This meeting will NOT be held in Council Chambers, please follow signs and enter to the right of Council Chambers. The meeting is being held in Conference Rooms A/B inside of City Hall.
The City
of Vacaville is committed to providing meeting facilities that are accessible to persons with disabilities. To request meeting materials in alternative formats, or to request a sign language interpreter, real-time captioning, or other accommodation, please contact the City Clerk’s Office.
1. ROLL CALL
Mayor Ron Rowlett
Vice-Chair Jason Roberts, District 5
Councilmember Nolan Sullivan
Councilmember Roy Stockton, District 1
Councilmember Member Greg Ritchie, Distric
t 2
Councilmember Michael Silva, District 3
Councilmember Jeanette Wylie, District 6
2. PUBLIC COMMENT - In accordance with Govt. Code §54956, public comment is limited to business listed on the agenda.
3. STRATEGIC PLAN Q3 UPDATE AND DISCUSSION OF ONGOING COUNCIL
PRIORITIES
(Staff contact: Aaron M. Busch, City Manager (707) 449-5100) Recommended Action: Receive the Strategic Plan Update and provide feedback.
Fiscal Impact:
Amount Requested: There are no funds requested for this item.
Funding Source: Not applicable
Budget Distribution: Not applicable
Strategic Plan Goal/Initiative:
Goal #4 – Maintain Effective and Efficient Services
Pg. 2
4. ADJOURNMENT
I declar
e that the agenda for the Special Meeting of the City was posted and available for review by the time and place prescribed by law.
____________________________ May 17, 2022___
Michelle A. Thornbrugh, City Clerk Date
AGENDA FOR THE SPECIAL MEETING OF THE
CITY COUNCIL OF THE CITY OF VACAVILLE
May 18, 2022
5:30 p.m.
Conference Rooms A/B
650 Merchant Street
Entrance to Conference Rooms A/B is located
in the parking area off of Walnut Avenue
1 Agenda Item No. 3
May 18, 2022
TO: Honor
able Mayor and City Council Members
FRO
M: Aaron M. Busch, City Manager
SUBJE
CT: DISCUSSION OF STRATEGIC PLAN Q3 UPDATE AND REVIEW OF ON-
GOING COUNCIL PRIORITIES
ACTION FOR CONSIDERATION:
No act
ion is required. This item is for informational and discussion purposes only.
RECOMMENDATION:
Recei
ve the Strategic Plan Update and provide feedback.
BACKGROUND:
On Febr
uary 2, 2021, the City Council conducted a study session to discuss the City of Vacaville Strategic Plan for Fiscal Years 2021 – 2026. This meeting provided the opportunity for Council to discuss the previously identified goals, prioritize the related initiatives, discuss new implementation strategies for each initiative and explore the addition of a new goal to Promote Community Engagement and Increased Equity, Diversity, and Inclusion. The City’s Strategic Plan covers five years and is expected to be used extensively by City Council and City staff to guide and manage future budgets. The Council’s prioritization of these initiatives serves to help focus work programs for all City Departments and ensure a commitment to the completion of the Plan initiatives.
DISCUSSION:
To keep Ci
ty Council and the community updated on the progress being made with the implementation of the Strategic Plan, staff committed to providing an update at least three times per year in conjunction with budget updates. Comprehensive updates can be found in the attached Strategic Plan Update document (Attachment 1). A copy of the Strategic Plan that identifies the Council’s prioritized goals and initiatives is included in Attachment 2.
Another
objective for this evening’s meeting is for Council to discuss how they might give precedence to the remaining priorities for the upcoming fiscal year and identify if there are other goals that should be included as part of that conversation. This element of the discussion will be facilitated by Juan Lopez from Amistad Associates, a Management Consulting firm specializing in Strategic Planning, Organizational & Leadership Development, and Managing Diversity.
ENVIRONMENTAL IMPACT:
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline Section 15378.
2 FISCAL IMPACT:
Additional Funds: There are no funds requested for this item.
Funding Source: Not applicable
Budget Distribution: Not applicable
ALTERNATIVES:
The Council could provide direction to staff on the Strategic Plan Update process and/or document.
STRATEGIC
PLAN GOAL/INITIATIVE:
Goal #4 – Maintain Effective and Efficient Services
ATTACHMENTS:
Attachment 1: Strategic Plan Update
Attachment 2: Strategic Plan Fiscal Year 2021-2026
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1.0.0 Goal 2: Strengthen the Local Economy
Initiative 2A: Articulate a current Economic Development Program
1.1.0 1. Implement COVID-19 Economic Recovery Strategy Economic Development Ongoing The implementation of the Vacaville COVID-19 Economic Recovery Strategy Execution Plan began in February 2021. Many of the action items identified in the previous updates have been completed. The strategy covers all of Vacaville’s key industries and is a practical plan to help businesses recover from the economic injury to the economy due to COVID-19. The following action items have been initiated:
a) The Shop Local Vacaville virtual marketplace launched on November 18, 2021. The virtual marketplace currently has over seventy (70) businesses enrolled with the capacity to enroll thirty (30) additional small businesses. b) The Vacaville Manufacturing Retention program successfully launched on October 21, 2021. 16 manufacturers have enrolled in the program. These meetings will continue quarterly.
c) The COVID-19 Economic Recovery Webpage has the following economic indicators that are update quarterly. They will continue to be update through2024. The following indicators have been update with the latest data. (a) Economic Recovery Dashboard
(b) Story Map
The city of Vacaville economy is recovery well from the COVID induced economy. Job growth and tax revenue did increase from February 2021 to February 2022. For detailed information please refer to the COVID Recovery Strategy Economic Update. 1 of 16
ATTACHMENT 1
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1.2.0 2. Invest in proactive Economic Development strategies that capitalize on the City’s strengths.
Economic Development
Community Development
Ongoing - Estimated Completion Fall 2022
Implementation of Phase III of the Biotechnology and Advanced Manufacturing Strategy has begun. The focus of the phase is business attraction. Attending industry specific events and communicating to the industry executives through the way they receive information. Staff will be attending the following events to meet with companies that are currently looking for location to establish a biomanufacturing facility.
American Manufacturing Summit - April 2022
San Francisco Business Times Biotech Forum - May 2022
Bio International Conference - June 2022
The initiative has met with some success as Agenus Bio and Polaris Pharmaceuticals have chosen to invest in Vacaville and build new biomanufacturing facilities.
Economic Development staff is currently negotiating with two companies. (1) a medical device manufacturer interested in purchasing 20 acres of land in the Vaca Valley Business Park to build 100,000 Sq. Ft. manufacturing facility. A location decision is now expected be made by fall 2022, and (2) a biotechnology instrumentation company interested in purchasing a 97,000 square foot building. A location decision is expected be made by fall 2022.
1.2.1 ● I mplement Biotech & Advanced Manufacturing
Strategies
Economic Development Ongoing - Phase 3 started April 2022 The Council approved the initiation and funding for the third and final phase of the Biotech Initiative. The focus of Phase III is the initiation of the City’s investment attraction efforts. This phase was initiated on April 12, 2022. Staff will prepare a strategy update in the 3rd QTR of 2022.
1.3.0 3. Expand relationships with existing partnerships to help promote local workforce readiness and meet
local business needs.
Economic Development Complete
After further conversation with Amazon, the Workforce Development Board of Solano County, and other logistics industry professionals. It was determined that this program does not add value to the industry, nor would it provide higher wages for entry level employees. This task is now consider closed.
In response to the biotech industry's concern over the lack of entry level workforce. Staff in partnership with Solano College, and the Solano County Workforce Development Board, will be supporting the California Biomanufacturing Center's efforts to implement the Rapid Alternative Medtech Pathway (RAMP). This training program is scheduled to begin in the 3rd quarter of 2022. 2 of 16
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1.3.1 ● Travis AFB, Solano College, & County Workforce
Development Board
Economic Development Complete
After further conversation with Amazon, the Workforce Development Board of Solano County, and other logistics industry professionals. It was determined that this program does not add value to the industry, nor would it provide higher wages for entry level employees. This task is now consider closed.
This partnership will now focus on the development of an entrepreneurship program in partnership with TAFB Phoenix Sparks program. Kick off meeting is scheduled for April 18, 2022.
1.4.0 4. Develop a citywide business incentive plan that fosters economic diversification (i.e. infrastructure
investments, incubator programs and grow local
entrepreneurs).
Economic Development Ongoing - Through December 2022
Through the efforts of the Economic Development Advisory Committee, a draft citywide business incentive plan is still under development and estimated for Council review and adoption in July 2022.
In collaboration with the Small Business Development Center the Vacaville Entrepreneur Roundtable began on October 7, 2021.
Meetings will be held quarterly and will run through December 2022
1.5.0 5. Create an efficient development approval process Economic Development Community Development
This initiative was placed on hold while a permanent Public Works Director is recruited.
2.0.0 Goal 4: Maintain Effective and Efficient Services Initiative 4A: Ensure Fiscal Sustainabilit
y
2.1.0 1. Continue to address long-term unfunded liabilities. Finance Human Resources
Ongoing
In February, the City made an additional $2 million "principal" payment on its pension unfunded liability to save on long-term interest costs. The $2 million came from existing budget as the City saw a savings in the amount needed to pay the FY 2022 OPEB contribution based on the most recent actuarial results on the City's unfunded liabilities. Staff will be presenting options on programming in additional payments towards the City's pension liabilities as part of the FY 2022/23 budget adoption process.
2.2.0 2. Continue to enhance the City's financial position and operations by identifying and implementing additional financial tools as well as adopting policies and procedures that promote efficiencies and effectiveness.
Finance Complete
The City updated its General Fund Reserve Policy in March 2022.
2.2.1 ● C onduct a Water and Sewer Rate Study to ensure these Enterprise funds have sufficient revenue to cover future capital and operating costs.
Utilities Ongoing - Estimated Completion January 2023
Utilities has selected a consultant to prepare a Water Rate Study and a Sewer Rate Study. Contract negotiations are underway and the work is expected to start in May 2022. The work is expected to take 6-8 months to complete. 3 of 16
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2.2.2 ● Develop strategies to address existing Landscape and Lighting District structural deficiencies.
Public Works Ongoing
Public Works is preparing an RFP for consultant services to provide polling and District Engineering Services to explore the possibility of creating a citywide district or other assessment rate increases to existing districts. Funding for this effort will be included in the FY23 budget.
2.3.0 3. Continue to expand upon best practices used for budget transparency.
Finance
City Manager's Office
Ongoing
At the February 22, 2022 council meeting, staff presented a midyear budget update on the City's general fund and a presentation on the ARPA community survey results along with options on allocating the ARPA funding in response to the survey results. Follow up discussion on the allocation of funding will continue at the April 12, 2022 council meeting. The City's financial transparency portal, Open Budget, continues to be worked on with an anticipated June 2022 date for the relaunching of the revamped website.
2.3.1 ● Develop a long-range financial plan for Measure M Finance City Manager's Office
Ongoing - Estimated Completion May 2022
Finance and CMO will present an update to Council on May 10, 2022.
2.4.0 4. Pursue new and alternative revenue sources. Finance Ongoing Staff continues to evaluate and have conversations with HDL regarding the development of a use tax program for large construction contracts performed in the city to have the use tax paid on the materials on these contracts allocated directly to the city instead of the countywide tax pool.
2.5.0 5. In the spirit of good stewardship, educate residents and other stakeholders on the financial and tax related concepts that affect the City.
Finance Ongoing
City staff made two quarterly budget updates during this timeframe presenting the 1st Quarter General Fund Budget Update at the 11/9 City Council meeting and the Midyear General Fund Budget Update at the 2/22 City Council meeting.
A
s part of these
updates, staff present how two of the City’s largest tax revenue sources, property tax and sales tax, are tracking relative to prior years and how the current environment (pandemic, rising home values, inflation, etc.) impact these revenues.
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3.0.0 Goal 3: Protect Vacaville's Quality of Life
Initiative 3A: Promote Housing for All
3.1.0 1. Develop a comprehensive Housing Strategy that promotes multiple forms of rental and homeownership opportunities and removes barriers in order to provide all types of housing for our community.
Housing
Community Development
Ongoing
During this reporting period, information was gathered from the community on: what their housing needs are; what housing objectives the City should focus on; and who the community thinks are underserved housing populations in Vacaville. This information was obtained through online surveys and the first community workshop held in November. A Development Community workshop was also held to gather input regarding barriers to housing production in Vacaville and to receive the development community's perspective on the potential challenges and solutions. A Study Session was held with City Council in January. The study session provided an update on the work completed to date, presented the major themes received so far from the community and developers, and provided the opportunity for the City Council to share their perspective on the preliminary recommendations. A second community workshop, which also invited the development community, then took place. This second workshop continued to inform the community about the Housing Strategy and Housing Element, presented what has been heard from the community and developers, defined missing middle and other housing types, and gathered feedback on preliminary recommendations. The online survey closed on February 6th and 133 surveys were received. Based on the information received from the community, developers, City Council, and analysis conducted, the consultant, EPS in partnership with Placeworks, provided a draft Housing Strategy document to staff for review and comment. It is anticipated that the draft final report will be presented to the City Council for consideration in June 2022.
The Housing Element Update kick offed in October 2021. A subcommittee of the Planning Commission was formed to assist with this important project; the subcommittee met once and will meet at least two more times as a resource to the process. Following the joint session of the Council and Commission held March 29, 2022 and several rounds of community outreach, the reports are under preparation. The Housing Element will be formally reviewed by Council and Commission in late summer following additional public outreach.
Staff continues to work with the developers of the Greentree project on project review activities, including regular meeting with the Greentree liaisons and the Greentree developers. The North Village developer hosted a community meeting regarding the project on October 9, 2021. Staff will be scheduling the first City-sponsored community meeting to occur before the end of 2021.
3.2.0 2. Create new ways to generate additional affordable housing and preserve existing affordable housing.
Housing
Community Development
Ongoing
The Housing Strategy, and the Housing Element, will examine strategies to spur preservation and development of affordable housing.5 of 16
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3.3.0 3. In partnership with public agencies, non-profit, faith- based and other key stakeholders, develop and implement a
comprehensive homelessness action plan that addresses
sleeping in outdoor spaces, pro vides supportive services, and identifies strategies for permanent housing.
Housing Ongoing
At the October 26, 2021 City Council meeting, staff presented eligible categories American Rescue Plan Act funds may be used to support and potential funding priority areas identified by staff. The potential priority areas included: funding toward operation of the regional homeless shelter and start-up and eventual operation of a navigation/day center located in Fairfield; contribution towards infrastructure and operation of a navigation/day center in Vacaville. At the February 22, 2022 City Council meeting, the City Council considered community survey results regarding priority areas, considered funding allocations for the ARPA revenue, and provided direction to staff. The City Council will consider funding towards these homeless efforts at a meeting in the near future. At the March 8, 2022 City Council meeting, the Mayor appointed two Councilmembers, Sullivan and Stockton, the 2 x 2 Regional Homeless Subcommittee to discuss regional homeless issues in Solano County and work collaboratively in creating and implementing a regional response to homelessness. The Committee has developed a Regional Navigation Center Plan that considers several potential projects: formalizing the Homeless 2 x 2 Subcommittee by forming a Solano Executive Commission on Homelessness to build on CAP Solano, JPA’s work and focus on regional policy and implementation strategies; expansion of SHELTER, Solano located at 310 Beck Avenue in Fairfield to include a Navigation Day Center to serve approximately 130 people; construction of a new Shelter and Navigation Day Center in Vallejo (location TBD) to serve approximately 125 people; creation of a satellite Navigation Day Center in Vacaville to serve approximately 20 people/families.
4.0.0 Goal 4: Maintain Effective and Efficient Services Initiative 4C: Build a Positive Organizational Culture and Workforce
4.1.0 1. Develop an innovation and efficiency plan that uses best practices.
Various Ongoing
Various small efforts are underway in certain City Departments as a means of experimenting with different innovation models.
More comprehensive programs for city wide implementation will be explored in the near future once more has been completed on the smaller level.
4.2.0 2. Cultivate a progressive work culture that is responsive to customer service demands.
Human Resources Complete
Developed a flexible workplace policy allowing for designated positions to perform hybrid work in a post-Covid environment.
Employees approved for this program work in the office at least two days a week. This program will help with recruitment and retention efforts. Started January 1, 2022 after successful completion of a 6 month trial period.
Increased access to online programs and services for customers.
4.3.0 3. Explore best practices for integrated performance management and benchmarking into the City’s work culture.
Human Resources Ongoing - Fall 2022 target for update
Waiting for post-Covid time frame to explore resources for this item. Estimate that HR will pursue resources in the Fall of 2022. 6 of 16
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4.4.0 4. Promote a highly engaged workforce. Human Resources Ongoing COV Life has migrated to the CMO's office to integrate with COV CONNECT and be run by the Executive Assistants in each department (chaired by the CMO's EA). This will transition the program to be spear-headed by a position in each department that has a better pulse on how to promote employee awareness and interest in engagement. This should result in additional participation.
CoV Life Events were impacted due to COVID and many were canceled. They successfully held a craft night (25 participants), a guessing game contest (70 participants), dine-on-us program (182 participants), various financial classes (15-20 participants per class), Yoga at City Hall (5 participants) and are planning "Bring Your Lawn chair to work" 5/18/22 (est. over 100 participants). Other programs/promotions shared/planned: Mental health awareness information will be shared in May 2022, Farm-fresh-to-you (local fresh food deliveries), discounted shopping opportunities for the Columbia Employee Store, and various COVID-19 resource information shares.
4.5.0 5. Potentially revisit City’s current Core Values:
Accountable, Inclusive, Innovative, Responsive
City Manager's Office No work has begun on this item.
5.0.0 Goal 2: Strengthen the Local Economy
I
nitiative 2B: Manage Impacts from Growth
5.1.0 1. Provide achievable funding mechanisms for planned development projects including:
Community Development
Public Work
s
Economic Development
Ongoing
Community Development: The Development Impact Fee (AB1600) Study is anticipated to be released for public review in April and scheduled for potential adoption by Council in May/ June 2022.
5.1.1 ● U pdate City's Development Impact Fee (DIF) Pubic Works Ongoing - Estimated Completion June 2022 The dr
aft DIF is complete with the goal of full adoption by the end of FY22.
5.1.2 ● Conduct Community Facilities District and Landscape and Lighting District Evaluations.
Finance
Public Works
Ongoing
Public Works: In relation to Landscape and Lighting Districts, Public Works is preparing an RFP for consultant services to provide polling and District Engineering Services to explore the possibility of creating a citywide district or other assessment rate increases to existing districts. Funding for this effort will be included in the FY23 budget.
Finance: At the 12/14 City Council meeting staff shared its annual report on the Community Facility District (CFD) funds collected and expended. The current report can be found on the City’s CFD webpage at https://www.ci.vacaville.ca.us/government/finance/community-facilities-districts along with other useful information such as current rates, historical data, and a map of the areas in the City within a CFD. As the City continues to grow and new development occurs, staff will work with an external consultant to evaluate the formation of new CFDs going forward. 7 of 16
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5.2.0 2. Complete and implement the City's Park and Recreation Master Plan.
Parks and Recreation Ongoing
PRMP Implementation: The following projects have active consultant contracts and are in varying design phases: Alamo Creek Park, Corderos Park, Meadowlands Park, Pheasant Country Park, Sierra Vista Park, Trower Park and Lagoon Valley Dog Park.
Improvements in the $10 million + range will come into focus after the 3x3 committee is established.
Centennial Park master planning is being coordinated with a construction contractor to build specific phases. Turn-key park projects are underway for developments at Farmstead, Roberts' Ranch, and Magnolia Park Phase II. Planning for new neighborhood parks to serve future developments are underway at North Village, Green Tree, and Lower Lagoon Valley.
Staff identified the Caliguiri and Glen Eagle Open Space as an area needing trail development, improvements to trailheads, fire prevention planning, and marketing resources to invite more tourists to utilize the boulders. Parks and Recreation and Economic Development staff worked collaboratively to apply for the ARPA Travel, Tourism, and Outdoor Recreation grant administered by the Department of Commerce Economic Development Administration.
All $100,000 in Rec Scholarship funding has been allocated to 204 youth (79 families) to participate in Parks and Recreation Department programs. Staff is in the process of working with families with unused funds ($35k as of 3/25) and are encouraging spending or returning scholarship credits to be allocated to other (new) families that qualify and have applied for funding.
5.2.1 ● Explore development of additional parks Parks and Recreation Ongoing Staff is beginning feasibility study and planning for a new neighborhood park at Ulatis CC to serve new residents in the area.
Maintenance funding to be provided by the new high density residential projects. Need to solicit support from Strata 1200 to fully fund the maintenance.
5.2.2 ● Examine neighborhood equity of parks and services Parks and Recreation Ongoing Equity is a top priority for P&R Department. We are actively working with the community, staff and elected officials on incorporating more sensory, adaptive and accessible equipment into more of our parks using Measure M funds as well as the provision of ADA access at all new parks. P&R Department has developed an annual plan to add new adaptive/sensory play equipment to existing parks. The plan attempts to maximize the impact of allocated funding.
P&R Department has several "Quick Win" park improvement projects underway throughout the City (see details under Goal 2 below) that will include adaptive sensory play equipment. 8 of 16
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5.3.0 3. Reinvest in aging infrastructure in downtown to help ensure the success of the Downtown Specific Plan.
Community Development
Economic Development
Public Works
Complete
PW: Work on the City's 2021 Slurry Seal was completed and accepted by City Council in November of 2021 for work that included resurfacing and rubberized cape seal treatments on five alleys in the Downtown.
Completion FY22
Work on the City's Citywide Directional Signage Program has begun that includes the installation of wayfinding signage along arterial and collector streets directing travelers to select destinations throughout the City including the Downtown.
Ongoing
Additionally, a Contractor continues to work on a City Capital Improvement Project to replace functionally outdated sewer mains and service laterals within the Downtown. Staff coordinated the work with members of Downtown Vacaville Business Improvement District and residents.
Ongoing
Community Development: Following adoption of the Downtown Specific Plan in February 2022, staff is working on a plan to utilize Measure M funds to implement tactical, short term improvements to improve lighting and parking conditions downtown.
Citywide directional began March 2022.
5.4.0 4. Ensure the City has up to date infrastructure Master Plans (i.e. Water, Sewer, Roads, Drainage) for new growth areas.
Utilities
Public Works
Economic Development
IT
Ongoing
Util: The Water and Sewer Master Plans are in the process of being updated by West Yost (consultant), and are expected to be finalized in July 2022.
PW: The City's consultant, West Yost and Associates, completed a DRAFT Storm Drainage Master Plan in 2021. Staff continues to work with West Yost and Associates to finalize the City's Storm Drainage Master Plan that will be incorporated as an appendix to the City's AB1600 Fee Study.
5.4.1 ● Develop new fiber-optic Master Plan IT Ongoing - Estimated Completion September 2022 The broadband team has completed the 1st phase of the overall project, including the needs assessment, asset inventory, and non- city-owned inventory data gathering and review. Interviews with key stakeholders across the city are now complete. A citizen survey was created and included in monthly water bill statements, and we are currently tracking over 700 responses! The project will move into the subsequent phases, including city policy assessments, gap analysis, and a rough draft of the master plan. The project completion date is September 2022.
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5.5.0 5. Promote climate, sustainability and green energy. City Manager's Office Community Development
Economic Development
Finance
Fire
Human Resources
IT
Police
Public Works
Utilities
Ongoing - P&R:
Staff continue to design new parks to reduce water consumption, irrigate with raw water where possible, and increase shade and carbon sequestration through the planting of more shade trees.
Ongoing - Community Development:
Staff identified implementation of the Energy and Conservation Strategy as a potential priority during the upcoming calendar year if there is sufficient staff capacity given other priority items.
Ongoing - Public Works:
Public works continues to work on climate/sustainability/green energy though actions outlined in the General Plan that was adopted in August 2015, which includes an Energy and Conservation Action Strategy (ECAS) document.
FLEET AND ALTERNATIVE FUEL INFRASTRUCTURE
• Reduction of greenhouse gas (GHG) emissions through the promotion of multimodal transportation options and alternative fuel vehicles: per the following General Plan sections:
- COS-A9.2 continue to provide alternative fuel infrastructure - COS-A9.3 continue to purchase alternative fuel vehicles - TR-15 continue to install electric vehicle charging stations
SOLID WASTE AND RECYCLING
• California Senate Bill 1383 aimed at reducing organic waste deposited into landfills and the off-gassing of harmful greenhouse gas pollutants from those organic wastes, the City will continue to implement the programs, services and educational initiatives of Amendment #3 to the City’s Franchise Agreement passed by City Council in August 2021.
5.6.0 6. Leverage the use or sale of City owned surplus property. Housing Economic Development
Ongoing
The City Council has taken action on several City-owned parcels to declare those parcels "Surplus" as required under the Surplus Land Act (SLA). The SLA requires that the City notify certain "Preferred Entities" that the land has been declared surplus and allow a 60 day time period to receive any notification of interest in the property. If a notification of interest is received, the City must negotiate in good faith regarding that property for up to 90 days.
If no notification of interest is received, or when negotiations fail, the City must provide documentation to the State Housing and Community Development Department (HCD). HCD then has 30 days to approve that the process has been completed. Once approved by HCD, the City can then initiate marketing of the property.
When marketing efforts by staff have concluded, staff will bring any proposed sale of property to the City Council for consideration. 10 of 16
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6.0.0 Goal 1: Ensure Public Safety
Initiative 1A: Manage Changing Paradigm for Police
6.1.0 1. Develop and implement a Public Safety Strategic Plan. Police Ongoing - Report Due July 2022 The City contracted with the OIR Group back in November of 2021 and the Police Department Audit is in progress. Staff will be bring an updated scope of work to Council on May 10, 2022. The latest anticipated date to receive a final report from OIR is July of 2022.
6.1.1 ● Evaluate current industry Best Practices and new legislation to ensure we're meeting community expectations.
Police Ongoing
The comprehensive audit by OIR is currently underway and a refined scope of work will be presented to Council on May 10, 2022.
A police-focused "public listening sessions" will be scheduled in the coming months.
6.1.2 ● Utilize public safety and quality of life key performance indicators to identify, analyze and report on new trends.
Police Ongoing - Estimated Completion December 2022
Crime Analyst Hill and a PD Tech team are working to create a Real Time Crime Center - RTCC for rapid apprehension. Task force assignments allow for regional collaboration/communication re: crime trends and criminal tactics. We estimate having at least basic RTCC established by Dec. 31, 2022
6.1.3 ● Explore new programs and methods to address the increased demand for mental health, homeless, and substance abuse services.
Police Complete - April 2022
The county's Mobile Crisis Response Team will be deployed in April 2022 in Vacaville, Dixon, and rural Solano County. This team will eliminate a police response to those non-armed/non-violent instances involving mental health. Crisis team members will respond directly to the scene of the caller.
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6.2.0 2. Prioritize community–based policing practices and identify areas for extended outreach and program development.
Police Ongoing - Audit Report Estimated July 2022
Several meetings between PD Chief Nicole Anderson & Associates have already occurred, now developing the template and logistical details for community forums regarding not just PD, but overall City services. The audit by OIR (set to be complete in July 2022) will act as a roadmap for community policing in Vacaville.
Complete
The District Commander Program has been implemented. It has enabled residents of the six districts to have a sergeant and lieutenant from the department to whom they can directly bring their concerns. Residents know who to go to about issues in their neighborhood, or around their place of business. The district commanders have engaged with district residents and business owners through various community events, on the phone, or through the department’s district commander email system. The program has been very successful and we look forward to seeing what the future of the program looks like.
6.3.0 3. Pursue accreditation from the CALEA national program which promotes increased community advocacy and greater accountability within the agency.
Police No Update
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15 Strategic Plan Update
November 2021 - April 2022Council
Priority
Goal / Strategic Initiative /
Implementation Strategies
Responsible
Department(s) Update for November 2021 - April 2022
7.0.0 Goal 1: Ensure Public Safety
Initiative 1B: Manage the increasing call volumes for Fire and EMS
7.1.0 1. Evaluate staffing models and facility demands to meet future public safety service delivery needs.
Fire Ongoing
Proposed social host ordinance for stricter illegal fireworks enforcement is being presented to City Council on April 12, 2022.
The Ready, Set, Go! Wildfire Preparedness Program continues to be rolled out to the community.
7.1.1 ● Increased calls for service Fire Ongoing
Calls for service increased 11.9% from 2020 to 2021 and 17.6% over the past five years. The increase in calls-for-service will necessitate an additional engine company (three personnel) in the City within the next two to three years. The FD plans to convert Medic 72 and Medic 74, which are dual-role (firefighting and emergency medical capable) medic units to single-role (emergency medical only) units. The firefighters from the dual role medic units will be used to staff the additional engine company and place a fourth person on the truck company. The single role medic units will be staffed with part-time fully certified emergency medical technician and paramedics that will also be serving as apprentice firefighters. If the apprentice program is approved, the plan is to convert Medic 72 into a single-role unit beginning January, 2023. Medic 74 would be converted to a single-role no later than June, 2024. At that time Engine 74 will be staffed and the truck company, currently at Station 74, will be moved to Station 72.
7.1.2 ● Expand or move fire stations Fire Ongoing
Currently, Vacaville’s truck company is housed at Station 74. As a result, we are not compliant with truck response times in the north part of the City. In order to be able to meet truck response times, the truck company needs to be moved to the center part of the City (Station 72); however, there is currently not enough room at Station 72 to house an engine, truck, ambulance, and battalion chief (10 personnel). There is currently $3 million in Measure M funds earmarked for expansion of Station 72. Currently, the FD is exploring the possibility of expanding Station 72 to house four units and 10 personnel at the current location at Ulatis and Nut Tree. Construction costs of an expanded station will be around $15 – 20 million. 13 of 16
16 Strategic Plan Update
November 2021 - April 2022Council
Priority
Goal / Strategic Initiative /
Implementation Strategies
Responsible
Department(s) Update for November 2021 - April 2022
7.1.3 ● Potential impacts from future Biotech and master-planned development projects
Fire Ongoing
FD is reviewing potential options to staff the fire truck with four personnel and place it in the center of the City at Station 72. The anticipated impact of biotech and master-planned communities is an increase in the calls-for-service. This will necessitate an additional engine company (three personnel), along with a standalone truck company (four personnel) that protects the entire City.
The Lagoon Valley project will necessitate a staffed fire station (three personnel) with a fire engine and wildland firefighting engine.
Within the next two to four years, Vacaville FD will need to have six fire engines (three personnel each), one fire truck (four personnel), three dual-role medic units (two personnel each), and a battalion chief responding from six fire stations for its firefighting force. In addition to this, we will need to have two single-role ambulances to meet emergency medical transport needs.
7.2.0 2. Consider opportunities to improve the City's emergency management, including targeted efforts in wildfire
preparedness and response.
Fire Ongoing - Estimated Completion October 2022, Then Ongoing EOC Drills Fire: Awaiting input from City Attorney's Office, PD, and Public Works so the Emergency Operations Plan Update can be finalized.
Next step will be obtaining approval from City Council. Once we have approval from Council, we will conduct an EOC drill. The updated Emergency Operations Plan will be presented to council in August, 2022 and an EOC drill in October, 2022. Thereafter, FD plans to conduct quarterly EOC drills.
Complete
IT: Technology support for the EOC, including installing iPad's and virtual media devices, are now available for future training and public safety events.
8.0.0 Goal 4: Maintain Effective and Efficient Services Initiative 4B: Rebuild City Support Services (IT & Finance, Human Resources, Risk Management)
8.1.0 1. Implement the Technology Strategic Plan and Geographic Information Services Master Plan
IT
City Manager's Office
Ongoing
Staff is finishing up year two of the Technology Strategic Plan, which included rolling out Office 365 and reviewing the Vacaville Land Management System as well as land use Database updates.
In collaboration with Public works, IT staff completed a major project to update the internal battery power systems. This critical project was necessary to prevent power outages at our public safety data centers and dispatch. Working to fill the new vacant GIS tech position (in progress). Position has been posted and recruitment started.
8.1.1 ● Develop policies for increased cyber security IT Ongoing - Estimated Implementation Mid-FY23 IT is updating and/or drafting key security policies identified in the Technology Strategic Plan. Expected implementation is mid- FY23.
14 of 16
17 Strategic Plan Update
November 2021 - April 2022Council
Priority
Goal / Strategic Initiative /
Implementation Strategies
Responsible
Department(s) Update for November 2021 - April 2022
8.2.0 2. Explore "Smart Cities" technology initiatives to address key community needs and interests.
Public Works
IT
Ongoing
An ITS Master Plan is budgeted in FY 22/23. ITS technologies advance transportation safety and mobility and enhance American productivity by integrating advanced communications technologies into transportation infrastructure and into vehicles. ITS encompasses a broad range of wireless and traditional communications-based information and electronic technologies.
8.3.0 3. Implement an Enterprise Risk Management program. City Manager's Office City Attorney's Office
Ongoing - Estimated Completion in FY23
Risk management will be a focus of the City Manager's Office new Management Analyst (MA). The MA will attend several trainings on Enterprise Risk Management best practices and implementation in early FY23. Risk Management will collaborate with the City Attorney's Office to develop a coordinated ERP program in FY23.
8.4.0 4. Continued implementation of the City's new Enterprise Resource Planning (ERP) system.
City Manager's Office
Finance
Human Resources
Complete
The ERP system is in place and being utilized. Departments are fine-tuning use of the program as we go.
8.4.1 ● Expand ERP for contract management. Complete Action item is complete. Program is being used in daily work.
8.5.0 5. Build upon best practices for successful on-going employee retention and recruitment efforts that retain and attract high performance employees.
Human Resources Ongoing
Implementation of a 9/80 work schedule for most non-safety and non-24 hour jobs in December 2020, implementation of a flexible workplace policy allowing for remote work opportunities implemented January 2022. Adoption of a hiring incentive program for Lateral and Academy Graduate Police Officers approved by Council and implementation started in 2022. Comprehensive updates to salaries in the L39 bargaining unit to bring positions to the Market Mean in November 2021
8.6.0 6. Develop and implement a Records Retention system. City Manager's Office Ongoing CMO: Date is forthcoming to present an updated retention policy to Council. Once approved the plan will be implemented by the CC/CA.
IT: Aligning with strategic goal #4, various departments are now using electronic/Digital signatures.
Promote Community Engagement and Increased Equity and
Inclusion 15 of 16
18 Strategic Plan Update
November 2021 - April 2022Council
Priority
Goal / Strategic Initiative /
Implementation Strategies
Responsible
Department(s) Update for November 2021 - April 2022
Create and implement a comprehensive Community
Engagement Plan to enhance public dialogue and trust
between the Organization and the Community.
Various Ongoing - Estimated Completion FY23
A draft Communications and Engagement Plan is in development with an anticipated deployment time frame of Fall/Winter 2022.
SAE Communications is under contract with the City to support communications. SAE is scheduled to provide training in the coming fiscal year.
A website clean-up effort began in April to prepare the website for a revamp that will kick off in Fall 2022.
The City has contracted with translation vendors to provide simultaneous translation and document interpretation on an as needed basis. A widget was added to the website to offer a multi-lingual experience.
Individual meetings with department identified ways to connect the Department with the community, provide access to information and bring awareness to City business and operations.
Primary tools include social media, nextdoor, website, in-person & remote community meetings and workshops, City report(s), City survey(s), utility bill inserts, Channel 29/99, e-billboards, COV Connect program, videos, flyers, sharing information with partner organizations (VUSD, Solano Library), etc.
Develop a comprehensive Communications Plan that includes a multi-lingual component.
City Manager's Office Ongoing - Estimated Completion Winter 2022 A new Public Relations Manager began in late November 2021 after a long vacancy.
A draft Communications and Engagement Plan is in development with an anticipated deployment time frame of Fall/Winter 2022.
Explore the use of a Neighborhood Capacity-Building Strategy. City Manager's Office Ongoing Staff is currently researching implementation concepts for the potential development of city wide Neighborhood Associations which are designed to increase connectivity between the City and local residents as a means of promoting an increase in Neighborhood Capacity. An update on this research could be ready for presentation to City Council in year 2023.
Continue to develop and expand upon the efforts with the City's new Equity Focus Group.
City Manager's Office Ongoing
As part of the Police Audit being completed by OIR, the City is utilizing the services of Nicole Anderson to facilitate a "Community Forum" event to seek input from the community at-large. Included as part of this effort is the re-establishment the focus group with the intent of expanding the efforts of this group into a new "Round Table" group. 16 of 16
19 City of Vacaville
Strategic Plan
FY 2021
-
2026
ATTACHMENT 2
20 2
Mission
Our mission is to understand and balance
our citizens’ needs, desires and resources
to achieve the highest possible quality of
life for the overall community through the
provision of excellent services and pursuit
of our vision.
21 3
Vision
The City of Vacaville organization is entrusted with broad responsibilities that have a profound impact on our citizens’ health, safety and convenience and enjoyment. We carry out the
organization’s mission in a manner that promotes pride—among its residents in the high quality of life they enjoy and in their City organization for the contributions we make on their behalf.
We create this sense of pride by a commitment to:
Excellence and innovation in customer service.
Open and inclusive decision-making processes both internally and externally.
Sustaining an organizational culture that values diversity, individual contributions, accountability, teamwork and a “can do” attitude. Promoting a community culture of diversity and inclusion along with the benefits of both a big and small town feel in a safe environment. 22 4
Strategic
Plan Goals
Goal # 1
Ensure
Public Safety
Goal # 2
Strengthen the
Local Economy
Goal # 3
Protect
Vacaville’s
Quality of Life
Goal # 4
Maintain
Effective and
Efficient
Services
Goal # 5
Promote
Community
Engagement
and Increased
Equity and
Inclusion
Strategic Goals
The Strategic Goals take the Mission and Vision
statements and provide more specificity to them. If the goals are achieved it brings more life and meaning to
the Mission and Vision. The Goals also provide the
framework for choosing and prioritizing what strengths, weaknesses, opportunities and threats (that were
identified through a SWOT analysis) should be ad-
dressed in this Strategic Plan.
We will use data, metrics and other indicators to better understand both our Strategic Plan Goals and our
relative attainment of them.
23 5
Strategic
Initiatives
Strategic Initiatives
Through the SWOT analysis, City Council chose eight
strengths, weaknesses, opportunities and threats to
address due to their impact to the City. These have
become the Strategic Initiatives and are each linked to their corresponding Strategic Goal.
Goal 5 was added by City Council during the prioritiza- tion session and its Initiatives will evolve over time with City Council direction.
Goal 1 Ensure Public Safety
Initiative 1A: Manage Changing Paradigm for Police
Initiative 1B: Manage the increasing call volume for Fire and EMS
Goal 2 Strengthen the Local Economy
Initiative 2A: Articulate a current Economic Development Program
Initiative 2B: Manage Impacts from Growth
Goal 3 Protect Vacaville’s Quality of Life
Initiative 3A: Promote Housing for All
Goal 4 Maintain Effective and Efficient services
Initiative 4A: Ensure Fiscal Sustainability
Initiative 4B: Rebuild City Support Services – Information Technology, Finance, Human Resources, and
Risk Management
Initiative 4C: Build a Positive Organizational Culture and Workforce
Goal 5 Promote Community Engagement and
Increased Equity and Inclusion
24 6
Implementation Strategies & Prioritization
To carry out these priorities in a timely and efficient manner, a series of Imple- mentation Strategies has been prepared for each initiative.
These Implementation Strategies have been created to serve as the Action Plan to achieve the eight Strategic Initiatives that implement the City Council’s four overarching Strategic Goals.
The Action Plan that will be developed for each Strategy will include:
staff assignments; resources needed; funding parameters; and, a schedule to ensure proper implementation.
On the following pages you’ll find the Strategic Initiatives in order of City Council priority along with the associated Implementation Strategies, which have also been prioritized. As Goal 5 was added by City Council during the prioritization session, its Implementation Strategies have not been prioritized and will evolve over time with City Council direction.
25 7
Priority #1
Initiative 2A
Articulate a
current
Economic
Development
Program
Goal # 2
Strengthen
the Local
Economy
Our businesses
will grow locally
through public/
private partner-
ships, create
local job growth
to support livable
wages and a
greater tax base
to fund services
for Vacaville
stakeholders.
Implementation Strategies
1. Implement COVID-19 Economic Recovery Strategy.
2. Invest in proactive Economic Development strategies
that capitalize on the City’s strengths.
Implement Biotech & Advanced Manufacturing Strategies.
3. Expand relationships with existing partnerships to
help promote local workforce readiness and meet
local business needs.
Travis AFB, Solano College, & County Workforce
Development Board
4. Develop a citywide business incentive plan that
fosters economic diversification (i.e. infrastructure
investments, incubator programs and grow local
entrepreneurs).
5. Create an efficient development approval process.
26 8
Goal # 4
Maintain
Effective
and Effi-
cient Ser-
vices
Within estab-
lished fiscal
constraints of
the City, we pro-
vide effective
and efficient
services using
outcomes and
data as
measures of the
goal and the at-
tainment of it.
Initiative 4A
Ensure Fiscal
Sustainability
Implementation Strategies
1. Continue to address long-term unfunded liabilities.
2. Continue to enhance the City’s financial position and operations by identifying and implementing additional
financial tools as well as adopting policies and
procedures that promote efficiencies and effectiveness. Develop strategies to address existing Landscape and
Lighting District structural deficiencies.
Conduct a Water and Sewer Rate Study to ensure these
Enterprise funds have sufficient revenue to cover future capital and operating costs.
3. Continue to expand upon best practices used for
budget transparency.
Develop a long-range financial plan for Measure M
4. Pursue new and alternative revenue sources.
5. In the spirit of good stewardship, educate residents and other stakeholders on the financial and tax related
concepts that affect the City.
Priority #2
Initiative 4A
Ensure Fiscal
Sustainability
Goal # 4
Maintain
Effective and
Efficient Ser-
vices
Within established
fiscal constraints
of the City, we
provide effective
and efficient
services using
outcomes and
data as measures
of the goal and
the attainment of
it.
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Priority #3
Initiative 3A
Promote
Housing for All
Goal # 3
Protect
Vacaville’s
Quality of Life
Promote and
protect
Vacaville’s
quality of life as
viewed by a
diverse popula-
tion and their
respective
needs.
Implementation Strategies
1. Develop a comprehensive Housing Strategy that
promotes multiple forms of rental and homeownership
opportunities and removes barriers in order to provide
all types of housing for our community.
2. Create new ways to generate additional affordable
housing and preserve existing affordable housing.
3. In partnership with public agencies, non-profit, faith- based and other key stakeholders, develop and
implement a comprehensive homelessness action
plan that addresses sleeping in outdoor spaces, pro
vides supportive services, and identifies strategies for permanent housing.
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Priority #4
Initiative 4C
Build a Positive
Organizational
Culture and
Workforce
Goal # 4
Maintain Effec-
tive and
Efficient Ser-
vices
Within established
fiscal constraints
of the City, we
provide effective
and efficient
services using
outcomes and
data as measures
of the goal and the
attainment of it.
Implementation Strategies
1. Develop an innovation and efficiency plan that uses
best practices.
2. Cultivate a progressive work culture that is
respon sive to customer service demands.
3. Explore best practices for integrated performance
management and benchmarking into the City’s work
culture.
4. Promote a highly engaged workforce.
5. Potentially revisit City’s current Core Values:
Accountable, Inclusive, Innovative, Responsive
29 11
Priority #5
Initiative
2B
Manage
Impacts from
Growth
Goal # 2
Strengthen
the Local
Economy
Our businesses
will grow locally
through public/
private partner-
ships, create
local job growth
to support
livable wages
and a greater
tax base to fund
services for
Vacaville
stakeholders.
Implementation Strategies
1. Provide achievable funding mechanisms for planned
development projects including:
Update City’s Development Impact Fee
Conduct Community Facilities District and Landscape and Lighting District evaluations
2. Complete and implement City’s Park and Recreation
Master Plan.
Explore development of additional parks.
Examine neighborhood equity of parks and services.
3. Reinvest in aging infrastructure in downtown to help ensure the success of the Downtown Specific Plan.
4. Ensure the City has up to date infrastructure Master Plans (i.e. Water, Sewer, Roads, Drainage) for new
growth areas.
Develop a new fiber-optic Master Plan.
5. Promote climate, sustainability and green energy.
6. Leverage the use or sale of City owned surplus
property.
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Priority #6
Initiative 1A
Manage
Changing
Paradigm for
Police
Goal # 1
Ensure Public
Safety
Meet the
needs and
expectations of
all residents and
businesses and
integrate health
and public safety
into the fabric of
the Vacaville
Community.
Implementation Strategies
1. Develop and implement a Public Safety Strategic
Plan
Evaluate current industry Best Practices and new legisla- tion to ensure we’re meeting community expectations.
Utilize public safety and quality of life key performance indicators to identify, analyze and report on new trends. Explore new programs and methods to address the
increased demand for mental health, homeless, and
substance abuse services.
2. Prioritize community–based policing practices and
identify areas for extended outreach and program
development.
3. Pursue accreditation from the CALEA national
program which promotes increased community
advocacy and greater accountability within the
agency.
31 13
Priority #7
Initiative
1B
Manage the
increasing call
volumes for
Fire and EMS
Goal # 1
Ensure
Public Safety
Meet the needs
and expecta-
tions of all
residents and
businesses and
integrate health
and public
safety into the
fabric of the
Vacaville
Community
Implementation Strategies
1. Evaluate staffing models and facility demands to
meet future public safety service delivery needs.
Increased calls for service.
Expand or move fire stations.
Potential impacts from future Biotech and master-planned development projects.
2. Consider opportunities to improve the City’s
emergency management, including targeted efforts in
wildfire preparedness and response.
32 14
Goal # 4
Maintain
Effective
and Effi-
cient Ser-
vices
Within estab-
lished fiscal
constraints of
the City, we pro-
vide effective
and efficient
services using
outcomes and
data as
measures of the
goal and the at-
tainment of it.
Initiative 4B
Rebuild City
Support Ser-
vices:
IT & Finance
Human Re-
sources
Risk Man-
agement
Implementation Strategies
1. Implement the Technology Strategic Plan and
Geographic Information Services Master Plan
Develop policies for increased cyber security.
2. Explore “Smart Cities” technology initiatives to
address key community needs and interests.
3. Implement an Enterprise Risk Management program.
4. Continued implementation of the City’s new
Enterprise Resource Planning (ERP) system.
Expand ERP for contract management
5. Build upon best practices for successful on-going
employee retention and recruitment efforts that retain
and attract high performance employees.
6. Develop and implement a Records Retention system.
Priority #8
Initiative 4B
Rebuild City
Support
Services:
IT & Finance
Human
Resources
Risk
Management
Goal # 4
Maintain
Effective and
Efficient
Services
Within estab-
lished fiscal
constraints of the
City, we provide
effective and
efficient services
using outcomes
and data as
measures of the
goal and the
attainment of it.
33 15
Goal # 5
Promote
Community
Engagement
and
Increased
Equity and
Inclusion
Implementation Strategies
Create a nd implement a comprehensive
Community Engagement Plan to enhance
public dialogue and trust between the Organi-
zation and the Community.
Dev elop a comprehensive Communications
Plan that includes a multi-lingual component.
Explore th e use of a Neighborhood Capacity-
Building Strategy.
Conti nue to develop and expand upon the
efforts with the City’s new Social Justice and
Equity Focus Group.
34 16
City Council
Members
Ron Rowlett
Mayor
Nolan Sullivan
Vice Mayor
Roy Stockton
District 1
Michael Silva
District 3
Jason Roberts
District 5
Jeanette Wylie
District 6
Conclusion
This Strategic Plan is designed to guide the work and
future of the City of Vacaville. It is intended to be a living document that articulates the organizational vision and mission of the City and establishes goals and
initiatives as a guide for decision making.
The Strategic Plan will be used to prioritize future City budgets and the work programs of all City Departments
to ensure a commitment to the completion of these
goals and initiatives.
To keep Council and the community updated on the
progress being made with the implementation of the
Plan, City staff will report on the progress of the
strategies at least three times per year in conjunction with planned budget updates during the year in Febru-
ary/March; June/July; and, October/November.
35