May 12, 2023 www.cityofvacaville.com Page 1
**PLEASE NOTE DIFFERENT LOCATION**
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ity of Vacaville is committed to providing meeting facilities that are accessible to persons with disabilities. In compliance with the Americans with Disabilities Act, if you need special assistance please contact the City Clerk’s Office at (707) 449-5100. 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. R
OLL CALL
Mayor John Carli
Vice-Chair Jeanette Wylie, District 6
Councilmember Roy Stockton, District 1
Councilmember Greg Ritchie, District 2
Councilmember Michael Silva, District 3
Councilmember Sarah Chapman, District 4
Councilmember Jason Roberts, District 5
2. MO
MENT OF SILENCE followed by the PLEDGE OF ALLEGIANCE
3. P
UBLIC COMMENT – In accordance with Govt. Code §54956, public comment is limited to bus
iness listed on the agenda.
4. CO
UNCIL STRATEGIC PLAN GOAL AND PRIORITY DISCUSSION
5. A
DJOURNMENT
I
declare 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 9, 2023_
Michelle A. Thornbrugh, City Clerk Date
AGENDA FOR THE SPECIAL MEETING OF THE
CITY COUNCIL OF THE CITY OF VACAVILLE
May 12, 2023
8:30 am – 4:30 pm
Harbison Event Center, Ball Room
1681 East Monte Vista Avenue
Vacaville, CA 95688
(See map on page 2)
e
c
f
HARBISON EVENT CENTER
PARKING ALONG ROAD
BACK GATE ENTRANCE
Nut Tree Rd
Nut Tree Rd
2 Roy Stockton
Councilmember, District 1
Gregory Ritchie II
Councilmember, District 2
Michael Silva
Councilmember, District 3
John Carli
Mayor of Vacaville
Sarah Chapman
Councilmember, District 4
Jason Roberts
Councilmember, District 5
Jeanette Wylie
Councilmember, District 6
CITY OF VACAVILLE
Cit
y Council Goal Setting Session
AGENDA
I. W
elcome & Kickoff
II. Public Comment
III. Strategic Plan Introduction
IV. Introduction of Agenda and Objectives
V. New Implementation Strategies for Council Consideration ------ Lunch Break ------
VI. Brief Recap
VII. Revisit Big Picture Questions
VIII. Council’s Newest Priorities
IX. Next Steps
X. Wrap-up
3 650 Merchant Street • Vacaville, CA 95688. • CityofVacaville.gov • 707.449.5100 This page left intentionally blank.
4 City of Vacaville
Strategic Plan
FY 2021
-
2026
5 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.
6 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. 7 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.
8 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
9 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.
10 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.
11 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.
12 9
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.
13 10
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
14 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.
15 12
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.
16 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.
17 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.
18 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.
19 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.
20 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s)
1.0.0 Ongoing
Economic Recovery Dashboard and Story Map were updated in February 2023. Council approved $1,037,063 for ARPA small business grant program. 47 small businesses received grant awards up to $25,000, and checks were cut on March 9, 2023. Economic Recovery update was presented at March 14, 2023 City Council Meeting. The 2nd Annual Report will be presented to Council in June 2023.
Economic
Development
Community
Development
Ongoing
Economic Development - Negotiations were completed and the purchase of a 15 acre site in the Vaca Valley Business Park was executed in December 2022, which is anticipated to bring approximately 150 life science jobs to Vacaville.
Community Development - The Transwestern project was fast-tracked and approved by the Planning Commission within 90 days of application submittal. Building permits are expected to be issued in the first half of 2023.
Ongoing - Phase 3 started April 2022
Staff continues to meet with biotechnology companies that are actively looking for expansion sites, including supply chain companies and incubator operators. Staff attended the American Biomanufacturing Summit, and will be attending the Bay Area Biotech Forum, and the Bio International Conference to meet with companies looking to expand operations. This phase of the strategy is meant to buildout the local bio ecosystem for long- term growth of the industry and our local bioeconomy including a biotech incubator company called Life Space Labs. We will be launching a marketing campaign in May to reach both domestic and international biotech companies who may be looking to relocate or expand operations.
Complete
Working with California Biomanufacturing Center and Solano County Workforce Board to implement an entry level biotechnology training program that does not require a college education.
1.3.1 ● Travis AFB, Solano College, & County
Workforce Development Board
Economic
Development
Complete
Ongoing
Staff presented a final incentive program including a fee reduction, fee deferral and a storefront improvement program at the April 14, 2023 EDAC Meeting. Staff will return to City Council for action at the June 13, 2023 City Council Meeting based on the EDAC recommendation to implement the program.
Ongoing
Community Development - Community Development has begun initial process improvement work focused on nonresidential (biotechnology and advanced manufacturing) development with the goal of broadening the work to improve the City's development review process for all development projects.
1.5.0 5. Create an efficient development approval
process
Economic
Development
Community
Development
1.2.1 ● Implement Biotech & Advanced
Manufacturing Strategies
Economic
Development
1.3.0 3. Expand relationships with existing
partnerships to help promote local workforce
readiness and meet local business needs.
Economic
Development
1.1.0 1. Implement COVID-19 Economic Recovery
Strategy
Economic
Development
1.2.0 2. Invest in proactive Economic Development
strategies that capitalize on the City’s strengths.
Update for October 2022 - April 2023
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
Goal 2: Strengthen the Local Economy
Initiative 2A: Articulate a current Economic Development Program 21 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
2.0.0 Finance Ongoing
Human Resources Finance - As planned, the City made its ADP towards the CalPERS pension liability in December for the current fiscal year.
Complete
The City's General Fund Reserve Policy was updated last fiscal year. As discussed in item 2.1, starting with the FY 22/23 budget, the City has started making scheduled additional payments towards the unfunded liabilities to save on long-term interest costs.
Ongoing
Utilities has contracted with Willdan to preform a Water and Sewer Rate Study.
Ongoing
On February 01, 2023 the public sentiment survey was issued to 10,000 randomly selected property owners and registered voters. Survey results were obtained in March 2023 and staff will bring forth recommendations for City Council's consideration.
Finance Ongoing
City Manager's
Office
Finance - Staff still intends to launch the Open Budget transparency portal this fiscal year but it has been delayed due to staff turnover and other priorities.
Finance Ongoing
City Manager's
Office
Finance - Potential funding priorities of Measure M will be further discussed at the 5/12/23 strategic goal session and as part of the upcoming FY 23/24 budget process.
Ongoing
With the anticipated construction of several large biotech related projects in the upcoming years, staff continues to work with HDL on exploring ways to have more of the sales tax generated during construction allocated to the city's general fund instead of the shared county tax pool.
Ongoing
Continuing a best practice implemented at the start of the COVID-19 pandemic, staff has continued to provide quarterly budget updates and the annual unfunded liabilities update with the most recent presentations occurring at the 2/28/22 council meeting. The City had its external auditors present the results of the fiscal year 2021/2022 financial audit and discuss the audit process at the 4/25/23 City Council meeting allowing both the Council and the public an opportunity to engage with the auditor directly.
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
2.4.0 4. Pursue new and alternative revenue sources. Finance
2.2.2 ● Develop strategies to address existing
Landscape and Lighting District structural
deficiencies.
Public Works
2.3.0 3. Continue to expand upon best practices used
for budget transparency.
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
Finance
2.2.1 ● Conduct a Water and Sewer Rate Study to
en
sure these Enterprise funds have sufficient
Utilities
2.1.0 1. Continue to address long-term unfunded
liabilities.
2.3.1 ● Develop a long-range financial plan for
Measure M
Goal 4: Maintain Effective and Efficient Services
Initiative 4A: Ensure Fiscal Sustainability
22 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
3.0.0 Housing Complete
Community
Development
Housing - The Housing Strategy is complete. On June 28, 2022, Council received a report on the Strategy including: the project purpose and study objectives; project schedule and analytical components; key findings including: socioeconomic conditions, residential market, housing gaps and barriers, future residential growth; and the three goals and multiple strategic action items the City could choose to implement including near-term and medium-long term strategies. Council accepted the report and unanimously approved the Comprehensive Housing Strategy and all strategic action items. The goals approved by Council include: Goal 1: Encourage a Diversity of Housing Choices, Goal 2: Address Regulatory and Financial Barriers to Needed Housing Production, and Goal 3: Create New Initiatives and Programs to Address Housing Needs. To ensure efficiency and avoid duplication of effort, all of the strategic action items in the Strategy have been incorporated into the Housing Element for implementation.
Ongoing
Community Development - The draft Housing Element, which incorporates the goals and strategies from the Housing Strategy, was reviewed by Council in October 2022 and subsequently submitted to State Housing and Community Development (HCD). HCD comments were received on January 5, 2023. The draft Housing Element was revised and resubmitted to HCD in February 2023. Final Housing Element scheduled for Council consideration on June 27, 2023 along with approval of key Housing Element Implementation programs.
Housing Ongoing
Community
Development
Housing - No new activity during the reporting period.
Community Development - Inclusionary Housing study session scheduled for May 23, 2023.
Ongoing
During the reporting period, the new JPA governance structure has been implemented and the JPA Board took actions necessary to support the continued ability to do business under the new structure such as: updating By- Laws; Accepting in-kind staff support services from Solano County, extending administrative staffing services from the City of Fairfield, approving City of Vacaville to continue as Fiscal Agent, approving Chair rotation and term of office for Board members, and approving updates to the Conflict of Interest & Code of Conduct Policy.
Additionally, the Board has received reports on the status of existing grants and programs and has begun making funding decisions on available grant applications and other allocations. Most recently, the Board provided a recommendation to the County Board of Supervisors regarding regional homelessness program opportunities to be funded with Solano County's ARPA funds and has begun discussions about future regional efforts such as shelter beds and supportive housing units to be available to all jurisdictions. The Board also approved a contract with a consultant to prepare an updated Strategic Plan that will include input from the community and JPA Board.
3.2.0 2. Create new ways to generate additional
affordable housing and preserve existing
affordable housing.
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, provides supportive services, and
identifies strategies for permanent housing.
Housing
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.
Goal 3: Protect Vacaville's Quality of Life
Initiative 3A: Promote Housing for All
23 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
4.0.0 4.1.0 1. Develop an innovation and efficiency plan that uses best practices.
Various Ongoing
No update
Complete
Our fairly new hybrid workplace policy continues to evolve as the comfort level grows within departments allowing for more flexibility for existing as well as potential employees. Employees can now make Open Enrollment changes to benefits online.
Ongoing
Finalized contract with consultant to assist with review and update of current evaluation process. Shift to more of a coaching model of feedback rather than annual evaluation model. Starting review in May/June 2023.
Ongoing
Planning career advancement training and Leadership training for the coming year.
Ongoing
No update
5.0.0 5.1.0 1. Provide achievable funding mechanisms for planned development projects including:
Community
Development
Public Works
Economic
Development
Ongoing
Community Development - The hybrid residential Development Impact Fees (DIF) went into effect in late 2022. Communication was sent to all residential developers to familiarize them with the program, which could incentivize new home construction in the first half of 2023. Fee deferral and fee reduction programs scheduled for Council in June 2023.
Complete
Public Works and City Consultants, with input from members of the public and the development community, drafted revised Development Impact Fees, which were unanimously adopted by City Council on June 28, 2022.
Ongoing
Public Works - On February 01, 2023 the public sentiment survey was issued to 10,000 randomly selected property owners and registered voters. Survey results were obtained in March 2023 and staff will bring forth recommendations for City Council's consideration.
5.1.2 ● Conduct Community Facilities District and
Landscape and Lighting District Evaluations.
Finance
Public Works
5.1.1 ● Update City's Development Impact Fee (DIF) Pubic Works
4.4.0 4. Promote a highly engaged workforce. Human Resources
4.5.0 5. Potentially revisit City’s current Core Values:
Accountable, Inclusive, Innovative, Responsive
City Manager's
Office
4.2.0 2. Cultivate a progressive work culture that is
responsive to customer service demands.
Human Resources
4.3.0 3. Explore best practices for integrated
performance management and benchmarking
into the City’s work culture.
Human Resources
Goal 4: Maintain Effective and Efficient Services
Initiative 4C: Build a Positive Organizational Culture and Workforce Goal 2: Strengthen the Local Economy
Initiative 2B: Manage Impacts from Growth
24 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
5.0.0 Ongoing
Quick Wins: The following projects are considered quick wins. These 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, Lagoon Valley Dog Park, and Lagoon Valley Archery Range.
Large Projects: Staff Identified Projects in the $10 million+ range that align with the Parks and Recreation Master Plan and the Recreation Needs Assessment. In November, staff presented these projects to the Parks and Recreation Commission and in January recommended Council review the top 5 projects with a New Multi- Purpose Recreation Center being the top priority. (Multi-Purpose Recreation Center, Davis St., Nelson Park Revised Master Plan, Sports Field Complex and Trails). At their February 28 meeting, Council approved staff to explore funding options for this project.
Centennial Park Master Plan: Two community meetings occurred in December 2022. The updated Master Plan will be presented to Commission May 2023.
Turnkey park projects: Three projects are underway for developments at:
- Farmstead (Dreamers' Park): the park is completed and will be accepted by the City in the near future. - Roberts' Ranch Phase I: the dog park will be under construction within the next few months. - Magnolia Park Phase II: plans are nearly complete; expecting final plans to be signed within a few months.
Trails: Staff identified the Caliguiri and Glen Eagle Open Space as an area needing trail development, improvements to trailheads, fire prevention planning, and marketing resources.
Grant Funding: 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. Staff are waiting to hear back from the grantor.
The Scholarship Program: To date all $100,000 in funding for fiscal year 2023 has been allocated to families (actual funds already utilized by families is $84,000)
Ongoing
New neighborhood parks to serve future developments include: Green Tree, Vanden Meadows, and North Village.
Ongoing
Park, Facility and amenity distribution is an ongoing effort for the department. All current efforts explore these topics and others like accessibility. Adaptive Play Equipment are in the works for Beelard and Meadowlands parks. Several "Quick Win" park improvement projects are underway (see details under Goal 2). Through District Funds, soccer goals were installed at Ridgeview and Corderos parks. The Department hired an additional Park Ranger to provide education and enforce park safety by visiting various parks. With two park rangers, not only will Lagoon Valley Park be monitored, but multiple parks throughout Vacaville.
5.2.1 ● Explore development of additional parks Parks and Recreation
5.2.2 ● Examine neighborhood equity of parks and
services
Parks and
Recreation
5.2.0 2. Complete and implement the City's Park and
Recreation Master Plan.
Parks and
Recreation
Goal 2: Strengthen the Local Economy
Initiative 2B: Manage Impacts from Growth
25 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
5.0.0 Community
Development
Economic
Development
Public Works
Ongoing
Community Development - Community Development, Economic Development, and Public Works continue to implement physical improvements downtown. Staff is working on a collaborative process with community stakeholders to determine next implementation priorities.
Economic Development -
Staff continue to support and assist both Public Works and Community Development implementation efforts of the Downtown Specific Plan.
Public Works - The Downtown Alley Sewer Replacement project contract was approved by Council at the December 13, 2022 meeting.
Complete
Community Development - Parking sensors were installed and a new parking app allows community members, and staff, to have real-time awareness of available parking spaces in the downtown area.
Public Works - Citywide Directional Signage Program has been completed as of June 2022. Downtown sewer mains and service laterals project has been completed as of June 2022. In July 2022 staff completed the upgrade of 70+ streetlights along Main Street in the downtown, retrofitting them to brighter LED systems which has provided a dramatic improvement in the lighting of both the sidewalks and street areas in the downtown (see photo 5.3.0 Streetlight Upgrades). In October 2022 staff began work on upgrading the tree lights to newer LED style lights and wrapping the tree trunks; work continues as weather allows, the project is expected to be completed by end of spring 2023. In February Public Works completed the coordinated installation of parking sensors for the downtown parking stall availability project. In Andrews Park, along the pathway from the park to E Monte Vista Ave, staff retrofitted the 'birdhouse' lights to new LED fixtures.
Public Works Ongoing
Utilities Utilities - The Sewer and Water Master Plan updates are complete.
Economic
Development
Public Works - An ITS Master Plan contract was executed in February 2023 with DKS, work started March 2023 and anticipated to last approximately 12 months.
IT Economic Development - Staff continue to assist with Phase II of Broadband development which includes digital infrastructure design, engineering, identifying implementation funding and an overall implementation plan of the completed Broadband Master Plan.
IT - The City's backup data has been load balanced between the 660 and 630 datacenters. Phase II will be to align the virtual datacenters into one overall system, which is planned to be completed by Q4.
Ongoing
Phase I, completion of the Broadband Master Plan is complete, but the city has been awarded the LATA grant (500k) and phase II of the project is underway.
5.4.1 ● Develop new fiber-optic Master Plan IT
5.3.0 3. Reinvest in aging infrastructure in downtown
to help ensure the success of the Downtown
Specific Plan.
5.4.0 4. Ensure the City has up to date infrastructure Master Plans (i.e. Water, Sewer, Roads, Drainage)
for new growth areas.
Goal 2: Strengthen the Local Economy
Initiative 2B: Manage Impacts from Growth
26 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
5.0.0 Ongoing
Transitioning to electronic files and documentation where possible.
Community Development - The triennial Building Code update was approved by Council in December 2022 and went into effect in January 2023. The new Code includes the latest Calgreen energy standards for new development.
Economic Development - Council approved an Exclusive Negotiating Rights Agreements (ENRA) with Menard Energy Group who specialize in utility scale battery storage projects. Staff is currently assisting with their due diligence to acquire the former Gibson Canyon Waste Water Treatment Facility.
IT - New Computer equipment continues to be rolled out across the city. Completion scheduled for June 2023.
Public Works - Beginning in December 2022, staff has been exploring an energy savings opportunity through the potential implementation of solar photovoltaic systems at city-owned facilities. Staff anticipates bringing additional details and a recommendation for City Council's consideration at a near-future council meeting.
Public Works Fleet staff continue to work with Electric Vehicle Charging Solutions (EVCS) for the implementation of EV chargers at City public parking lots and at City facilities; site reviews have begun as well as additional Federal, State and grant fund sourcing.
Utilities - The City partnered with Forefront Power, to construct a 5 megawatt-DC (MW DC) portfolio, comprising a solar PV system and energy storage at the Easterly Wastewater Treatment Plant. The system is expected to be fully operational by 2024.
Ongoing
Housing - On February 28, 2023 City Council declared three City-owned properties on Brown St as Surplus Land under the Surplus Land Act in response to the Vacaville Neighborhood Boys and Girls Club expressing interest in building a new facility with an outdoor sport court on the properties. The 60-day period to accept Letters of Interest from "Preferred Entities" ends on May 2, 2023 after which, the land may be disposed of by the City without further regard tot he Surplus Land Act.
Economic Development - Staff continue to meet with interested parties. Executed Exclusive Negotiating Rights Agreements (ENRA) are in place for the sale of two City owned surplus properties. More details will be forthcoming. Staff is working with three parties who are interested in an additional surplus site.
5.6.0 6. Leverage the use or sale of City owned surplus property.
Housing
Economic
Development
5.5.0 5. Promote climate, sustainability and green
energy.
City Manager's
Office
Community
Development
Economic
Development
Finance
F
ire
Human Resources
IT
Police
Public Works
Utilities
Goal 2: Strengthen the Local Economy
Initiative 2B: Manage Impacts from Growth
27 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
6.0.0 Ongoing
The final OIR report was presented to City Council in November 2022. The Police Department is currently working with the City Manager's office on the development of an implementation plan to address the recommendations in the report.
Ongoing
The previously mentioned software solutions and staffing changes will lead to the creation of compliance, and Internal Affairs units, as well as a personnel division. These units will ensure the Vacaville Police department exceeds the community and legislative expectations for transparency, accountability, and training.
Ongoing
A Real Time Information Center (RTIC) will utilize existing and future Police Department technology to help safeguard the community. The RTIC will be staffed with civilian employees who will provide real-time information to police officers in the field responding to calls for service. Our goal is to have a live camera feed to the RTIC from officer’s body worn cameras, in-car cameras, and city cameras. The Department’s drone program will also support this effort by providing an overhead view on any selected call for service. Police Department leadership believes this technology will provide better security for both our City’s neighborhoods and businesses.
Complete
The Solano County Mobile Crisis is still suspended due to staffing issues with the contractor hired to provided services. With the resumption of the police department’s Community Response Unit, the team will resume partnering with Solano County to bring limited mental health services to the homeless residents of Vacaville.
Ongoing
In 2022, the police departments selected a new Community Policing Outreach Specialist. During the first six months of this position being filled the Community Policing Outreach Specialist participated in 40 community engagement events. The majority of these events also included other sworn and professional staff from the police departments. In late 2022, the City Council also approved additional staffing for the Police Activities League and Youth Development to expand youth related programs in the community.
Pending
This project has been indefinitely paused while the police department works to enact the recommendations of the OIR audit and reorganizes the department's administrative structure.
6.2.0 2. Prioritize community–based policing practices
and identify areas for extended outreach and
program development.
Police
6.3.0 3. Pursue accreditation from the CALEA national
program which promotes increased community
advocacy and greater accountability within the
Police
6.1.2 ● Utilize public safety and quality of life key performance indicators to identify, analyze and
report on new trends.
Police
6.1.3 ● Explore new programs and methods to
address the increased demand for mental health,
homeless, and substance abuse services.
Police
6.1.0 1. Develop and implement a Public Safety
Strategic Plan.
Police
6.1.1 ● Evaluate current industry Best Practices and new legislation to ensure we're meeting
community expectations.
Police
Goal 1: Ensure Public Safety
Initiative 1A: Manage Changing Paradigm for Police
28 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
7.0.0 Ongoing
The last standards of cover study to determine optimal staffing and deployment of fire department resources was presented to council in October 2018. Growth in the community and increasing calls for service necessitates an update of the standards of cover study. The Fire Department will retain the services of a consultant to complete the standards of cover study, which should be completed by Q4 2023.
Ongoing
The last standards of cover study completed in 2018 recommended the truck company be moved from Station 74 to Station 72, and a fifth engine be placed in service at Station 74. Although the Fire Department plans to update the 2018 standards of cover study to confirm this, increased call load and anticipated biotech development indicates the need to move the truck and add the additional engine company now.
SAFER Grant: The Fire Department has applied for a Staffing for Adequate Fire and Emergency Response (SAFER) grant to staff an additional engine company (at Station 74 to backfill the move of the truck from 74 to 72) and move the truck company (with four personnel) to Station 72. If the application for the SAFER grant is unsuccessful, other funding mechanisms will be necessary to staff a stand-alone truck company at Station 72 by no later than June, 2024.
Ongoing
Growth in the community and increasing calls for service necessitates an update of the standards of cover study. The Fire Department will retain the services of a consultant to complete the standards of cover, which should be completed by Q4 of 2023.
Ongoing
The Fire Department is planning to recruit for the nine required personnel to staff Station 76 in Q3 of 2023, hold a 16-week academy beginning in May 2024 so the personnel will be ready to staff Station 76 by October 2024.
Ongoing - Estimated Completion May 2023, then ongoing EOC drills Fire - The fireworks social host ordinance was adopted by Council in April, in time for the Fourth of July holiday. Although there were no citations issued during the holiday. The education campaign by the Police and Fire Departments seemed to help decrease fireworks activity.
Ready, Set, Go! Program: This program continues to be rolled out the community via website updates, social media posts, and signs in the city ROW.
Emergency Operations Plan: The update has been completed. It has been reviewed by an outside to consultant to confirm the plan is compliant with federal, state, and local requirements. It will be presented to the council for adoption and approval in May.
Complete
IT - Staff perform quarterly updates including refreshed software patches that have been released by the vendor, keeping the technology ready to deploy.
7.1.3 ● Potential impacts from future Biotech and
master-planned development projects
Fire
7.2.0 2. Consider opportunities to improve the City's
emergency management, including targeted
efforts in wildfire preparedness and response.
Fire
IT
7.1.1 ● Increased calls for service Fire
7.1.2 ● Expand or move fire stations Fire
7.1.0 1. Evaluate staffing models and facility demands to meet future public safety service delivery
needs.
Fire
Goal 1: Ensure Public Safety
Initiative 1B: Manage the increasing call volumes for Fire and EMS 29 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
8.0.0 8.1.0 1. Implement the Technology Strategic Plan and Geographic Information Services Master Plan
IT
City Manager's
Office
Ongoing
Staff are working through the initiatives in both plans.
Ongoing
IT staff are working with Human Resources to update the cyber security position to make it more competitive.
IT and risk management staff are working to update policies to better address cyber security concerns.
Public Works Ongoing
IT Public Works - Contracted with DKS in February 2023 to complete an ITS (Intelligent Transportation System) Master Plan. Work started in March 2023 and is anticipated to take 12 months.
8.3.0 3. Implement an Enterprise Risk Management
program.
City Manager's
Office
City Attorney's
Office
Ongoing - Estimated Completion in FY23
Implementation has begun through Safety Committee efforts and city-wide contracts and insurance training.
8.4.0 4. Continued implementation of the City's new
Enterprise Resource Planning (ERP) system.
City Manager's
Office
Finance
Human Resources
Complete
Munis is being used for the City's financial and timesheet/payroll processes.
Complete
City contracts are being entered into Munis, which serves as an electronic filing system, allows us to track and e-file insurance documents, and as backup for purchasing transactions.
Ongoing
Completed labor negotiations with VFA and FMG. Implemented mid-MOU pay increase for Police union.
Ongoing
The record retention project is underway. The initial phases include working with a consultant to develop a record retention schedule and policy. Departments have met with the consultant to review record types and storage needs. Draft indices are being reviewed in preparation for a complete retention schedule for review.
Estimated completion date is in FY24.
8.2.0 2. Explore "Smart Cities" technology initiatives to address key community needs and interests.
8.6.0 6. Develop and implement a Records Retention
system.
City Manager's
Office
8.4.1 ● Expand ERP for contract management. City Manager's Office
8.5.0 5. Build upon best practices for successful on-
going employee retention and recruitment
efforts that retain and attract high performance
Human Resources
8.1.1 ● Develop policies for increased cyber security IT Goal 4: Maintain Effective and Efficient Services
Initiative 4B: Rebuild City Support Services (IT & Finance, Human Resources, Risk Management) 30 Council Goal / Strategic Initiative / Responsible
Priority Implementation Strategies Department(s) Update for October 2022 - April 2023
Ongoing - Estimated Completion FY23
City Council approved proceeding with website refresh on April 11. Community engagement plan pending Council priority setting session.
Ongoing - Estimated Completion Spring 2023
Hired a part-time Bilingual Program Coordinator. Communications plan pending Council priority setting session.
Ongoing
No update - pending Council priority setting session.
Ongoing
Staff is working with members of the former "social justice" group and Nicole Anderson and are discussing the tentative development of a new group/forum focused on topics surrounding community equity.
Continue to develop and expand upon the efforts
with the City's new Equity Focus Group.
City Manager's
Office
Develop a comprehensive Communications Plan
that includes a multi-lingual component.
City Manager's
Office
Explore the use of a Neighborhood Capacity-
Building Strategy.
City Manager's
Office
Create and implement a comprehensive
Community Engagement Plan to enhance public
dialogue and trust between the Organization and
Various
Goal 5: Promote Community Engagement and Increased Equity and Inclusion 31