CAP Implementation
Tracking, Monitoring, and Reporting
The CAP serves as roadmap for Hayward to implement actions to achieve the 2030 GHG emission reduction target and make progress towards reaching carbon neutrality by 2045. The underlying assumptions and data informing this plan including adoption rates of measures and actions, the emergence of new or improved technologies, changes in costs of technology, legislative changes, and co-benefits will continue to change and evolve over time. As a result, the CAP shall serve as a strategic framework that will undergo regular re-evaluation.
The City maintains its dedication to the ongoing, incremental, and all-encompassing endeavor necessary for achieving the long-term climate targets specified in this CAP. The City will continue to engage the community, provide informative progress updates, and create ongoing opportunities to solicit and incorporate community feedback as policies and programs are developed and infrastructure is constructed. The City will report publicly on its progress towards its high-impact GHG reduction measures no less than every two years.
Continual monitoring and assessment of Hayward’s progress will be a vital aspect of the ongoing communitywide efforts to reduce GHG emissions The City will regularly conduct communitywide GHG emissions inventories on a routine basis in alignment with GHG standard protocols and climate commitments, 30 but no less than every three years. If the City’s 2025 GHG emissions reductions are on track to reach the 2030 targets, it is anticipated that no additional CAP measure adjustments would be necessary.
Table 29 outlines the implementation timeframe of each CAP action and the City department(s) responsible for leading the implementation and monitoring.
ACTION ID | PILLAR | ACTION | LEAD CITY DEPARTMENT | TIMEFRAME |
|---|---|---|---|---|
| Measure BE-1 Continue the all-electric requirement for new residential construction. Adopt an all-electric requirement for new non-residential construction to take effect by 2026. | ||||
| BE-1.1 | Structural Change | Continue to enforce the adopted Hayward Electrification Ordinance for new residential buildings banning natural gas. | Development Services – Code Enforcement Public Works – Environmental Services | Starts 2023- complete by end of 2025 |
| BE-1.2 | Structural Change | Adopt an ordinance, reach code, or zero NOx threshold, effective January 1, 2026, that establishes mandatory requirements that all newly constructed buildings avoid natural gas use by 2026. | Development Services – Code Enforcement Public Works – Environmental Services | Starts 2026 |
| BE-1.3 | Education/Funding | Compile case studies conducted by BayREN, the Building Decarbonization Coalition and other relevant sources that show cost effective strategies for electric buildings by prototype and detail the cost savings associated with all-electric construction. Share the information on the City’s website. | Public Works – Environmental Services | 2024-2025 |
| BE-1.4 | Education/ Partnership | Partner with BayREN to provide/share technical resources, including hosting workforce development training for installers, local contractors, and building owners/operators, to discuss benefits and technical requirements of electrification within Hayward. Promote the cost savings, environmental benefits, and versatility of electrification to builders, property owners, and contractors on the City website and at the City permit counters. | City Manager’s Office – Economic Development Division Public Works – Environmental Services | 2024 |
| BE-1.5 | Partnerships/Equity | Engage with stakeholders, both internal stakeholders, such as City staff and officials, and external stakeholders, such as local developers and community groups regarding the purpose and impact of the Hayward Electrification Reach Code and to identify equity concerns. | Development Services – Code Enforcement Public Works – Environmental Services | 2024-2025 |
| BE-1.6 | Partnership | Engage with an organization such as Building Decarbonization Coalition to work with local building industry stakeholders in educating developers and other stakeholders on new appliances and approaches to building electrification. | Development Services – Code Enforcement Public Works – Environmental Services | 2024 |
| BE-1.7 | Feasibility Studies | Partner with Ava Community Energy to conduct an electrification infrastructure and capacity feasibility study to identify expected increases in electricity demand due to building and vehicle electrification, ensure capacity to meet that demand, and identify any infrastructure improvements. | Development Services – Code Enforcement Public Works – Environmental Services | 2023-2025 |
| BE-1.8 | Feasibility Studies | Utilize the Low Carbon Concrete Code Amendment Toolkit and review current best practices to develop implementation strategies, compliance forms, and specifications for compliant mixes. | Development Services – Code Enforcement Public Works – Environmental Services | 2025 |
| BE-1.9 | Education | Promote the use of low carbon concrete in construction projects (residential and commercial). Coordinate with the California Air Resources Board as they develop rules and guidance pursuant to AB2446. | Development Services – Code Enforcement Public Works – Environmental Services | 2026 |
| Measure BE-2 Electrify existing single-family residential buildings in order to achieve 100 therms/person/year by 2030 and 0 therms/person in 2045. | ||||
| BE-2.1 | Structural Change | Once costs and funding/financing options are identified (BE-2.5), adopt a decarbonization ordinance for existing single-family residential buildings by 2026 that, based on legislative feasibility, establishes mandatory requirements that eliminates expansion of natural gas infrastructure, and requires appliances, upon replacement, to be decarbonized where technologically feasible and cost effective. | Development Services – Code Enforcement Public Works – Environmental Services | 2025-2026 |
| BE-2.2 | Structural Change | Adopt an ordinance requiring existing single-family homes to be 100% all-electric by 2045. | Development Services – Code Enforcement Public Works – Environmental Services | 2030 |
| BE-2.3 | Structural Change | Adopt a time of retrofit ordinance that requires all buildings with retrofit work who meet a certain threshold, to complete energy efficiency/electrification actions. To be part of reach code to take effect January 2026. | Development Services – Code Enforcement Public Works – Environmental Services | 2026 |
| BE-2.4 | Structural Change/ Partnership | Work with community stakeholders including realtors and contractors to develop electrification readiness requirements to be completed within 120 days of completion of a home sale. Include a potential waiver process for distressed sales. | Development Services – Code Enforcement Public Works – Environmental Services | 2027 |
| BE-2.5 | Feasibility Studies | Develop a single-family residential building electrification feasibility study with a detailed existing building analysis and electrification costs analysis to understand cost implications, identify potential equity concerns/impacts, and develop strategies to electrify existing buildings such that natural gas usage in single-family residential buildings is reduced by 10% by 2030. | Development Services – Code Enforcement Public Works – Environmental Services | 2024 |
| BE-2.6 | Partnership | Support BAAQMD’s efforts to require zero-NOx furnaces and water heaters at time of replacement with compliant technologies such as electric heat pumps. Advocate that BAAQMD ensure discounted electric appliances are offered to lower income households and upfront rebates are available. | Public Works – Environmental Services City Manager’s Office – Housing Division | 2024 |
| BE-2.7 | Partnership/ Education | Partner with BayREN, Ava Community Energy and StopWaste to work with the local contractors, realtors, homeowner associations, and labor unions to develop a comprehensive building code and compliance training program, including hosting workforce development trainings discussing the benefits and technical requirements of electrification. | Public Works – Environmental Services | Start planning in 2024 and begin implementation in 2025 |
| BE-2.8 | Education | Conduct engagement efforts for the general public and targeted to low-income communities of color during development of the electrification strategy to understand the community's concerns around electrification. | Public Works – Environmental Services | Start in 2023 and ongoing |
| BE-2.9 | Equity | Partner with Hayward Below Market Rate (BMR) housing stock owners (such as Eden Housing) to commit to electrifying all BMR housing by 2045. Establish a plan, financing strategies, and schedule for implementing this action by 2026 | Public Works – Environmental Services City Manager’s Office – Housing Division | 2026-2030 |
| BE-2.10 | Equity | Identify and partner with local community-based organizations with connections to low-income communities of color to assist in development of the electrification strategy | Public Works – Environmental Services | Start in 2023 and ongoing |
| BE-2.11 | Partnership/Funding | Devote staff time to collaborate with PG&E, Ava Community Energy, and other cities in the region to advocate for regulatory changes at the State level (e.g., CARB) to allow neighborhood level electrification and pruning of natural gas to reduce the change of stranded asset, provide potential funding, and establish and efficient transition to carbon neutral buildings. | Public Works – Environmental Services | Start in 2026 and ongoing |
| BE-2.12 | Partnership/ Funding | Work with Pacific Gas & Electric (PG&E), and Ava Community Energy to conduct a feasibility study assessing the cost and funding strategy for incentivizing all-electric retrofits through on-bill financing. | Public Works – Environmental Services | 2025 |
| BE-2.13 | Equity | Review incentives, rebates, and financing options for procedural equity and ensure that existing and updated incentive programs are being equitably distributed to the community. Hurdles to equitable implementation could include credit checks, excessive procedural hurdles and lack of targeted outreach. | Public Works – Environmental Services | 2025 |
| BE-2.14 | Partnerships | Partner with a financing/management company such as BlocPower to provide electrification services and financing to the community with prioritization of historically under-invested communities. | Public Works – Environmental Services | 2024 |
| Measure BE-3 Decarbonize existing commercial and multi-family buildings in order to achieve 53 therms per service person in 2030 and 0 therms per service person in 2045. | ||||
| BE-3.1 | Structural Change | Based on the results of the feasibility studies (BE-3.4) adopt a decarbonization ordinance for existing commercial buildings by 2026 that, based on legislative feasibility, establishes mandatory requirements that eliminates expansion of natural gas infrastructure and requires appliances, upon replacement, to be decarbonized where technologically feasible and cost effective. As part of this ordinance, implement the following steps: 1. Develop requirements that satisfy the federal Energy Policy and Conservation Act (EPCA) seven criteria for an exemption from preemption; 2. Establish specific metrics for standard benchmarking; 3. Identify a regulatory mechanism for eliminating natural gas use in existing commercial buildings that addresses legal and feasibility considerations; and 4. Enforce requirement compliance through the same permitting compliance program as for residential building electrification. | Development Services – Code Enforcement Public Works – Environmental Services | 2026 |
| BE-3.2 | Structural Change | Based on the results of the feasibility studies (BE- 3.4) adopt a decarbonization ordinance for existing multi-family buildings by 2026 that, based on legislative feasibility, establishes mandatory requirements that eliminates expansion of natural gas infrastructure and requires appliances, upon replacement, to be decarbonized where technologically feasible and cost effective. As part of this ordinance, implement the following steps: 1. Develop requirements that satisfy the federal Energy Policy and Conservation Act (EPCA) seven criteria for an exemption from preemption; 2. Establish specific metrics for standard benchmarking; 3. Identify a regulatory mechanism for eliminating natural gas use in existing commercial buildings that addresses legal and feasibility considerations; and 4. Enforce requirement compliance through the same permitting compliance program as for residential building electrification. | Development Services – Code Enforcement Public Works – Environmental Services | 2026 |
| BE-3.3 | Structural Change | Adopt a Commercial Energy Performance Assessment and Disclosure Ordinance for commercial and multi-family buildings, which requires energy use disclosure consistent with State law (AB 1103) and the use of the ENERGY STAR Portfolio Manager benchmarking tool. | Development Services – Code Enforcement Public Works – Environmental Services | 2026 |
| BE-3.4 | Feasibility Studies | Conduct feasibility studies to identify commercial and multi-family building decarbonization barriers and develop a commercial and multi-family building decarbonization strategy with analysis supporting future adoption of a commercial and multi-family building decarbonization ordinance. | Development Services – Code Enforcement Public Works – Environmental Services | 2026 |
| BE-3.5 | Education/Partnership | Partner with an electrification/efficiency expert to provide guidance to commercial buildings covered by the building performance standard. | Public Works – Environmental Services | 2025 |
| BE-3.6 | Education | Develop an education campaign to promote commercial electrification and include items in the program such as: • Continue to engage with local business and business organizations (e.g., Chamber of Commerce, the Alameda County Green Business Program) to inform and facilitate electrification for commercial business owners. • Continue to promote the use of the Energy Star Portfolio Manager program and energy benchmarking training programs for nonresidential building owners. • Advertise via utility bill inserts the incentive programs or grants available and the cost benefits of electric appliances. • Targeted outreach to builders, developers, local contractors, and property managers with an informational brochure describing the financial benefits of replacing natural gas appliances with all electric appliances when they apply for permits. • Provide informational webinars and an updated website to advertise and promote All-Electric Building Initiative rebates and incentives. | Public Works – Environmental Services | 2026 |
| BE-3.7 | Equity | Conduct outreach to small businesses and minority-owned businesses to understand potential equity impacts of a decarbonization policy as part of the existing building decarbonization study. | Public Works – Environmental Services | Start in 2024 through 2025 |
| BE-3.8 | Funding | Conduct feasibility study to evaluate the current uptake and effectiveness of Property Assessed Clean Energy (PACE) financing for installation of renewable energy systems in commercial and industrial properties. If feasibility study indicates effectiveness, continue to offer PACE financing for commercial and industrial properties to install renewable energy systems. | Public Works – Environmental Services | 2024 |
| BE-3.9 | Partnerships | Continue to work with Bay Area Regional Energy Network (BayREN), Ava Community Energy, and StopWaste to continue to improve and implement commercial electrification rebates and financing opportunities and other offered incentives. | Public Works – Environmental Services | Start in 2023 and ongoing |
| Measure BE-4: Support Ava Community Energy in providing 100% carbon-free electricity by 2030. | ||||
| BE-4.1 | Structural Change | Adopt a resolution establishing a policy that if Ava Community Energy does not meet the 2030 goal of its entire portfolio being 100% carbon-free, all Hayward customers will be enrolled in Renewable 100 by 2030. Resolution should include identification of funding or subsidies to ensure no cost increase to CARE/FERA customers. This may include subsidization cost to CARE/FERA customers to be funded by a rate increase for non-discounted customers. | Public Works – Environmental Services | Start in 2028, adopt and implement before 2030 |
| BE-4.2 | Education | Engage with community (residential and non-residential) to advertise/highlight Ava Community Energy’s plan to provide 100% carbon-free electricity by 2030. Provide information on the importance of this goal and the impact of buying electricity from Ava Community Energy. | Public Works – Environmental Services | 2028 |
| BE-4.3 | Equity | In collaboration with Ava Community Energy, implement a pilot program to provide Hayward’s affordable housing units Ava Community Energy’s Renewable 100 service. Identify funding options with Ava Community Energy such as subsidies funded by non-discounted customers or grant funding. | Public Works – Environmental Services City Manager’s Office – Housing Division | Start in 2027, implementation in 2028 |
| BE-4.4 | Feasibility Studies | Work with Ava Community Energy to conduct an annual analysis of opt-out rates in the City of Hayward to understand why residents and businesses opt out of Ava Community Energy or opt-down to Bright Choice over Renewable 100. | Public Works – Environmental Services | Start in 2023 and ongoing |
| Measure BE-5 Continue to promote energy efficiency improvement, in alignment with the 2014 Climate Action Plan. | ||||
| BE-5.1 | Structural Change | Continue to promote the efficient use of energy in the design, construction, maintenance, and operation of public and private facilities, infrastructure, and equipment. | Public Works – Environmental Services | Ongoing |
| BE-5.2 | Partnership/Education | Continue to collaborate with partner agencies, utility providers, and the business community to support a range of energy efficiency, conservation, and waste reduction measures, including the development of green buildings and infrastructure, weatherization programs, installation of energy- efficient appliances and equipment in homes and offices, promotion of energy efficiency retrofit programs, use of green power options, and heightened awareness of the benefits of energy efficiency and conservation issues. | Public Works – Environmental Services | 2025 and ongoing |
| BE-5.3 | Partnership/Funding | Continue to collaborate with regional entities and others to promote incentive programs for energy efficiency retrofits such as the Energy Upgrade California program for residential properties. | Public Works – Environmental Services | 2024 and ongoing |
| BE-5.4 | Structural Change | Continue to promote the use of the Energy Star Portfolio Manager program and energy benchmarking training programs for nonresidential building owners. | Public Works – Environmental Services | Ongoing |
| BE-5.5 | Equity/Funding | Obtain and prioritize funding for the weatherization program specifically for low, very low, and low- income homeowners, landlords, and renters, to make energy efficiency improvement and improve health and safety of residences. | Public Works – Environmental Services | 2026 |
| Measure BE-6 Generate carbon-neutral electricity on City facilities meeting 80% of the municipal electricity needs by 2030. | ||||
| BE-6.1 | Structural Change | Obtain battery storage in City buildings and critical facilities, including community-based resilience hubs, identified to need power during emergencies or power outages. | Maintenance Services Department – Facility Management | 2025 |
| BE-6.2 | Partnership/Feasibility Study | Develop partnerships with organizations, such as the Urban Sustainability Directors Network (USDN) or California Resilience Partnership (CRP), to conduct a feasibility study to identify locations for community resilience hubs within the City, identify grant opportunities, and to develop a plan to implement resilience hubs. | Maintenance Services Department – Facility Management Public Works – Environmental Services Department | 2027 |
| BE-6.3 | Structural Change | Conduct analysis on risks and benefits associated with relying on battery storage to achieve carbon neutral electricity and grid resiliency goals in the City and set a MW capacity goal for installed battery storage by 2030 and 2045. | Maintenance Services Department – Facility Management Public Works – Environmental Services Department | 2026 |
| BE-6.4 | Equity | Formally include City facilities that serve as cooling centers to disadvantaged communities in the Energy Assurance Plan (Community Safety program 13) and develop and implement energy resiliency strategies like on-site renewable energy generation or energy storage to ensure center remains active even in power shortages. | Maintenance Services Department – Facility Management Public Works – Environmental Services Department | 2024 |
| BE-6.5 | Feasibility Study | As part of Energy Assurance Plan (Community Safety program 13), include identifications of locations or complexes (i.e., City facilities, college campuses, critical facilities) in the City for installation of local renewable energy generation, energy storage projects, and/or ideal locations for development of a micro-grid as evaluated in Ava Community Energy feasibility study. | Maintenance Services Department – Facility Management Public Works – Environmental Services Department | 2025 |
| BE-6.6 | Feasibility Study | Develop the study estimating renewable energy generation on City facilities and schedule for implementing the prioritized solar projects identified. The plan should include an identification of barriers and needs for implementation of the prioritized projects as well as identify funding sources and partnerships needed for successful implementation. | Maintenance Services Department – Facility Management Public Works – Environmental Services Department | 2025 |
| BE-6.7 | Partnership | Partner with PG&E and/or Ava Community Energy to ensure smooth integration of renewable energy systems from the identified prioritized projects or other individual solar projects into the grid. | Maintenance Services Department – Facility Management Public Works – Environmental Services Department | 2026 |
| BE-6.8 | Funding/Education | Identify and advertise incentives available for the community members for installing solar on homes such as Net Metering Programs through PG&E for bill credits, or the Disadvantaged Communities- single-family Solar Homes (DAC_SASH) program. Identify incentives available for businesses and homeowners to install energy storage systems, such as Self Generation Incentive Program (SGIP) and Equity Resiliency rebates that provides an upfront rebate for battery storage and/or the federal investment tax credit for solar batteries installed. Provide resource information to the community through websites, workshops, and partnerships. | Public Works – Environmental Services Department | 2025 |
| BE-6.9 | Funding /Equity | Partner with affordable housing providers to conduct a feasibility analysis of battery storage and solar projects at the affordable housing in Hayward that are eligible for Equity Resilience Incentives under the SGIP Program. | Public Works – Environmental Services Department City Manager’s Office – Housing Division | 2027 |
| BE-6.10 | Funding/Partnership | Determine opportunities for the Water Pollution Control Facility to expand existing biogas (i.e., methane) capturing and utilization as part of the Biosolids Master Plan currently underway. The Master Plan document will plan for and phase in improvements for utilizing biogas for the next 20-years including potentially expanding the existing cogeneration facility to produce more energy, or possibly converting to renewable natural gas for pipeline injection off-setting the need to purchase non-renewable natural gas. This master plan is consistent with General Plan policy PFS-4.12 to develop, enhance and maintain clean, green and renewable energy systems at the Water Pollution Control Facility (WPCF). | Public Works – Utilities Division | 2024 |
| BE-6.11 | Education | Provide educational materials and workshops to large commercial developers and large business property owners of the benefits of microgrids and energy resiliency. Provide resources to identify opportunities for solar installations and/or battery storage on site. | Public Works – Environmental Services | 2027 |
| BE-6.12 | Feasibility Study | Prepare a plan to facilitate the transition of natural gas appliances to electric in City Facilities. Plan should include an inventory of appliances available for replacement, identify cost where possible, and establish a timeline for replacement. | Public Works – Environmental Services Public Works – Environmental Services Department | 2024 |
| Measure T-1 Increase active transportation mode share to 15% by 2030 and to 20% by 2045. | ||||
| T-1.1 | Structural Change | Amend the Off-Street Parking Regulation of Municipal Code to incorporate smart growth principles and to incentivize walking, biking, and public transit. | Public Works – Transportation Division | 2026 |
| T-1.2 | Structural Change | In support of the General Plan and City land-use policies, maximize infill development, increase land- use and transit efficiencies to support the regional Sustainable Communities Strategy and promote a jobs-housing match. WIin addition, work with developers to prioritize infill development projects and transit-oriented development zones. | Public Works – Transportation Division City Manager’s Office – Economic Development Division | 2027 |
| T-1.3 | Structural Change | Based on the completed Complete Streets Assessment, the Complete Streets Inventory Baseline, and the 2020 Bicycle and Pedestrian Master Plan, develop a priority list of complete streets improvements such as retrofits, design standards, and green infrastructure that would accommodate walking, biking, transit use and carpooling. This effort should include a schedule for implementation, prioritization of improvements, identification of whether improvement will aid in walking, biking or transit access, and the plan should ensure equitable roll-out to low-income communities. | Public Works – Transportation Division Public Works – Engineering Division | 2027 |
| T-1.4 | Structural Change | Adopt and implement a micro-mobility policy that promotes ownership of micro-mobility devices, especially among lower income community members. Promote equitable access to charging facilities for electric micro-mobility devices. | Public Works – Transportation Division | 2023 and ongoing |
| T-1.5 | Structural Change | Continue to implement 2020 Bicycle and Pedestrian Master Plan goals of developing 153 new bicycle facilities and 32 miles of multi-use paths for pedestrians and cyclists. | Public Works – Transportation Division | 2023 and ongoing |
| T-1.6 | Structural Change | Evaluate and, if necessary, update the City's Zoning Code, Transportation Demand Management Plan (or Administrative Rule 2.26), and California Green Building Code to reflect current transportation demand management opportunities and ensure the City requires sufficient bicycle parking for new commercial development and retrofits. | Public Works – Transportation Division | 2027 |
| T-1.7 | Structural Change/ Feasibility Study | Update and conduct Underused Rights-of-Way Study such that a community/business survey and evaluation is completed to understand community perspective on potential barriers to conversions and identify barrier solutions. Based on findings, convert recommended amount miles of under used roadways thoroughfare to active transportation corridors to create a connected environment City (i.e., downtown areas). As part of the program, launch a public campaign to gain public and business support to ensure success of such efforts. Consider having pilot programs (i.e., shutting down street lanes for specific events/periods of time) to demonstrate the advantages of proposed improvements. | Public Works – Transportation Division | 2026 |
| T-1.8 | Structural Change | Identify streets for permanent through traffic closures to promote walking, biking, and other forms of active transportation. | Public Works – Transportation Division | 2026 |
| T-1.9 | Structural Change | Identify areas of the City to remove parking and/or additional traffic lanes to prioritize outdoor seating and make permanent outdoor dining established during Covid 19. | Public Works – Transportation Division | 2024 |
| T-1.10 | Equity | Prioritize active transportation and mobility projects in historically under-invested neighborhoods. | Public Works – Transportation Division | 2024 and ongoing |
| T-1.11 | Partnership/Education | Partner with schools, employers, transit agencies, Hayward Area Recreation and Park District (HARD), and community groups to teach bicycle and pedestrian safety in schools and workplaces and to educate residents and businesses about the health and environmental benefits of walking, bicycling, and using public transit. | Public Works – Transportation Division | 2028 |
| T-1.12 | Partnership | Partner with community organizations and local bike shops to provide rebates for low-income community members to purchase bicycles, helmets, pumps, e-bikes, e-scooters, and other related equipment. Work with community partners to provide incentives to promote bicycle, e-bike and e- scooter ownership. | Public Works – Transportation Division City Manager’s Office - Economic Development | 2025 |
| T-1.13 | Equity/Funding | Partner with community groups to obtain funding through the California Air Resources Board Car Sharing and mobility Options program for a pilot bike-share program in low-income communities and to connect low-income communities with the E-Bike Purchase Incentive Program through CalBike. | Public Works – Transportation Division City Manager’s Office - Economic Development | 2025 |
| T-1.14 | Equity | Ensure there is equitable access to safe bicycle and pedestrian infrastructure in all areas of the city. Prioritize the development of pedestrian and bicycle infrastructure in low-income communities where there is currently no or limited pedestrian and bicycle infrastructure | Public Works – Transportation Division | 2024 |
| T-1.15 | Feasibility Studies | Based on the identified barriers to completing the Complete Streets Evaluation including limited staff and fiscal resources, develop strategies to reduce or eliminate barriers, such as identifying staff to assign the Complete Streets Evaluation to. | Public Works – Transportation Division | 2026 |
| T-1.16 | Funding | Devote staff time to managing, tracking and applying for grant funding to complete projects that would improve active transportation or mobility in the community. | Public Works – Transportation Division City Manager’s Office - Economic Development | 2024 and ongoing |
| Measure T-2 Implement public and shared transit programs to increase mode shift to public and shared transit mode to 15% by 2030 and 30% by 2045. | ||||
| T-2.1 | Structural Change | Continue to promote infill development and/or new development that is compact, mixed use, pedestrian friendly, and transit oriented. | Public Works – Transportation Division | 2023 and ongoing |
| T-2.2 | Structural Change | Adopt a policy or code into the Municipal code that establishes specific standards for new development of public space to be transit accessible and multi-functional by co-locating public facilities. | Public Works – Transportation Division | 2030 |
| T-2.3 | Structural Change | Consistent with the Downtown Parking Management Plan and Downtown Specific Plan, adopt parking requirements into the Municipal code that are appropriate for a mixed-use, walkable, and transit-oriented district. Evaluate opportunities in the Downtown area to designate streets for transit only. | Public Works – Transportation Division | 2025 |
| T-2.4 | Structural Change | Develop and adopt an ordinance requiring new multi-family development projects to install a car share or provide e-bikes/e-scooters to each new tenant. | Public Works – Transportation Division | 2029 |
| T-2.5 | Structural Change | Evaluate and prioritize transit stops needing renovations that do not meet the adopted Pedestrian Design Standard for Transit Stop. Upgrade transit stops such that they include bicycle parking and shade trees or structures and are designed to promote use. | Public Works – Transportation Division | 2028 |
| T-2.6 | Structural Change | Consistent with the intention of Senate Bill 10, allow developers to build housing without off-street parking if they’re close to frequent transit service. | City Manager’s Office – Housing Division Public Works – Transportation Division | 2024 |
| T-2.7 | Funding/Structural | Through the adoption of an ordinance or incorporation into large commercial building codes, require all employers to develop a Transportation Demand Management (TDM) Plan. TDM plans should include money-based incentives for employees to bike, walk, carpool, or take the bus to work. In alignment with BAAQMD requirement, require large employers (more than 50 employees) to subsidize biking, walking, or bus travel. | Public Works – Transportation Division | 2025 |
| T-2.8 | Partnership/Equity | Expand the Student Transit Pass Program (STPP), which provides free youth clipper cards with unlimited bus rides to middle and high schools students, to provide free AC transit to college students and low-income community members. | Public Works – Transportation Division City Manager’s Office – Economic Development | 2025 |
| T-2.9 | Partnership | Collaborate and engage with AC Transit to understand how they are addressing the Innovative Clean Transit Rule and their plan to electrify their bus fleet. | Public Works – Transportation Division | 2024 |
| T-2.10 | Funding | Dedicate staff time or create a staff position to pursue funding opportunities to implement planned City transit/TDM projects and programs and to support AC Transit in obtaining grant funding for region-wide service expansion. | Public Works – Transportation Division City Manager’s Office – Economic Development | 2024 |
| T-2.11 | Feasibility Study | Conduct local transportation surveys to better understand the community’s needs and motivation for traveling by car versus other alternatives such as AC Transit or BART. Use survey results to inform policy development and education/outreach campaigns that are transit focused. Consistent with the previous CAP policy M-3 (Survey Transportation and Transit Gaps and Barriers) | Public Works – Transportation Division | 2025 |
| T-2.12 | Feasibility Study | Assess the feasibility and GHG reduction impact of banning cars in high-traffic zone(s) or on individual roads in the City where other transit options are available by implementing a congestion charge that applies to passenger cars and car-sharing services like Uber and Lyft with exceptions for handicap drivers and residents of those areas. | Public Works – Transportation Division Public Works – Environmental Services Division | 2029 |
| T-2.13 | Feasibility Studies/Partnerships | Partner with AC Transit to conduct a study to determine transit priority corridors and prioritize infrastructure improvements in existing neighborhoods that enable people to better access and use public transit | Public Works – Transportation Division | 2026 |
| Measure T-3 Develop disincentives for driving single passenger vehicles to support the bicycle/pedestrian and public transit mode share goals of Measures T-1 and T-2. | ||||
| T-3.1 | Structural Change | Develop and adopt a Citywide Transportation Demand Management (TDM) Plan including strategies to reduce peak-hour traffic, such as staggered work hours, flexible schedule options, and telecommuting from home offices. Include updated policy incentives or disincentive options to achieve reductions in peak-hour traffic, reduce traffic congestions and promotes alternative transportation (biking, walking, and use of transit) | Public Works – Transportation Division City Manager’s Office – Economic Development | 2024 |
| T-3.2 | Structural Change | Continue to require new development adopt transportation demand management strategies to reduce use of single occupancy vehicles and encourage the use of alternative modes of travel. Update development requirements, ordinances, and/or building codes requiring TDM as part of new developments as part of enforcement. | Public Works – Transportation Division | 2023 and ongoing |
| T-3.3 | Structural Change | Develop consistent standards for parking minimums and maximums across the city. Reduce parking minimums and parking maximums citywide, as improved active and public transit infrastructure becomes more available. Additionally, price all public parking spaces for all areas of the city based on available transportation options, travel demand, and land use. | Development Services – Planning Division Public Works – Transportation Division | 2027 |
| T-3.4 | Feasibility Study/Funding | Evaluate parking pricing structures that would best work with the City of Hayward. Based on evaluation, implement dynamic parking pricing in downtown parking areas and earmark parking revenues to implement other active transportation and transit projects. | Public Works – Transportation Division City Manager’s Office – Economic Development | 2029 |
| T-3.5 | Feasibility Study | Conduct an analysis of the potential community impacts and benefits of implementing disincentive- based policies for driving single passenger vehicles, including a congestion charge program, limiting parking options, increased local taxes (income tax, gasoline tax, or car registration tax), and Transportation Network Company (TNC) user taxes. | Public Works – Transportation Division City Manager’s Office – Economic Development | 2029 |
| T-3.6 | Equity | Conduct engagement efforts for the general public and targeted to low-income communities of color during analysis of the disincentive-based transportation policies to understand the community's potential concerns | Public Works – Transportation Division | 2026 |
| T-3.7 | Equity | Define equity metrics for implementation of disincentives based on feedback from local low-income communities of color and structure the disincentive programs to meet these metrics | Public Works – Transportation Division | 2026 |
| T-3.8 | Funding | Fund active and public transit programs through a local gasoline tax and/or through paid parking fees. | Public Works – Transportation Division City Manager’s Office – Economic Development | 2029 |
| T-3.9 | Funding | Implement a Transportation Network Company (TNC) user tax which would put a small fee on the use of Uber and Lyft and generate funds to pay for transit and mobility infrastructure. | Public Works – Transportation Division City Manager’s Office – Economic Development | 2029 |
| T-3.10 | Funding/ Equity | Implement a gasoline/diesel car registration tax starting in 2028 with exemption criteria established for low-income residents. | Public Works – Transportation Division City Manager’s Office – Economic Development | 2028 |
| T-3.11 | Structural Change | Increase Broadband Internet Access. Add a program to encourage more working from home and reducing the need to travel for work. | Public Works – Transportation Division City Manager’s Office – Community Services Division | 2026 |
| Measure T-4 Increase passenger zero-emission vehicle (ZEV) adoption to 15% by 2030 and 50% by 2045. | ||||
| T-4.1 | Structural Change | Continue to enforce the Hayward EV Charger Reach Code requiring electric vehicle charging stations in new development projects. | Development Services – Planning Division Public Works – Environmental Services Division | 2023 and ongoing |
| T-4.2 | Structural Change | Work with Ava Community Energy to install 100 new publicly accessible EV chargers by 2030 through public private partnerships and on City owned properties. | Public Works – Environmental Services Division | 2023 and ongoing |
| T-4.3 | Structural Change | Continue to maintain a streamlined EV infrastructure permitting process and ordinance in accordance with AB 1236. | Development Services – Building Division | 2023 and ongoing |
| T-4.4 | Structural Change | Require that new private parking lots grant zero emission vehicles (ZEVs) access to preferred parking spaces. | Development Services – Planning Division | 2028 |
| T-4.5 | Structural Change | Coordinate with local agencies and community-based organizations, agencies, and non-profits to conduct zero-emission vehicle (ZEV) education events for residents and targeted events for low- income communities that would evaluate the barriers to ZEV adoption, include information on costs/benefits of owning ZEVs, steps on how to receive incentives for ZEVs, and other benefits. | Public Works – Transportation Division Public Works – Environmental Services Division | 2025 and ongoing |
| T-4.6 | Education/Equity | Explore opportunities with CARB, BAAQMD, or other agencies to start a purchase rebate program and provide higher trade-in value for combustion vehicles to assist lower-income households to purchase EVs. | Public Works – Transportation Division Public Works – Environmental Services Division | 2025 |
| T-4.7 | Equity | Develop outreach and education materials and distribute to local businesses and organizations on the financial, environmental, and health and safety benefits of ZEVs. Provide information on available funding opportunities. | Public Works – Transportation Division Public Works – Environmental Services Division | 2028 |
| T-4.8 | Education | Work with Ava Community Energy and PG&E to incentivize residential electric vehicle charger installations through on-bill financing | Public Works – Transportation Division Public Works – Utilities Division Public Works – Environmental Services Division | 2028 |
| T-4.9 | Funding | Evaluate opportunities for EV or hydrogen charging infrastructure through State and utility programs, like LCFS or PG&E EV Fast Charge Program. Disseminate information via outreach and education materials. | Public Works – Transportation Division Public Works – Utilities Division Public Works – Environmental Services Division | 2025 and ongoing |
| T-4.10 | Funding | Partner with Ava Community Energy to aid in Ava Community Energy’s survey of existing publicly accessible electric vehicle chargers and their locations and identify a prioritized list of locations in Hayward for new electric vehicle charging stations with particular consideration for equitable distribution of chargers to residents of multi-family homes, low-income people, people on a fixed income, and communities of color. | Public Works – Transportation Division Public Works – Environmental Services Division | 2023 and ongoing |
| T-4.11 | Feasibility Study/Partnership | Support zero-emission vehicle (ZEV) car share companies in coming to the City. Coordinate with car share companies and community-groups to develop an affordable, zero-emission vehicle (ZEV) car share to serve affordable housing and/or multifamily developments with a priority to target low- income communities of color. | Public Works – Transportation Division Public Works – Environmental Services Division | 2026-2030 |
| T-4.12 | Partnership | Collaborate with neighboring jurisdictions and the Alameda County Transportation Commission to develop a connected network of ZEV car share. | Public Works – Transportation Division Public Works – Environmental Services Division | 2029 |
| Measure T-5 Increase zero-emission vehicle (ZEV) adoption by businesses to 10% by 2030 and 80% by 2045. | ||||
| T-5.1 | Structural Change | Work with stakeholders to develop and implement a plan for City-supported accelerated fleet electrification. As part of the plan, identify opportunities for accelerated fleet electrification and promote ZEV/EV adoption within business fleets. | Public Works – Transportation Division Public Works – Environmental Services Division | 2028 |
| T-5.2 | Funding | Identify incentives for accelerated business fleet electrification and communicate that information to local businesses. | Public Works – Transportation Division Public Works – Environmental Services Division | 2026 |
| T-5.3 | Education | Engage with local employers and business fleet owners in the City to identify opportunities for accelerated fleet conversion to ZEV/EV. Provide information on the requirements of the Advanced Clean Fleets rule and available funding sources for fleet replacements (e.g., LCFS, Clean Truck and Bus Voucher). | Public Works – Transportation Division Public Works – Environmental Services Division | 2026 |
| T-5.4 | Partnership | Develop and maintain a collaborative of stakeholders (e.g., local major employers, commercial business) to lead the creation of best practices and the pursuit of funding for ZEV/EV infrastructure as well as public and private zero-emission business vehicle fleets. | Public Works – Transportation Division Public Works – Environmental Services Division | 2026 |
| T-5.5 | Feasibility Studies | Conduct an inventory of business vehicle fleets in Hayward and identify employers and businesses subject to the Advanced Clean Fleets rule as well as those to target for accelerating ZEV/EV adoption. | Public Works – Transportation Division Public Works – Environmental Services Division | 2029 |
| Measure T-6 Transition 15% of off-road equipment to zero-emission by 2030 and 80% by 2045. | ||||
| T-6.1 | Structural Change | Support and promote CARB’s regulations requiring most newly manufactured small off-road engines such as those found in leaf blowers, lawn mowers, and other equipment to be zero emission starting in Model Year 2024. Phase 2 of the regulations will be implemented in Model Year 2028, when the emission standards for generators and large pressure washers will be zero. In addition, work with Hayward Chamber of Commerce to disseminate information regarding the regulation to impacted businesses (e.g., lawn equipment dealers, commercial landscapers, construction companies) and promote transition of equipment sales and equipment use to electric alternatives. Key Pillar: Education/Partnership | Public Works – Transportation Division Public Works – Environmental Services Division | 2024 and ongoing |
| T-6.2 | Structural Change | Develop and implement a plan to replace all City owned end-of-life off-road equipment with zero- emission equipment. Plan should include evaluation of current City-owned equipment, alternative low or zero-emission options, prioritize equipment to replace first (e.g., largest GHG emission reduction potential), and a timeline for replacements that align with goals and feasibility of replacement. | Public Works – Transportation Division Public Works – Environmental Services Division | 2027 |
| T-6.3 | Education | Develop an Off-road Equipment Replacement Program and Outreach Campaign that provides information to contractors, residents, and fleet operators in Hayward regarding alternatives to fossil- fueled off-road equipment, public health and safety benefits of alternative equipment technology, and funding opportunities available (i.e., Clean Off-Road Equipment Voucher Incentive Program CORE]), Zero-Emission Landscaping Equipment Incentive Programs). | Public Works – Transportation Division Public Works – Environmental Services Division | 2026 and ongoing |
| T-6.4 | Funding | Partner with BAAQMD to identify funding opportunities to encourage residents to replace gas- powered landscaping equipment and off-road engines with zero emission equipment. | Public Works – Transportation Division Public Works – Environmental Services Division | 2025 |
| T-6.5 | Partnership/Funding | Partner with BAAQMD to develop a rebate and incentive program for upgrading off-road equipment and switching to biofuels. | Public Works – Transportation Division Public Works – Environmental Services Division | 2026 |
| T-6.6 | Feasibility Study | Conduct a study to assess the technological and economic feasibility of replacing the City-owned off- road equipment fleets. | Public Works – Transportation Division Public Works – Environmental Services Division | 2025 |
| T-6.7 | Feasibility Study | Conduct an inventory of major off-road equipment fleets in Hayward and identify fleets with highest decarbonization potential. | Public Works – Transportation Division Public Works – Environmental Services Division | 2029 |
| Measure T-7 Increase municipal passenger zero-emission vehicle (ZEV) adoption to 75% by 2030 and 100% by 2045 and decarbonize emergency and heavy-duty vehicles as feasible. | ||||
| T-7.1 | Structural Change | Establish and adopt Zero-emission Fleet Conversion and Purchase Policy that requires new, and replacement municipal fleet vehicle purchases are EVs or ZEVs. The policy will also include a schedule for replacement of fleet vehicles to meet a 100% carbon neutral fleet by 2040. | Public Works – Transportation Division Public Works – Environmental Services Division | 2023 |
| T-7.2 | Structural Change/Feasibility Study | Conduct feasibility and cost assessment to determine the number of EV/ZEV chargers and funds needed to support the fleet transition to 50% EV/ZEV by 2030. Expand EV/ZEV charging infrastructure for city fleet and employees in alignment with feasibility study. | Public Works – Transportation Division Public Works – Environmental Services Division | 2023 and ongoing |
| T-7.3 | Funding | Secure funding from programs such as the California Air Resources Board's Clean Vehicle Rebate Project and the Clean Truck and Bus Voucher Incentive Program to increase procurement of EV or ZEV cars, trucks, and other vehicles and installation of EV/ZEV charging/fueling infrastructure at municipal facilities. | Public Works – Transportation Division Public Works – Environmental Services Division | 2023 and ongoing |
| T-7.4 | Funding | Evaluate credit generation opportunities within the Low Carbon Fuel Standard (LCFS) program for ZEV/EV fueling and charging stations for the municipal fleet to offset cost of infrastructure development needed to support transition. | Public Works – Transportation Division Public Works – Environmental Services Division | 2025 |
| Measure SW-1 Implement and enforce SB 1383 requirements to reduce communitywide landfilled organics 75% by 2025 and 90% by 2045. | ||||
| SW-1.1 | Structural Change | Adopt procurement policies to comply with SB 1383 requirements for jurisdictions to purchase recovered organic waste products. | Public Works – Environmental Services Division | 2024 |
| SW-1.2 | Structural Change | Continue to implement exclusive hauling agreement with Waste Management of Alameda County (WMAC) that regulates haulers collecting organic waste, including collection program requirements and identification of organic waste receiving facilities. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-1.3 | Structural Change | Continue to implement edible food recovery ordinance for edible food generators, food recovery services, or organizations that are required to comply with SB 1383. Ordinance requires all residential and commercial customers to subscribe to an organic waste collection program and/or report self- hauling or backhauling of organics. | Public Works – Environmental Services Division | 2024 |
| SW-1.4 | Structural Change | Implement enforcement and fee for incorrectly sorted materials with sensitivity to shared collection. Utilize funding to implement programs and efforts to increase communitywide organic waste diversion. | Public Works – Environmental Services Division | 2023 |
| SW-1.5 | Education | Work with StopWaste to conduct targeted outreach with food recovery organizations, generators, haulers, facilities, and local agencies to promote strategies to implement requirements of SB 1383 | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-1.6 | Education | Encourage businesses to educate their employees about organic waste diversion and proper sorting annually by providing training resources and rebate program to fund employee time for training. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-1.7 | Partnership | Partner with local community organizations, public agencies like StopWaste and businesses to implement all required activities under SB 1383. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-1.8 | Equity | Provide free compost bins and kitchen-top food waste containers to low-income communities of colors and elderly households in order to increase compost participation. Evaluate opportunities to have a community compost hub that is easily accessible to disadvantaged neighborhoods | Public Works – Environmental Services Division | 2023 |
| SW-1.9 | Equity | Establish relationships with multi-family property owners/managers to develop signage for their properties. Present at all Home-Owner Associations in Hayward annually and provide supplies and education for proper sorting. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-1.10 | Partnership | Establish an edible food recovery program to minimize food waste. Leverage CalRecycle supports projects that prevent food waste or rescue edible food. Partner with existing food pantries like CSUEB, South Hayward Parish to identify and advertise locations for surplus food to be taken in the community. | Public Works – Environmental Services Division | 2025 |
| SW-1.11 | Partnership | Work with contracted hauler to: • Provide quarterly route reviews to identify prohibited contaminants potentially found in containers that are collected along route. • Clearly label all new containers indicating which materials are accepted in each container, and by January 1, 2024 place or replace labels on all containers. • Develop and implement a comprehensive monitoring and quality control program with a focus on consumer behavior change. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-1.12 | Partnership/Funding | Work with local organizations, StopWaste, and investigate various funding/ grant opportunities to fund edible food recovery organizations so they can expand and handle increased volume. | Public Works – Environmental Services Division | 2024 |
| SW-1.13 | Partnerships | Partner with schools, retirement communities, and other large institutions to create waste diversion and prevention program/procedure/plan. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-1.14 | Feasibility Studies/Partnership | Partner with StopWaste to conduct a feasibility study and identify next steps to ensure edible food reuse infrastructure in Hayward is sufficient to accept capacity needed to recover 20% of edible food disposed or identify proposed new or expanded food recovery capacity within Hayward. | Public Works – Environmental Services Division | 2024 |
| Measure SW-2 Increase communitywide overall landfill diversion of waste to 75% by 2030 and 85% by 2045. | ||||
| SW-2.1 | Structural Change | Continue to implement the Organics Reduction and Recycling Ordinance (ORRO) adopted in November 2021 in alignment with the Countywide ORRO ordinance. Support StopWaste and County Environmental Health in the enforcement of the ORRO within the City. | Public Works – Environmental Services Division | 2025 |
| SW-2.2 | Structural Change | Review recent circular economy bills signed by the governor (i.e., SB 343, AB 881, AB 1201, AB 962, AB 1276) and incorporate requirements into hauling agreements, and municipal codes for full-service restaurants and local manufacturing businesses. | Public Works – Environmental Services Division | 2025 |
| SW-2.3 | Structural Change | Continue to enforce the Hayward Construction and Demolition Debris Recycling Ordinance. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-2.4 | Structural Change | Adopt a City wide Zero Waste Goal and develop a Zero Waste Strategic Plan to increase diversion from the landfill by 85% 2045. | Public Works – Environmental Services Division | 2027 |
| SW-2.5 | Structural Change | Create a requirement for large events to hire an event waste management team. | Public Works – Environmental Services Division | 2028 |
| SW-2.6 | Partnership | Regularly evaluate and update new franchise agreement with Waste Management of Alameda County to meet SB 1383 requirements and to implement new components to further divert waste from landfills. Work with (WMAC) hauler to determine data necessary to meet zero waste goals and establish protocol for regular collection and reporting of associated metrics. Identify dedicated staff responsible for this. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-2.7 | Structural Change/Funding | Require food service providers to implement a fee for single-use food ware. | Public Works – Environmental Services Division | 2025 |
| SW-2.8 | Education/Equity | Partner with StopWaste to conduct targeted, multi-lingual, culturally appropriate, and geographically diverse waste prevention educational and technical assistance campaigns based on outcomes of a waste characterization study (WCS). Such as food waste prevention, edible food recovery strategies, proper storage, how to fix clothes/electronics, how to donate, reusable alternatives, effects of over consumption, sustainable consumption habits, buying second hand, buying durable, sharing, repurposing. Continue to conduct outreach regarding AB 1276 to full-service restaurants. | Public Works – Environmental Services Division | 2024 |
| SW-2.9 | Partnership | Continue to work with StopWaste and haulers to monitor participation in residential recycling programs, create education materials for the community, provide technical assistance to business to implement mandatory recycling, and identify other opportunities and means to promote zero waste efforts. | Public Works – Environmental Services Division | 2023 and ongoing |
| SW-2.10 | Partnership | Work with StopWaste and the business community to design and promote extended producer responsibility such as take-back programs. | Public Works – Environmental Services Division | 2029 |
| SW-2.11 | Feasibility Study | Conduct a consumption-based GHG emissions inventory to understand the community’s worst consumption habits and emission reduction potential and provide educational materials on a closed- loop circular economy. | Public Works – Environmental Services Division | 2028 |
| SW-2.12 | Structural Change | Work with local businesses to establish post-consumer recycled content requirements that meet SB 343 recyclability claims as part of their purchasing criteria. | Public Works – Environmental Services Division | 2028 |
| SW-2.13 | Partnership/Equity | Partner with local organizations, schools, and libraries to establish pop-up repair cafes for commonly broken and easily repaired items. Partner with the library to promote reuse by increasing accessibility to shared tools through a tool lending library. | Public Works – Environmental Services Division | 2026 |
| SW-2.14 | Structural Change | Based on existing StopWaste waste characterization studies and Litterati litter assessment, increase bans on “problem materials” (i.e., items without means of recycling or recycling markets, such as sale of polystyrene, plastic packaging, straws, plastics #4-7, mixed materials). Enforce the single-use plastic pre-checkout ban, by January 1, 2025, in alignment with SB-1046. | Public Works – Environmental Services Division | 2024 |
| SW-2.15 | Funding | Explore funding opportunities to increase the circular food economy. | Public Works – Environmental Services Division | 2024 |
| Measure WW-1. Reduce water consumption by 15% by 2030 and maintain it through 2045. | ||||
| WW-1.1 | Structural Change | Continue to implement the City’s Bay-Friendly Water Efficient Landscape ordinance applicable to all land use types to decrease water consumption. | Public Works – Utilities Division Maintenance Services Department – Landscape Maintenance | 2023 and ongoing |
| WW-1.2 | Structural Change | Continue to implement and enforce the Water Conservation Standards within the Municipal Code via the Prohibition of Wasteful Water Practices Ordinance for households, businesses, industries, and public infrastructure. | Public Works – Utilities Division | 2023 and ongoing |
| WW-1.3 | Structural Change | Continue to implement rebate and water conservation device tracking system to track the number of rebates and water devices distributed. | Public Works – Utilities Division | 2023 and ongoing |
| WW-1.4 | Structural Change | Continue to implement the Recycled Water Program which includes expanding facilities if necessary to deliver recycled water to additional customers, working with customers to complete site retrofits, connecting customers to the recycled water system, and ensuring customer deliveries. | Public Works – Utilities Division | 2023 and ongoing |
| WW-1.5 | Education/Funding | Continue to offer water conservation programs to the community including educational programs like water education program for schools and water wise landscape classes as well as incentives like free water conserving deceives, and rebates for rain barrels and turf replacement. | Public Works – Utilities Division | 2023 and ongoing |
| WW-1.6 | Education/Equity | As part of the water conservation programs offered implement a public education campaign that in addition to highlighting water conservation practices, with focus on low-income households with high utility bill burdens. | Public Works – Utilities Division | 2023 and ongoing |
| WW-1.7 | Equity | Ensure that water conservation educational materials, programs and outreach efforts are in multiple languages and accessible for low-income or disadvantaged communities. | Public Works – Utilities Division | 2024 |
| WW-1.8 | Equity | Perform targeted outreach to low-income communities and elderly households to provide free water conservation devices and aid disadvantaged community members in obtaining available rebates for water conservation devices. | Public Works – Utilities Division | 2024 |
| WW-1.9 | Partnerships/Equity | Partner with programs such as Green House Call or other similar programs to support community members with installation of water saving devices with a particular focus of support for low-income, elderly, or disadvantaged elderly residents. | Public Works – Utilities Division | 2023 and ongoing |
| WW-1.10 | Partnership | Continue to coordinate with commercial and industrial customers including the Hayward Area Recreation and Park District and the Hayward Unified School District to advance water recycling programs. | Public Works – Utilities Division Maintenance Services Department – Landscape Maintenance | 2023 and ongoing |
| WW-1.11 | Feasibility Studies | Develop a Recycled Water Master Plan to assess the feasibility of expanding the recycled water system and establish a roadmap for a recycled water expansion program. The plan will identify the locations available for recycled water use, the capacity needed to fully replace potable water use at identified locations and establish a schedule for potable water replacement with recycled water for appropriate applications. | Public Works – Utilities Division | 2024 |
| WW-1.12 | Education | Promote the use of on‐site gray water and rainwater collection systems | Public Works – Utilities Division | 2026 |
| Measure CS-1 Increase carbon sequestration by planting and maintain 1,000 new trees annually through 2030 to sequester carbon and create urban shade to reduce heat island effect. | ||||
| CS-1.1 | Structural Change | Update the Tree Preservation Ordinance by Q2 2024 to maintain existing carbon stock is maintained and that replacement trees that are climate resilient and drought tolerant for Hayward’s climate. Ordinance updates may include development requirements to protect or replace value-to-value existing trees and greenspace; and a requirement for a cash mitigation fee equal to the value of trees removed. | Development Services Maintenance Services Department – Landscape Maintenance | Start 2023 |
| CS-1.2 | Structural Change | Develop and adopt an Urban Forest Management Plan that identifies: City’s potential capacity for new tree planting; timeframe and mechanism for implementation; a management plan for existing trees; and a tracking system to assess progress towards annual benchmark. (Replaces existing General Plan program HQL-5.) | Maintenance Services Department – Landscape Maintenance | 2025 |
| CS-1.3 | Feasibility Study | Identify and map public spaces that can be converted to green space, including freeway airspace that can be made into green space, vertical walls that can be planted with vines, and rooftops of public buildings that can be developed into gardens. | Public Works- Environmental Services Division Maintenance Services Department – Landscape Maintenance | 2024 |
| CS-1.4 | Partnership/Funding | Partner with community groups to apply for community garden grants and develop new or expand existing community gardens based on the identified public spaces available for green space conversion. | Public Works- Environmental Services Division | 2024 |
| CS-1.5 | Equity | Adopt a standard policy and set of practices for expanding the urban tree canopy and placing vegetative barriers between busy roadways and developments to reduce exposure to air pollutants from traffic. | Public Works- Environmental Services Division Maintenance Services Department – Landscape Maintenance | 2026 |
| CS-1.6 | Feasibility Study/Equity | Conduct an urban canopy study to identify areas in Hayward that have below average canopy coverage and implement a tree planting program focusing on the least covered portions of the City. Establish a goal of having no significant difference in canopy coverage between high and low-income areas citywide by 2030. | Public Works- Environmental Services Division Maintenance Services Department – Landscape Maintenance | Study: 2023-2024; Adopt Goal: 2024 |
| CS-1.7 | Education | In addition, or as an expansion to the Adopt-a-Block Program establish an adopt-a-tree or adopt-a- street program that is specific to further greening and tree planting. The program will enable individuals, businesses, and community organizations to plant and care for trees in selected communities. Program should provide formalized information on appropriate trees eligible for planting in Hayward (i.e., native, drought tolerant, locations) | Public Works- Environmental Services Division Maintenance Services Department – Landscape Maintenance | 2026 |
| CS-1.8 | Funding | Dedicate staff time to obtaining grant funding for tree planting. Identify and apply for applicable federal (e.g., USDA) and state (e.g., California ReLeaf, Affordable Housing and Sustainable Communities Program (AHSC), Urban and Community Forestry Program) grants for tree planting and maintenance projects. | Public Works- Environmental Services Division Maintenance Services Department – Landscape Maintenance | 2023 |
| CS-1.9 | Funding | Explore opportunities to fund the Urban Forest Management Program. Possibilities include use of general tax revenues, permit fees, or revenues from the municipal tree ordinance enforcement. | Public Works- Environmental Services Division Maintenance Services Department – Landscape Maintenance | 2023 |
| CS-1.10 | Funding | Establish a Tree Trust or Tree Endowment where the interest on the principal can be used for purchasing trees, paying for tree maintenance, or for staff resources for the Urban Forest Management Program. | Public Works- Environmental Services Division | 2027 |
| CS-1.11 | Partnerships | Partner with private developers, CSU, Chabot College, HARD, HUSD, and other community-based organizations to support and contribute to the Urban Forest Management Program | Public Works- Environmental Services Division | 2027 |
| CS-1.12 | Funding | Establish alternative fee mechanisms, similar to the SF Carbon Fund, to fund nature-based solutions. By 2026, create permanent code and financial incentives for homeowners and other private landowners to preserve existing mature trees and shrubs and to plant local native species. | Public Works- Environmental Services Division City Manager’s Office – Economic Development Division | 2027 |
| CS-1.13 | Feasibility Study | Identify existing greenbelts and the best locations for new greenbelts for wildfire defense and risk reduction. Incorporate these locations into comprehensive wildfire planning at regional, county, city, and community levels and in all Municipal Service Reviews. | Public Works- Environmental Services Division Fire Department | 2025 |
| Measure CS-2 Increase carbon sequestration by applying 0.08 tons of compost per capita annually in the community through 2030. | ||||
| CS-2.1 | Structural Change | Enforce compliance with SB 1383 by establishing a minimum level of compost application per year on applicable/appropriate land throughout the City including City-owned land. | Public Works- Environmental Services Division | Start in 2024 and ongoing |
| CS-2.2 | Structural Change | Adopt procurement policies to comply with SB 1383 requirements for jurisdictions to purchase recovered organic waste products. | Public Works- Environmental Services Division | 2024 |
| CS-2.3 | Structural Change/Equity | Work with Hayward Area Recreation and Park District to develop and adopt urban park guidelines that 1. Provide flexible solutions for developing urban parks in infill areas where traditional neighborhood and community parks are not feasible; 2. Establish guidelines for achieving the greatest carbon sequestration potential of parks via design; 3. Are equitable in ensuring such urban parks are accessible for lower-income residents while avoiding displacement, in alignment with the Parks Master Plan. | Public Works- Environmental Services Division | 2025 |
| CS-2.4 | Feasibility Study | Identify locations within Hayward to apply compost to help meet the procurement requirements of SB 1383. | Public Works- Environmental Services Division | 2024 |
| CS-2.5 | Education | Work with StopWaste to provide residents, businesses, and developers with educational material on best practices for using compost in landscaping. | Public Works- Environmental Services Division | 2023 |
| CS-2.6 | Funding | Explore opportunities to use the parkland in-lieu fees from the updated City’s Property Developers - Obligations for Parks and Recreation Ordinance (Article 16 of City’s municipal code) to implement the Carbon Management Activities Program (NR 15). | Public Works- Environmental Services Division | 2029 |
| CS-2.7 | Partnerships | Collaborate with Chabot College, CSUEB, and local schools to identify opportunities to apply compost to landscaping. | Public Works- Environmental Services Division Maintenance Services Department – Landscape Maintenance | 2024 |
| CS-2.8 | Partnerships | Work with Alameda County and StopWaste to identify opportunities for a regional compost procurement program to help meet the organics procurement provisions of SB 1383. | Public Works- Environmental Services Division | 2024 |
| CS-2.9 | Partnerships | Work with the City’s franchisee under the new franchise agreement with Waste Management of Alameda County to provide compost throughout the community. | Public Works- Environmental Services Division | Start in 2023 and ongoing |
| CS-2.10 | Feasibility Study | Conduct a study to identify opportunities to enhance or create new natural areas in existing open spaces, parklands, and fields with native species, biodiverse ecology, higher carbon sequestration potential and improved recreational connectivity for the community. | Public Works- Environmental Services Division | 2028 |
| CS-2.11 | Education | Create and deliver a range of resources to train residents, city gardening staff, and other institutions on how to incorporate biodiversity, soil, and carbon sequestration techniques into landscaping and gardening projects. | Public Works- Environmental Services Division Maintenance Services Department – Landscape Maintenance | 2025 |
Funding Considerations
Identifying funding and financing mechanisms that go beyond municipal sources is central to unlocking investments that generate benefits for Hayward residents and businesses. Funding and financing strategies that supplement City-led approaches may also lessen the burden on low-income residents by funding investments that specifically support disadvantaged communities in Hayward.
Funding refers to the money used for a specific purpose or projects, raised at one time or over time through methods like grants or taxes. Financing refers to the process of receiving money that must eventually be paid back to financial institutions lending it. Therefore, financing presupposes an underlying revenue source for repayment over time.
The City will need to identify and partner with a variety of constituents in order to successfully fund and finance CAP implementation. Examples of constituents the City may engage with include:
- Tenants
- Property Owners
- Business Owners
- Building Developers
- Utility Rate Payers
- Utility Providers (e.g., Ava Community Energy)
- Public Institutions or Non-profits (e.g., schools and colleges)
- Private Institutions (e.g., solar installers)
- State Entities (e.g., California Transportation Commission)
- Regional Entities (e.g., Metropolitan Transportation Commission)
- Federal Entities (e.g., Environmental Protection Agency)
- Taxpayers
Types of funding and financing options to implement the CAP measures and actions may include:
- Funding through an assessment district, which is a charge imposed on property owners in a given district through installments on property tax bills.
- Funding through a neighborhood land trust organization, which is a non-profit organization that owns and manages capital, operations, and maintenance of land in a community ownership model.
- Financing through tariffed on-bill financing (TOBF). For building electrification, in a TOBF, a utility provider pays for upgrades under the terms of an added tariff.
- Federal grant and rebate programs through Inflation Reduction Act (IRA) programs including: IRA Building Electrification Programs for Local Governments, IRA Building Electrification Programs for Residents IRA Commercial or Multi-family Building Electrification and Decarbonization Programs for Local Governments IRA Transportation and Mobility Programs for Local Governments IRA Urban Shade and Forestry Programs for Local Governments
- Public or private grant opportunities
- Power purchase agreements
Hayward’s CAP project team has been active in pursuing various funding and financing options. The City will continue to pursue funding and financing options to implement CAP measures and actions. Funding requests to implement measures and actions in this plan will be brought for consideration by the City Council in the respective budget cycle.
Looking forward
If the City does not make satisfactory advancements toward its GHG emissions reduction targets before the next review of the CAP, it may be necessary to revise the CAP. This update would set new or stronger goals for emissions reduction, aiming to increase the reduction efforts and maintain its status as a CEQA-qualified GHG emissions reduction plan. The next CAP update could require additional implementation of the existing actions and/or additional actions such as shifting incentive and educational programs to mandatory requirements. A comprehensive CAP update for GHG emissions reduction targets beyond 2030 will be required and the City will initiate this process by 2029.
In 2029, it is expected that the City will commence the process to review and update the CAP to augment or develop new measures and actions to meet the 2045 GHG emissions reduction target. As new technologies are made available and state regulations are adopted, the City will need to augment the CAP to facilitate further GHG emissions reduction and meet the 2045 carbon neutrality goal. The City will conduct ongoing implementation and monitoring of the CAP GHG emissions reduction measures and report on this progress to the City Council on a bi-annual basis beginning in 2025.
