CITY OF VACAVILLE AGENDA FOR THE CITY COUNCIL,
SUCCESSOR AGENCY TO THE REDEVELOPMENT
AGENCY, HOUSING AUTHORITY,
GROUNDWATER SUSTAINABILITY AGENCY AND
PUBLIC FINANCING AUTHORITY
Tuesday, January 06, 2026
06:00 PM
Vacaville City Hall Council Chamber
650 Merchant Street
Entrance to the council Chamber is located
in the parking area off of Walnut Avenue
___________________________________________________________________________ The City of Vacaville is committed to providing meeting facilities that are accessible to persons with disabilities.
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All items on the agenda can be opened for public comment before final action is taken. After staff has presented the item, the Mayor will open the matter for comments from the public. Items on the Consent Calendar are routine business items that require no discussion and are acted upon in one motion. However, any item on the Consent Calendar can be removed and discussed separately upon request. The item “Business from the Floor” is the time to address the Council on matters that are not on the agenda and are within the Council’s subject matter jurisdiction. Comments should be kept to a maximum of three minutes per speaker or group spokesperson (per Government Code § 54954.3(a); VMC §2.0.4.130); the Mayor has the discretion to change the time limit to accommodate the meeting schedule and public interest.
Gov. Code § 84308 (Levine Act): Parties to any proceeding involving a license, permit, or other entitlement for use pending before the City Council must disclose any campaign contribution over $500 (aggregated) within the preceding 12 months by the party, their agent, and those required to be aggregated with their contributions under Gov. Code § 82015.5. The disclosure must include the amount contributed and the name(s) of the contributor(s). "Levine Act: Yes" on this agenda indicates that the item is subject to these regulations.
ROLL CALL
Mayor John Carli
1. Tuesday, January 06, 2026 Page 1
Vice Mayor Sarah Chapman, District 4
Councilmember Roy Stockton, District 1
Councilmember Greg Ritchie, District 2
Councilmember Michael Silva, District 3
Councilmember Ted Fremouw, District 5
Councilmember Jeanette Wylie, District 6
BUSINESS
REAL TIME INFORMATION CENTER (RTIC) STUDY SESSION
(Staff Contact: Captain Katie Cardona (707) 469-4801)
Recommended Action: This item is for informational purposes only.
Fiscal Impact:
Amount Requested: There are no funds requested for this item.
Funding Source: Board of State and Community Correction (BSCC) grant (2920), Police Development Impact Fees (4103), and General Fund (1001).
Budget Distribution: The costs associated with this item are covered within the existing operating budget for the Department.
Strategic Plan Goal/Initiative:
Goal #1 – Ensure Public Safety
Initiative 1A: Manage Changing Paradigm for Police
Levine Act: No
DOWNTOWN PROJECTS AND SPECIAL EVENTS PERMIT PROCESS
(Staff Contact: Erin Morris, Community Development Director (707) 449-5307) Recommended Action: Receive the presentation from staff.
Fiscal Impact:
Amount Requested: None
Funding Source: Not applicable
Budget Distribution: The costs associated with this item are covered within the Community Develpment and City Manager's Office budgets.
Strategic Plan Goal/Initiative:
Goal #2 - Strengthen the Local Economy
Goal #3 - Protect Vacaville's Quality of Life
Levine Act: No
ADJOURNMENT
I declare that the agenda for the Special Meeting of the City Council was posted and available for review by the time and place prescribed by law.
2. 2.a
2.b
3. Tuesday, January 06, 2026 Page 2
______________________________
Michelle Thornbrugh
Tuesday, January 06, 2026 Page 3
Agenda Item No. 3A
January 6, 2026
TO: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
FROM: Chris Polen, Chief of Police
(Staff contact: Katie Cardona, Police Captain (707) 469-4801) SUBJECT: REAL TIME INFORMATION CENTER (RTIC) STUDY SESSION ACTION FOR CONSIDERATION:
Receive a presentation on the Real Time Information Center, including potential operational models upon the completion of the grant period on December 31, 2026.
RECOMMENDATION:
This item is for informational purposes only.
BACKGROUND:
The City of Vacaville Police Department established its Real-Time Information Center (RTIC) through a $4.4 million Organized Retail Theft (ORT) Prevention Grant awarded by the Board of State and Community Corrections (BSCC). The primary objectives of the BSCC grant are twofold:
(1) to reduce on-scene response times to ORT incidents, and (2) to increase case solvability rates by enhancing real-time situational awareness, operational coordination, and investigative capabilities. This grant, accepted by the City Council on November 14, 2023, and active through December 2026, supports statewide efforts to prevent and respond to organized retail theft, vehicle theft, cargo theft, and related crime trends by investing in personnel, technology, and proactive policing strategies.
Vacaville’s proposal centered on creating a modern RTIC designed to integrate real-time technologies such as live camera systems, automatic license plate readers (ALPRs), advanced analytics, and a Drone as First Responder (DFR) program, all of which improve situational awareness, officer safety, and investigative efficiency. The City Council supported this approach, and after receiving the grant award, the Department began a multi-phase project to design, build, staff, and operationalize the RTIC.
DISCUSSION:
PROJECT PHASES:
Project Development and Construction
To house the RTIC, the Department repurposed and reconstructed the former Department Records Unit space. In collaboration with a design firm, Public Works, and the construction vendor, the City developed a purpose-built facility that includes six operator workstations, an adjacent conference room, a video wall, future radio console capability, integrated video conferencing technology, and a designated manager’s office. Construction began in December 2024 and concluded in June 2025. The redesigned Records Unit was also incorporated into the project, supported by $1.7 million in Police Development Impact Fees.
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RTIC Current Operations
RTIC is a state-of-the-art resource integrating a vast suite of technologies, including live camera systems, DFR capabilities, ALPRs, and analytic platforms capable of connecting otherwise separate systems. These tools provide added value to RTIC personnel who monitor emerging public safety threats, rapidly identify suspects or vehicles involved in ORT and other crimes, and provide timely information to responding police officers. This unified technological ecosystem strengthens police officer safety, supports more efficient deployments, and enhances the overall ability of the Department to prevent, respond to, and investigate crime. All RTIC technologies operate under established privacy and data-governance policies, including defined data-retention limits, role-based access controls, and audit and logging procedures to track system access and usage. These safeguards ensure compliance with state law, CJIS standards, and City policies while balancing operational effectiveness with community privacy protections.
RTIC was initially planned to be staffed by two general funded positions; one full-time police services manager and one full-time crime analyst. Through the grant additional staffing was planned to be added, which included one full-time community services officer (CSO) and one parttime retired annuitant.
Following the launch of RTIC, operational demands, particularly those related to the DFR program, increased significantly. Effective drone operations require two personnel: one pilot focused exclusively on flight safety and a second operator responsible for real-time monitoring and communications. To meet these growing needs and support expanded operations, the Department reassessed staffing and added an additional retired annuitant. Additionally, dispatchers, CSOs, and sworn police officers with FAA Part 107 certification provide supplemental DFR pilot coverage through overtime. These adjustments enabled RTIC to expand from a fourday to a five-day operational schedule.
Furthermore, as of December 2025, the Department added contracted services with two individuals serving as RTIC operators. Their responsibilities include providing real-time camera observations during active incidents, assisting police officers in locating investigative video footage, and supporting routine camera maintenance. With this most recent change, the next anticipated milestone is expanding RTIC operations to a full seven-day schedule, Sunday through Saturday, from 09:30 am to 7:30 pm daily, by the end of April 2026.
Case Studies
During active incidents, RTIC personnel provide real-time suspect and vehicle tracking using integrated camera systems and DFR feeds. This capability allows responding officers to receive accurate descriptions, live movement updates, and coordinated containment strategies while en route. In several incidents, this support resulted in faster arrests, reduced pursuit risk, and improved officer safety when compared to traditional response models.
Case Study: Organized Retail Theft – Foot Pursuit
This case study highlights the effective use of RTIC support during an organized retail theft incident at the local factory outlets. Upon caller notification to dispatch, the DFR was deployed and arrived on scene, providing real-time aerial visibility as the suspect exited the store and fled on foot.
With continuous monitoring by RTIC personnel, responding officers maintained constant situational awareness throughout the pursuit. The coordinated use of DFR and RTIC technology enhanced officer and public safety, reduced uncertainty during the foot chase, and contributed to the suspect being safely detained without incident.
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In the event field units temporarily lost visual contact, the DFR remained overhead, ready to provide immediate updates on suspect actions, movements, direction of travel, and mode of travel (on foot, vehicle, or bicycle). This incident demonstrates the value of technology-assisted response in routine calls for service, not solely high-risk events.
Case Study: Residential Structure Fire
This case study highlights the effective use of RTIC support during a non-law-enforcement response. During a residential structure fire, the RTIC team deployed the DFR and provided live aerial imagery of the incident. A secure spectator link was shared with the responding Battalion Chief, allowing him to remotely assess scene conditions, hazards, and resource needs prior to arrival.
This real-time visibility significantly improved situational awareness and supported more informed and efficient resource allocation before units reached the scene.
Following the incident, the Battalion Chief provided a fire radio to the RTIC, enabling the team to monitor all fire channels during future responses. The integration of live aerial video overlaid with fire radio communications is now being utilized as a training asset, further strengthening interagency coordination and preparedness.
Case Study: Suspicious Subject – Weapons Call
This case study highlights the effective use of RTIC and DFR support during a potentially highrisk call for service that was ultimately de-escalated through real-time aerial assessment.
Starbucks personnel contacted dispatch to report on a suspicious subject seated in the outdoor dining area. The caller advised that the individual was acting suspiciously, appeared to have a knife sheath on his waistband, and was holding an unknown object in his hands.
Upon receiving the call, the DFR was immediately deployed. Knowing that real-time aerial intelligence would be available, the on-duty sergeant directed responding field units to stage at a nearby location rather than immediately making contact. This allowed the DFR to assess the situation from above prior to officer engagement.
Once overhead, the DFR was able to clearly determine that the objects in the subject’s hands were two drinking straws, not a weapon. This information was relayed to responding units, reducing uncertainty and the perceived threat level, and allowing officers to approach the contact with greater context and a lower risk posture.
This incident demonstrates how early deployment of DFR and RTIC support can de-escalate potentially volatile encounters, enhance officer and public safety, and support more measured decision-making before direct contact is made.
RTIC Operational Impact
Following RTIC implementation, measurable improvements have been observed in crime clearance rates, response times, investigative efficiency, and multi-disciplinary coordination.
Definitions
Pre-RTIC is defined as January 1, 2023 – March 23, 2025 Post-RTIC is defined as March 24, 2025 - November 30, 2025 Item 2.a
• Improved Crime Clearance Rates
o Violent crime clearance rates improved from 52.3% prior to RTIC implementation to 59.1% following RTIC implementation
o Property crime clearance rates improved from 16.8% prior to RTIC implementation to 21.9% following implementation
• Faster Response Times
o Across all major call types, response times continued to decrease. o DFR and RTIC personnel arrived ~50% faster than field units on average. o Overall on-scene response times improved by nearly one minute. o ORT response times improved by over four minutes.
o Stolen vehicle response times improved by nearly eight minutes. • Patrol Impact & Operational Efficiency
o Speed: When operationally available, a major contributor to the below improvements is the combined RTIC–DFR response model where DFR and RTIC personnel arrived approximately 50% faster than field units on average. o Proactive Policing: In 25% of supported calls, RTIC was effectively “on-scene” before police officers were en route.
o Efficiency: Approximately 43% of RTIC supported calls resulted in an arrest o Enhanced situational awareness and safety by allowing responding police officers to arrive better informed and with clearer tactical direction, often reducing the need for additional resources and lowering time-to-resolution.
Metric Pre-RTIC Post-RTIC National Avg.
(2024)
Property Clearance Rate 16.8% 21.9% 15.9%
Violent Crime Clearance 52.3% 59.1% 43.8%
Avg. RTIC/DFR Arrival N/A 50% faster N/A
ORT Response Time Baseline ↓ 4 minutes N/A
Stolen Vehicle Response Baseline ↓ 8 minutes N/A
• Fire Department Integration & Cross-Discipline Impact o Vacaville Fire has since become a partner in utilizing and benefiting from the RTIC and DFR program as live drone feeds during structure fires, vegetation fires, and major traffic collisions. Furthermore, the DFR program has been instrumental in early resource allocation, enhancing public safety for events, and supporting prevention efforts. Furthermore, the DFR program has been instrumental in early resource allocation, enhancing public safety for events, and supporting prevention efforts.
• Community, School Safety & Regional Collaboration
o RTIC has recently been incorporated for additional uses such as school safety, business partnerships, pre-planned event monitoring and real-time emergency management and community engagement. Furthermore, as Vacaville continues to integrate RTIC and DFR program, other law enforcement agencies throughout California and beyond now consult with the Department for policy, workflows, staffing models, and best practices.
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Long-Term Sustainability and Cost Considerations
The Department is entering a critical phase focused on evaluating the return on investment (ROI) of RTIC. A central component of this evaluation is the planned expansion of operational hours to ensure real-time capabilities are available seven days a week during peak incident periods. This expansion is essential to maximizing program effectiveness and fully leveraging RTIC’s technological and personnel resources. Unlike traditional policing models that rely primarily on information relayed through dispatch and summarized from reporting parties, RTIC leverages civilian specialists, and when appropriate sworn personnel, real-time technology, and real-time monitoring to support public safety field units before and during incidents. This model allows sworn personnel to focus on enforcement and community engagement while RTIC enhances situational awareness, responder safety, and operational efficiency across disciplines.
Additional time is required to comprehensively assess the ROI of both RTIC’s infrastructure and staffing model. This includes evaluating the operational efficacy, impact, and long-term value of recently integrated platforms. The Department is also examining the broader citywide benefits of RTIC, including its contributions to economic development, business retention, and community confidence.
As the Department approaches the end of the current grant period on December 31, 2026, planning has begun for long-term sustainability and operational scalability. This includes aligning future RTIC and DFR operations with potential funding levels. During the initial grant application phase, the estimated ongoing operational cost was approximately $659,000, based on preliminary program concepts. This amount is currently included in the City’s five-year General Fund forecast beginning in FY 2028 (July 1, 2027).
However, since RTIC became operational, several additional technology platforms have been incorporated into the program. These platforms have not yet incurred costs due to temporary arrangements or pilot access; the contract start date for these services is triggered upon successful deployment, which is currently expected to occur in February 2026, with services provided for a two-year term from that deployment date. Continued access beyond the pilot or initial service period would require additional funding. These platforms include:
• Three additional DFR stations– Estimated cost: $150,000 • Live 911 streaming services– Estimated cost: $25,000
• Investigative analysis platform– Estimated cost: $75,000 The total estimated cost for these additional platforms is approximately $250,000, which would need to be factored into future budget planning should the City choose to maintain current RTIC operations.
To support long-term sustainability, the Department is actively exploring alternative funding sources, including potential public-private partnerships and additional grant opportunities.
Potential Operational Options:
• Option A – Discontinue RTIC ($0)
This option discontinues RTIC entirely. Only existing general-funded positions remain, with no dedicated RTIC staffing. The additional CSO grant-funded position would be eliminated and absorbed through attrition. There would be no committed DFR operations or camera monitoring support, resulting in significantly reduced operational capabilities and diminished public safety services.
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• Option B – Core RTIC Model ($783K)
This option maintains a core RTIC with limited staffing and operational hours. It includes basic technology, a diminished DFR capability, and provides significantly reduced service levels.
• Option C – Enhanced RTIC Model ($1.2M - $1.5M)
This option delivers a high level of service and operational readiness with expanded staffing and enhanced technology support. It strengthens public safety by enabling active operational oversight, real-time incident response, improved situational awareness, faster response times, investigative tools that support cybersecurity and technology-enabled crime investigations, and strategic support for schools, businesses, and emergency services. The increased cost associated with Option C is primarily driven by expanded staffing coverage, seven-day operational hours, full DFR availability, proactive camera monitoring, and the inclusion of technology platforms that are currently provided at no cost during pilot or grant-funded periods. This fully enhanced model would preserve existing operations while supporting future scalability.
Category Option A –
Discontinue
Option B – Core
Model
Option C –
Enhanced Model
Annual Cost $0 ~$783,000 $1.2M–$1.5M
RTIC Staffing None dedicated Limited civilian
staffing
Full staffing model
Days/Hours None Limited / partial
week
7 days/week, peak
hours
DFR Capability None Limited / on-call Fully operational Camera Monitoring None Reactive only Real-time
Clearance Rate Impact Reverts to
baseline
Moderate
improvement
Sustained &
maximized
Fire Dept Integration None Limited Full integration
Community / School Safety Not supported Limited Fully supported Risk Level High (loss of
investment)
Moderate Lowest
Grant-funded vs. ongoing costs
Cost Category Grant-Funded (Through
Dec 2026)
Ongoing (post-Grant)
Staffing BSCC-funded CSO, Retired
Annuitants, and one
contracted operator
General Fund or alternative
funding
DFR Operations Grant-funded hardware,
software & pilots
General Fund or alternative
funding
Core RTIC Technology Grant-funded *with exception
of partial Flock cameras*
General Fund or alternative
funding
Facility Build-Out One-time grant/DIF funded No ongoing cost Item 2.a
All expenses that would be on-going post grant are scalable dependent on the allocated budget.
Action Timeline
• FY 2026–27: Final grant-funded year; transitional funding needed to maintain RTIC operations for first half of FY27
• FY 2027–28: Council action required to approve ongoing RTIC operations and funding approach. Full integration into the General Fund and/or alternative funding sources. • FY 2028–29: Full integration into the General Fund and/or alternative funding sources ENVIRONMENTAL IMPACT:
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, pursuant to California Code of Regulations, Title 14, Section 15378.
FISCAL IMPACT:
This item is informational and presents various options with different financial impacts for the City Council’s consideration going forward. The initial ongoing annual impact was estimated at $659,000 and is included in the City’s five-year forecast beginning FY 2028. Updated projections, based on operational scalability, range from approximately $783K to $1.5M annually. Additionally, if RTIC operations continue through FY 2027, an estimated $400K-$600K in supplemental funding would be required to support operations during that interim period.
Amount Requested: There are no funds requested for this item.
Funding Source: Board of State and Community Correction (BSCC) grant (2920), Police Development Impact Fees (4103), and General Fund (1001) Budget Distribution: The costs associated with this item are covered within the existing operating budget for the Department.
ALTERNATIVES:
This item is an information item only; staff will consider Council input and return with a recommendation of operational model, funding plan, and implementation timeline while continuing to monitor RTIC operations and ensure ongoing value to the community.
STRATEGIC PLAN GOAL/INITIATIVE:
Goal #1 – Ensure Public Safety
Initiative 1A: Manage Changing Paradigm for Police
LEVINE ACT: No
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Agenda Item No. 3B
January 6, 2026
TO: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
FROM: Erin Morris, Community Development Director
(Staff contact: Erin Morris, Community Development Director (707) 449-5307 SUBJECT: DOWNTOWN PROJECTS AND SPECIAL EVENTS PERMIT PROCESS UPDATE
ACTION FOR CONSIDERATION:
No action is required.
RECOMMENDATION:
City Council receives the presentation.
BACKGROUND:
The Downtown Specific Plan (DTSP), adopted in February 2022, was created to help reestablish Downtown as the heart of the City. The DTSP focuses on elements that differentiate Downtown from other areas of the City, including its historic charm, distinctive Main Street environment, locally owned businesses, quaint residential neighborhoods, and proximity to Ulatis Creek and Andrews Park. The DTSP focuses on the goals of:
• Attracting active retail and related uses unique to Downtown. • Reinforce Downtown as a lively entertainment, cultural, civic, and dining destination (the community’s “living room”).
• Providing a broad range of quality housing choices Downtown. • Expanding Downtown employment opportunities.
• Improving connectivity in and around Downtown and managing parking resources to promote a “park-once-and-walk” environment.
• Creating an attractive built environment to enhance Downtown’s brand. • Supporting a sustainable, resilient, and equitable Downtown. • Increasing the perception of personal safety to support activity and investment. • Prioritizing planning, improvements, and actions that enhance the vitality of Downtown.
The DTSP planning effort, which cost $1.2M, was funded by State grants ($855,655) with City matching funds ($431,437) in recognition of Downtown Vacaville’s value to the entire community.
Since the plan’s adoption, City staff have worked diligently at the direction of the City Council and in furtherance of the adopted DTSP to complete the implementation actions outlined in Chapter 5, Implementation, and to further the goals and policies of the DTSP.
In addition to the DTSP, the City collaborated with the Urban Land Institute’s (ULI) Technical Assistance Panel (TAP) to prepare the Downtown Vacaville Revitalization (DVR) report in 2024.
The final DVR report identifies targeted actions that will attract new tenants, revitalize historic buildings, support infill development, enhance public spaces, and current address infrastructure Item 2.b
needs. Both the DTSP and the DVR report capture the City’s plan for enhancing Downtown Vacaville.
Special events held downtown are an important part of creating vibrancy that enhances social and economic activity downtown, benefiting the city. A diverse mix of events is facilitated Downtown, including the Creekwalk Concert Series, Merriment on Main, the Town Square Music Series, Vacaville Multicultural Festival, Downtown Farmer’s Market, and more that occur on an annual or ongoing basis. Special events are essential for the City’s economy, culture, and identity, and aid in supporting jobs and generating revenue for the City.
The purpose of this study session is to update the Council and the public by: 1) providing an overview of downtown plans and projects completed in the past five years; 2) identifying key private and public investments currently underway or under exploration; 3) identifying potential future City projects and initiatives to further enhance downtown.
DISCUSSION:
COMPLETED OR UNDER CONSTRUCTION DOWNTOWN PROJECTS
Since 2020, the City has completed a variety of projects downtown representing significant public investment. These include:
Alley Sewer System Replacement – In 16 downtown alleys, existing outdated sewers were replaced, and paving was rehabilitated.
Alley Paving (Phase 1) – Phase 1 of the Downtown Alley paving project was completed in 2023.
Additional resurfacing work was completed in 2024.
Crosswalk Refresh – In 2025, painted “brick” crosswalks at key intersections were redone to improve the appearance and visibility.
Citywide Wayfinding Signage – Directional and parking wayfinding signs were installed throughout the City in 2022 directing members of the community and visitors to key community destinations, including downtown.
Davis Street Sign Retrofit - Upgraded the message board attached to the Davis Street Downtown entry sign from a conventional sign board to a digital format.
Downtown Parking Signage – Installed in 2022, these signs were installed at existing City parking lots to promote the public’s use of the lots by providing clarity that they provide public parking.
Downtown Utility Improvements – The Downtown Utility Improvements Project upsizes and/or upgrades the aging water and sewer infrastructure in the downtown area, ensuring enhanced reliability and capacity to support the efforts outlined in the DTSP. The construction contract was awarded in November 2024, and construction began in early 2025. Construction is anticipated to be completed in late summer 2026.
Elmira Trunk Sewer System Lining - Constructed in 2021, the project included approximately 2,500 linear feet of Cured in Place Pipe (CIPP) lining of sewer lines on Stevenson Street, E. Main Street, and Depot Street, and epoxy coating of fourteen manholes.
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Housing Facilitation – Over the past three years, the Council has adopted policies and regulations to help facilitate downtown development, including:
• In 2024, the Council authorized the BOLD program as a pilot program for downtown housing projects. The first project to utilize this program is 700 Parc. The program, which allows builders to cost-effectively finance public infrastructure (like roads, sewers, schools) and developer impact fees for new residential and commercial projects using tax-exempt municipal bonds, increases the feasibility of new development. • In 2025, the Council adopted an updated Fee Ordinance that includes two provisions that support downtown development: 1) Detailed fee credit provisions that allow fee credits for buildings that were destroyed or replaced. These fee credits can significantly reduce development costs for infill development projects; and 2) Allowances that the Council may adopt a fee reduction program to incentivize specific types of development projects, such as downtown housing projects.
• In 2025, the Development Impact Fee update commenced. The current DIF program, and the proposed DIF program, identify the Downtown Specific Plan area as a special fee area with reduced impact fees. The updated DIF program is scheduled to be presented to Council on January 13, 2026.
Lighting Study – In 2025, the City completed a comprehensive lighting study to assess lighting conditions downtown within the DTSP boundary including street and pedestrian lighting, public parking lot lighting, and alley and park lighting. The study found that while some areas of downtown are appropriately lit, there are inconsistent lighting conditions with some areas underlit and other areas with excessive lighting. The final report includes improvement scenarios and detailed recommendations that would support development of an implementation plan if prioritized by the Council.
Mason Street Sewer System – The Mason Street Sewer System project is included in the Downtown Utility Improvement Project. Construction is currently underway with completion anticipated by late summer 2026.
Monte Vista Sewer System Upsize – This project to upsize the water and sewer main along Monte Vista Avenue was completed in November 2025. The project is expected to go to Council for acceptance in January 2026.
Parking Lot Upgrades - In 2021, the City resurfaced parking lots 5, 7, and 12. In 2022, the City restriped parking stalls in the Downtown.
Parking Sensors – In 2023, the City installed sensors in 1,098 parking spaces downtown including within City-owned parking lots and along Main Street. An app provided the public with real-time parking availability over the course of the pilot program, which ended in 2024 when the initial contract expired. The City collected and retained parking usage data from the entire operational period spanning two years. This data can be used to support parking programs downtown.
Public Art - In 2024, the City and the Downtown Vacaville BID coordinating the “Touch the Sky” art installation to attract new visitors to the Downtown. In 2025, six murals were added to private properties downtown including four city-funded murals and two privately funded murals:
1) We are Made of Stars, on Trianon Way near Dobbins Street (354 Main Street); 2) I Spy, along Dobbins Street south of Main (354 Main Street); 3) Caballero located at 742 E. Main Street;
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4) Welcome to Historic Downtown Vacaville located at 373 Merchant Street; and 5) Two exterior murals on the Brenden Theaters building, part of the “As Above, So Below” public art series spanning Concord, Modesto, and Vacaville, funded by the Brenden Mann Foundation.
Public walkway lighting upgrades – Lighting upgrades included replacement of pole-mounted light fixtures, addition of energy efficient fixtures, and upgraded string lights on street trees. These improvements increased lighting levels along Main Street to improve the visibility of pedestrians and storefronts.
School Street Bridge Entry Sign and Uplighting – New entry signs were installed to welcome visitors into Andrews Park and from Andrews Park into downtown. The School Street bridge is now accented with architectural uplighting.
Sewer System Improvements - Approximately 2,400 lineal feet of large diameter sewer lines were rehabilitated between Stevenson Street and East Main Street. In 2022, the Downtown Sewer Project facilitated conversion of ground-floor office uses into higher intensity uses such as restaurants and retail, and for new development to occur downtown. Replacement of functionally outdated sewer mains and service laterals within the Downtown along Merchant Street, Main Street, West Street, and Peach Tree Avenue.
Destination Downtown Storefront Improvement Program – In 2024, the Storefront Improvement Program was launched and by mid-2025, nine properties downtown completed storefront improvements including: 1) Opera House; 2) Odd Fellows building; 3) The Library (Journey); 4) Willard’s Cleaners; 5) A-Tax Team; 6) Final Kutz; 7) Celeste Tea Room; 8) Motoring Specialists; and 9) Jackson Medical. The Treasure Island vacant storefront and La Borgata were selected for funding but projects have not yet been completed.
Trash Receptable Upgrades – Existing public trash receptacles along Main Street were replaced with “Big Belly” trash and recycling containers. These durable containers compact materials which increases their capacity.
Tree Infusion Program – In 2025, the City planted 128 trees downtown as part of the Tree Infusion program associated with the Sustainable Energy Project.
Tree Lights and Associated Electrical Upgrades – In 2022 and 2023, the City added lights to most street trees located along Main Street to increase the attractiveness of the streetscape.
Ulatis Creek Bank Repairs and Andrews Park Sewer System - The Ulatis Creek Bank Repairs behind McBride Senior Center and Andrews Park Sewer Crossing projects were completed in 2023. The Ulatis Creek Bank Repairs adjacent to Main Street was completed in 2024.
Vegetation Clearance along Ulatis Creek, Phase 1 & 2 – The Ulatis Creek Vegetation Removal Project was completed in July 2024 with a scope of work that removed invasive and non-native vegetation (primarily Arundo/Giant Reed and Ailanthus/Tree of Heaven) in Ulatis Creek from E.
Monte Vista Bridge to McClellan Bridge.
All of the above projects together are components of the City’s $20+M investment in Downtown over the past five years.
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PRIVATE INVESTMENTS DOWNTOWN
In addition to the private investment associated with the storefront improvement projects at 11 locations within downtown, the following notable projects have been completed or are underway downtown:
700 Parc – Construction of the first phases of this 81-unit single family development in downtown began in 2024, with the first units completed and the sales office opened in December 2025.
Kohe Noor – The historic post office building was vacant for almost five years. In December 2025, a new restaurant, deli, and small grocery store opened within the building.
Triangle Building – The historic Triangle Building located on the block bounded by Main, Merchant, and Dobbins Streets has recently been repainted and re-tenanted with active retail and food and beverage service uses.
Additional Downtown Housing Projects – City staff has met with several property owners and prospective investors on five sites for new downtown housing.
FUTURE PROJECTS IN AND AFFECTING DOWNTOWN
Trash Enclosures in Town Square Parking Lot – This project was anticipated to be constructed earlier but construction costs exceeded budget. The existing trash enclosures, which serve multiple private businesses, are deficient in terms of size and features – this project would provide durable shared trash facilities.
Business Ombudsman Program – This program, which involves Community Development staff from the Planning, Building, and Economic Development Divisions, will be developed and launched in 2026. The vision is to create a “Business Concierge Program” to specifically assist downtown businesses navigate the City’s entitlement and tenant improvement process. This program, once established, could be expanded to assist in commercial and industrial areas outside of Downtown.
Active Business Recruitment – In early 2026, Economic Development staff plans to finalize and implement the Retail Action Plan.
Property Based Business Improvement Districts (PBID) – On September 23, 2025, the Council authorized a contract with New City America, Inc. to explore formation of a Property Based Improvement District (PBID) or a Community Benefit Improvement District (CBID).
Following stakeholder engagement and related work, the first phase of this project should conclude in January 2026.
Multiple Water System Improvements to Support Citywide Growth – In 2026, the City plans to complete work on Well 17, Well 22 (2B) and complete design and begin construction on Wells 18, 19, 20, and 21. A Well Field Study is expected to be completed in 2026 which will drive where future well exploration will occur. The City is currently working with the City of Fairfield to complete the planning phase for the expansion of the North Bay Regional (NBR) Water Treatment Plant.
Expansion of the NBR facility will be done in conjunction with water transmission improvements in the City.
Item 2.b
Inflow and Infiltration Lining (Birch Sewer Shed Phase 2 and Phase 3) – This project is funded and is currently in the queue for the design phase. Once the design phase is completed, the project will be put out to bid. Construction is anticipated to begin in 2025.
Monte Vista Resurfacing – Monte Vista Avenue within the DTSP area is scheduled to be resurfaced in 2026.
Merchant Directory Signs – In 2025, Public Works and Community Development staff walked the downtown area with DVBID leadership and identified five locations for merchant directory signs: Parker/Main, Mason/Parker, Dobbins/Monte Vista, Main/Andrews Park, and Fruit Pickers Plaza. The project was envisioned to cost $60,000 – the City would pay for installation of up to six sign poles and an initial round of signs and the DVBID would administer a program where merchants would pay for individual signage to be displayed on the poles and the DVBID would produce, install, and maintain the merchant signs.
SPECIAL EVENT PERMIT PROCESS
A. Background
Special events play an important role in activating Downtown Vacaville by creating opportunities for residents and visitors to gather, enjoy entertainment, and support the local economy. These events often bring large audiences into the area and help contribute to a vibrant, engaging downtown environment. At the same time, some event formats—particularly those that require street closures—have created challenges for downtown businesses and their patrons. Concerns have included reduced access to storefronts, limited customer parking, increased congestion, and, in some cases, decreased sales on the event days.
As the demand for downtown events continues to grow, the City seeks to establish clear, consistent parameters for evaluating street closure requests in a way that balances the economic vitality of downtown businesses with the community’s interest in hosting well-attended public events. The goal is to provide predictability for event organizers and businesses while ensuring that street closures are reserved for events that provide significant community benefit.
The Special Event Committee also recognizes that certain long-standing community events generate substantial attendance and economic activity and are deeply rooted traditions in Vacaville. To that end, the Committee recommends that Fiesta Days, Fourth of July Fireworks and Concert, Halloween Stroll, and Merriment on Main remain designated as annually approved street closure events due to their scale, safety requirements, and long-established community value.
B. Current Special Event Review Process
Special events in Vacaville are defined as events that are open to the public and take place on public property. Event Organizers begin by submitting an Initial Event Review through OpenCounter, the City’s online event permitting system. OpenCounter guides applicants through a series of scoping questions regarding event type, location, timeline, anticipated attendance, vendors, alcohol and food service, and operational needs.
1. The Special Event Coordinator receives the submission and distributes it to the Special Event Committee, which includes representatives from the City Manager’s Office, Police Department, Fire Department, Public Works, Parks & Recreation, Finance, and others as Item 2.b
needed. The committee meets monthly to review upcoming events, identify conflicts or concerns, and determine whether preliminary approval can be granted.
2. If all departments approve the Initial Event Review, organizers are asked to provide additional materials, including an updated site plan, vendor list, safety and security plan, traffic control plan, Fire Department event application, Solano County Health Permit (as applicable), and event insurance. These “sub” applications are routed to the appropriate departments, who work with the Special Event Coordinator and Event Organizer to resolve any required revisions.
3. Once these documents are approved, organizers submit the Final Special Event Permit Application, confirming and compiling all approved information. The Special Event Coordinator then issues the permit. Events are rarely denied at this stage when the process has been followed. The target timeline for the complete process is 90 days, though staff works to streamline approvals whenever possible. New event organizers are encouraged to attend a Special Event Committee meeting early in the process to present their concept and ask questions.
C. Fees Associated with Special Events
It is important to note that there is currently no permit fee for Special Events. Event Organizers may be required to pay facility rental fees if their event utilizes a community center or select City parks, and the Fire Department charges inspection fees for certain event types. Other than these charges, Event Organizers are not billed for staff time associated with reviewing applications, coordinating with departments, or assisting organizers throughout the process.
Additionally, the City does not charge a fee for closing streets. While road closures are executed through traffic control companies contracted and paid for directly by Event Organizers, no payment is made to the City for use of the right-of-way during a permitted street closure.
D. Business Concerns
Business concerns regarding downtown events primarily focus on limited access and parking during street closures, especially on Saturdays. Vendor Fairs in particular have been identified as events that can draw customers away from storefronts or introduce perceived competition from pop-up vendors. Some businesses have also noted that their regular customers avoid downtown during heavily attended events due to crowding or difficulty finding parking. These concerns inform the need for clearer parameters around the frequency, location, and scale of downtown street closures.
E. Recommendations
To balance business concerns with the community’s desire for dynamic public events while enhancing communication and predictability, staff recommend implementing the following parameters for downtown street closure requests:
1. Establish Minimum Thresholds for Event Size and Attendance Reserve downtown street closures for events that can demonstrate a minimum expected attendance appropriate for the scale of disruption, ensuring closures are used for events with broad community benefit.
Item 2.b
2. Adopt Standardized and Unchanging Road Closure Maps
Create predetermined, consistent closure maps for the Downtown Core. This will give businesses predictability regarding which streets and parking areas will be affected and will reduce traffic control costs for Event Organizers.
3. Relocate Vendor Fairs to Creekwalk Plaza When Feasible Due to ongoing concerns from downtown businesses about access and vendor competition, vendor fairs should be prioritized for Creekwalk Plaza. The venue is equipped with utilities and has historically supported increased foot traffic for surrounding businesses. The DVBID’s shift to a year-round Saturday Farmers’ Market in Creekwalk Plaza, which has been well received by the community, limits the availability of the venue for other activities and should be considered in future scheduling.
4. Increase Outreach Expectations for Event Organizers
Require Event Organizers to conduct early outreach to businesses adjacent to proposed street closures. Improved communication will help mitigate concerns and allow businesses to adjust operations during event days.
5. Add the DVBID Director as an Ex-Officio Member of the Special Event Committee To improve coordination and ensure downtown business interests are represented, staff recommends adding the DVBID Director as a non-voting member of the Special Event Committee. This will give the DVBID early visibility into event proposals, improve communication to businesses, and help identify opportunities for businesses to benefit from event foot traffic.
Maintain Standing Approval for Four Major Community Events Continue recognizing Fiesta Days, Fourth of July Fireworks and Concert, Halloween Stroll, and Merriment on Main as annually approved street closure events due to their cultural significance, large attendance, and consistent operational needs.
NEXT STEPS
While this item is a study session, the Council may provide direction or express interest in specific projects. Separate study sessions are scheduled for January 13, 2026 to present information about establishing entertainment zones downtown and about establishing a permanent parklet program.
ENVIRONMENTAL IMPACT:
This informational study session is exempt from the California Environmental Quality Act (CEQA) because it is not a project that has the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, pursuant to California Code of Regulations, Title 14, Section 15378.
FISCAL IMPACT:
This item is informational only and there are no additional budget requests at this time.
Amount Requested: None
Item 2.b
Funding Source: Not applicable
Budget Distribution: The costs associated with this item are covered within the Community Development and City Manager’s Office budgets.
ALTERNATIVES:
Not applicable – information item only.
STRATEGIC PLAN GOAL/INITIATIVE:
Goal #2 – Strengthen the Local Economy
Goal #3 – Protect Vacaville’s Quality of Life
LEVINE ACT: No
ATTACHMENTS:
Attachment 1: Map of Downtown Specific Plan Boundary
Item 2.b
Item 2.b