Agenda packet — Suisun City City Council, October 26, 2024

CITY COUNCIL
Alma Hernandez, Mayor
Princess Washington, Mayor Pro Tem
Jenalee Dawson, Councilmember
Marlon L Osum, Councilmember
Amit Pal, Councilmember

CITY COUNCIL MEETING

A G E N D A

SPECIAL MEETING OF THE CITY COUNCIL

OF THE CITY OF SUISUN CITY
SATURDAY, OCTOBER 26, 2024
9:30 AM

Suisun City Council Chambers - 701 Civic Center Boulevard - Suisun City, California

CITY COUNCIL STRATEGIC PLANNING WORKSHOP

CITY COUNCIL MEETINGS ARE HELD IN-PERSON

PUBLIC PARTICIPATION IS ALSO AVAILABLE VIA ZOOM

ZOOM MEETING INFORMATION:

WEBSITE: https://zoom.us/join
MEETING ID:

878 7840 0687

CALL IN PHONE NUMBER: (707) 438-1720

REMOTE PUBLIC COMMENT IS AVAILABLE FOR THE CITY COUNCIL MEETING BY EMAILING [email protected] (PRIOR TO 8 AM), VIA WEBSITE, OR ZOOM CALL IN PHONE NUMBER (707) 438-1720

(If attending the meeting via phone press *9 to raise your hand and *6 to unmute/mute for public comment.)

ROLL CALL
Councilmembers

CONFLICT OF INTEREST NOTIFICATION
(Any items on this agenda that might be a conflict of interest to any Councilmembers should be identified at this time.)

WELCOME BY THE MAYOR

AGENDA REVIEW

ICEBREAKER

OVERVIEW OF THE STRATEGIC PLAN FRAMEWORK

1 Working Lunch.

REVIEW OF THE CITY OF SUISUN CITY'S TRENDS OVER THE PAST FIVE YEARS

AND ENVIRONMENTAL SCAN

OVERVIEW OF STAKEHOLDER INPUT AND EMERGING THEMES

DISCUSSION OF GOALS AND STRATEGIES

PUBLIC COMMENT
(In accordance with Section 54956(a), public comments are limited to items on this closed session agenda, and to no more than 3 minutes unless allowable by the Mayor/Chair. Speaker cards are available on the table near the entry of the meeting room and should be given to the City Clerk. By law, no prolonged discussion or action may be taken on any item raised during the comment period.)

CITYWIDE VISION, MISSION, AND VALUES

REVIEW OF DISCIPLINE, FOCUS, AND IMPLEMENTATION BEST PRACTICES

WORKSHOP CLOSING COMMENTS AND WRAP-UP

ADJOURNMENT
Public Access To Agenda Documen
ts
A complete packet of information containing staff reports and exhibits related to each item for the open session of this meeting, and provided to the City Council, are available for public review at least 72 hours prior to a Council /Agency/Authority Meeting at Suisun City Hall 701 Civic Center Blvd., Suisun City. Agenda related writings or documents provided to a majority of the Council/Board/Commissioners less than 72 hours prior to a Council/Agency/Authority meeting related to an agenda item for the open session of this meeting will be made available for public inspection during normal business hours. An agenda packet is also located at the entrance to the Council Chambers during the meeting for public review. The city may charge photocopying charges for requested copies of such documents. To the extent feasible, the agenda packet is available for online public viewing on the City’s website:
https://www.suisun.com/Government/City-Council/Agendas.

The City Council/Agency/Authority hopes to conclude its public business by 10:00 p.m. No new items will be taken up after 10:00 p.m., unless so moved by a majority of the City Council, and any items remaining will be agendized for the next meeting. The agendas have been prepared with the hope that all items scheduled will be discussed within the time allowed.

Accommodations
If you require an accommodation to participate in this meeting, please contact the City Clerk at (707) 421-7302 or [email protected]. The City’s reasonable accommodation policy is available for review on the City’s website at www.suisun.com/government/city-council/, you may request an electronic copy or have a copy mailed to you. Please note that for accommodations that are not readily available, you must make your request as soon as you can prior to the time of the meeting.

Decorum
All participants are expected to conduct themselves with mutual respect. Conduct that disrupts meetings will be addressed in accordance with Section 54957.95 of the Government Code.

Ordinances
Ordinances are city laws contained in the Suisun City Municipal Code. Enacting a new city law or changing an existing one is a two -step process. Government Code 36934 provides, except when, after reading the title, further reading is waived by regular motion adopted by majority vote all ordinances shall be read in full either at the time of introduction or 2 passage; provided, however, that a reading of the title or ordinance shall not be required if the title is included on the published agenda and a copy of the full ordinance is made available to the public online and in print at the meeting prior to the introduction or passage.

Certification of Posting
Agendas for regular and special meetings are posted in accordance with the Brown Act at Suisun City Hall, 701 Civic Center Boulevard, Suisun City, CA. Agendas may be posted at other Suisun City locations including:

Suisun City Fire Station, 621 Pintail Drive, Suisun City, CA; Joe Nelson Center, 611 Village Drive, Suisun City, CA;
Harbor Master Office, 800 Kellogg Street, Suisun City, CA.

I, Bianca Vasquez, Administrative Assistant for the City of Suisun City, declare under penalty of perjury that the above agenda was posted and available for review, in compliance with the Brown Act. 3 City of Suisun City

STRATEGIC PLANNING WORKSHOP

WORKBOOK

October 26, 2024

9:30 am – 4:00 pm
Council Chambers
4 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP

i
Contents
Contents ......................................................................................................................................................... i Introduction.................................................................................................................................................... 1 Meeting Objectives .................................................................................................................................... 1 Meeting Participants .................................................................................................................................. 1 Meeting Facilitators ................................................................................................................................... 1 Meeting Agenda ........................................................................................................................................ 1 Information Gathered .................................................................................................................................... 3 Interviews with Councilmembers ............................................................................................................... 3 Employee Survey ...................................................................................................................................... 3 Community Survey .................................................................................................................................... 3 Department Directors Questionnaire ......................................................................................................... 3 Community Meetings ................................................................................................................................. 3 Environmental Scan .................................................................................................................................. 3 Structure of Strategic Plan ............................................................................................................................ 4 Structure of the Strategic Plan .................................................................................................................. 4 Strategic Plan Roles ...................................................................................................................................... 5 City Council ............................................................................................................................................... 5 City Manager and Staff .............................................................................................................................. 5 Boards and Commissions ......................................................................................................................... 5 Community Members ................................................................................................................................ 5 Goals and Strategies ..................................................................................................................................... 6 Strategic Plan Goals and Strategies Criteria ............................................................................................. 6 Definitions .................................................................................................................................................. 6 Goal Area Themes .................................................................................................................................... 6 Draft Goals and Strategies for Discussion .................................................................................................... 7 GOAL AREA A: Sustainability and Stewardship ....................................................................................... 7 Discussion Questions ............................................................................................................................ 7 GOAL AREA B: Community Vibrancy ....................................................................................................... 8 Discussion Questions ............................................................................................................................ 8 GOAL AREA C: Public Safety and Community Appeal ............................................................................ 9 Discussion Questions ............................................................................................................................ 9 Vision, Mission, and Values .................................................................................................................... 10 Vision: The desired future of the City of Suisun City ............................................................................... 10 Current Vision ...................................................................................................................................... 10 Characteristics of effective vision statements ......................................................................................... 10 Proposed Alternate 1 ........................................................................................................................... 10 NOTES ................................................................................................................................................. 10 5 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP ii
Mission: State the purpose of the organization – why it exists ............................................................... 11 Current Mission .................................................................................................................................... 11 Characteristics of effective mission statements ...................................................................................... 11 Proposed Alternate 1 ........................................................................................................................... 11 NOTES ................................................................................................................................................. 11 Values: Drive behaviors of all members of the City (i.e., Council, Boards and Commissions, and staff) ................................................................................................................................................................. 12 Characteristics of effective values ........................................................................................................... 12 Attachment A: Council Interview Themes ................................................................................................... 13 Attachment B: Employee and Community Survey SWOT Themes ............................................................ 17 Strengths, Limitations, Opportunities, and Challenges ........................................................................ 17 Attachment C: Departmental Projects and Initiatives ................................................................................. 18 City Manager’s Office .............................................................................................................................. 18 Human Resources ................................................................................................................................... 18 Public Works ............................................................................................................................................ 19 Community Development ........................................................................................................................ 19 Finance .................................................................................................................................................... 20 Recreation, Parks, and Marina ................................................................................................................ 20 Information Technology ........................................................................................................................... 20 Police ....................................................................................................................................................... 21 Fire........................................................................................................................................................... 21 Attachment D: Summary of Community Meetings ...................................................................................... 22 Public Safety Community Meeting Summary .......................................................................................... 22 Environment and Climate Community Meeting Summary ...................................................................... 23 Business and Development Community Meeting Summary ................................................................... 24 6 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP

1 Introduction
This workbook will be used during the October 26, 2024 strategic planning workshop.

Meeting Objectives

Meeting Participants
• Mayor Alma Hernandez
• Mayor Pro Tem Princess Washington
• Councilmember Jenalee Dawson
• Councilmember Marlon Osum
• Councilmember Amit Pal
• City Manager Bret Prebula
• Recreation, Parks and Marina Director Janet Hull
• Information Technology Manager Rowland Roberts
• Development Services Director Jim Bermudez
• Finance Director Lakhwinder Deol
• Fire Chief Brad Lopez
• Human Resources Administrator Christina Penland
• Police Chief Aaron Roth
• Public Works Director and City Engineer Nouae Vue
Meeting Facilitators
• Christine Butterfield, Senior Manager
• Magda Gonzalez, Special Advisor
Meeting Agenda
• Welcome by the Mayor
• Opening comments from the facilitators
• Icebreaker exercise
• Overview of the strategic planning framework
Gain an understanding
of the value of strategic
planning
Build consensus on the
City's mission, vision,
values, goals, and
strategies
Strengthen team
cohesion
7 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 2 • City staff’s presentation of the environmental scan • Overview of stakeholder input and emerging themes
• Discussion of goals and strategies
• Review and confirm or modify the citywide vision, mission, and values • Discipline, focus, and implementation of best practices • Public comments
• Workshop closing comments and wrap-up

8 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 3 Information Gathered
As part of the strategic planning process, input has been gathered from councilmembers, department directors, City staff, and community members.

Interviews with Councilmembers
The Baker Tilly team met with each member of the City Council early in the information- gathering phase.

We sought to learn about their key policy interests and views about the strategic planning process (Attachment A).

Employee Survey
All employees were invited to complete an electronic survey in September to share their opinions and ideas about the City and the strategic planning process. The survey asked about the City’s strengths, weaknesses, opportunities, and challenges. Respondents were also asked to provide feedback on the City’s existing vision, mission, values, and goals. Lastly, the survey asked employees to identify one significant need of the City that they hoped would be included in the updated strategic plan. A total of 34 employees responded (Attachment B).

Community Survey
An electronic community survey was deployed via the City’s website, social media pages, and distribution through the City’s GovDelivery system. The survey sought to understand community stakeholders’ opinions about whether the City’s strengths/opportunities and limitations/challenges that were identified in the City’s 2019 strategic plan are still relevant. The survey also asked about respondents’ ideas on the City’s vision statement and overarching goals. The community survey received 412 responses (Attachment B).

Department Directors Questionnaire
The City Manager distributed a questionnaire to the department directors about major plans, projects, and initiatives. Assessing which plans, projects, and initiatives are currently underway and approved versus desired but not yet underway or approved will help inform the goals and strategies developed during the strategic planning workshop (Attachment C).

Community Meetings
The City Manager met with three community groups to gather input from key stakeholders about the City’s strategic plan (Attachment D). Representatives from the following groups were included:
• Local businesses, realtors, and developers;
• Environment and climate; and
• Public safety.

Environmental Scan
Slides have been prepared by City staff and will be presented during the strategic planning workshop.

The environmental scan shows key factors that should be considered as the strategic plan is developed.

9 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 4 Vision, Mission,
and Values
Strategies
Implementation
Action Plan
Goals
Structure of Strategic Plan

Structure of the Strategic Plan
The Strategic Plan is a document that will reflect the policy and project priorities of the Council. It will provide guidance for budgeting and annual staff work plans.

After adoption of the Strategic Plan, Baker Tilly will provide a template for an Implementation Action Plan that City staff can use in making assignments and establishing timelines for implementing the strategies.

It is in that document that some of the detailed tasks can be incorporated that are not appropriate in the policy document.

10 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 5 Strategic Plan Roles
The roles and responsibilities of various community stakeholders that pertain to the strategic plan are summarized below.

City Council
The City Council plays a critical role in the City’s strategic planning process. Council’s responsibilities include reflecting on past community trends, ongoing needs, interests, hopes and aspirations of the community to set the vision for the future. The vision guides the development of goals, strategies and the related Council policies, along with the programs and services delivered by the City staff team. The Council has legislative oversight to review and approve key strategic projects, ordinances, and resolutions that align with the City’s strategic plan. Council’s challenge in strategic planning is exercising the discipline to remain focused on the strategic plan, vision and goals. Discipline and focus are critical to Suisun City’s ability to deliver meaningful progress and measurable results on the goals and strategies.

City Manager and Staff
The City Manager plays a central operational role in the strategic planning process. The City Manager is responsible for implementing the strategies that drive the strategic plan goals through day -to-day management and coordination of City staff, departments and operations. The City Manager is tasked with operationalizing the Council’s vision and goals into practical programs, services, and projects. The City Manager may also provide professional advice and analysis to the Council regarding opportunities and impediments tied to the strategic plan goals, including assessing the feasibility of initiatives, recommending alternatives, and helping the Council understand the potential impacts of various decisions.

Boards and Commissions
The City’s Boards and Commissions play an advisory role to the City Council and provide expertise, input, and community perspectives that help shape policies and initiatives. The advisory work of the City’s Boards and Commissions informs the Council’s policy decision-making process. Their involvement ensures that the strategic plan reflects and represents diverse viewpoints and addresses the community’s interests.

Community Members
Community members’ involvement ensures that Suisun City’s vision, mission, goals and strategies reflect the culture, true interests, aspirations, and values of the people who live there. It is important that community members share their perspectives, priorities, and concerns and remain involved by receiving progress reports and continue to contribute and provide input as the Council and City Manager make progress on the strategic plan. This feedback helps City leaders continuously identify emerging issues that matter to residents and community stakeholders and celebrate strategic plan successes.

11 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 6 Goals and Strategies
As a starting point for discussion, we have provided a set of strategies associated with each of the draft multi-year goals. These strategies were drawn from City Council interviews, the departments’ questionnaire submittals, stakeholder questionnaires, and community meetings.

Strategic Plan Goals and Strategies Criteria
These are examples of criteria for Council’s consideration in determining what to include in the Strategic Plan:
• Is it a non-routine item?
• Does it represent topics important to the Council?
• Will it help the Suisun City move forward?
• Will it require significant staff effort?
• Will it require an investment of existing or new resources? • Will it continue as of November 1, 2024 or begin over the Strategic Plan timeframe?

The final Strategic Plan should be one that can be resourced, assigned, and implemented during the next several years. (NOTE: Specific tasks that contribute toward a strategy should go into the Implementation Action Plan or a department’s work plan, rather than the Strategic Plan.) Definitions

Goal Area Themes
The themes that emerged for the City of Suisun’s goal areas are listed below. • Sustainability and Stewardship
• Community Vibrancy
• Public Safety and Community Appeal

Goals
A brief statement of the
desired outcome to be
achieved over multiple
years, in the long term
Goal Statement
A description of what
success looks like in five
years
Strategies
Array of policies, programs
and major initiatives
designed to move the City
toward achieving the
goals
12 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 7 Draft Goals and Strategies for Discussion
GOAL AREA A: Sustainability and Stewardship
Example Goal Statement: Develop strategies, policies and programs that result in long- term social, economic and financial sustainability for our community.

Draft Strategies
Status
(currently underway
or not yet underway)
Time Span
(number of
years to
complete)
Fiscal Year to
Begin
Strategy

1. Financial Plan Development through 2028 Currently underway

2. Finance Policies Update including budget
transfer policy
Currently underway

3. Update Impact and Master Fee Study

4. HDL Business License Program and related
implementation
Currently underway

5. Climate and Adaptation Plans (sea level rise
and ongoing analysis)
Currently underway

6. Legislative Platform (with Gonsalves and
Sons)
Currently underway

7. Explore outsourcing options for city services
(public safety services, waste management,
maintenance services)
Currently underway

8. Citywide Restructuring of the LLDs/CFD Not yet underway

9. 10.

Discussion Questions

1. Are any critical strategies missing?
____________________________________________________________________________________ ____________________________________________________________________________________

2. Should any strategies be deleted?
____________________________________________________________________________________ ____________________________________________________________________________________

3. Any overall input or comments about the proposed strategies? ____________________________________________________________________________________ ____________________________________________________________________________________ 13 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 8 GOAL AREA B: Community Vibrancy
Example Goal Statement: Establish a shared vision of community vibrancy based on market demand and the interests of our community members along with private and public partners.

Draft Strategies
Status
(currently underway
or not yet underway)
Time Span
(number of
years to
complete)
Fiscal Year to
Begin
Strategy

1. Economic Development Strategy and
Implementation Plan
a. North Bay Clinic
b. Redevelopment of opportunity sites
(Sunset building feasibility review,
postage stamp lot)
Currently underway

2. Communication Plan Currently underway

3. Marina Development Plan Not yet underway

4. Logistics Annexation (Highway 12 and Suisun
Logistics)
Currently underway

5. Downtown Specific Plan Currently underway

6. Parking Study Currently underway

7. 8.

Discussion Questions

3. Any overall input or comments about the proposed strategies? ____________________________________________________________________________________ ____________________________________________________________________________________ 14 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 9 GOAL AREA C: Public Safety and Community Appeal
Example Goal Statement; Create an attractive and safe Suisun City for community members today and tomorrow.

Draft Strategies
Status
(currently underway
or not yet underway)
Time Span
(number of
years to
complete)
Fiscal Year to
Begin
Strategy

1. Cannabis Saturation Analysis Currently underway

2. Unhoused Master Plan
a. Unhoused staffing unit
b. New policies including citation program

3. Garbage Contract Currently underway

4. Illegal Dumping Cleanup Program Currently underway

5. Capital Improvement Plan (CIP) including
Council Chambers updates, public safety
equipment, computer replacements and plan
Currently underway

6. CIP/Roads Annual Workplan and Advanced
Planning
Currently underway

7. Implementation of new technologies
(NeoGov, GovInvest, Tyler Technologies)
Currently underway

8. Humphrey Canal Project Not yet underway

9. Explore options for Public Safety Service
Provision
Currently underway

10. Cartograph Implementation Currently underway

11. 12.

Discussion Questions

3. Any overall input or comments about the proposed strategies? ____________________________________________________________________________________ ____________________________________________________________________________________ 15 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 10 Vision, Mission, and Values
As part of the strategic planning process, the City’s vision statement, mission statement, and set of values will be confirmed or modified.

Vision: The desired future of the City of Suisun City

Current Vision
Suisun City is an active, inclusive, sustainable and flourishing community committed to maintaining harmony between its urban and rural areas, supporting its history, arts and natural environment; and its thriving waterfront district, fostering opportunities for current and future generations.

Characteristics of effective vision statements
• States the desired future for Suisun City,
• Short enough to be easily remembered,
• Does not repeat what is in the mission statement, and • Is written in the present tense as if the City is already there.

Proposed Alternate 1

NOTES

____________________________________________________________________________________

____________________________________________________________________________________ 16 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 11 Mission: State the purpose of the organization – why it exists

Current Mission
Suisun City’s mission is to provide a safe, healthy, inclusive community resulting in an exceptional quality of life where our residents and businesses prosper, and visitors feel welcome.

Characteristics of effective mission statements
• Clearly states the purpose of the organization and the reason for the organization’s existence, • Short enough to be remembered,
• Does not repeat what is in the vision statement, and
• Is written in the present tense because it is what we do now.

Proposed Alternate 1

NOTES

____________________________________________________________________________________

17 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 12 Values: Drive behaviors of all members of the City
(i.e., Council, Boards and Commissions, and staff)

Characteristics of effective values
• Clear enough for people to understand their meaning,
• Few enough to be easily remembered,
• Applicable to all levels of the organization, and
• Consistent with what executive leadership expects.

Organizations sometimes create an acronym to make the values easy to remember. For example, the Cypress Police Department uses TIP: Teamwork – Integrity – Professionalism The City’s current values and values suggested in the employee survey responses are listed below.

We will engage the workshop participants in a discussion to identify the top five values among the following. If there are value concepts that are not captured in those that emerge as the top preferences, then the definitions can be crafted to ensure that the final list incorporates everything that is important.

Current Values Values Suggested in Employee Survey
Integrity Dedication
Transparency Communication
Innovation Visionary
Inclusivity Diversity, equity, inclusion (all three together) Diversity Safety
Service Security
Sustainability Stewardship
Community

Of these potential organizational values, what do you view as your five core organizational values?

1. ___________________________

2. ___________________________

3. ___________________________

4. ___________________________

5. ___________________________

18 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 13 Attachment A: Council Interview Themes
Baker Tilly conducted individual interviews with each of the Councilmembers in August 2024. The themes that emerged from the interviews are summarized below.

What is one word that describes Suisun City today?
• Hope
• Directionless
• Potential (3)

What is one word you hope will describe Suisun City 20 years from today? • Accomplished
• Accountability with taxpayer dollars
• The best
• Resilience
• Flourishing
• Thriving and resilient

Share the most important decision that you’ve made during your term. • Decisions around public safety
• Micro transit
• Voted against wage increases and severance pay, which would result in a bigger structural deficit • Change in City Manager
• Issuing the request for proposal for City Attorney services • Budget approval and staff salary augmentation
• Stabilized public safety staffing and paused senior center property disposition

What do you love about Suisun City?
• The people
• The history and location
• The community really cares about the City and everyone knows everyone else • The waterfront
• Resilience and interconnectedness of the community
• Small-town vibe and diverse/inclusive culture in the community

What do you believe are the City’s strengths?
• Access to waterfront, harbor, and marshland (draws people to the downtown) • Accountability
• Active and engaged Council
• Diversity of housing inventory for all income levels in the community • Ecotourist destination
19 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 14 • Engaged, tight-knit, and inclusive culture of the community • First responders’ positive interactions with the community • Local nonprofits are the heart of the community
• Proximity to Travis Air Force Base
• Resiliency
• Signature holiday events
• Transparency
• Transportation hub

Where do you see limitations, weaknesses and/or challenges to the City’s work and efforts to progress?
• Lack of public information staffing and additional engagement; more communications staff resources
• City infrastructure: potholes, cleanliness of the community, code violations, unevenness of the roadway
• Lack of revenues
• No local physicians in the city (have dentists and vets) but only mobile clinic that refers to facilities outside the community
• No economic development plan
• Not on I-80
• Landlocked
• Employee retention is a challenge
• Opposition to low-income housing
• Lack of Council discipline to stay focused and communicate a clear shared vision • Stubbornness
• Fear
• Shortsightedness
• Closedmindedness
• Location - flood/dredging/maintenance costs of the waterfront • Don’t have the resources to cover the costs of our services • Lack of community information and education about the City’s challenges

What are the opportunities that the City should pursue? • Economic development plan needs to move forward
• Marketing of the community including
o Tell our story, strengthen our reach, and highlight our assets o Nourishing new businesses
o Placemaking: Yacht club and fishing
• Safe pedestrian crossing
• Dealing with our unhoused community members
20 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 15 • Community physical visioning for the future
• Capitalize on waterfront, marina, and marshland
• Bring back the museum
• Make the waterfront a historic district and include it on the national registry • 34-acre lot prime for redevelopment (logistics center or other). Our upcoming economic development strategy and plan along with our collaboration with the Solano Economic Development Corporation
• Our diversity and unique community culture
• Downtown infill property development opportunities
• Fishing grant dollars for the harbor. “People love fishing and creating a pier is another win!

What do you believe are barriers or external threats to the City’s success? • Neighborhoods have been neglected and the infrastructure that feeds into them. • Clarify the City’s role as compared to other governments. • We need to do a better job of celebrating successes (i.e., the beautification project). • What’s the Council’s role in combating barriers and threats? • Understanding how Council “paddles together
• Councilmembers who bring an idea forward want to own it and take credit for it • California Forever on pause
• State policies and regulatory agencies can be challenging. • Reduced water allocations
• Expensive regulations imposed by the water district
• Unfunded mandates
• Imposition of affordable housing
• Influence from former elected officials
• Financial challenges
• Fiscal cliff and what does that look like (rely on Fairfield and combine resources...)

What do you believe should be the top priorities for the community in the next 5 years? • Strategic economic development plan
o More staff, more investors
o Invite our community to shop and live locally. Increase foot traffic in our commercial areas.
• Public safety
• Environmental resiliency
• Infrastructure (roads, staffing, systems, dredging)
• Community engagement
• Staff development
• Create jobs here, so that residents don’t need to leave town. 21 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 16 • Encourage schools to teach more about local history. • Advocate that the school board teach more home economics. • Transportation. Microtransit is not working for seniors, the disabled, and youth. Maybe bring the bus service back or have a regular route. Not sure about how funding operates, or whether the City contributes to the cost of this type of change.
• Refresh the local tax measure. I am concerned about what will happen if it doesn’t pass. • Long-term financial stability
• Quick visible wins that are low cost
• Building trust with the public (both Council and City staff) • Ensure Council and staff are aligned
• Fiscal growth and sustainability
• Ensure service levels (especially safety) meet the needs of the community • Make sure the City has the resources it needs
• Bold climate policies

Expectations pertaining to the strategic planning process:
• We should have a tune-up before the end of the fifth year. o Regular updates on progress
o Check-ins to keep ourselves accountable with enough cushion to allow for policy tweaks as needed.
• Be okay to shift priorities
• Tangible wins to the community
• Would like to hear from department heads and learn where they want to take their departments • We should look at the five current goals of the City
22 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 17 Attachment B: Employee and Community Survey
SWOT Themes
Strengths, Limitations, Opportunities, and Challenges
Employees and community stakeholders were asked to strongly agree, agree, disagree, or strongly disagree with statements that presented a potential strength, limitation, opportunity, or challenge for the City of Suisun City. The items for which there was a high level of agreement are shown below in bold.

Survey respondents had an opportunity to provide additional strengths, limitations, opportunities, and challenges. The themes of those open-ended responses are summarized below.

Note: Bold indicates an item that was identified during the previous strategic planning effort, and respondents indicated that it is still relevant
Strengths
Waterfront access
Access to rail and transportation
Proximity to Bay Area, Napa, Travis AFB
Cultural diversity
Community events
Competent and dedicated City staff
Recreational opportunities and proximity to
nature
Limitations
Lack of sales-tax-generating businesses
Crime rate
Lack of succession planning for staff
Lack of public safety resources
City staffing levels
Lack of code enforcement
Homelessness and vacant buildings
Slow development
Lack of public education and engagement
Opportunities
Revitalization of downtown
Development of underutilized parcels
Improve image by addressing social issues
Strategic location and Highway 12 visibility can
attract businesses
Collaborate for strategic regional growth
Enhance public safety
Increase use of the marina
Challenges/Threats
Lack of funding for fire services and road
maintenance
Increase in homeless population
Population growth outpacing public safety
services
Leadership disconnect
Water quality
Staffing recruitment/retention
Lack of funding for City departments
23 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 18 Attachment C: Departmental Projects and Initiatives
City Manager’s Office
Major Plans, Projects, Initiatives Status
Strategic Planning Currently underway and/or approved
Economic Development Strategy and Implementation Plan Currently underway and/or approved Communication Plan Currently underway and/or approved
Legislative Platform with Gonsalves and Sons Currently underway and/or approved Financial Plan Development through 2028 Currently underway and/or approved Digital Filings for Form 700 and related forms Currently underway and/or approved Employee Engagement Committee Currently underway and/or approved North Bay Clinic Desired, not yet underway or approved Training and Organizational Culture Currently underway and/or approved Cannabis Saturation Analysis Currently underway and/or approved Annual and New Councilmember Process Choose an item.

Unhoused Master Plan Choose an item.

Climate and Adaptation Plans Choose an item.

Economic Development Board Creation Choose an item.

Public Safety Radio Currently underway and/or approved Citywide Restructuring of the LLDs/CFD Desired, not yet underway or approved

Human Resources
Major Plans, Projects, Initiatives Status
NeoGov Implementation (October 2024 – February 2025) Currently underway and/or approved Personnel Policies Desired, not yet underway or approved GovInvest Implementation Currently underway and/or approved Union Negotiations Currently underway and/or approved
HR/Payroll Tyler Implementations Currently underway and/or approved

24 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 19 Public Works
Major Plans, Projects, Initiatives Status
Humphrey Canal Project Desired, not yet underway or approved CIP/Roads Annual Workplan and Advanced Planning (August 2025-October 2025)
Currently underway and/or approved
Paint Humphrey Curb Red-Traffic Review Desired, not yet underway or approved CIP Program-internal City Changes Currently underway and/or approved Work with PW Organizational Development Desired, not yet underway or approved Transition CIP from Parks to PW so that PW has all CIP Currently underway and/or approved Restructuring the LLDs Currently underway and/or approved Illegal Dumping Cleanup Program Currently underway and/or approved PW Staff/Workload Analysis Desired, not yet underway or approved Explore Contracting more Landscaping Currently underway and/or approved Garbage Contract Currently underway and/or approved
SB 1383 Mandates Currently underway and/or approved
Cartograph Implementation (Phase 1 – Fall, Phase 2 – Winter 24/Spring 25)
Currently underway and/or approved
LLD/CFD Feasibility Study Desired, not yet underway or approved

Community Development
Major Plans, Projects, Initiatives Status
333 Sunset Building Feasibility Review Desired, not yet underway or approved Marina Development Plan Desired, not yet underway or approved Economic Development Strategy and Implementation Plan
(July 2024-December 2024)
Currently underway and/or approved
Postage Stamp Lot Currently underway and/or approved
Enhance Infrastructure Financing Districts Desired, not yet underway or approved Cannabis Ordinance/Cannabis Saturation Analysis (Aug/Sept. 2024)
Currently underway and/or approved
Logistics Annexation (Highway 12 and Suisun Logistics) Currently underway and/or approved Downtown Specific Plan Currently underway and/or approved Impact and Master Fee Study/Update (Fall 2024) Currently underway and/or approved Parking Study Currently underway and/or approved
Sea Level Rise-Ongoing Analysis/Plan Currently underway and/or approved

25 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 20 Finance
Major Plans, Projects, Initiatives Status
HR/Payroll Tyler Implementation Currently underway and/or approved FY 2024 Audit/ACFR Currently underway and/or approved
HDL Business License Implementation Currently underway and/or approved FY 2025/26 Budget Process Currently underway and/or approved Budget Transfer Policy Currently underway and/or approved Ongoing new Investment Strategy Review/Implementation Currently underway and/or approved SSWA Prop 218 Process Currently underway and/or approved Master Fee/Impact Study Currently underway and/or approved LLD/CFD Analysis/Feasibility Study Desired, not yet underway or approved

Recreation, Parks, and Marina
Major Plans, Projects, Initiatives Status
Recreation Schedule to Council Currently underway and/or approved CIP Projects to PW Currently underway and/or approved
Art Walk near Water Possibility Currently underway and/or approved Stage Trailer Purchase/Process/Use Currently underway and/or approved Working with PW on the following CIP Projects: Heritage Park, Prosperity Garden Park, Montebello Park, Boat Launch Currently underway and/or approved

Information Technology
Major Plans, Projects, Initiatives Status
Tyler ERP HR/Finance Currently underway and/or approved Security Assessment Currently underway and/or approved
Network Infrastructure Citywide Currently underway and/or approved Additional Flock Camera Installations Currently underway and/or approved Council Chamber CIP Project Currently underway and/or approved Computer Equipment Replacement Plan Currently underway and/or approved

26 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 21 Police
Major Plans, Projects, Initiatives Status
Needs Assessment of Space at the Police Department to
expand footprint; build out evidence storage
Desired, not yet underway or approved
Unhoused Citation Currently underway and/or approved
Needs Assessment for staffing Currently underway and/or approved Hiring more Officers and Dispatch Currently underway and/or approved Homeless Unit Currently underway and/or approved
Replace Radio Equipment in the next few years ($300k) Currently underway and/or approved

Fire
Major Plans, Projects, Initiatives Status
Department Strategic Planning Currently underway and/or approved Reorganization – Contract for services Currently underway and/or approved Professional Development Plan Currently underway and/or approved Fire Service Review Currently underway and/or approved
Fireworks Review Currently underway and/or approved
Safe & Sane (Jan. 2025) Currently underway and/or approved CIP Analysis/Major Equipment Replacement Currently underway and/or approved

27 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 22 Attachment D: Summary of Community Meetings
Public Safety Community Meeting Summary
Date October 5, 2024
Location City Hall Council Chambers
Overview
The meeting discussed key aspects of public safety in Suisun City, identifying what is working well and where improvements are needed for the Fire and Police Departments.

Facilitators Bret Prebula and Bianca Vasquez

Key Discussion Points

1. Strengths in Public Safety
• Fire Department
o Community Engagement: The Fire Department actively participates in local events, fostering positive relationships with residents.
o Response Times: Quick and efficient response to emergency calls contributes to a heightened sense of safety within the community.
o Leadership: The Fire Chief's leadership is well regarded by the community. • Police Department
o Additional Resources: The onboarding of two additional Community Service Officers has been positively received, helping to address community concerns.

2. Challenges and Areas for Improvement
• Staffing and Resource Limitations
o Staffing Shortages: The Fire and Police Departments face personnel shortages, which can strain response capabilities during high-demand periods. o Limited Resources: The departments often operate with outdated equipment and constrained resources, necessitating a "do more with less" approach. o Funding Needs: There is a call for fiscal accountability and the pursuit of more grants to support public safety initiatives.
• Communication and Community Engagement
o Police Communication Gaps: Residents expressed concerns about timely updates from the Police Department during ongoing incidents.
o Community Involvement: Programs such as Adopt-a-Neighborhood and beautification initiatives need better integration with the Departments. o Community Input: Residents seek greater opportunities to provide input on public safety matters, with follow-up responses from city management to ensure their voices are heard. o Educational Outreach: There is a strong desire for more community education on safety practices and awareness.
• Infrastructure and Facilities
o Facility Limitations: The current Fire and Police Department facilities may not adequately support the growing needs of the community.
o Traffic Safety: Pintail Drive and Main Street require more traffic enforcement and signage due to speeding concerns.
28 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 23 • Event Preparedness and Safety Measures
o 4th of July Event: The community emphasizes the need for comprehensive preparedness, including fire prevention measures by the Fire Department. o Visibility for Safety: Increased visibility of public safety personnel is necessary to enhance community confidence.
• Operational Priorities
o Staff Confidence and Department Culture: Improved management practices, foot patrols, and fostering a role-model culture within the departments are necessary for better service delivery.
o Better Prioritization: The city should re-evaluate its safety priorities to align with community expectations.

3. Related Non-Safety Issues: Several topics outside the immediate scope of public safety were also raised:
• Ordinance Enforcement: Improvement is needed in enforcing local ordinances. • Infrastructure Concerns: Issues such as blocked fire hydrants, street repairs, and ensuring ADA compliance for sidewalks were highlighted.
• Building Regulations: There were concerns about shed permits, proximity to easements, and fence heights.

Environment and Climate Community Meeting Summary
Date October 11, 2024
Location Virtual, via Zoom
Overview The meeting discussed concerns about the climate and environment, including waste management and cleanliness of the city and waterfront.

Facilitators Bret Prebula and Bianca Vasquez

Key Discussion Points

1. Climate and Environmental Concerns
• Questioned the financial impact of climate initiatives on the city. • Emphasized the need for cleaning up streets, focusing on police and fire protection.

2. Waterfront Cleanliness
• Identified trash in the water and proposed increasing trash can availability and maintenance.

3. Resilience and Future Planning
• Advocated for addressing sea level rise and utilizing nature-based solutions. • Suggested educating the community on environmental changes and promoting eco-tourism. • Raised concerns about flood insurance and the impact of global warming.

4. Economic Development and Utilization of Assets
• Need to address the underutilization of the marina and promote local partnerships (e.g., yacht club).
• Suggested generating income from boat slips and discussed dredging costs. 29 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 24 5. Waste Management and Community Clean-Up Initiatives • Noted the importance of preventing trash from entering the basin and the role of community clean-up teams.
• Suggested netting to catch trash and updating buoy markings. • Encouraged schools and local organizations to participate in clean-up events for credit or volunteer hours.

6. Event Management and Environmental Responsibility
• Suggested event organizers be responsible for maintaining trash cans during events. • Proposed more oversight on waste management during large events.

7. Sustainable Practices and Community Involvement
• Proposed workshops and volunteer events focused on sustainability and trash clean-up. • Highlighted potential for broader engagement through state and national events (e.g., Climate Action Day).

8. Future Opportunities
• Discussed potential funding opportunities and partnerships for sustainability initiatives. • Suggested exploring fellowships or interns for environmental support.

Action Items
• Develop a plan for increased waterfront trash management. • Explore partnerships with local organizations for eco-tourism and environmental education • Consider creating a community calendar for clean-up events. • Investigate grant opportunities for resilience planning. • Engage with residents to improve event waste management practices.

Business and Development Community Meeting Summary
Date October 12, 2024
Location City Hall, Council Chambers
Overview
The meeting discussed potential ways to enhance downtown appeal and community revitalization. Issues pertaining to residential, commercial, and retail development were discussed, as well as the need for community engagement throughout the decision- making process.

Facilitators Bret Prebula and Bianca Vasquez

Key Discussion Points

1. "Chicken and Egg" Dilemma: Which should come first: new homes or new businesses? • Concerns centered around attracting the right mix of residents and businesses to create a thriving community.

2. Downtown Appeal and Revitalization:
• The downtown area requires attractions or events to encourage more foot traffic and bring in visitors.
• There is a call for higher-quality dining options to elevate the local dining scene and make downtown a destination.
30 City of Suisun City Strategic Planning Workshop Workbook Baker Tilly Advisory Group, LP 25 • Suggestions included introducing guided walking tours and garden tours to showcase downtown’s unique character and promote exploration.
• The marina is seen as an underused asset that could be better leveraged to attract visitors and businesses.

3. Retail Development
• There is a desire for more diverse and high-quality retail options to enhance the shopping experience and meet residents' needs.

4. Addressing City Division
• The city is perceived as divided, which may hinder development efforts. A focus on unifying the community through strategic development projects and events could help bridge this divide.

5. Community Engagement
• Engaging the community in development plans and decision making was emphasized as crucial for ensuring growth aligns with residents' expectations and needs. 31

Suisun City City CouncilOctober 26, 2024

Suisun City City Council
October 26, 2024