is a nuisance, or that the dog is a potentially dangerous dog or vicious dog, under a state law, county code, or municipal code;
• The license application contains a material misrepresentation of fact.
Additionally, the ordinance amends Chapter 8.14, Abatement of Vicious Dogs, to provide that a dog is deemed vicious if it has been declared vicious in another jurisdiction, and establishes additional requirements for dogs declared vicious that are not disposed of.
These include requirements related to, among other matters, insurance, the design of the dog’s enclosure, a muzzle requirement, registration, and payment of City fees to recover its costs of enforcing and ensuring compliance with the section.
The ordinance also requires the City’s consent to change ownership of a vicious dog, and notification to the City if the dog has escaped or died.
FISCAL IMPACT
There is no direct fiscal impact with adopting the proposed ordinance. 319 of 331
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RECOMMENDATION
Staff recommends that the City Council waive full reading and introduce by title only an ordinance to amend certain sections of UCMC Title 8, “Animals”, pertaining to vicious and potentially dangerous dogs.
Prepared by: Juliet Vaughn, Associate
Submitted by: Kristopher Kokotaylo, City Attorney
Attachments
1. Proposed Ordinance
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ORDINANCE NO. 2026-XXX
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF UNION CITY AMENDING CERTAIN SECTIONS OF TITLE 8, “ANIMALS” OF THE
UNION CITY MUNICIPAL CODE TO UPDATE REGULATIONS
PERTAINING TO VICIOUS AND POTENTIALLY DANGEROUS DOGS
WHEREAS, Title 8, “Animals” of the Union City Municipal Code (“UCMC”) establishes rules and regulations intended to protect the public health, safety, and welfare of Union City residents as it pertains to the keeping of animals; and WHEREAS, the City Council finds that dogs that exhibit aggressive or vicious behavior may pose a threat to the health, safety, and welfare of residents, visitors, and other animals within the community; and
WHEREAS, the City Council further finds that clear, enforceable, and updated standards for identifying, regulating, and, where necessary, restricting or removing vicious dogs are necessary to prevent injuries, reduce the risk of attacks, and promote responsible pet ownership; and
WHEREAS, the City Council now desires to amend certain sections of Title 8, “Animals” of the UCMC.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF UNION CITY DOES ORDAIN AS FOLLOWS:
SECTION 1. Recitals. The above recitals (“Recitals”) are true and correct and made a part of this Ordinance.
SECTION 2. CEQA. Approval of the amendments is exempt from further environmental review under the general rule in the California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3) that CEQA only applies to projects that have the potential for causing a significant effect on the environment. Based on a series of text amendments and additions, it can be seen with certainty that the ordinance will not have a significant effect on the environment.
SECTION 3. Municipal Code Amendments. Section 8.08.040 “License application,” and Section 8.14.095, “Confinement and fencing,” of the Union City Municipal Code are hereby repealed and replaced, and Section 8.14.020, “Vicious dog defined,” is amended with additions in underline and text removed with strikethrough as provided in Exhibit A, incorporated herein and made a part of this Ordinance.
SECTION 4. Severability. If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, the remainder of the Ordinance, including the application of such part or provision to other persons or circumstances, shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this Ordinance are severable. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid, or unenforceable.
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SECTION 5. Publication and effective date. Within fifteen (15) days from and after adoption, this Ordinance shall be published once in a newspaper of general circulation printed and published in Alameda County and circulated in the City of Union City, in accordance with California Government Code Section 36933. This Ordinance shall take effect thirty (30) days after its adoption.
INTRODUCED at a regular meeting of the City Council of the City of Union City held on September 22, 2026.
PASSED, APPROVED, AND ADOPTED at a regular meeting of the City Council of the City of Union City held on October 13, 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 – Municipal Code Amendment
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EXHIBIT A
8.08.040 License Application; Denial and Revocation of License.
A. The owner shall state at the time application is made, upon standard printed forms of application provided for such purpose, their name and address and the name, breed, color, age and sex of each dog for which application is made.
B. The City may deny or revoke a dog license for any of the following reasons:
1. The City has received at least one complaint, signed under penalty of perjury, stating that the applicant of a dog has allowed it to run loose or escape, or has neglected it or another animal;
2. The applicant has been cited for violating a state law, county code, or municipal code relating to the care and control of animals;
3. A court or agency of appropriate jurisdiction has determined that the dog is a nuisance, or that the dog is a potentially dangerous dog or vicious dog, under a state law, county code, or municipal code;
4. The license application contains a material misrepresentation of fact.
C. No part of a dog license fee is refundable when a license is revoked.
D. The City will mail a written notice to the owner of the intent to deny or revoke the dog license stating the reason(s) for the denial or revocation. The owner may request a hearing to appeal the denial or revocation. The request to appeal must be made in writing within 10 days after the notice of intent to deny or revoke is mailed. An owner waives the right to appeal if they do not mail or deliver a written request to appeal within 10 days after the notice of intent is mailed. The City will mail a written notice of the date, time, and place for the hearing to the owner at least 10 days before the hearing date. The hearing officer shall be, and the hearing will be conducted by the City Manager. The hearing will take place within 30 days after the City receives the request for a hearing. An owner who does not appear at the hearing waives the right to a hearing. The hearing will be informal and the rules of evidence will not be strictly observed. The City will mail a written decision to the owner within 10 days after the hearing. The decision of the hearing officer is the final administrative decision.
8.14.020 Vicious dog defined.
A. Any dog, except one assisting a peace officer engaged in law enforcement duties, which demonstrates any of the following, is presumed vicious:
1. An attack which requires a defensive action by any person to prevent bodily injury or property damage when such person is conducting himself or herself peacefully and lawfully;
2. An attack which results in property damage or in an injury to a person when such a person is conducting himself or herself peacefully and lawfully;
3. An attack on another animal, livestock, or poultry which occurs on property other than that of the owner of the attacking dog;
4. Any behavior which constitutes a threat of bodily harm to a person when such person is conducting himself or herself peacefully and lawfully.;
5. Is declared vicious by a court or agency of appropriate jurisdiction under a state law, county code, or municipal code.
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B. For the purposes of this section, a person is conducting himself or herself peacefully and lawfully upon the private property of an owner or possessor of the dog when he/she is on such property in the performance of any duty imposed on such person by State or local law or by the laws of postal regulations of the United States, or when he/she is on such property upon invitation, either expressed or implied.
8.14.095 Restrictions on Vicious Dogs.
A. In the event that the decision of the City Manager pursuant to Section 8.14.090 includes abatement by appropriate order, the City may as a prerequisite for the dog’s owner continuing to keep the dog, impose certain conditions. The City may modify the conditions depending on a change in circumstances. It shall be unlawful for a person to fail to comply with any condition the City imposes under this section.
B. The City may impose one or more of the following conditions on an owner for a vicious dog:
1. A requirement that the owner obtain and maintain liability insurance from an insurer licensed to transact insurance business in the state of California with coverage amounts that comply with the requirements of this subsection. The insurance shall provide liability insurance to the owner for any loss or injury that may result to any person or property caused by the dog. The insurance shall provide coverage for the owner in an amount of not less than $500,000 per occurrence, combined single limit for bodily injury and property damage. The owner shall furnish a certificate of insurance to the City and notify the City by registered mail within 10 days of receiving notice from the insurance company that the policy has been cancelled or will not be renewed. The insurance certificate shall provide the following information:
a. The full name and address of the insurer.
b. The name and address of the insured.
c. The insurance policy number.
d. The type and limits of coverage.
e. The effective dates of the coverage.
f. The certificate issue date.
2. Requirements as to the design, specifications, materials and other components of the dog’s enclosure.
3. Requirements as to the type of residence where the dog shall be maintained.
4. Requirements as to the type and method of restraint or muzzling the owner shall employ when the dog is not within its approved enclosure.
5. Requirements for photo identification, microchip implantation or permanent marking of the dog for purposes of identification.
6. A requirement that the owner obtains and maintains a vicious dog registration in addition to the license required under Chapter 8.08 UCMC.
7. A requirement to spay or neuter the dog.
8. A requirement that the dog’s owner allows the City or any other law enforcement agency to inspect the dog and its enclosure.
9. A requirement that the dog’s owner provide the City with proof satisfactory to the City that the owner is complying with all the requirements of this section.
10. A requirement that the dog’s owner agrees to surrender the dog to the City on demand.
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11.A requirement that the dog not be allowed to work as guard dog, attack dog or sentry dog.
12.Any other requirement the City determines is necessary to protect the public health and safety or the safety of an animal from the actions of a vicious dog.
13.A requirement that the owner pay the City fees to recover the City’s costs to enforce and to verify compliance with this section.
C. The owner of a vicious dog, who intends to change the ownership, custody or residence of the dog, shall provide at least 15 days’ advance written notice to the City of the proposed change. The notice shall identify the dog and provide the name, address and telephone number of the proposed new owner, or the proposed new residence. The City may prohibit the proposed change when the City has reasonable grounds to believe that the change would be harmful to the public health and safety or the safety of an animal, by issuing a written order to the owner. No person shall fail to comply with an order the City issues under this subsection. An owner who transfers ownership or custody shall provide written notice to a new owner that the dog is a vicious dog and of the conditions the City imposed pursuant to subsection (B) of this section. The owner shall obtain a written acknowledgment signed and dated by the new owner, acknowledging receipt of the notice and acceptance of the conditions the City imposed. The owner shall provide the City with a copy of the notice and the signed acknowledgment from the new owner.
D. If a vicious dog dies, the owner shall notify the City no later than 24 hours after the dog’s death.
E. If a vicious dog escapes, the owner shall immediately notify the City of the escape and make every reasonable effort to recapture it. The owner shall also notify the City within 24 hours of the dog’s recapture.
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ITEM 5.2
ORDINANCE AMENDING TITLE 8 “ANIMALS” OF
THE UNION CITY MUNICIPAL CODE TO UPDATE
REGULATIONS PERTAINING TO VICIOUS AND
POTENTIALLY DANGEROUS DOGS
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2 Background
• Every person in the City who owns a dog over four-months old is required to obtain a dog license.
• The existing Municipal Code provisions do not have criteria for denying or revoking a license and only requires an application, a rabies vaccine, and the payment of a fee. • The City has the ability under the Municipal to abate vicious dogs and appropriately investigate incidents involving dogs.
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3 Background
• Staff has encountered cases in which a dog deemed vicious in another jurisdiction was rehomed in Union City.
• Under the existing Code, staff cannot deny the dog license application based on the dog’s prior history, nor can they impose additional conditions on the ownership of a dog deemed vicious in another jurisdiction.
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4 Background
• The City Attorney’s Office prepare an ordinance to amend Title 8 of the Union City Municipal Code as it pertains to the licensure of dogs residing within City limits and as it pertains to vicious and potentially dangerous dogs.
• Staff presented the proposed ordinance to the Legislation and Policy Committee at its meeting on June 1, 2026. The Committee considered the proposed revisions to the Municipal Code and recommended the ordinance be brought to the full City Council. 329 of 331
5 Proposed Ordinance
• The proposed ordinance amends Union City Municipal Code Section 8.08.040 to create a basis for the City to deny a dog license based on previous vicious and/or dangerous behavior including actions in a different jurisdiction. • Additionally, the ordinance amends Chapter 8.14, Abatement of Vicious Dogs, to provide that a dog is deemed vicious if declared vicious in another jurisdiction and authorizes additional requirements for the keeping of a dog that is deemed vicious in lieu of abatement.
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6 Recommendation
Staff and the City Attorney recommend that the City Council waive full reading and introduce by title only an ordinance of the City Council of the City Of Union City amending certain sections of Title 8, “Animals” of the Union City Municipal Code to update regulations pertaining to vicious and potentially dangerous dogs 331 of 331