Agenda — Vacaville City Council, January 16, 2026

1 The City 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. ROLL CALL
Mayor John Carli
Vice Mayor Michael Silva, District 3
Councilmember Roy Stockton, District 1
Councilmember Greg Ritchie, District 2
Councilmember Sarah Chapman, District 4
Councilmember Ted Fremouw, District 5
Councilmember Jeanette Wylie, District 6

2. PUBLIC COMMENT - In accordance with Govt. Code §54956, public comment is limited to business listed on the agenda.

3. GROUP EXERCISE #1 WITH CONSULTANT JANETTE WILLIAMS

4. UPDATE – CURRENT STRATEGIC PLAN

5. DEPARTMENT PRESENTATIONS
Non-Public Safety: City Attorney’s Office, City Manager’s Office, Community & Economic Development, Finance, Human Resources, Housing, Parks & Recreation, Utilities

6. DEPARTMENT PRESENTATIONS
Fire, Police, Public Works

7. BREAK

8. FINANCIAL UPDATE

9. MEASURE M UPDATE

10. ADJOURN TO JANUARY 17 AT 9:00 A.M.

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.

____________________________ January 15, 2026
Michelle A. Thornbrugh, City Clerk Date

AGENDA FOR THE SPECIAL MEETING OF THE

CITY COUNCIL OF THE CITY OF VACAVILLE
January 16, 2026
5:00 – 9:00 P.M.
**PLEASE NOTE DIFFERENT LOCATION**
Three Oaks Community Center, Assembly Hall
1100 Alamo Drive
Vacaville, CA 95688

Strategic Plan 2026 Update
January 16, 2026
Strategic Plan Goals

1. Ensure Public Safety

2. Strengthen the Local Economy

3. Protect Vacaville’s Quality of Life

4. Maintain Effective and Efficient
Services

5. Promote Community
Engagement and Increased
Equity and Inclusion
January 16, 2026 Strategic Plan Update - Slide of 162 Strategic Plan Structure
January 16, 2026 Strategic Plan Update - Slide of 163 Goals – These provide the overarching framework.

Strategic Initiatives – Developed through SWOT
analysis, each linked to a corresponding Goal.

Implementation Strategies – Serve as the action
plan for each of the Strategic Initiatives.

Prioritized Strategic Initiatives
January 16, 2026 Strategic Plan Update - Slide of 164 Priorities Strategic Initiatives
1 2A Articulate a current Economic Development Program
2 4A Ensure Fiscal Sustainability
3 3A Promote Housing for All
4 4C Build a Positive Organizational Culture and Workforce 5 2B Manage Impacts from Growth
6 1A Manage Changing Paradigm for Police
7 1B Manage the increasing call volumes for Fire and EMS 8 4B Rebuild City Support Services (IT & Finance, HR, and Risk Mgmt) Promote Community Engagement and Increased Equity and Inclusion Strategic Plan Updates
• Staff continue to work on many of the implementation strategies. • Details can be found in the Strategic Plan Update document. 5January 16, 2026 Strategic Plan Update - Slide of 16 Initiative 1A: Manage Changing
Paradigm for Police
6 Implementation Strategies Status

1. Develop and implement a Public Safety
Strategic Plan.

In Progress
 Evaluate current industry Best Practices
and new legislation to ensure we're
meeting community expectations.

Completed/
Ongoing
 Utilize public safety and quality of life
key performance indicators to identify,
analyze and report on new trends.

Completed
 Explore new programs and methods to
address the increased demand for
mental health, homeless, and
substance abuse services.

In Progress

2. Prioritize community–based policing
practices and identify areas for extended
outreach and program development.

Completed/
Ongoing

3. Pursue accreditation from the CALEA
national program which promotes
increased community advocacy and greater
accountability within the agency.

Cancelled/
Paused
Priority #6
January 16, 2026 Strategic Plan Update - Slide of 16 Initiative 1B: Manage the Increasing
Call Volumes for Fire and EMS
7 Implementation Strategies Status

1. Evaluate staffing models and facility
demands to meet future public safety
service delivery needs.

Completed
 Increased calls for service In Progress
 Expand or move fire stations In Progress
 Potential impacts from future Biotech
and master-planned development
projects
In Progress

2. Consider opportunities to improve the
City's emergency management, including
targeted efforts in wildfire preparedness
and response.

Completed/
Ongoing
Priority #7
January 16, 2026 Strategic Plan Update - Slide of 16 Initiative 2A: Articulate a Current
Economic Development Program
8 Implementation Strategies Status

1. Implement COVID-19 Economic
Recovery Strategy
Completed

2. Invest in proactive Economic
Development strategies that capitalize on
the City’s strengths.

In Progress
 Implement Biotech & Advanced
Manufacturing Strategies
In Progress

3. Expand relationships with existing
partnerships to help promote local
workforce readiness and meet local
business needs.

Completed/
Ongoing
 Travis AFB, Solano College, & County
Workforce Development Board
In Progress

4. Develop a citywide business incentive
plan that fosters economic diversification
(i.e. infrastructure investments, incubator
programs and grow local entrepreneurs).

Completed/
Ongoing

5. Create an efficient development
approval process
Completed/
Ongoing
Priority #1
January 16, 2026 Strategic Plan Update - Slide of 16 Initiative 2B: Manage Impacts from Growth
9 Implementation Strategies Status

1. Provide achievable funding mechanisms for planned
development projects including:

In Progress
 Update City's Development Impact Fee (DIF) Completed/ Ongoing
 Conduct Community Facilities District and Landscape and Lighting District Evaluations.

Completed/
Ongoing

2. Complete and implement the City's Park and Recreation Master Plan.

In Progress
 Explore development of additional parks In Progress
 Examine neighborhood equity of parks and services In Progress

3. Reinvest in aging infrastructure in downtown to help ensure the success of the Downtown Specific Plan.

Completed/
Ongoing

4. Ensure the City has up to date infrastructure Master Plans (i.e. Water, Sewer, Roads, Drainage) for new growth areas.

In Progress
 Develop new fiber-optic Master Plan Completed

5. Promote climate, sustainability, and green energy.

Completed/
Ongoing

6. Leverage the use or sale of City owned surplus property. In Progress Priority #5
January 16, 2026 Strategic Plan Update - Slide of 16 Initiative 3A: Promote Housing for All
10 Implementation Strategies Status

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.

Completed

2. Create new ways to generate additional
affordable housing and preserve existing
affordable housing.

In progress

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.

In Progress
Priority #3
January 16, 2026 Strategic Plan Update - Slide of 16 Initiative 4A: Ensure Fiscal Sustainability
11 Implementation Strategies Status

1. Continue to address long-term unfunded liabilities. In Progress

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.

In Progress
 Conduct a Water and Sewer Rate Study to ensure these Enterprise funds have sufficient revenue to cover future capital and operating costs.

Completed
 Develop strategies to address existing Landscape and Lighting District structural deficiencies.

Completed/
Ongoing

3. Continue to expand upon best practices used for budget transparency. Completed  Develop a long-range financial plan for Measure M In Progress

4. Pursue new and alternative revenue sources. In Progress

5. In the spirit of good stewardship, educate residents and other stakeholders on the financial and tax related concepts that affect the City.

Completed/
Ongoing
Priority #2
January 16, 2026 Strategic Plan Update - Slide of 16 Initiative 4B: Rebuild City Support Services
(IT & Finance, Human Resources, Risk Management)
12 Implementation Strategies Status

1. Implement the Technology Strategic Plan and
Geographic Information Services Master Plan
In Progress
● Develop policies for increased cyber security In Progress

2. Explore "Smart Cities" technology initiatives to
address key community needs and interests.

In Progress

3. Implement an Enterprise Risk Management
program.

In Progress

4. Continued implementation of the City's new
Enterprise Resource Planning (ERP) system.

Completed/
Ongoing
● Expand ERP for contract management. Completed

5. Build upon best practices for successful on-going
employee retention and recruitment efforts that
retain and attract high performance employees.

In Progress

6. Develop and implement a Records Retention
system.

Completed/
Ongoing
Priority #8
January 16, 2026 Strategic Plan Update - Slide of 16 Initiative 4C: Build a Positive
Organizational Culture and Workforce
13 Implementation Strategies Status

1. Develop an innovation and efficiency plan
that uses best practices.

Cancelled/
Paused

2. Cultivate a progressive work culture that is
responsive to customer service demands.

Completed/
Ongoing

3. Explore best practices for integrated
performance management and benchmarking
into the City’s work culture.

Completed/
Ongoing

4. Promote a highly engaged workforce. Completed/
Ongoing

5. Potentially revisit City’s current Core Values:

Accountable, Inclusive, Innovative, Responsive
Cancelled/
Not started
Priority #4
January 16, 2026 Strategic Plan Update - Slide of 16 Goal 5: Promote Community Engagement and
Increased Equity and Inclusion
14 Implementation Strategies Status
Create and implement a comprehensive
Community Engagement Plan to enhance
public dialogue and trust between the
Organization and the Community.

Completed/
Ongoing
Develop a comprehensive
Communications Plan that includes a
multi-lingual component.

Completed/
Ongoing
Explore the use of a Neighborhood
Capacity-Building Strategy.

Completed/
Ongoing
Continue to develop and expand upon the
efforts with the City's new Equity Focus
Group.

Cancelled/
Paused
January 16, 2026 Strategic Plan Update - Slide of 16 8 20
25 4
Completed
Completed/Ongoing
In Progress
Cancelled/Paused
15January 16, 2026 Strategic Plan Update - Slide of 17 Strategic Initiative Status Snapshot
January 16, 2026 15
Questions or CommentsQuestions or Comments
January 16, 2026 Strategic Plan Update - Slide of 1616 Strategic Plan Comprehensive Updates-2021-2026.xlsx
Council
Priority
Goal / Strategic Initiative /
Implementation Strategies
Responsible
Department(s)
2024 Updates 2025 Update
Do you anticipate this
strategy being complete by
June 30, 2026?
Category Status
(Completed, Completed/Ongoing, In Progress,
Cancelled/Paused, Not Started)

1.0.0 1.1.0 1. Implement COVID 19 Economic Recovery
Strategy
Economic Development Completed
Economic Recovery Dashboard and Story Map were updated for the final time in March 2024. The final COVID19 Economic Recovery update was presented at the July 23, 2024 City Council Meetings. As a result of this meeting the COVID ‐
19 Economic
Recovery Strategy is now completed.

Completed
Economic Recovery Dashboard and Story Map were updated for the final time in March 2024. The final COVID 19 Economic Recovery update was presented at the July 23, 2024 City Council Meetings. As a result of this meeting the COVID
‐
19 Economic Recovery Strategy is now completed.

Completed

1.2.0 2. Invest in proactive Economic Development
strategies that capitalize on the City’s strengths.

Economic Development
Community Development
Ongoing
Economic Development staff is working to identify and attract companies that will help to expand the city's bioecosystem. Staff is also exploring the possibility of attracting companies in the alternative meat and protein segment of the biotech industry.

Ongoing
Economic Development staff is working to identify and attract companies that will help to expand the city's bioecosystem. Staff has also begun efforts to attract companies in the alternative meat and protein segment of the biotech industry and working to determine if the City has the workforce and supply chain to support non-biotech advanced manufacturing.

No. In Progress

1.2.1 ● Implement Biotech & Advanced
Manufacturing Strategies
Economic Development Ongoing
Economic Development efforts to expand the biotech ecosystem continue. In April, the City's partner organization, the California Biomanufacturing Center, hosted three days of events meant to make life sciences fun and accessible to City residents. Staff also attended and exhibited at the American Biomanufacturing Summit and the Bio International Conference. Both of these conferences provided staff with an opportunity to meet with companies interested in locating operations in Vacaville.

Ongoing
Economic Development efforts to expand the biotech ecosystem continue. In April 2026, the City's biotech partners will attend and exhibit at the American Biomanufacturing Summit. This conference provides staff with an opportunity to meet with companies interested in locating biomanufacturing operations in Vacaville. In January 2026 Staff will begin updating the Economic Development Strategy which will further refine the strategies employed to attract desired industries.

No. In Progress

1.3.0 3. Expand relationships with existing partnerships to help promote local workforce readiness and
meet local business needs.

Economic Development Ongoing
To support the local talent pipeline, the Department has expanded relationships with the City’s existing partners, Solano College, the Workforce Development Board of Solano County, the California Biomanufacturing Center, and LifeSpace Labs to help develop local workforce readiness programs to meet the workforce needs of local industries including the development of the Bio ‐
Economy Report
in Solano County. As a result of this partnership, the Flex Bio Culture and Next Generation DNA Sequencing training programs were developed and implemented The Jobs for the Future Consortia was created in partnership with the Workforce Development Board of Ongoing
To support the local talent pipeline, the Department maintains relationships with the City’s existing partners: Solano College, the Workforce Development Board of Solano County, the Solano-Napa Small Business Development Center, and the Solano Economic Development Corporation to provide local workforce readiness programs to meet the workforce needs of local industries.

Completed/Ongoing

1.3.1 ● Travis AFB, Solano College, &
County Workforce Development Board
Economic Development In Progress

1.4.0 4. Develop a citywide business incentive plan that fosters economic diversification (i.e. infrastructure
investments, incubator programs and grow local
entrepreneurs).

Economic Development Ongoing
On July 23, 2024, the City Council approved "Destination Downtown," a pilot storefront improvement grant program. This new incentive program will launch on August 30, 2024. Economic Development Department, in partnership with Community Development Department has begun developing a fee deferral and fee reduction incentive program for targeted industries. These citywide business incentive programs will support and encourage economic growth. Program completion is anticipated to be scheduled for Council by January/ February 2025 The storefront improvement grant program had 15 applicants 12 of whom were approved for a total amount Ongoing
Economic Development Department, in partnership with Community Development Department, has begun developing an extended fee deferral and fee reduction incentive program for targeted industries.

These citywide business incentive programs will support and encourage economic growth. Staff anticipates bringing this item to Council for adoption in Spring 2026.

Yes. Completed/Ongoing

1.5.0 5. Create an efficient development approval
process
Economic Development
Community Development
Ongoing
Community Development In the 24 25 budget, funding was secured for a contract with Baker Tilly to facilitate a development review process improvement initiative. The Initiative kicked off in July 2024. The consultant interviewed City staff and a group of development services customers to get feedback about the current process and improvement ideas. The current process was mapped out, from beginning to end, and those process maps have been reviewed and finalized. Staff received an “observations and recommendations” memorandum from the consultant in December 2025 and a Process Improvement Workshop involving staff from all development i d t t i h d l d f id
‐
F b 2025 I M h/A il t ff ti i t h i th lt f th k ith th Ongoing
Community Development - On July 22, 2025, City Council received a presentation about the Development Review Process Improvements Initiative and provided unanimous direction to City staff to implement the Final Action Plan comprised of ten top priority action items to improve the development review process. On September 29, 2025, the Action Report #1 was issued outlining the implementation of the Plan Check Express program and progress on all other priority action items. The second Action Report was issued on December 16, 2025.

Yes. Completed/Ongoing
Goal 2: Strengthen the Local Economy
Initiative 2A: Articulate a current Economic Development Program

Page 1 of 10 ends

2.0.0 2.1.0 Continue to address long term unfunded liabilities. Finance Human Resources
Ongoing
The City continued to prepay its annual UAL payment in July for its pension unfunded liabilities. By making a lumpsum payment in July instead of paying the UAL throughout the year, the City will save approximately $750K in interest costs for the year. Due to the projected deficit spending forecasted in the FY 24/25 budget, ADPs ‐
additional principal payments
‐
towards the pension unfunded
liabilities are being paused for FY 24/25. The City continues to fully fund its annual actuarially determined contribution towards OPEB.

Ongoing
The City continued to prepay its annual UAL payment in July for its pension unfunded liabilities. By making a lumpsum payment in July instead of paying the UAL throughout the year, the City will save approximately $750K in interest costs for the year. Due to deficit spending, the City has paused ADPs towards the pension unfunded liability. The City continues to fully fund its annual actuarially determined contribution towards OPEB.

No, the unfunded liabilities will
continue to be a challenge
until all of our plans are at
least above 80% funded which
won't happen by 6/30/26.

In Progress

2.2.0 Continue to enhance the City's financial position and operations Finance by identifying and implementing
additional financial tools as well as adopting policies and procedures that promote efficiencies and
effectiveness.

Finance Ongoing
The City completed an external assessment of its procurement policy and process which resulted in 33 recommendations among them updating the current procurement policy. Staff is analyzing the phasing of implementing these recommendations.

No, implementation of the
recommendations will start
before 6/30/26 but will not be
completed prior to this date as
a majority of the organizational
and service level
recommendations will require
additional staffing.

In Progress

2.2.1 ● Conduct a Water and Sewer Rate
Study to ensure these Enterprise funds
have sufficient revenue to cover future
capital
and operating costs.

Utilities Completed Completed

2.2.2 ● Develop strategies to address
existing Landscape and Lighting
Public Works District structural
deficiencies.

Public Works Ongoing
Per consultant recommendation, continue to monitor LLAD budgets closely. Revisit citywide LLAD survey in 34 years to determine any change in public sentiment.

Ongoing
Per consultant recommendation, continue to monitor LLAD budgets closely. Revisit citywide LLAD survey in 2027 to determine any change in public sentiment.

Completed/Ongoing

2.3.0 Continue to expand upon best practices used for
budget transparency.

Finance
City Manager's Office
Completed
The City relaunched its financial transparency website in April 2024. Through the use of interactive charts, graphs, and tables, the public is now able to view the City's revenues and expenses on the website which uses data extracted daily from the City's internal financial software. From the data, we’re currently averaging a couple of thousand “clicks” a month. Eventually, the plan would be to Completed

2.3.1 ● Develop a long range financial plan for Measure M
Finance
City Manager's Office
Ongoing In Progress

2.4.0 Pursue new and alternative revenue sources. Finance Ongoing Ongoing Implemented a service fee for Trakit permitting software payments made via credit card and ACH. Citywide, fees for credit card payments and related bank fees average around $500,000 annually. Staff is currently exploring a similar service fee to recover the credit cad associated costs absorbed for other software platforms used by the City (Utility Billing, business licenses, parks and recreation) In Progress

2.5.0 In the spirit of good stewardship, educate residents and other Finance stakeholders on the financial and
tax related concepts that affect the City.

Finance Ongoing
Staff held four budget sessions through the months of May and June as part of the FY 24/25 budget adoption process.

Ongoing
Staff continued its quarterly budget sessions throughout the fiscal year and added an additional budget study session during the adoption of the FY 25/26 budget given the City's current deficit spending position.

Completed/Ongoing
Goal 4: Maintain Effective and Efficient Services
Initiative 4A: Ensure Fiscal Sustainability

Page 2 of 10 ends

3.0.0 3.1.0 Develop a comprehensive Housing Strategy that promotes multiple forms of rental and
homeownership opportunities and removes barriers
in order to provide all types of housing for our
community.

Housing
Community Development
Complete Complete Completed

3.2.0 Create new ways to generate additional affordable housing and preserve existing affordable housing.

Housing
Community Development
Ongoing
Community Development—A consultant has been hired to develop inclusionary housing options. In April/May 2024, presentations were given to the Planning Commission and City Council. As part of the work plan, stakeholder interviews will be conducted in July 2024, and broad community outreach will also be conducted.

The City will be partnering with a non
‐
profit housing developer to propose a transformative Homekey project at the Quality Inn & Suites, located at 1050 Orange Drive. This development aims to convert the existing motel into approximately 80 ‐
90 units of permanent
supportive housing (PSH) along with one on
‐
site property manager unit. The project, which will include vital on ‐
site supportive services,
is designed to address the growing homelessness crisis in the City, as reflected in the 2024 Point in Time Count, which identified a rising number of unsheltered individuals. With a mix of state Homekey funding, City ARPA capital match, and private financing, this development will provide long
‐
term, sustainable housing for vulnerable populations while meeting critical housing needs outlined in the City's 2023
‐
2031 Housing Element.

The developer is committed to ensuring that this project aligns with both local housing goals and homelessness response efforts. This project will contribute to the City’s Regional Housing Needs Allocation and will support a low ‐
barrier housing model, which prioritizes
immediate access to stable housing and ongoing support. The project will also meet the affordability requirements for extremely low
‐
income households (30% area median income) and will leverage federal Section 8 Project ‐
Based Vouchers to ensure long
‐
term
affordability. The project will move through the City's entitlement processes, including design reviews and community outreach, and will align with the City's strategies for addressing homelessness through the development of supportive housing.

Ongoing
HCS - During 2025, several major development and preservation efforts progressed:

Victory Gardens: Approved by the Planning Commission in May 2025 (appeal denied), this project will add 206 new multifamily units and 15 affordable single-family homes targeted to military and veteran households. Staff are now coordinating with the developer on next-phase entitlements and funding applications, with construction anticipated to begin following financial closing.

Vacaville Gables Rehabilitation Project: This 65-unit preservation project is anticipated to close in December 2025. The rehabilitation will extend affordability for an additional 55 years and include 24 Project- Based Voucher (PBV) units through the Vacaville Housing Authority, ensuring long-term affordability for extremely low-income households.

Allison Apartments (Transit-Oriented Development Site): The previously approved 135-unit proposal by CFY Development will not be moving forward. Staff will initiate the Surplus Land Act (SLA) process to identify a new development partner capable of delivering high-quality affordable housing at the site.

Quality Inn Homekey Proposal: The City has decided not to move forward with this proposal at this time, as the project’s type and size do not align with Vacaville’s current housing and service needs.

On February 5, 2025, City staff presented inclusionary housing options to City Council and did not receive direction to proceed with an ordinance. Based on Council questions and direction, staff has been working with the consultant to prepare information about how below market rate ownership units help build wealth and strategies to encourage starter homes and homeownership. This information will be presented to Council in early 2026.

These actions reflect the City’s ongoing commitment to facilitating new affordable housing development, preserving existing affordability, and strategically repositioning projects to align with local needs and capacity. Staff will continue to explore opportunities to utilize city-owned land, local and state funding sources, and partnerships with experienced developers to deliver diverse and sustainable housing solutions for Vacaville residents.

No - this effort will be ongoing. In Progress

3.3.0 In partnership with public agencies, non profit,
faith based another 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 Ongoing
During the reporting period, Councilmember Roberts and Councilmember Stockton continued to represent the City of Vacaville as the appointed Board member (Stockton) and alternate (Roberts) to the CAP Solano, JPA. The biannual Homeless Point in Time Count was completed, and the report is pending. At the May 28, 2024 City Council meeting, the City Council approved a Staffing Memorandum of Understanding with CAP Solano JPA. CAP Solano JPA Board approved the MOU at their June 27, 2024 Board Meeting. The MOU provides a funding mechanism to hire 6.5 FTE for CAP Solano JPA, allowing capacity to further the Strategic Plan and goals, including but not limited to;
1) gather quantitative data to inform what strategies will work; 2) gather qualitative data from stakeholders to inform strategies; 3) implement a regional crisis response, including street outreach, stabilization services, prevention/diversion efforts, and increase permanent supportive and affordable housing.

Habitat
Solano
‐
Napa Habitat for Humanity (Habitat) Affordable Homeownership project. Habitat’s model works to reach lower ‐
income earners
that are outpriced by current market conditions. With local jurisdiction support; homeowners contributing “sweat equity;” and using volunteers during the construction of their own home, overall costs are lower, enabling low ‐
income households to obtain
homeownership and begin to build wealth. Habitat currently has a disposition agreement with the City to develop 10 parcels with 10 residential 4
‐
bedroom units (10 duet homes) on the City
‐
owned property on Scoggins Court and East Monte Vista. All homes are to be sold to households below 80% of area median income and sales prices would be restricted as required by the Surplus Land Act and Affordable Housing law through a deed restriction.

Victory Gardens (Vanden)
‐

In partnership with local public agencies, nonprofit organizations, and community stakeholders, the Housing and Community Services Department finalized the City of Vacaville Homelessness Action Plan, which was approved by City Council on October 14, 2025.

The plan establishes a coordinated framework for addressing homelessness through prevention, outreach, interim housing, supportive services, and pathways to permanent housing. Developed collaboratively with Solano County agencies, CAP Solano JPA, Opportunity House, Vacaville Police Department’s Community Response Unit (CRU), and other service providers, the plan identifies practical, phased strategies aligned with available local and regional resources.

Key elements of the approved plan include:
-Expanded Day Center and Navigation Services
-Transitional and Interim Housing Models
-Move-On and Move-Up Voucher Pathways
-Housing Search Assistance
-Homelessness System of Care Roundtable
-Data and Performance Tracking
Implementation will begin in early 2026, with initial focus on expanding navigation and case management capacity, formalizing inter-agency coordination, and identifying funding opportunities to support operational sustainability.

Approving the plan was
completed; however,
continued implementation of
the plan will be ongoing.

In Progress
Goal 3: Protect Vacaville's Quality of Life
Initiative 3A: Promote Housing for All

Page 3 of 10 ends

4.0.0 4.1.0 Develop an innovation and efficiency plan that uses best practices.

Various Ongoing Cancelled/Paused

4.2.0 Cultivate a progressive work culture that is
responsive to customer service demands.

Human Resources Complete
Initial work is complete, but will be an ongoing effort.

Ongoing Completed/Ongoing

4.3.0 Explore best practices for integrated performance management and benchmarking into the City’s work
culture.

Human Resources Ongoing
Human Resources has revamped our performance management system to transition from a traditional annual appraisal of employee performance to a continuous performance management process. Currently, this change has been rolled out to all Full ‐
time staff, and
will be rolled out to part
‐
time staff (except Parks and Rec) in September 2024.

This revamped process takes place throughout the year and involves planning (setting goals and/or expectations), checking in

Ongoing
HR completed departmental check-in meetings to identify areas where additional support may be beneficial. These discussions reviewed the new performance management process, addressed challenges supervisors are experiencing during the transition, and reinforced the importance of holding regular check-ins. Emphasis was placed on how consistent two-way communication and feedback enhance employee engagement and contribute to improved retention.

Completed/Ongoing

4.4.0 Promote a highly engaged workforce. Human Resources Ongoing The Leadership Program continues to progress. Participants have completed all monthly workshops and are currently working on their assigned group projects. These projects, all centered around the enhancement of organizational culture, efficiency, and engagement, will be presented at the program graduation, scheduled for late September.

Facilitated Annual New Supervisor Training (April
‐
30+ attendees) and New Sergeant Training (February
‐
12+ attendees).

All supervisors (120+) attended the follow
‐
up Workplace Culture Sessions with Patrick Ibarra (April). Performance Evaluation Remodel and Supervisor Training (May) [See 4.3.0].

COV Life Olympics (coordinated by CMO) has brought all departments together in fun spirited competition this summer. Over 150 employees in all departments are competing in activities throughout the summer. All supervisors are being asked to provide feedback and ideas via an online survey on citywide staff training needs for next FY.

Ongoing
In 2025, Human Resources coordinated and/or facilitated over 25 training sessions, primarily focused on supervisory development, including topics such as coaching for performance, moving from associate to supervisor, leading in a cross generational workplace, time management and business writing. Over 300 staff participated in these training opportunities throughout the year. [Also 8.5.0] The COV Life Olympics were well attended and very entertaining, with over 150 employees participating in activities throughout the summer.

The City of Vacaville’s 2026 Leadership Program will kick off in mid-January 2026 with 24 participants. The program will focus on developing practical leadership skills, applying modern management best practices, and fostering open dialogue among peers and City leaders. The program’s goal is to equip participants with immediately applicable knowledge and tools that reflect the realities of today’s City of Vacaville manager. In addition, it will provide a strong understanding of the City’s broader organizational issues—both current and emerging—to prepare future leaders for continued growth and success in their careers with Vacaville.

Completed/Ongoing

4.5.0 Potentially revisit City's current Core Values:

Accountable, Inclusive, Innovative, Responsive
City Manager's Office Ongoing Cancelled/Paused
Goal 4: Maintain Effective and Efficient Services
Initiative 4C: Build a Positive Organizational Culture & Workforce

Page 4 of 10 ends

5.0.0 5.1.0 Provide achievable funding mechanisms for
planned
development projects including:

Community Development
Public Works
Economic Development
Ongoing
Community Development The fee deferral and reduction programs were delayed by other work priorities but are anticipated to be scheduled for Council by May 2025 (concurrent with the 30+ year update to Chapter 11.01 pertaining to how the City applies impact fees) following stakeholder discussions.

Public Works
‐
The update to the AB1600 Study and adoption of a new Fee Schedule in June 2022 is our contribution to this effort.

Ongoing
Community Development - The Council adopted an updated Development Impact Fee Ordinance on August 12, 2025. The ordinance includes provisions for fee deferral and reduction programs. The nonresidential fee deferral program was reinstated in October 2024 and will remain in effect until December 2026. During 2026, City staff will be refreshing the nonresidential fee deferral program and create an incentive program for desired types of development.

Development of the incentives
programs will be underway but
not completed until toward the
end of 2026.

In Progress

5.1.1 • Update City's Development Impact
Fee (DIF)
Public Works Present Development Impact Fees update for Council consideration at the January 13, 2026 Council meeting. Completed/Ongoing

5.1.2 • Conduct Community Facilities District
and Landscape and Lighting District
Evaluations.

Finance
Public Works
PW: Per consultant recommendation, continue to monitor LLAD budgets closely. Revisit citywide LLAD survey in 34 years to determine any change in public sentiment.

Ongoing
Per consultant recommendation, continue to monitor LLAD budgets closely. Revisit citywide LLAD survey in 2027 to determine any change in public sentiment.

Completed/Ongoing

5.2.0 Complete and implement the City's Park and
Recreation Master Plan.

Parks and Recreation Completed Projects: Meadowlands and Pheasant Country Parks improvement projects.

Several Projects are under construction: LV Dog Park, LV Archery, Corderos and Nashe Mesto.

Centennial Park CEQA work (including a 30
‐
day comment public period) was completed in October 2024. Collaboration with Public Works continues on the grading permit as Landify is anxious to start bringing in ‐
fill dirt.

The community park at Roberts' Ranch subdivision was named ""Owl Park"". Phase 1 (the off leash facilities) was opened for public use in June 2024. The design for Phase 2 (the Pickleball courts) is being expanded to include a total of nine lighted courts and a parking lot to serve those courts. Construction is anticipated to commence in mid 2025.

Magnolia Park Phase II is currently under turn
‐
key construction with completion antipated in early 2025. Staff has continued to hold Triad responsible for construction of the restroom building agreed to be built within Lagoon Valley Park.

Grant Funding: The Department was awarded the HCF Grant to renovate the pond at the historic Pena Adobe Area.

Scholarship Program: FY25 $100,570 has been awarded to 241 program participants; $49,429 remain." Completed Projects: LV Dog Park, LV Archery, Corderos Park, Nashe Mesto Park, and Alamo Creek Park. Play4All Park City's Pavillion Public Art - completed. Centennial Park - Grading permit for Landify complete. Magnolia Park Phase II is complete and in plant establishment - should open in the near future.

In progress:

Construction at Trower Park is nearly complete.

Construction of the Challenger Field at Play4All Park has started.

Construction to start at Sierra Vista Park.

Centennial Park Bike Park - Dirt is being brought in.

The community park at Roberts' Ranch subdivision was named "Owl Park". The design for Phase 2 (the Pickleball courts) is being expanded to include a total of nine lighted courts and a parking lot to serve those courts.

Triad has officially submitted a permit set for the Lagoon Valley Restroom.

Grant Funding: The Department was awarded the HCF Grant to renovate the pond at the historic Pena Adobe Area.

Transitioning of the utilized pod at the Davis St. center to the City. The City decided to purchase the pod.

Scholarship Program: FY26 $110,000 has been awarded to 227 program participants; $40,000 remain." Several items are complete,
others we anticipate to be
completed in the near future,
others like the Centennial Park
Bike Park need additional
resources/funding.

In Progress

5.2.1 • Explore development of additional
parks.

Parks and Recreation Ulatis Neighborhood Park will likely be further explored in 2025 as part of the Allison Peabody PDA initiative with Community Development.

Parks planned for the Greentree subdivision have been officially named. The north park was named "Syar Family Park", and the south park was named "Greentree Veteran's Park".

Neighborhood park in Vanden Meadows was named "Unity Meadows Park", and a consultant is under contract to Master Plan.

No Change on these projects:

Ulatis Neighborhood Park will likely be further explored in 2025 as part of the Allison Peabody PDA initiative with Community Development.

Parks planned for the Greentree subdivision have been officially named. The north park was named "Syar Family Park", and the south park was named "Greentree Veteran's Park".

Update:

Neighborhood park in Vanden Meadows, "Unity Meadows Park", Master Planning process has begun.

In progress - Exploring the
development of additional
parks will continue past 2026.

In Progress

5.2.2 • Examine neighborhood equity of
parks and services
Parks and Recreation North Orchard conversion of two tennis courts to six pickleball courts was completed in June 2024. Shade Structures were installed at Centennial and Arlington Parks.

Mariposa Play Structure and Off Leash Dog Area were completed.

Soccer goals were installed at Browns Valley Park.

Aesthetic improvements were made to Keating Park to make it more user friendly include a park monument sign, painting, and directional signage.

ARPA
‐
Theatre Grant: After the $150k was completely exhausted, an additional $100k was allocated and exhausted.

Arts and Culture Master Plan: Community outreach concluded on November 2. The draft plan is being presented to the Arts Advisory Committee on January 8, 2028. If recommended by the AAC, the draft Arts and Culture Master Plan: Community outreach concluded on November 2. The draft plan is scheduled be presented to the Arts Advisory Committee in the spring. If recommended by the AAC, the draft ACMP will subsequently be presented to the Parks and Recreation Commission the City Council for final approval and adoption estimated by summer of 2025.

Arts and Culture Master Plan was been adopted by the City in August 2025.

Several Art Projects Completed:

Phoenix Rising - completed
Renewed contract for Touch the Sky.

Labyrinthine Heart - installed January 2025.

Multicultural Art Festival - Successfully implemented.

Expansion of Dia de los Muertos - more vendors, more performers, extended event time.

Other Services/Programs:

Girls and Women in Sports - 2nd year.

Switching Girls Fast Pitch from Nelson Park to Al Patch Park.

Upgraded computer equipment at the McBride Center.

Computer Literacy Classes for Seniors, including low income seniors who qualify are able to take home a new Chromebook.

Opening of the Teen Center.

Merriment on Main - addition of a Merry Market for business community.

In progress:

Trower Art: Sculpture, Mosaic and Mural pieces in progress.

Expanding the vendorization program to Northbay and Alta regional centers.

Expanding inclusion of Juneteenth into CreekWalk.

In progress - the Parks and
Recreation Department is
expanding and continuously
trying to create services for the
entire community; there are
several goals and initiatives
outlined in the Arts and Culture
Master Plan that we have yet
to explore.

In Progress
Goal 2: Strengthen the Local Economy
Initiative 2B: Manage Impacts from Growth

Page 5 of 10 ends

Strategic Plan Comprehensive Updates-2021-2026.xlsx
Council
Priority
Goal / Strategic Initiative /
Implementation Strategies
Responsible
Department(s) 2025 Update
Do you anticipate this
strategy being complete by
June 30, 2026?
Category Status
(Completed, Completed/Ongoing, In Progress,
Cancelled/Paused, Not Started)

5.0.0 5.3.0 Reinvest in aging infrastructure in downtown to help ensure the success of the Downtown Specific Plan.

Community Development
Economic Development
Public Works
Ongoing
Economic Development Staff have developed the Destination Downtown Pilot Storefront Improvement Grant, the Vacaville Entrepreneurs Round Table, and the Small Business Incubator Initiative in partnership with the Downtown Vacaville Business Improvement District and the Solano
‐
Napa Small Business Development Center. To assist with the implementation of the DTSP, staff is developing a retail execution plan to find and attract downtown serving businesses.

The Downtown Utility Improvements Project will upsize and/or upgrade the aging water and sewer infrastructure in the downtown area, ensuring enhanced reliability and capacity to support the efforts outlined in the DTSP; this project represents a $7 million dollar investment into the downtown.

Community & Economic
Development - Yes;
Destination Downtown Pilot
Program will conclude by June
30, 2026.

The Retail Action Plan will be
presented to Council in the
first quarter of 2026.

Status of Vacaville
Entrepreneurs Round Table
and Small Business Incubator
Programs TBD.

Completed/Ongoing

5.4.0 Ensure the City has up to date infrastructure Master Plans (i.e. Water, Sewer, Roads, Drainage) for new
growth areas.

Utilities
Public Works
Economic Development
IT
No updates at this time. The City’s Water Master Plan was last comprehensively updated in 2023, with minor updates completed since that time to address system needs and development demands. The Sewer Master Plan was updates in 2018 and will undergo a comprehensive update beginning next year.

Cancelled/Paused

5.4.1 • Develop new fiber-optic Master Plan. IT
City Manager's Office
On April 22, 2025, the City Council selected Intrepid Fiber Networks to expand broadband in Vacaville and authorized staff to begin negotiating a public-private partnership. After the meeting, Intrepid agreed to fund $61,000 for consulting services by EN Engineering LLC (Entrust, formerly Magellan). The Council approved the initiative on October 28, 2025. Parties have begun discussions on fiber deployment, starting with a portion of the city that will serve 1,000–1,200 homes, while staff finalizes construction standards that I t id ill f th j t
Completed
Goal 2: Strengthen the Local Economy
Initiative 2B: Manage Impacts from Growth

Page 6 of 10 ends

5.0.0 5.5.0 Promote climate, sustainability and green energy. City Manager's Office Community Development
Economic Development Finance
Fire
Human Resources
IT
Police
Public Works
Utilities
IT No new updates
PW: In May 2024 the City Council approved an agreement with ENGIE U.S. for the installation of solar canopy systems at eight City facilities; construction to last 14
‐
18 months; when completed the City will save $23 million dollars in electrical utility costs over the next 25 years. In June 2024 the City took delivery of three BEAM Arc 2000 solar EV chargers; two installed in Town Square and one in the front parking lot of City Hall. Utilities
‐
No updates at this time
In June 2024 staff initiated the kick
‐
off of the ENGIE City
‐
wide Sustainable Energy Project designed to save the City nearly $24 million dollars in electrical utility cost over the next 25 years. In coordination with City staff and a third ‐
party Energy Savings Project
consultant, the project designs and plans for the PV systems and emergency generators are undergoing final review and submittal for permit approval. Construction of the PV systems and installation of the generators is anticipated to begin in early 2025. In parallel to the design process, staff is coordinating the installation of over 320 trees across multiple sites, including a significant tree beautification effort in the heart of Downtown Vacaville.

As of November 2025, the ENGIE (now Opterra) City-wide Sustainable Energy Project is proceeding swiftly with several of the eight project sites already online and generating power. Staff anticipates full completion by end of March 2026; this project is expected to save the City approximately $24 million dollars in electrical savings over the course of the next 25 years.

The City of Vacaville has partnered with ForeFront Power to develop a 5 megawatt-DC solar photovoltaic and energy storage system. The system is expected to generate approximately 8.1 million kilowatt- hours of renewable electricity annually, equivalent to the yearly electricity use of more than 1,400 homes.

Designed to offset the annual electricity demand of the Easterly Wastewater Treatment Plant (EWWTP), the solar and storage system will improve overall energy efficiency and reduce utility costs. Over its 20- year operational life, the project is projected to save the City more than $25 million in electricity expenses.

Completed/Ongoing

5.6.0 Leverage the use or sale of City owned surplus
property.

Housing
Economic Development
No updates at this time. In Progress
Council
Priority
Goal / Strategic Initiative /
Implementation Strategies
Responsible
Department(s)
2024 Updates 2025 Update
Do you anticipate this
strategy being complete by
June 30, 2026?
Category Status
(Completed, Completed/Ongoing, In Progress,
Cancelled/Paused, Not Started)

6.0.0 Goal 1: Ensure Public Safety
Initiative 1a: Manage Changing Paradigm for
Police

6.1.0 Develop and Implement a Public Safety Strategic
Plan
Police Ongoing. No. In progress

6.1.1 ● Evaluate current industry Best
Practices and new legislation to ensure
we're meeting community
expectations.

Police Ongoing
The Police Department was recently awarded a state BSCC grant in excess of $4 million. This grant will fund the construction and staffing of the Real Time Information Center. The Police Department has contracted with a design firm for the RTIC and finalized the plans. Construction is expected to begin in the fall. The police department has also contracted with several software vendors to service the RTIC.

Complete but ongoing cost will need to be discussed Yes. Completed/Ongoing

6.1.2 ● Utilize public safety and quality of life
key performance indicators to identify,
analyze and report on new trends.

Police Ongoing Ongoing Yes. RTIC is providing real time data to help support quality of life issues. Complete.

6.1.3 ● Explore new programs and methods
to address the increased demand for
mental health, homeless, and
substance abuse services.

Police Ongoing
With the recent Supreme Court decision allowing for increased enforcement of unlawful camping, the Police Department has not altered its focus on providing services to the unhoused as the number one priority, over enforcement The department has partnered with non
‐
profits and other government agencies to provide mental health, housing and, substance abuse services to the unhoused.

Our mission is compassion, resources, and then enforcement PD would like to focus on transitional housing at a
smaller scale to prove the
model.

In progress/working with housing to support
transitional homes

6.2.0 Prioritize community–based policing practices and identify areas for extended outreach and program
development.

Police Complete with efforts ongoing. Ongoing. Ongoing programs Completed/Ongoing

6.3.0 Pursue accreditation from the CALEA national
program which promotes increased community
advocacy and greater accountability within the
agency.

Police No update. Not moving forward with CALEA because its outdated. Looking at a new accreditation offered by Cal Chiefs. CALEA
is outdated.

Cancelled/Paused
Goal 2: Strengthen the Local Economy
Initiative 2B: Manage Impacts from Growth

Page 7 of 10 ends

7.0.0 7.1.0 Evaluate staffing models and facility demands to meet future public safety service delivery needs.

Fire Ongoing
Update: The Fire Department's Community Risk Assessment & Standards of Cover Deployment Analysis is complete. This study included a plethora of information regarding the department's incidents response data, call history, facility needs, fleet status, and expenditure data. Interviews were conducted with key stakeholders within the city, and a virtual community meeting was held, and community survey was completed to inform the results of the study. The final study has been completed, the results and recommendations need to be presented to Council.

Apprentice program: Since its inception in FY22/23, the Firefighter Apprentice Program has been successful – with the first group of ten apprentices began the program in April, 2023. While the program was originally designed to take between two to four years for apprentices to become minimum staffing firefighters or firefighter/paramedics, two of the original group of apprentices have already been promoted to the rank of firefighter. Additionally, one of the first group of apprentices will complete paramedic training in the next month and is finishing firefighter training; moreover, another two apprentices are expected to complete their paramedic training by July, 2025.

A second group of five apprentices were hired and started the program in October, 2024. There are four apprentices (two from the first group and two from the second group) that were promoted to attend our recruit firefighter academy and are anticipated to become minimum staffing by the end of February 2025. The Department is excited by the success of the program thus far as an alternative method to recruiting and training firefighters and firefighter/paramedics for the Vacaville Fire Department.

Ongoing: The Fire Department's Community Risk Assessment & Standards of Cover Deployment Analysis (CRA/SOC) is complete. This study included a plethora of information regarding the department's incidents response data, call history, facility needs, fleet status, and expenditure data. Interviews were conducted with key stakeholders within the city, and a virtual community meeting was held, and community survey was completed to inform the results of the study. The final study has been completed, and the results have been presented to Council. The items discussed in Standards of Cover Deployment Analysis will be critical components of the Strategic Plan Update sessions scheduled for January 2026.

Strategic Priorities identified in the 2024 Standards of Cover Deployment Analysis:
-Adopt Response Performance Goals
-Enhance EMS Response Efficiency
-Optimize Resource Dispatch
-Staff & Deploy a Truck Company-Update Fire Stations 72, 73, 74, and Fire Admin -Implement Fire Fleet Utilization Study: The 2023 Matrix study identified department gaps in the fleet replacement plan, with Council's support during the year, the City has been able to begin closing these gaps.
-Increase Fire Prevention Division Staffing
-Construct a Training Facility
Apprentice Program: This program was unfunded for FY 25-26.

Recruitment/Staffing:

Conditional job offers have been provided to four candidates slated to begin work in the early 2026 Academy. These individuals will be available for minimum staffing in the early part of FY 26-27. Moreover, two lateral candidates have also been given conditional offers of employment and are slated to begin minimum staffing during FY 25-26.

The department's critical
strategic needs will be
incorporated within the City's
updated strategic plan within
FY 25-26.

Completed

7.1.1 • Increased calls for service Fire The Fire Department's Community Risk Assessment & Standards of Cover Deployment Analysis is complete. This study included a plethora of information regarding the Department's incidents response data, call history, facility needs, fleet status, and expenditure data. Interviews were conducted with key stakeholders within the city, and a virtual community meeting was held, and community survey was completed to inform the results of the study. The final study has been completed, the results and recommendations need to be presented to Council.

Stand
‐
alone Truck Company: A stand
‐
alone truck company housed at Station 72 was been recommended during the 2018 Standards of Cover analysis and has been reiterated as a critical department need in the 2024 study, An additional engine company at Station 74 is required when the truck company is relocated to Station 72. Therefore, an additional four personnel are required to staff the engine company at Station 74. The department applied for the SAFER grant to obtain funding; however, our efforts were unsuccessful and the application was not approved. Funding for the personnel to staff the stand ‐
alone truck company at Station 72, as recommended by
both the 2018 and 2024 studies will likely have to come from the General Fund.

Strategic Priorities identified in the 2024 Standards of Cover Deployment Analysis:
-Adopt Response Performance Goals, enhance EMS response efficiency, and optimize resource dispatch -Staff & Deploy a Truck Company at Station 72, closer to the center of the city. This need will become more pronounced as expected city growth continues. Additionally, there are still no funding sources identified for the movement/expansion of Fire station 72 or for the staffing of the additional truck company. -Monitor Impact of New Developments: Track impacts of 7,500 new housing units and biotech development. Use utilization thresholds (10% UHU) to guide staffing and deployment decisions.

The department's critical
strategic needs will be
incorporated within the City's
updated strategic plan within
FY 25-26.

In Progress

7.1.2 ● Expand or move fire stations Fire The Fire Department's Community Risk Assessment & Standards of Cover Deployment Analysis is complete. This study included a plethora of information regarding the department's incidents response data, call history, facility needs, fleet status, and expenditure data. Interviews were conducted with key stakeholders within the city, and a virtual community meeting was held, and community survey was completed to inform the results of the study. The final study has been completed, the results and recommendations need to be presented to Council.

Ongoing: The Fire Department's Community Risk Assessment & Standards of Cover Deployment Analysis is complete. This study included a plethora of information regarding the department's incidents response data, call history, facility needs, fleet status, and expenditure data. Interviews were conducted with key stakeholders within the city, and a virtual community meeting was held, and community survey was completed to inform the results of the study. The final study has been completed, and the results have been presented to Council. The items discussed in Standards of Cover Deployment Analysis will be critical components of the Strategic Plan Update sessions scheduled for January 2026.

Strategic Priorities identified in the 2024 Standards of Cover Deployment Analysis:
-Staff & Deploy a Truck Company at Station 72, closer to the center of the city. This need will become more pronounced as expected city growth continues. Additionally, there are still no funding sources identified for the movement/expansion of Fire station 72 or for the staffing of the additional truck company. -Monitor Impact of New Developments: Track impacts of 7,500 new housing units and biotech development. Use utilization thresholds (10% UHU) to guide staffing and deployment decisions.

The department's critical
strategic needs will be
incorporated within the City's
updated strategic plan within
FY 25-26.

In Progress

7.1.3 • Potential impacts from future Biotech
and master planned
development projects
Fire Ongoing
The Fire Department has recruited four of the nine required personnel to staff Station 76, they graduated from the Academy on July 10, 2024. We expect to promote four of the remaining required personnel from our Apprentice Program. The apprentices do not require an academy and thus will be ready for minimum staffing once promoted. And the remaining vacancy will be filled during the recruit academy scheduled to begin October 2024. The Lagoon Valley developers are anticipating occupancy of the first homes in early November, which requires staffing Station 76 at that time.

The department's critical
strategic needs will be
incorporated within the City's
updated strategic plan within
FY 25-26.

In Progress

7.2.0 Consider opportunities to improve the City's
emergency management, including targeted efforts
in wildfire preparedness and response.

Fire Ongoing
Fire Since the adoption of the Fireworks Social Host Ordinance in April 2022, two citations were issued during the 2023 4th of July holiday and one citation in June 2024.

The Fire Department has developed a Fireworks Prevention Program, funded by Measure M, which includes an expansion to our annual sign education campaign, hosting firework take
‐
back opportunities during our Station Open House Event and 4th of July week, and providing additional prevention materials during our Public Education Events. During the 2024 4th of July week, 16 residents participated in the take
‐
back event and received a voucher for a free cookie at Crumble Cookies. We intend to continue to expand the Fireworks Prevention Program campaign with increased signage, door hangers, and additional take ‐
back events over the course of
the next year.

Ready, Set, Go! Program: Ongoing
This program continues to be rolled out to the community via website updates, social media posts, and signs in the city ROW.

Emergency Operations Plan: Complete
Ongoing: Since the adoption of the Fireworks Social Host Ordinance in April 2022, three fireworks citations were issued between 2023 - 2025.

The Fire Department had developed a Fireworks Prevention Program, funded by Measure M, to provide greater community education and opportunities to dispose of fireworks for the community. This program successfully brought in 30 fireworks from our residents during FY 25-26. Unfortunately, this program was unfunded for FY 25-26. The department will continue our prevention efforts related to fireworks disposal at a smaller scale by providing opportunities for the community to dispose of dangerous and illegal fireworks during our Station Open House Event and 4th of July week.

Ready,

Set,
Go!
Program: Ongoing
This program continues to be rolled out to the community via website updates, social media posts, and signs in the city ROW.

Emergency

Operations

Plan: Complete
The department's critical
strategic needs will be
incorporated within the City's
updated strategic plan within
FY 25-26.

Completed/Ongoing
Goal 1: Ensure Public Safety
Initiative 1B: Manage the increasing call volumes for Fire and EMS

Page 8 of 10 ends

8.0.0 8.1.0 Implement the Technology Strategic Plan and Geographic Information Services Master Plan
IT
City Manager's Office
Staff has completed the Technology Strategic Plan and plans to refresh the priorities and goals are in process. We wrapped up the user survey and internal department interviews for the 2025 Technology Strategic Plan. All feedback from those discussions is now being compiled. The next step is to build the first draft of the strategic plan so we have something tangible to review, refine, and align with leadership.

Yes. In Progress

8.1.1 • Develop policies for increased cyber
security
IT Increased cybersecurity – implemented twofactor authentication on external facing applications and remote connections into the city network.

Hired a consulting company to supply a Virtual security manager (vCiso) to help with general security projects and help create and

Completed the draft Cyber Resilience Plan with risk register, mitigation roadmap, and five-year investment plan. Next steps are to begin implementation and identify funding for the initial phases. No In Progress

8.2.0 Explore "Smart Cities" technology initiatives to
address key community needs and interests.

Public Works IT No update at this time This is being wrapped into the Citywide technology strategic plan moving forward. No In Progress

8.3.0 Implement an Enterprise Risk Management
Program
City Manager's Office
City Attorney's Office
Ongoing
This is an ongoing effort where risk management principles are imbedded and empowered at all levels of the organization and "everyone's a risk manager". Our risk
‐
focused Management Analyst has implemented a Contracts Working Group and offers department
‐
specific and individual training opportunities on insurance requirements.

This is a continuing item which requires support and participation from all departments and all levels of the City organization - from City Council down to staff driving City vehicles. The City Attorney's Office ("CAO") has procured and is programming contracting software to ensure proper review and processing of contracts to protect against and provide for appropriate transfer of risk and ensure the contracts are enforceable, along with the City Manager's Office working with department staff to educate them and ensure proper insurance requirements are included. Additionally, the CAO has implemented various processes to monitor claims against the City, track the source of claims, and work with City departments to implement risk management practices to reduce the number of incidents and claims.

By its nature this is an ongoing
item with no specific
completion date.

In Progress

8.4.0 Continued implementation of the City's new
Enterprise Resource Planning (ERP) system.

City Manager's Office Finance
Human Resources
Complete with ongoing efforts to optimize system applications and resources. IT is currently recruiting for an IT Analyst position focused on ERP application support to continue fine-tuning and optimizing use of the system. No Completed/Ongoing

8.4.1 • Expand ERP for contract
management
City Manager's Office
Finance
Complete Completed

8.5.0 Build upon best practices for successful on going employee retention and recruitment efforts that
retain and attract high performance employees.

Human Resources Ongoing
HR staff has held training on career development for all staff and hiring manager training, which serves as an ongoing effort to improve both recruitment and retention by educating current staff on promotional and recruitment processes. Continue to attend local and regional job fairs; ongoing advertising, holding hiring fairs for parks and recs to facilitate efficiency in staffing programs. All fulltime employees were invited to provide feedback via our Employee Experience Survey (May). Nearly 60% of staff submitted feedback on areas of employee satisfaction, benefits, city reputation, and areas for improvement (as an employer). Feedback is currently being reviewed for strengths, areas to improve/potential changes, and training needs.

Hiring Manager Training in 2024: 61 attendees
Coaching/Feedback Training for Supervisors in 2024: 145 attendees All the supervisory skill development classes we offered in 2024, we had close to 500 supervisors participate (most in more than one) Ongoing
HR Staff facilitated multiple trainings/events focused on employee recruitment and retention efforts:

Hiring Manager Training (June 2025)
Parks and Recreation Department Focused Training (May 2025). This training reviewed all areas of HR related to part-time staffing, including: Payroll items, exiting employees, injuries, reasonable accommodations, Employee relations/disciplines, hiring process, required trainings, and other policies and processes.

Summer at City Hall Presentation to educate high school students on City jobs.

College Internship Program Panel Discussions related to a variety of city departments and functions Biotech Career Day at Solano- HR staff reviewed resumes of college students looking to enter the workforce.

Local area Job Fairs
Supervisory skill development courses offered in 2025 had over 300 supervisors participate.

In 2026, HR will be initiating New Employee Orientation plan that will include a supervisor guidebook/checklist, scheduled surveys/check-ins for new employees by HR, informational video snippets emailed to new employee throughout first year, city swag and (later in 2026) a welcome breakfast and city bus tour.

In Progress

8.6.0 Develop and implement a Records Retention
system
City Manager's Office Contract signed with Records Control Services, Inc.; conducted assessment on department onsite/offsite records and established a retention schedule. Currently working on policy for records management.

Records assessment completed, retention schedule and policy adopted; contract for EDMS for Laserfiche implemented; currently working on importing records into the records management system Completed Completed/Ongoing Goal 4: Maintain Effective and Efficient Services
Initiative 4B: Rebuild City Support Services (IT & Finance, Human Resources, Risk Management)

Page 9 of 10 ends

Strategic Plan Comprehensive Updates-2021-2026.xlsx
Council
Priority
Goal / Strategic Initiative /
Implementation Strategies
Responsible
Department(s)
2024 Updates 2025 Update
Do you anticipate this
strategy being complete by
June 30, 2026?
Category Status
(Completed, Completed/Ongoing, In Progress,
Cancelled/Paused, Not Started)
Create and implement a comprehensive
Community Engagement Plan to enhance public
dialogue and trust between the Organization and
the Community.

Various Ongoing
The City issues a request for proposals for a communications consultant to assist with the development of a comprehensive strategy and plan. The City received several submissions. A review committee representing departments will make a selection and an action to consider an agreement will return to the City council for consideration in Fall 2024.

City Council, the community and City staff will participate in the development of the plan. City staff will collaborate to implement the vision, enhance and evolve community engagement, and work to build and strengthen trust with the community.

The Community Engagement Strategy and Communications Plan were completed at the end of 2025, culminating in an update to the City Council. The Plan includes goals, objectives, and action steps for the first 12 months, years 2 to 3, and 4 to 5, with recommendations around resource needs. As part of the implementation and rollout, training will be provided to representative City staff.

Staff has the 12-month action steps by producing a newsletter, incorporating translation of certain materials (see next goal), and ADA accessibility (WCAG) requirements.

Completed/Ongoing
Develop a comprehensive Communications Plan
that includes a multi lingual component.

City Manager's Office The City issued a request for proposals for a communications consultant to assist with the development of an engagement strategy and plan. The City received seven submissions during summer 2024. A review committee representing five City departments selected Tripepi Smith who, following City Council approval, kicked off the process with a comprehensive City and community evaluation. An initial assessment report will be produced and referenced as a resource in the development of the overall strategy and plan.

Resident feedback will be collected during a virtual community workshop in spring 2025 to gain additional insight and buy ‐
in to the

Included in the above, the Community Engagement Strategy and Communications Plan includes procedures for the translation of materials, additional qualified staffing and consultant resources, and an action step to produce an internal Translation Policy.

Further, staff have already begun implementing translations for high community impact social media posts, press releases, and videos.

Completed/Ongoing
Explore the use of a Neighborhood Capacity-
Building Strategy.

City Manager's Office The Vacaville Neighborhood Associations (VNA) program continues to strengthen community engagement, enhance residents’ quality of life, and support neighborhood-driven solutions. In 2025 alone, the program gained 13 newly registered associations, bringing the total to 21 active VNAs across the city. These associations work collaboratively to promote safety, host community events, advocate for local priorities, and maintain the character and cleanliness of their shared spaces.

Throughout 2025, VNA groups participated in several major community events, including Bunnies & Bonnets, City of Vacaville Neighborhood Cleanups, Vacaville Fiesta Days Parade, and National Night Out.

In May 2025, staff held a VNA social bringing all neighborhood associations together to meet, share, and discuss the different initiatives they are holding in their own neighborhoods. These events continue to foster connection, visibility, and engagement among residents while strengthening the presence of VNA initiatives citywide.

To support local improvement efforts, the City implemented the 2025 VNA Mini Grant Program, awarding nine (9) associations up to $1,000 each to enhance their neighborhoods. Mini grant projects included:
• Block parties to strengthen neighbor-to-neighbor connections • Neighborhood BBQs
• Magnolia Park Expansion Celebration
• Installation of key lock boxes to support neighborhood safety • Beautification of front fountain areas and other shared spaces These targeted investments enabled associations to turn their ideas into meaningful enhancements that reflect the needs and personality of their neighborhoods.

With expanded membership, increased resources, and growing community collaboration, the VNA program continues to promote strong, engaged, and resilient neighborhoods throughout Vacaville.

Completed/Ongoing
Continue to develop and expand upon the efforts
with the City's new Equity Focus Group.

City Manager's Office This effort has paused. Cancelled/Paused Goal 5: Promote Community Engagement and Increased Equity and Inclusion

Page 10 of 10 ends

City Council
Strategic Planning Session
January 16-17, 2026
Strategic Plan Council Session
City Attorney’s Office
Organizational Chart
January 16, 2026 Strategic Plan Department Presentations of 873 Core Services - Essential
Governing Body, Commissions, and Departmental Legal Advisory - Provide real-time legal advice at public meetings and key internal meetings.

Legislative, Policy, and Regulatory Development - Draft and review ordinances, resolutions, and amendments and ensure legislative actions comply with evolving state and federal legal requirements.

Claims and Litigation Management - Receive and evaluate all liability claims and manage all litigation matters.

Transactional and Contractual Services - Draft, review, and negotiate legal transactions including development agreements, leases, licenses, rights of entry, consultant and services contracts, and releases.

Land Use, Housing, and Regulatory Counsel - Advise on zoning, land use entitlements, environmental review, housing law, and development impact fees.

January 16, 2026 Strategic Plan Department Presentations of 874 Core Services – Essential
Economic Development and Public Financing - Legal support for economic development initiatives, development agreements, incentives, public financing, and public-private partnerships.

Personnel, Labor, and Employment Law - Advise and represent the City on personnel and employment matters, including labor, discipline, investigations, leaves, accommodations, performance management, and compliance with discrimination/retaliation laws.

Public Safety Legal Services - Advise Police and Fire/Paramedic Services on operational, regulatory, and risk management issues.

Code Enforcement and Regulatory Compliance - Advise on code enforcement strategy, administrative enforcement actions, citations, and abatement proceedings.

Meeting, Agenda, and Public Process Support
- Ensure legal sufficiency, procedural
compliance, public noticing requirements, and risk mitigation in public decision-making processes.

January 16, 2026 Strategic Plan Department Presentations of 875 Core Services – Nice to Have
Strategic Legal Monitoring and Impact Analysis – Ability to conduct more in-depth research and provide proactive analysis of all state and federal legislation, regulations, and litigation that may impact City operations, service levels, and policy standards and provide regular updates to the City Council and executive staff on emerging legal risks and opportunities.

Legislative and Regulatory Tracking
- Established systems to track, analyze, and communicate new legislation, regulations, and judicial decisions affecting City operations and translate legal changes into practical guidance for departments and decision-makers.

Training and Risk Education - Delivery of regular training for City staff, managers, and public officials on legal compliance, risk management, ethics, and evolving legal requirements.

Public Records Act and Records Management Support - Additional attorney resources allocated to address Public Records Act (PRA) requests and records retention compliance to further enhance public transparency.

Proactive Legal Engagement and Process Integration
- Earlier participation in project development, agenda
item preparation, and major initiatives to reduce downstream risk and rework. Shift legal review from a “final checkpoint” to an integrated advisory role throughout project lifecycles.

January 16, 2026 Strategic Plan Department Presentations of 876 Legal, Regulatory, & Compliance Requirements
• Maintenance of California State Bar licenses
• Compliance with Rules of Professional Conduct regarding practice of l
aw and maintenance of a law office, including confidentiality of documents and information
• Laws related to governance – e. g. Brown Act and FPPC/other conflicts of interest laws and regulations
• Laws related to records – e. g. Public Records Act and records retention and destruction
January 16, 2026 Strategic Plan Department Presentations of 877 Three-Year Vision
Create Risk Management Division in CAO
• Consolidation and centralization of risk management functions to facilitate enterprise risk management and mitigate c
osts related to claims and litigation.

Contracting and Workflow Optimization
• Establish realistic turnaround time standards that balance operational urgency with the need for meaningful legal r
eview.
• Improve predictability and transparency in legal review timelines to reduce the perception of legal review as a “
roadblock.”
• Implementation of Citywide contract management software to address contract-r elated concerns listed above, and to generally improve processing times and streamline staff efforts.

Policy and Procedure Standardization
• Assist with the development of consistent Citywide policies and procedures to reduce ambiguity, risk exposure, and ad hoc
decision-making.
• Reduce reliance on legal interpretation where clear policy guidance should govern.

S
trategic Capacity Relief
• Modernize the legal services delivery model through clear process guidance, training, and role definition, enabling depar
tments to confidently handle appropriate matters while reserving legal resources for higher-risk and complex issues.

January 16, 2026 Strategic Plan Department Presentations of 878 Departmental Challenges
• Over-r eliance on the CAO as the default for standard inquiries which could be addressed through policy direction and/or training. • Lack of clarity related to internal legal processes and the role of non- C
AO staff in requesting legal services.
• Lack of established and current administrative policies and pr
ocedures in CAO and City.
• Decentralized risk management responsibilities impacting the City’s cl
aims and litigation exposure.
• Allocation of existing legal resources to address expanding legal needs
due to increased legislative and regulatory requirements.

January 16, 2026 Strategic Plan Department Presentations of 879 Strategic Plan Council Session
City Manager’s Office
Organizational Chart
January 16, 2026
Strategic Plan Department Presentations of 8711 Core Services – Essential
• Main City phone line/service counter
• Facilitate citywide projects/coordination
• Strategic Plan
• Tax Measures
• Broadband
• Measure M
• Warming/Cooling Centers
• Community engagement
• Social media/website/video broadcast
• Vacaville Neighborhood Associations (VNA)
• Translation services
• Risk/Contract management
• Insurance Compliance
• Citywide contracts
• Cell Site Leases
• Employee engagement efforts
• Special event permitting
• Citywide records management and public records
r
equests
• Council services
• Meeting and agenda management
• Administrative assistance
• Election coordination
• FPPC Compliance
• Legislative affairs
• IT purchasing and policy management
• Network Infrastructure & Cybersecurity
• Server and system administration
• Help desk support and 24/7 end-user services
• Application support
• GIS and data services
• VOIP/Communications systems
January 16, 2026 Strategic Plan Department Presentations of 8712 Core Services – Nice to Have
• Technology tools to enhance
t
ransparency, efficiency, and
effectiveness
• Training on:
• Existing technology tools
• Data management & analysis
• Expanded focus on equity via
t
ranslation and outreach
• Dedicated focus on the City's Data
S
trategy, data-driven decision
making, and developing a culture of
evaluation.
• Business Process Automation
• Expanded Data Analytics and
R
eporting
• Cloud Backup Redundancy
• Modern IT Asset Management System
• Proactive Threat Hunting and
M
onitoring
• 24/7 Tyler Monitoring system
January 16, 2026 Strategic Plan Department Presentations of 8713 Legal, Regulatory, & Compliance Requirements
• Accessibility requirements
• Documents, social media, images,
s
ystems
• Public records requests
• Cell site lease regulations
• Conflicts of Interest
• Cybersecurity
i
ncluding CJIS/FBI/HIPPA Compliance
• Public, Educational, and
G
overnmental Access Channel
regulations
January 16, 2026
• EOC and public meeting agenda
translation requirements
• SB707 - Requirements for hybrid
council/commission meetings
• Drone regulation changes
(rules, BVLOS, insurance, licenses,
etc.)
• CCPA – California Consumer Privacy
Act
• NIST 800-53 / 800-171 – Security
Frameworks
• PCI – Payment Card Industry
Strategic Plan Department Presentations of 8714 Three-Year Vision
• New Citywide Strategic Plan
• Broadband P3/Infrastructure implementation
• Implement Modern Agenda Management and Records Retention S
ystem
• Implement community engagement strategy and communications pl
an
• Increased transparency
• Implementation of Fiscal Resilience Plan
• Increased City revenue
• Risk Management consolidation to City Attorney's office by June 2026
January 16, 2026 Strategic Plan Department Presentations of 8715 Three-Year Vision (IT)
• New GIS Master Plan
• IT Job descriptions, realignment, attraction, and retention • Full adoption of SharePoint and 365 citywide
• Physical IT Workspace location adjustments
• Expand Cybersecurity Monitoring & Training
• Move toward Hybrid/cloud-f irst strategies
• Automate via AI and Workflow Tools to improve the IT documentation r
epository
• Develop Succession and Training Plans
• Formalize Procurement & Asset Policies
• Budget Realignment (Camera ISF, Radio ISF, SCADA Tech, etc.) January 16, 2026 Strategic Plan Department Presentations of 8716 Departmental Challenges
• Breaking down silos and expanding cross department
col
laboration.
• Increasing citywide communications
• Lack of established and updated policies and procedures • Internal training collaboration – pr ocesses/procedures • Unbalanced workload of shared support staff
• Citywide branding – adher ence to established guidelines • Intranet – l ack of effective use as a resource
• File management
• High volume of PRAs
January 16, 2026 Strategic Plan Department Presentations of 8717 Strategic Plan Council Session
Community & Economic Development
Department Organizational Chart
January 16, 2026
Strategic Plan Department Presentations of 8719 Core Services
January 16, 2026
• Planning Division: Leads the land use and development discretionary review process. Development permits (e.g. entitlements), public policy (General Plan administration, zoning code updates, Housing Element implementation) and public information services (front counter); guided by State laws.

Planning Commission. Inspection and plan review.
• Building Division: Building permit plan review and inspection for new residential and nonresidential development and remodeling. • Administrative Division: Support department operations.

Strategic Plan Department Presentations of 8720 “Nice to Have” Services
• Walk in service at the front counters (no appointment) with short w
ait times.
• Short turnaround times on inspection requests (Building and P
lanning).

January 16, 2026 Strategic Plan Department Presentations of 8721 Legal, Regulatory, & Compliance Requirements
• State law changes every year and most of the changes are f
ocused on land development matters.
• Both Planning and Building Divisions must comply with m
andated processing timeframes.
• Triennial Code Update is due January 1, 2026 – added
com
plexities due to State law changes.

January 16, 2026 Strategic Plan Department Presentations of 8722 Three-Year Vision
• We are focused on improving customer service (quantitative) and i
mproving how our customers view our customer service
(qualitative).
• We attract and retain motivated, positive st aff members who are committed to public service and demonstrate care for Vacaville. • We are seen as positive leaders of change as we implement the P
rocess Improvements Action Plan.
• The Building Division will grow to provide sufficient capacity to address devel
opment activity in a timely manner.
• We will prepare a Strategic Plan.

January 16, 2026 Strategic Plan Department Presentations of 8723 Departmental Challenges
• Staffing levels do not match permit volumes, particularly in the B
uilding Division.
• Many new staff members l earning new jobs – limited depth and breadth of experience except at most senior levels.
• Fees for service have not been updated in many years which negat
ively affects revenues and the ability to sustain existing positions and to add new ones to address work volume.
• Building activity is cyclical and unpredictable.
• Planning l andscape is changing constantly, affecting the role of planners in local government and necessitating frequent code updates.

January 16, 2026 Strategic Plan Department Presentations of 8724 Strategic Plan Council Session
Finance Department
Organizational Chart
January 16, 2026 Strategic Plan Department Presentations of 8726 Core Services
• Coordinate the City’s financial and compliance audits and f
inancial reporting.
• Develop the City’s annual operating budget.
• Revenue and expense tracking
• Process vendor payments for all City departments.
• Revenue Collection
• Tax Administration
• Utility Billing
• Manage the City’s Cash and Investment Portfolio.
• Provide accounting and payment processing support to Solano T
ransportation Authority and CAP Solano.

January 16, 2026 Strategic Plan Department Presentations of 8727 Legal, Regulatory, & Compliance Requirements
Internal State Federal
City Municipal Code California Code, Government
Code
Governmental Accounting
Standards Board (GASB)
Purchasing Policy and
Procedures
California Society of CPAs Office of Management and
Budget (OMB)
General Fund Reserve Policy American Institute of CPAs
(AICPA)
OPEB Funding Policy
Debt Management and
Disclosure Policy
January 16, 2026 Strategic Plan Department Presentations of 8728 Three-Year Vision
• Update policies and procedures and automate routine
processes
• Development and implementation of citywide Finance training program
s
• Process and service improvements for customers
• Move to biennial budgeting
• Improve transparency and accessibility of financial data for st
akeholders
• Interactive budget book
January 16, 2026 Strategic Plan Department Presentations of 8729 Departmental Challenges
• Outdated/Inadequate policies and procedures
• Staff turnover and development
• Technology implementation
• Budget/Deficit Spending
January 16, 2026 Strategic Plan Department Presentations of 8730 Strategic Plan Council Session
Housing and Community
Services
Organizational Chart
January 16, 2026 Strategic Plan Department Presentations of 8732 Core Services
• Administration of Housing Choice
V
oucher (HCV) Programs
• Vacaville Housing Authority
• Solano County Housing Authority
• Affordable Housing Development
M
onitoring and Compliance
• Multifamily Developments
• Down Payment Assistance Loans
• Grant Programs Administration
• Community Development Block Grant
• HOME Program Administration
• Permanent Local Housing Allocation
• Housing Element Programs
Im
plementation
• Affordable Housing
D
evelopment Projects
• Homeless Program
C
oordination and Reporting
• Fair Housing Compliance and
R
eferrals
• Providing Community
R
esources
January 16, 2026 Strategic Plan Department Presentations of 8733 Three-Year Vision
Strategic Goals (FY 25 – FY 28):
• Housing Production & Preservation – D eliver new affordable units and preserve existing stock.
• Transitional & Supportive Housing – Launc h locally tailored program; align with Homeless Action Plan.
• Homelessness Response & Coordination – S trengthen partnerships with CAP Solano JPA, Housing First Solano, CRU, FRC, and Community Partners. • Public Awareness & Education – E xpand outreach to landlords, seniors, and community groups.
• Staff Capacity & Technology Modernization – S trengthen internal staff capacity; improve data reporting tools.
• Funding Diversity & Financial Resilience – P ursue new grants, regional partnerships, and match opportunities.

January 16, 2026 Strategic Plan Department Presentations of 8734 Strategic Decisions & Summary
Key Council Decision Points:

General Fund Assistant Director Role
• Critical for succession, fiscal oversight, and departmental continuity.

P
rioritize Key Coordinator Position
• General Fund H omeless Coordinator (as outlined in Homeless Action Plan)
Plan for Long-Term Facility Solution
• Determine future of B&E occupancy.

E
stablish Local Grant Match Reserve
• Help leverage outside funding opportunities
January 16, 2026 Strategic Plan Department Presentations of 8735 Departmental Challenges
• Department Funding:
• Overall Department – A pprox. $31.5M total, of which only $200K (≈1%) is General Fund.
• Administrative Budget – A pprox. $4.37M total, of which only $200K (≈4%) is General Fund.
• Flat Administrative Revenues: HUD and HCD administrative fees capped despite rising c
osts (salaries, compliance, tech).
• Federal Uncertainty: Possible reductions in Housing Choice Voucher program and admin f
ees and post-FY 25.
• State Grant Cycles Ending: Competitive renewals uncertain. • Rising Project Costs: Construction and acquisition costs continue to outpace subsidy l
imits.
• Local Match Challenges: Without flexible local match funds, City remains less competitive f
or large-scale state and federal opportunities
January 16, 2026 Strategic Plan Department Presentations of 8736 Strategic Plan Council Session
Human Resources
Organizational Chart
January 16, 2026 Strategic Plan Department Presentations of 8738 Core Services
• Recruitment and Hiring
• Classification and
C
ompensation
• Benefits and Payroll
• Worker’s Compensation and
S
afety
• Labor Relations
• Employee Relations
• Citywide Training
N
ice to Have:

Technology to modernize core
services through one-stop
software portals:
• Employee Training
• Performance Evaluation
• Benefits
January 16, 2026 Strategic Plan Department Presentations of 8739 Legal, Regulatory, and Compliance Requirements
• State and Federal Laws
• City and Department-S pecific Policies
• Personnel Policies and Procedures (PPP)
• Labor Contracts
• CalPERS
January 16, 2026 Strategic Plan Department Presentations of 8740 Three-Year Vision
• Succession planning for key Human Resources positions • Continued process and service improvement for customers • Improve internal and external department webpage
• Update Administrative Policies
• Develop and implement a Compensation Policy
• No new staffing needs anticipated at this time
January 16, 2026 Strategic Plan Department Presentations of 8741 Departmental Challenges
• Lack of Compensation Policy
• Outdated PPPs and other internal administrative polices • Continuous labor contract negotiations
• Increased employee relations issues
• Continuous (and sometimes unsuccessful) recruitment of key posi
tions (management and safety)
January 16, 2026 Strategic Plan Department Presentations of 8742 Strategic Plan Council Session
Parks & Recreation
Organizational Chart
January 16, 2026
Full Time 26
Part Time ~ 200
Strategic Plan Department Presentations of 8744 Core Services
January 16, 2026
• We provide a wide range of equitable recreational programs, cultural arts and special events for all residents.
• We operate the City’s three Community Centers, Aquatic Center, Sports Center, parks and Performing Arts Theatre.
• Designing parks and open space.

Strategic Plan Department Presentations of 8745 Legal, Regulatory, and Compliance Requirements
January 16, 2026
• Music Licenses
• Work Permits
• Mandated Reporter
• TB Testing
• Design Standards
• Level of Service
• ADA Compliance
Strategic Plan Department Presentations of 8747 Three-Year Vision
January 16, 2026
• Maximize highest level of programs and services with available resources. • Organize Administrative Policies and Procedures as outlined in the Matrix Operational Review.
• Create a three-year action plan for implementation of the Arts and Culture Master Plan. • Re-establish the Rec Foundation.
• Enhance Marketing, Communication and Community Engagement. • Elevate the Park Planning Unit and support park development. • Support development of major projects outlined in the Parks and Recreation Master Plan. • Review shared use agreements and partnerships to identify any opportunities for shared use of facilities and programming.
• School Districts and Travis Air Force Base
• Refresh 2015 Youth Master Plan
Strategic Plan Department Presentations of 8748 Departmental Challenges
January 16, 2026
• Doing more with less….
• Insufficient staffing levels according to Matrix Study • Lack of funding to implement Parks and Recreation Master Plan and Arts and Culture Master Plan
• Insufficient facilities that are at capacity
• Growing program waitlists
• Good problem but how are we adequately serving Vacaville’s growing population.

Strategic Plan Department Presentations of 8749 Strategic Plan Council Session
Utilities
Organizational Chart
January 16, 2026 Strategic Plan Department Presentations of 8751 Core Services & More

CORE SERVICES

IMPACT BEYOND THE CORE
 Provide high quality, reliable drinking water to our community, e
nsuring regulatory compliance, and supporting public health and fire protection needs.
 The safe and reliable collection, treatment, and disposal of w
astewater, protecting public health and the environment.  Water Conservation Programs
 GIS and Asset Mapping
 Customer Outreach
 Education Programs
 Engineering Development Assistance & Specialized Inspections  Industry Level Involvement
January 16, 2026 Strategic Plan Department Presentations of 8752 Water Supply & Resource Management
 Protect water rights amid Bay-D elta Plan
pressures and address long-term supply
uncertainty from drought, regulation, and
growing demand.
 Ensure SGMA compliance and coordinate
w
ith local GSAs.

Legal & Compliance Requirements
Environmental & Regulatory Compliance
 Stricter requirements for Chromium-6, P FAS,
biosolids disposal, and wastewater discharge
permits with tighter effluent standards.
 Growing state and federal documentation,
mon
itoring, and reporting demands.
 Leverage exemplary track record to meet new
m
andates.

January 16, 2026 Strategic Plan Department Presentations of 8753 Three- Year Vision
Infrastructure & Capital
Improvement
 Infrastructure Renewal
(
Target % of pipeline replaced)
 Transition to Internal CIP
D
elivery
(Deliver all CIP projects using
internal design and project
management)
 AMI Rollout
(
Advanced Metering
Infrastructure implementation)
Resiliency & Emergency
Preparedness
 Climate, drought, and
se
ismic readiness
 Strengthen emergency
r
esponse & backup power
 Protect water rights (SGMA &
B
ay-Delta)
 Harden key facilities (Security
a
nd redundancy)
Technology & Data-Driven
Decision Making
 Integrated platforms SCADA,
G
IS, and CMMS Utilization
(Asset condition tracking,
maintenance & capital
planning
 Empower the workforce
(
digital operations)
Regulatory & Customer
Service Excellence
 Regulatory Compliance
Re
adiness
 Improve Customer Service &
C
all Routing
 Continued Community
E
ngagement
January 16, 2026 Strategic Plan Department Presentations of 8754 Departmental Challenges
Infrastructure & System Reliability
 Pipelines/facilities beyond useful life,
de
ferred maintenance, and fire suppression
readiness.
 Cybersecurity protections.
 Manage rising construction and O&M costs
w
hile maintaining customer value.

Workforce & Operational Capacity
 Difficulty recruiting and retaining qualified field
an
d technical staff.
 Need for succession planning and knowledge
tr
ansfer from departing employees.
 Evolving sk ill requirements
January 16, 2026 Strategic Plan Department Presentations of 8755 Strategic Plan Council Session
Fire Department
Department Organizational Chart
January 16, 2026 Strategic Plan Department Presentations of 8757 Core & Discretionary Services
• Community Risk
R
eduction Services
• Fire Prevention
• Code Enforcement
• Construction Plan Review &
I
nspections
• Fire Occupancy Inspections
• Public Education
• Emergency Response
• Fire Suppression
• Emergency Medical Services
&
Ambulance Transport
• Fire Investigations
• All Risk Emergency
R
esponse
• Hazardous Materials
R
esponse
• Technical & Water Rescues
• Other Emergency
R
esponse
Core Services
Discretionary Services
• Neighborhood Clean Up
January 16, 2026 Strategic Plan Department Presentations of 8758 Legal, Regulatory, & Compliance Requirements
Category Key Requirements
National Standards NFPA Standards, Insurance Services Office (ISO) Requirements, IAFF/IAFC Guidance, HIPAA, CMS, DEA, NFIRS/NERIS, EPA, DOT, & OSHA State of California
Requirements
CA State Fire Code, California Fire Training, CAL OSHA, FIRESCOPE, CA Health & Safety Code, CA EMS Law, & EMSA
Local / Regional
Governance
Vacaville Municipal Code, Solano County EMS Agency Policies, Local Mutual Aid Agreements & JPA’s
Organizational Policies Department SOPs/SOGs, Training & Certification Standards, Records Management/Documentation Requirements
January 16, 2026 Strategic Plan Department Presentations of 8759 Three-Year Vision – Service Delivery

1. Modernize Response & Performance Standards
• Adopt response time metrics in congruence with community risk tol
erance
 Align with national benchmarks and improve reliability • Automatic Vehicle Location (AVL)
 Dispatch the closest appropriate resource to emergencies

2. Align Deployment with Growth & Risk Trends
• Use housing/biotech expansion data to guide decisions  Ensure department resource deployment meets the growing community needs • Establish a dedicated truck company
 Meet effective response force standards
January 16, 2026 Strategic Plan Department Presentations of 8760 Three-Year Vision – Community Risk Reduction

3. Strengthen Prevention & Code Compliance
C
apacity
• Expand Prevention staff
Reduce community risk through increased fire inspections and meet t
he demands of growth
• Establish a dedicated, sustainable property abatement pr
ogram
Address the community needs related to underserved aging and m
ental health populations
• Monitor the impact of the evolving & expanding demands on c
ode compliance
Strategically meet current & future community needs
January 16, 2026 Strategic Plan Department Presentations of 8761 Three-Year Vision – Training & Development

4. Invest in Comprehensive Training & Readiness
• Develop capabilities to support an evolving risk profile • Construct a modern training facility
Provide drill grounds and infrastructure for advanced instruction in line w
ith ISO standards

5. Support Organizational & Workforce Development
• Ensure leadership, culture, and staffing support long-te rm needs
Establish a succession planning framework to ensure seamless t
ransition between ranks and foster a supportive workplace culture January 16, 2026 Strategic Plan Department Presentations of 8762 Three-Year Vision – Capital & Infrastructure

6. Plan for Long-T erm Capital & Infrastructure
Needs
• Ensure facilities, fleet, and equipment keep pace with growth Allowing for smooth long-t erm forecasting and budgeting Minimize emergency/reactive purchases through an established m
aintenance and replacement plan
January 16, 2026 Strategic Plan Department Presentations of 8763 Departmental Challenges
A. Personnel & Staffing
• Recruitment & hiring Firefighter/Paramedics
• Current Fire Prevention staffing is insufficient to support community dem
ands and future city growth
• Project management and logistical requirements are straining c
urrent resources and insufficient to meet future growth demands B. Emergency Response
• Existing truck resources are cross-s taffed and located inefficiently • Technological limitations prevent fully optimizing resource dispatch pr
ocesses
January 16, 2026 Strategic Plan Department Presentations of 8764 Departmental Challenges (cont.)
Strategic Plan Department Presentations of 87
C. Capital & Infrastructure
• VFD’s fire stations & administration offices do not meet current CA Fire Code safety standards and cannot accommodate future growth • Current fleet and equipment replacement plans are underfunded • Station 72 is not adequately sized to staff the truck company nor optimally located to meet the existing and future service delivery coverage for the city
D. Training & Readiness
• Classroom and training facilities are at separate locations and are poorly suited to meet the department’s growing needs
January 16, 2026 65
Strategic Plan Council Session
Police Department
Organizational Chart
January 16, 2026 Strategic Plan Department Presentations of 8767 Core Services
• Patrol Services
• Dispatch: Emergency and Non-
E
mergency (Fire/Police)
• Office of Professional
St
andards (OPS)
• Records Section
• Property and Evidence
Core Services Value Add Services
• Real Time Information Center
(R
TIC)
• Community Response Unit
(
CRU)
• Family Investigative Response
S
ervices Team (F.I.R.S.T)
• Youth Services Section (YSS)
• Traffic Section
January 16, 2026 Strategic Plan Department Presentations of 8768 Legal, Regulatory, & Compliance Requirements
Professional Standard Division
• State and federally required
r
eporting related to officer
conduct and use of force
• Internal Affairs Investigations
• Claims against the Police
D
epartment
• Depositions
• Citizen Complaints
• Public Records Requests (PRA)
• Legal
Training and Personnel Division
• POST regulated training
r
equirements for sworn officers
and public safety dispatchers
• Required training for sworn
s
taff per state legislation
• Department of Justice (DOJ)
r
equired annual account of full-
time law enforcement
personnel report
• Compliance
January 16, 2026 Strategic Plan Department Presentations of 8769 Core Values
• Compassion – C entering people in our decisions, actions, and interactions.
• Creativity – E mbracing innovation and forward-thinking solutions to modern policing challenges.
• Ownership – T aking responsibility for outcomes, stewardship of resources, and continuous improvement.
• Service – P roviding equitable, professional, and responsive policing that improves quality of life.
• Teamwork – C ollaborating internally and with community partners to achieve shared goals.
• Trust – B uilding and maintaining public confidence through transparency, accountability, and integrity.

January 16, 2026 Strategic Plan Department Presentations of 8770 Strategic Goal 1
Align Policing Practices, Leadership, and Decisions with Our Mission, Vision and Values
The Vacaville Police Department commits to embedding its mission, vision, values, and purpose into daily operations, leadership practices, and decision making. This goal serves as the foundation for all strategic objectives and ensures that how we do our work is consistently aligned with why we do it.

In 2025 the executive team worked with a consultant to refresh our Mission, Vision and Values. We also began training leaders as coaches to implement training for all staff.

In 2026 we will implement the following:
• Roll out Mission, Vision and Values training to all staff • Develop a recognition program to support the values
• Refresh culture signage and materials across the organization • Integrate values into performance management, hiring and promotions January 16, 2026January 16, 2026 Strategic Plan Department Presentations of 8771 Strategic Goal 2
Strategic Staffing for Efficiency,
Accountability and Service Delivery
Align staffing resources with workload, service expectations and strategic priorities to ensure the department has the capacity to meet both current and future community needs.

January 16, 2026 Strategic Plan Department Presentations of 8772 Strategic Staffing for Efficiency, Accountability and
Service Delivery – Key Priorities
• Dedicated Police Department Public Information Officer • Professional Staff Administrator (Captain Level)
• Hire Police Officers and Dispatchers – Z ero Vacancies • Expand Youth Services
• Police Apprentice Career Pipeline
January 16, 2026 Strategic Plan Department Presentations of 8773 Strategic Goal 3
Strengthen Community Trust and Partnerships
Align staffing resources with workload, service expectations and strategic priorities to ensure the department has the capacity to meet both current and future community needs.

January 16, 2026 Strategic Plan Department Presentations of 8774 Strengthen Community Trust and
Partnerships – Key Priorities
• Volunteer Mounted Horse Unit
• Expand Ambassador Program
• Grow Public and Private Partnerships
• Transitional Housing Partnership for a Segment of the Unhoused Population January 16, 2026 Strategic Plan Department Presentations of 8775 Strategic Goal 4
Pioneer the Future of Policing
Modern policing demands continuous innovation to address evolving community expectations, emerging threats, and increasing operational complexity. This goal represents a comprehensive commitment to reimagining how we deploy resources, leverage technology, train our workforce, and deliver services ensuring the department remains effective, resilient, and prepared for both current and future public safety needs.

January 16, 2026 Strategic Plan Department Presentations of 8776 Strategic Outcomes
Collectively, these objectives ensure the Vacaville Police Department delivers modern, accountable, and community- focused policing that improves quality of life, strengthens public trust, and advances our bold vision of pioneering policing to become the safest city in California.

January 16, 2026 Strategic Plan Department Presentations of 8777 Pioneer the Future of Policing –
Key Priorities
• Real Time Information Center Sustainability
• Standards of Cover Assessment
• Patrol Sector Realignment
• School Safety Camera Integration
• Dispatch Center Reorganization
• Autonomous Police Vehicle
• Elevate Training and Critical Incident Debriefing
• Public Safety Training Center
• Offsite Storage for Capital Assets
• Patrol Vehicle Design Update
• Leadership Development and Succession Planning
• Streamline Use of Force and Pursuit Review Boards
• Increase Proactive Patrol Enforcement
January 16, 2026 Strategic Plan Department Presentations of 8778 Departmental Challenges
• Recruitment of Officers and Dispatchers
• Expanding the department as the city continues to grow • Training facility
• Real Time Information Center (RTIC) on-goi ng funding January 16, 2026 Strategic Plan Department Presentations of 8779 Strategic Plan Council Session
Public Works
Organizational Chart
104 – Full time employees
42 – Part time employees
January 16, 2026 Strategic Plan Department Presentations of 8781 Core Services and Responsibilities
“Service is Our Business” – Public Works is committed to engineering, constructing and maintaining projects that improve the quality of life for the visitors and residents of Vacaville.

Responsible for:
• Capital Improvement Project Engineering and Construction • Land Development Engineering
• Traffic Engineering
• Environmental Sustainability Program
• ADA Office
• City Coach Public Transit System
• Maintenance of:
74 signalized intersections 7,000 street signs
250 miles of storm drain 59 acres of setback landscaping 500,000 sq. ft. public buildings 7,500 streetlights
700 street lane miles 26 miles of creek
415 acres of parkland 600+ vehicles and equipment
January 16, 2026 Strategic Plan Department Presentations of 8782 Street – Pavement Condition Index
69 70 72 73 73
0 10
20 30
40 50
60 70
80 2020 2021 2022 2023 2024

PAVEMENT CONDITION INDEX
2020 - 2024

VACAVILLE DIXON FAIRFIELD RIO VISTA BENICIA VALLEJO
2025: $7 Million
Investment
January 16, 2026 Strategic Plan Department Presentations of 8783 Legal, Regulatory and Compliance
Requirements
• Storm Water ($133,000/yr.)
• California Dept. of Water Resources - Municipal Storm Sewer System (MS4) • MS4 Permit $37K
• Delta Regional Monitoring Fee $21K
• Mandatory Public Outreach $15K
• Trash Amendment Compliance $60,000 one- time ($40,000 annually thru 2030) • Solid Waste and Organics Recycling ($130,000/yr.)
• CalRecycle – SB 1383 Compliance
• Annual Procurement of 7,850 tons of compost/mulch $130K • Fleet Electrification ($Millions TBD)
• Governor Newsom Executive Order N- 79-20; all new vehicles sold to be zero-emission by 2035 • Non- Functional Turf ($ TBD)
• AB 1572 California Water Resources Control Board; restricts use of potable water to irrigate “non- functional” turf • ADA Transition Plan ($750,000/one- time)
• Update ADA Transition Plan, estimate $750K; plan to remove barriers to accessibility in facilities & programs January 16, 2026 Strategic Plan Department Presentations of 8784 Departmental 3-Year Vision
• 2026 CIP projects to begin construction:
• De Colores Park
• Midway Road Waterline
• 2027 CIP projects to begin construction:
• Rancho Lagunitas Detention Basin Expansion
• I-505/ Vaca Valley Improvements
• Browns Valley Parkway Improvements
• Jepson Parkway Phase III
• Update City’s Engineering Standards/Development Handbook • Maintenance Master Plan – F acilities/Parks
January 16, 2026 Strategic Plan Department Presentations of 8785 Departmental Challenges
• Increasing State regulatory burdens and associated costs • Increased Correspondence/Requests for Information, public records
requests, Claims, Emails/phone calls
• Complaints not made at lowest level
• Funding: Capital Improvement Projects and Maintenance January 16, 2026 Strategic Plan Department Presentations of 8786 Questions or CommentsQuestions or Comments
January 16, 2026 Strategic Plan Department Presentations of 8787 Citywide Strategic Plan Council Session
Financial Update
Overview
• General Fund Forecast
• Current Cost Saving Measures
• Unfunded/Underfunded Needs
• Revenue Strategies
• Program/Service Reductions
• Next Steps
January 16, 2026 Financial Update - Slide of 322 Forecast with Cost Savings
$(50)
$-
$50
$100
$150
$200
FY 23 FY 24 FY 25 FY 26 FY 27 FY 28 FY 29 FY 30
Revenues Expenses Projected Reserve Base Reserve
January 16, 2026 Financial Update - Slide of 32 16% GF Reserve by
the end of next fiscal
year
3 Forecast Summary
• Even with current cost saving measures, the gap between revenues and expenses is $8 million.
• If we discontinue cost saving measures, the budget gap is $13 million.
• Projected Reserve at the end of this fiscal year = 24% (3-month reserve)
• Projected Reserve at the end of next fiscal year with savings = 16% (below policy target)
January 16, 2026 Financial Update - Slide of 324 Impact of Inflation
January 16, 2026 Financial Update - Slide of 32 IncreaseNowThen

93.6%$2.71 (2025)$1.40 (2019)A Dozen Eggs

75.4%$300 (2025)$171 (2019)PG&E Bill

56.6%$94K (2025)$60K (2019)Police Car

71.4%$1.2M (2025)$700K (2019)Fire Engine

26.3%$108 (2025)$85.5 (2021)Asphalt (1T)

21.7%$191 (2025)$157 (2020)Concrete (1CY)
We’re not buying more – we’re paying more for the same things. 5 Current Cost Saving Measures
January 16, 2026 Financial Update - Slide of 326 Unfunded/Underfunded Liabilities
Amount NeededCategory
$381.7MPension/OPEB
$285.8MInfrastructure
• Streets, Buildings, Parks and Rec facilities, RTIC
$36.7MInternal Service Funds (Operational Costs)
• Technology, Public Safety Equipment, Radio System, Vehicle Replacement
$32.1MServices/Increase Community Programs/Capacity
• Arts & Culture MP Implementation, Housing Programs,
Staffing
$736.3MTotal Unfunded Liabilities
January 16, 2026 Financial Update - Slide of 327 Infrastructure
DescriptionEstimated CostItem
Implementation of identified facilities $146.2MParks & Rec Master Plan Ownership of Davis St Rec Center$100KDavis Street Rec Center Wells, Distribution, Reservoir; non-General
Fund
$63.4MWater System Projects
Development of a permanent training
facility
$30MPublic Safety Training Facility
Relocation/Reconstruction of Sta 72$20MFire Station 72
Fully fund and expand RTIC beyond grant
funding period
$1M (Annually)Real-Time Information Center
ADA Improvements, long-term facility
planning
$1.1M Buck & Eldridge
January 16, 2026 Financial Update - Slide of 328 Infrastructure
DescriptionEstimated CostItem
• Alamo Creek Bank Stabilization
• Town Square Trash Enclosures
• Ulatis Creek Bank Repair
• Fire Station Security Upgrades
• Community Development front counter &
lobby upgrades
• Playground equipment replacement
• Maintenance of Intelligent Traffic System
• Facility HVAC Systems
$19.7MCapital Improvement Program
Shortfall
January 16, 2026 Financial Update - Slide of 329 Internal Service Funds (Operational Costs)
DescriptionEstimated CostItem
Adequately fund WC/GL and increase
funding for safety specific EAP services
$1.3M (Annually) General Liability/Worker’s Comp
Replacement of City’s phone system$350K/$143K (Ongoing)VOIP System Replacement of City’s radio system$3M/$1M (Ongoing) Radio System Strategy to prevent, withstand, recover
from cybersecurity incidents
$1.2M (Ongoing)Cyber Resilience Plan
Disaster Recovery Expansion, increased
staffing/space, application modernization
Cost TBDInformation Technology
Increased funding for Public Safety
Equipment Fund, Citywide vehicle
replacement, Autonomous Police Car,
Community Development Vehicle
Replacement
$661K/$2.8M (Ongoing)Equipment/Vehicle Replacement
January 16, 2026 Financial Update - Slide of 3210 Services/Increase Community
Programs/Capacity
DescriptionEstimated CostItem
• Fire Prevention Staffing
• Deploy a 4-person stand-alone truck
company (Fire Station 72)
• Assistant Director of HCS
• Housing Technician and Specialist
• Homeless Coordinator, Shared Housing
Coordinator
• Building Inspector Staffing
• Economic Development Specialist
• Parks & Rec staffing responsive to Matrix
study and Arts & Culture MP
• YSS Officer in partnership with VUSD
At least
$5.3M (Ongoing)
Staffing
January 16, 2026 Financial Update - Slide of 3211 Services/Increase Community
Programs/Capacity
DescriptionEstimated CostItem
Pena Adobe Park Improvements, Andrews
Park Arts Plaza & Path, Small Amphitheater
Program
Cost TBDArts & Culture Master Plan
Implementation
Modernize core services, offer additional
payment and self-service options to our
customers, improve federal reporting and
performance tracking
$200K (Ongoing)Data and Tech Modernization
Housing Element is required to be updated by
2031; the 20-year General Plan Update is
required to be updated by 2035
$3.5MHousing Element and General
Plan Update
Revised Cost Allocation Plan, Department
Implementation Plans, Compensation Policy,
PD Standards of Coverage
$480KPolicy Development and Studies
Establish grant match funds to leverage
federal/state Housing grant fund opportunities
$250KLocal Grant Match
January 16, 2026 Financial Update - Slide of 3212 Revenue Strategies
• Measure I
• Measure M (Rica)
• Tax Measures
• Sales Tax
• Business License Tax
• Credit Card Fees
• User Fees Study
• Cell Site Revenues
January 16, 2026 Financial Update - Slide of 3213 Measure I
• Approved by voters in 1988
• New library, community center,
and theater (Ulatis)
• Parks and Rec facilities
• Street Maintenance
• Extended in 2012 for 25 years
• Funding for essential City services
• Library, street maintenance, public
safety, VPAT, local programs
• Provides $3M annually
• Helps offset expense but does
not fully cover costs
$-
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
Library VPAT Park Maint. Street Maint
Measure I Allocation (in thousands)
General Fund Measure I
January 16, 2026 Financial Update - Slide of 3214  20-Year extension approved by voters November 2016
 Increase from ¼ cent to ¾ cent began in April 2018
 The Measure is a general tax used for general municipal purposes
What is Measure M?
January 16, 2026 Financial Update - Slide of 3215 • Revenues =$26.2M
• Expenses = $19.7M
• Measure M funds needed to balance General Fund = $6.5M • General Fund has a projected deficit ($8M).

How is Measure M Spent?
FY 2024/25 Summary
January 16, 2026 Financial Update - Slide of 3216 Ongoing Staffing funded by Measure M
# of FT PositionsDescription
1City Manager’s Office – Program Manager
1Economic Development – Director of Economic Development Services 6Fire Department –Firefighters, FF/Paramedics
13Police Department – Police Captain, Officers, Program Coordinators (PAL), Office Assistant (FRC)
4Parks & Recreation – Associate Planner, Recreation Supervisor, Facilities Maintenance Coordinator, Admin Technician
3Public Works – PW Superintendent, Maintenance Worker – Streets 28Total Positions
January 16, 2026 Financial Update - Slide of 3217 Measure M Programs FY26
Annual AmountDescription
$5.3MOngoing Programs
Park Beautification, Street Maintenance, Vehicle & Equipment Replacement, Homeless Remediation, FRC & PAL Funding, Biotech Strategy $210KPilot Programs
Youth Scholarships, Neighborhood Cleanup
$0One-Time Projects
No New Projects
$0PERS ADP Payment- Suspended
$7.2MOngoing Staffing
$12.7MFY 2025/26 Budget
January 16, 2026 Financial Update - Slide of 3218 5-Year Pilot Programs FY26
Annual
(New)
Proposed
Change
AnnualDescription
$0$350,000$350,000Council District Benefit Program (District Dollars) $0-$62,000$62,000Equity, Diversity & Inclusion Program
$0-$15,000$15,000Fireworks Prevention
$0-$50,000$50,000Adaptive/Sensory Equipment Installation in Parks* $0-$35,000$35,000Property Abatement Program
$0-$100,000$100,000Grant Matching Pool
$60,000-$15,000$75,000Neighborhood Cleanup Program
$150,000$150,000Youth Scholarship Program for Low-Income Families $210,000$837,000Total
*Include w/ specific park project budgetCancelled programs/projects January 16, 2026 Financial Update - Slide of 3219 Project Funding Set-aside
AmountDescription
$19.8MActive Projects
Park Improvements – Trower, De Colores, Sierra Vista etc., Downtown Alley Reconstruction, DTSP, Rancho Lagunitas
Detention Basin
$3.1MPotential Projects
Allison Housing, Downtown Art
$22.9MProjected Commitments (June 2025)
January 16, 2026 Financial Update - Slide of 3220 Sales Tax
• Nov 2016: Community voted 20-
year extension on Measure M
• Apr 2018: Sales tax rate increased
from ¼ cent to ¾ cent.
• City has the lowest sales tax rate
in the County as of April 2025.
• Each ¼ Cent = $7 million;1 Cent =
$28 million
New RateCurrent RateAs of 4/1/25

9.625%9.125%Benicia

8.375%7.375% Dixon

8.375%8.375%Fairfield

9.125%8.125%Rio Vista

9.125%8.375%Suisun City

8.125%8.125%Vacaville

9.25%9.25%Vallejo
January 16, 2026 Financial Update - Slide of 3221 Benicia, Dixon, Rio Vista and Suisun sales tax increased in Nov 2024 Business License Tax
• BL Tax structure has remained
largely unchanged since 1977.
• Tax is based on number of
employees not revenue
• Most jurisdictions have moved to a
gross receipts model
• Analysis of moving towards a
revenue-based model
• 3 Options Presented (12/9)
• Second Study Session (1/27)
• Tiered Gross Receipts Structure
BL RevenueBusiness
Count
City
$399K4,900Vacaville
$4.2M4,600Vallejo
$4.7M6,800Napa
$1.8M*5,900Fairfield
$735K3,000Benicia
$4.2M9,300Concord
$16.2M5,200Richmond
$1.4M8,800Petaluma
$4.5M3,600Antioch
$3.7M7,900Walnut Creek
January 16, 2026 Financial Update - Slide of 3222 Other Strategies
• Credit Card Fees
• City absorbs costs ($400K) associated with credit card/e-payment processing
• Initial implementation of service fee w/ Community Development (2025) • User Fees Study
• Review of fees charged for citywide services (building permits, false alarms, fire code permits, facility rentals)
• Critical for fee-for-service departments (Community Development) • Cell Site Revenues
• Revenue from wireless carriers to use city property for their cell antennas
January 16, 2026 Financial Update - Slide of 3223 Program/Service Reductions
ExamplesCategory
Brown out Medic 72, reduced emergency responsePublic Safety Reduce special events and programs, seasonal pool
closure
Parks & Recreation
Reduced street maintenance, less lighting/landscaping
upkeep, deferred vehicle replacement
Streets & Infrastructure
Freeze housing positions, defer homeless coordinator, halt progress on transitional housing
Housing & Homelessness
Reduced front counter hours, slower billing support,
delayed financial reporting
Administrative & Customer Service
January 16, 2026 Financial Update - Slide of 3224 Public Safety
Police
• Reduced traffic/DUI enforcement
• Fewer officers placed in schools
• Reduced homeless outreach (service and cleanup)
• Elimination of programs
• Special Event Presence (Excluding 4th of July and Merriment on Main) • Vehicle Abatement Program
• Non-Injury Traffic Collisions
• Reduced Youth Development Programming
January 16, 2026 Financial Update - Slide of 3225 Public Safety
Fire
• Brown out Medic 72
• Reduced emergency response capabilities
• Cut discretionary training
• Eliminate Neighborhood Cleanup Program
January 16, 2026 Financial Update - Slide of 3226 Parks & Recreation
• Reduced special events and city sponsored shows
• Seasonal closure of aquatics facility
• Reduced hours at recreation facilities
• Cut programming (adult softball, adaptive recreation) January 16, 2026 Financial Update - Slide of 3227 Streets & Infrastructure
• Reduced street maintenance funding
• Reduced lighting and landscaping upkeep
• $1.6 million annual subsidy from the General Fund
• Reduced parks beautification funding
• Court Resurfacing (N. Orchard, 3 Oaks, Beelard, Patwin Park) • Fitness course replacement (Pheasant Country, Southwood, Hawkins) • Light post, fence, and restroom repainting
• Deferred vehicle replacement
• Deferred technology infrastructure (servers/storage, radio system)
January 16, 2026 Financial Update - Slide of 3228 Housing & Homelessness
• Freeze positions (Assistant Director, Part-time Office Assistant)
• Defer homeless and housing coordinators
• Halt progress on Housing Action Plan, transitional housing, navigation center, and data integration projects
January 16, 2026 Financial Update - Slide of 3229 Administrative & Customer Service
• Reduced Planning & Building staffing
• Reduced front counter hours and utility billing support • Delays in financial reporting and slower turnaround in accounts payable processing
• Increased risk of cyber threats and reduced risk support January 16, 2026 Financial Update - Slide of 3230 Next Steps (FY 26/27 Budget)
• Continue with current cost saving measures
• No new General Fund/M capital project funding
• No subsidy to Community Development
• No CPI for services and supplies
• Increase cost savings to stay within policy at the end of FY 27 • Revenue Strategies
• Business License Tax Study (1/27)
• Credit Card Fees (1/27)
• Tax Measures Initial Polling Results (2/10)
• User Fee Study (Feb/Mar)
• Cell Tower Fee Policy (Feb/Mar)
January 16, 2026 Financial Update - Slide of 3231 Questions or CommentsQuestions or Comments
Financial Update - Slide of 32January 16, 2026 32

Vacaville City CouncilJanuary 16, 2026

Vacaville City Council
January 16, 2026