Agenda packet — Vacaville City Council, April 14, 2026 (part 2 of 2)

EXHIBIT A

CITY OF VACAVILLE
Community Facilities District No. 11
(Southtown Police and Fire Services)
Annexation No. 8
(Vandengate)
ASSESSOR’S PARCEL NUMBERS AND OWNERS OF LAND WITHIN
ANNEXATION NO. 8
Assessor Parcel Numbers: Names of Property Owners:
0137-010-070 (Portion) and
0137-010-140 (Portion)
Being Lots 1-7 and 38-72 as shown on the
map entitled “Final Map of Vandengate”
recorded on December 8, 2025, in Book
100 of subdivision maps at pages 61-63 in
the office of the Solano County
Assessor/Recorder
Vanden Cove, LLC,
a California limited liability company
Item 11.a
Exhibit B

Page 1 ends

EXHIBIT B

CITY OF VACAVILLE
Community Facilities District No. 11
(Southtown Police and Fire Services)

RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX
[See Attached.]
Item 11.a
Agenda Item No. 11B
April 14, 2026
TO: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
FROM: Ken Matsumiya, Finance Director
(Staff contact: Ken Matsumiya, Director of Finance (707) 449-5180) SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VACAVILLE

SUBMITTING ANNEXATION OF TERRITORY AND LEVY OF SPECIAL

TAXES TO QUALIFIED ELECTORS, CITY OF VACAVILLE COMMUNITY FACILITIES DISTRICT NO. 12 (POLICE AND FIRE SERVICES) ANNEXATION NO. 6 (VANDEN COVE PHASE 1); AND

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VACAVILLE

DECLARING RESULTS OF SPECIAL ANNEXATION ELECTION,

DETERMINING VALIDITY OF PRIOR PROCEEDINGS, AND DIRECTING

RECORDING OF AN AMENDMENT TO NOTICE OF SPECIAL TAX LIEN, CITY OF VACAVILLE COMMUNITY FACILITIES DISTRICT NO. 12 (POLICE AND FIRE SERVICES) ANNEXATION NO. 6 (VANDEN COVE PHASE 1); AND

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF VACAVILLE

LEVYING SPECIAL TAX WITHIN THE CITY OF VACAVILLE COMMUNITY FACILITIES DISTRICT NO. 12 (POLICE AND FIRE SERVICES), INCLUDING

CERTAIN ANNEXATION TERRITORY, CITY OF VACAVILLE COMMUNITY FACILITIES DISTRICT NO. 12 (POLICE AND FIRE SERVICES) ANNEXATION NO. 6 (VANDEN COVE PHASE 1) (First Reading)
ACTION FOR CONSIDERATION:

The City Council is being asked to consider the second and third legislative actions for the sixth annexation of territory into the existing Community Facilities District No. 12. The territory comprises a portion of the 114-unit single-family detached home development known as “Vanden Cove,” which is being developed by Discovery Builders, Inc. (Developer). Annexation into Community Facilities District No. 12 is a condition for development of Vanden Cove.

RECOMMENDATION:

Hold the Public Hearing for the Annexation of property into Community Facilities District No. 12.

If no majority protest is received at the public hearing, instruct City Clerk to open ballot for the special tax election and announce results. If the ballot is voted in favor of the annexation:
adopt by simple motion the Resolution Submitting Annexation of Territory and Levy of Special Taxes to Qualified Electors; adopt by simple motion the Resolution Declaring Results of Special Annexation Election; and by title only, introduce the Ordinance Levying Special Tax within Community Facilities District No. 12, including the annexation territory.

BACKGROUND:

The portion of the Vanden Cove development proposed to be annexed into Community Facilities District No. 12 contains approximately 4.20 acres and is designated for development with 30 single-family detached homes. The property is generally located at the corner of Item 11.b
Vanden Road and Providence Place. The map of the territory proposed to be annexed is included as Attachment 1.

Consistent with the General Plan Policy to pay for impacted services, an obligation to join a Community Facilities District was a condition of approval for the Vanden Cove development. In this case, the condition requires that the property annex into Community Facilities District No.

12. The purpose of Community Facilities District No. 12 is to provide a funding mechanism to pay the cost of providing police and fire services to the property within Community Facilities District No. 12. The FY 2025-26 rate is $1,517.07 per single-family detached property. The special tax rate is adjusted annually based on the change in the San Francisco-Oakland-Hayward Consumer Price Index.

The annexation process consists of four legislative actions along with the necessary follow up proceedings, such as recordation and publication notices. In summary, the four actions are:
1) Resolution of Intention. The Council adopted this action as Resolution No. 2026- 030 on February 24, 2026. This resolution described the territory to be annexed into Community Facilities District No. 12 and approved the annexation map for the territory; described the police and fire protection services to be provided by Community Facilities District No. 12; described the special taxes and the rate and method of apportionment of special tax for Community Facilities District No. 12; and set a time and place for a public hearing regarding the proposed annexation for tonight’s meeting.
2) Resolution Submitting Annexation of Territory and Levy of Tax to Qualified Electors. At the conclusion of the public hearing, the Council will consider this resolution, which submits to the landowner voters the questions of annexing the territory to Community Facilities District No. 12 and levying the special taxes within the territory. Because the property owner has waived the time frame for holding the election, the election will be held and the ballots will be opened immediately following adoption of this resolution.
3) Resolution Declaring Results of Special Annexation Election. This resolution formally declares the results of the landowner election, confirms the annexation of the territory into Community Facilities District No. 12, and directs the recordation of an amendment to the notice of special tax lien for Community Facilities District No. 12.
4) Ordinance Levying Special Taxes. This ordinance orders the levy of special taxes to pay for authorized services within the territory and provides for the special taxes to be collected on the County property tax rolls. The ordinance will be introduced as the last item after the public hearing, and the second reading and adoption will occur at the next available Council meeting.

DISCUSSION:

Tonight’s subject resolutions and ordinance address legislative actions 2), 3) and 4) above for Annexation 6 into the City’s Community Facilities District No. 12, which may be considered following the public hearing and if the results of the special tax election are in favor of the annexation.

Item 11.b
ENVIRONMENTAL IMPACT:

This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has the potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, pursuant to California Code of Regulations, Title 14, Section 15378.

FISCAL IMPACT:

Based on FY 2025-26 rates, the subject development, at build-out, would generate approximately $172,946 per year to the general fund to provide police and fire services to the property within Community Facilities District No. 12.

Amount Requested: Not applicable
Funding Source: Not applicable
Budget Distribution: Not applicable
ALTERNATIVES:

No alternative recommendation.

STRATEGIC PLAN GOAL/INITIATIVE:

Goal #2 – Strengthen the Local Economy
Initiative 2B – Manage Impacts from Growth
Goal #4 – Maintain Effective and Efficient Services
LEVINE ACT: No
ATTACHMENTS:

Resolutions – Action Items
Ordinance – Action Item
Attachment 1: Annexation Map (CFD No.12 Annexation No. 6) Attachment 2: Rate and Method of Apportionment for CFD No. 12 Attachment 3: Amendment to Notice of Special Tax Lien
Item 11.b
RESOLUTION NO. 2026-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VACAVILLE SUBMITTING

ANNEXATION OF TERRITORY AND LEVY OF SPECIAL TAXES TO QUALIFIED

ELECTORS

CITY OF VACAVILLE
Community Facilities District No. 12
(Police and Fire Services)
Annexation No. 6
(Vanden Cove Phase 1)
WHEREAS, this City Council (the “Council”) of the City of Vacaville (the “City”) has previously conducted proceedings to establish the City of Vacaville Community Facilities District No. 12 (Police and Fire Services) (the “CFD”), under the Mello-Roos Community Facilities Act of 1982, as amended (the "Act"), Chapter 2.5 of Part 1 of Division 2 of Title 5, commencing at Section 53311, of the California Government Code; and
WHEREAS, on February 24, 2026, this City Council, acting as legislative body of the CFD, adopted Resolution No. 2026-030 entitled “Resolution of the City Council of the City of Vacaville Declaring its Intention to Annex Territory to a Community Facilities District and Authorize the Levy of Special Taxes Therein” (the “Resolution of Intention to Annex”) stating its intention to annex certain territory (the “Annexation Territory”), to the CFD pursuant to the Act; and WHEREAS, a copy of the Resolution of Intention to Annex, incorporating a description of the proposed boundaries of the Annexation Territory, the types of public services to be funded by the CFD (the “Services”), and the rate and method of apportionment (the “Rate and Method”) of the special tax (the “Special Taxes”) to be levied within the Annexation Territory to pay for the Services, is on file with the City Clerk, and the provisions thereof are fully incorporated herein by this reference as if fully set forth herein; and
WHEREAS, the existing Rate and Method governing the levy of Special Taxes on the parcels of real property within the existing territory of the CFD, as described in an exhibit to Resolution No. 2006-102, entitled “A Resolution of Formation of Community Facilities District,” adopted by the Council on July 25, 2006 (the “Resolution of Formation”), will not be altered in connection with the proposed annexation; and
WHEREAS, on the date hereof, this Council held a noticed public hearing as required by the Act and the Resolution of Intention to Annex relative to the proposed annexation of the Annexation Territory to the CFD and the levy of Special Taxes within the Annexation Territory in accordance with the Rate and Method; and
WHEREAS, at such hearing, all interested persons desiring to be heard on all matters pertaining to the annexation of the Annexation Territory to the CFD and the levy of the Special Taxes within the Annexation Territory in accordance with the Rate and Method were heard, and a full and fair hearing was held; and
WHEREAS, prior to the time fixed for the hearing, written protests had not been filed against the proposed annexation of the Annexation Territory to the CFD by (i) 50% of more of the registered voters, or six registered voters, whichever is more, residing in the existing CFD, or (ii) 50% or more of the registered voters, or six registered voters, whichever is more, residing in the Item 11.b
Annexation Territory, or (iii) owners of one-half or more of the area of land in the existing CFD, or (iv) owners of one-half or more of the area of land in the Annexation Territory; and WHEREAS, the map of the Annexation Territory, entitled “Annexation Map No. 6 (Vanden Cove Phase 1) of City of Vacaville Community Facilities District No. 12 (Police and Fire Services)” has been filed with the City Clerk and recorded in the Solano County Recorder’s Office on March 5, 2026, in Book 27 at Page 15 of Maps of Assessment and Community Facilities Districts, and as Document No. 2026 00010203.

NOW, THEREFORE, IT IS HEREBY ORDERED, as follows:

1. Prior Proceedings. All prior proceedings taken by this Council with respect to the CFD and proposed annexation of the Annexation Territory to the CFD have been duly considered and are hereby determined to be valid and in conformity with the Act, and the CFD has been validly established pursuant to the Act.

2. Resolution of Formation. The provisions of the Resolution of Formation are by this reference incorporated herein, as if fully set forth herein.

3. Voter Approval. Pursuant to the Act, the propositions of the annexation of the Annexation Territory to the CFD and the levy of the Special Taxes within the Annexation Territory in accordance with the Rate and Method shall be submitted to the voters of the Annexation Territory at an election called therefor as hereinafter provided.

4. Electors Determined. This Council hereby finds that fewer than 12 persons have been registered to vote within the Annexation Territory for each of the 90 days preceding the close of the hearing heretofore conducted and concluded by this Council for the purposes of these annexation proceedings. Accordingly, and pursuant to the Act, this Council finds that for purposes of these proceedings the qualified electors are the landowners within the Annexation Territory and that the vote shall be by said landowners, each having one vote for each acre or portion thereof such landowner owns in the Annexation Territory.

5. Applicable Laws. Pursuant to the Act, the election shall be conducted by messengered or mailed ballots under Section 4000 of the California Elections Code, provided, however, that for purposes of setting the date for the election, Sections 53326 and 53327 of the Act shall govern.

6. Special Election Called. On Tuesday, April 14, 2026, in the City Hall Council Chambers, 650 Merchant Street, Vacaville, California, a special election is hereby called to consider the measures described in the ballot referred to below. This Council hereby further finds that the provision of the Act requiring a minimum of 90 days to elapse before said election is for the protection of voters, that the voters have waived such requirement and the date for the election herein specified is established accordingly. The special election shall be held during the City Council meeting starting at 6:00 P.M. on April 14, 2026.

7. Accountability. Under Section 50075.1 of the Government Code, the following accountability provisions shall apply to the special taxes: (a) the provision of the Services, and the incidental costs thereof, shall constitute the specific single purpose; (b) the proceeds shall be applied only to the specific purposes identified in (a) above; (c) there shall be created special account(s) or funds(s) into which the proceeds shall be deposited; and (d) there shall be caused to be prepared an annual audit and report of the CFD.

Item 11.b

8. Election Official. The City Clerk is hereby appointed as the election official to conduct the election and shall cause to be provided to each landowner in the Annexation Territory a ballot substantially in the form of Exhibit A hereto (the “Ballot”), which is hereby approved.

9. Effective. This resolution shall take effect upon its adoption.

I HEREBY CERTIFY that the foregoing Resolution was regularly introduced and adopted by the City Council of the City of Vacaville at a meeting held on the 14th day of April, 2026, by the following vote:

AYES:

NOES:

ABSENT:

ATTEST:
_____________
Michelle A. Thornbrugh, City Clerk
Item 11.b
A-1

EXHIBIT A

CITY OF VACAVILLE
Community Facilities District No. 12
(Police and Fire Services)
Annexation No. 6
(Vanden Cove Phase 1)

OFFICIAL BALLOT

SPECIAL TAX ANNEXATION ELECTION
This ballot is for a special, landowner election to be held during the City Council meeting starting at 6:00 P.M. on April 14, 2026, in the City Hall Council Chambers, 650 Merchant Street, Vacaville, California. To facilitate the election, you are requested to return this ballot in the enclosed postage paid envelope to the office of the City Clerk of the City of Vacaville no later than Monday, April 13, 2026, either by mail or in person. The City Clerk’s office is located at 650 Merchant Street, Vacaville, California 95688.

To vote, mark a cross (“X”) on the voting line after the word “YES” or after the word “NO”.

All marks otherwise made are forbidden. All distinguishing marks are forbidden and make the ballot void.

If you wrongly mark, tear, or deface this ballot, return it to the City Clerk of the City of Vacaville and obtain another.

NO:

BALLOT MEASURE NO. 2: Shall the measure of the City of Vacaville, by and for its Community Facilities District No. 12 (Police and Fire Services) (the “CFD”), authorizing the levy special taxes within the territory proposed for annexation to the CFD according to the rate and method of apportionment for the CFD specified in the resolution entitled “Resolution of the City Council of the City of Vacaville Declaring its Intention to Annex Territory to a Community Facilities District” (the “Resolution of Intention”) adopted by the City Council of the City of Vacaville on February 24, 2026, be adopted, with such levy of special taxes commencing in the City’s fiscal year 2026-27, to pay for the public services specified in the Resolution of Intention and to pay the costs of the City in administering the CFD, with the estimated amount of money to be raised annually in the CFD expected to Item 11.b
A-2
be $172,946 in fiscal year 2025-26 dollars, which will increase annually based on escalators set forth in the approved rate and method for the CFD? YES:

NO:

By execution in the space provided below, you also confirm your receipt and approval of the rate and method of apportionment for the CFD and annexation map for the CFD, and of your written waiver of (i) the time limit pertaining to the conduct of the election, (ii) any requirement for analysis and arguments with respect to the ballot measure, and (iii) any irregularity in the proceedings that maybe claimed as a result of the application of such waivers.

Number of Votes: 5
Property Owner:

Vanden Cove, LLC, a California limited
liability company
___________________________________
Name: _______________
Title: _______________
Item 11.b
1 RESOLUTION NO. 2026-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VACAVILLE DECLARING

RESULTS OF SPECIAL ANNEXATION ELECTION, DETERMINING VALIDITY OF PRIOR

PROCEEDINGS, AND DIRECTING RECORDING OF AN AMENDMENT TO NOTICE OF

SPECIAL TAX LIEN

CITY OF VACAVILLE
Community Facilities District No. 12
(Police and Fire Services)
Annexation No. 6
(Vanden Cove Phase 1)
WHEREAS, this City Council (the “City Council”) of the City of Vacaville (the “City”) has conducted proceedings to establish the City of Vacaville Community Facilities District No. 12 (Police and Fire Services) (the “CFD”), pursuant to the Mello-Roos Community Facilities Act of 1982, as amended (the "Act"), Chapter 2.5 of Part 1 of Division 2 of Title 5, commencing at Section 53311, of the California Government Code; and
WHEREAS, on February 24, 2026, this City Council, acting as legislative body of the CFD, adopted Resolution No. 2026-030 entitled “Resolution of the City Council of the City of Vacaville Declaring its Intention to Annex Territory to a Community Facilities District” (the “Resolution of Intention to Annex”) stating its intention to annex certain territory (the “Annexation Territory”), to the CFD pursuant to the Act; and
WHEREAS, a copy of the Resolution of Intention to Annex, incorporating a description of the proposed boundaries of the Annexation Territory, the types of public services to be funded by the CFD (the “Services”), and the rate and method of apportionment (the “Rate and Method”) of the special tax (the “Special Taxes”) to be levied within the Annexation Territory to pay for the Services, is on file with the City Clerk, and the provisions thereof are fully incorporated herein by this reference as if fully set forth herein; and
WHEREAS, the existing Rate and Method governing the levy of Special Taxes on the parcels of real property within the existing territory of the CFD, as described in an exhibit to Resolution No. 2006-102, entitled “A Resolution of Formation of Community Facilities District,” adopted by the Council on July 25, 2006 (the “Resolution of Formation”), will not be altered in connection with the proposed annexation; and
WHEREAS, under a resolution of the City Council entitled “Resolution of the City Council of the City of Vacaville Submitting Annexation of Territory and Levy of Special Taxes to Qualified Electors” (the “Election Resolution”) adopted by the City Council on this date, which is hereby incorporated herein by this reference, the special election has been held and the City Clerk has filed a Canvass and Statement of Result of Election (the “Canvass”), a copy of which is attached hereto as Exhibit A; and
WHEREAS, this Council has reviewed the Canvass and hereby approves it.

NOW, THEREFORE, IT IS HEREBY RESOLVED as follows:

Item 11.b
2 1. Issues Presented. The issues presented at the special election were (i) the annexation of the Annexation Territory to the CFD and (ii) the levy of the Special Taxes within the Annexation Territory to pay for authorized services pursuant to the Rate and Method.

2. Measure Approved. Pursuant to the Canvass, the issues presented at the special election were approved by the landowners of the Annexation Territory by more than two-thirds of the votes received at the special election.

3. Annexation Completed. Pursuant to the voter approval, the Annexation Territory is hereby declared to be fully annexed to and part of the CFD.

4. Authority to Levy Special Taxes. Pursuant to the voter approval, this Council may levy the Special Taxes in the Annexation Territory in accordance with the Rate and Method.

5. Prior Proceedings. It is hereby found that all prior proceedings and actions taken by this Council regarding the CFD and the annexation of the Annexation Territory thereto were valid and in conformity with the Act.

6. Amendment to Notice of Special Tax Lien. Within 15 days of the date of this Resolution, the City Clerk shall execute and cause to be recorded in the office of the County Recorder of the County of Solano an amendment to the Notice of Special Tax Lien previously recorded for the CFD, which will include the Annexation Territory, as required by Section 3117.5 of the California Streets and Highways Code.

7. Effective. This resolution shall take effect upon its adoption.

AYES:

NOES:

ABSTAIN:

ABSENT:

ATTEST:
_____________
Michelle A. Thornbrugh, City Clerk
Item 11.b
A-1

EXHIBIT A

CITY OF VACAVILLE
Community Facilities District No. 12
(Police and Fire Services)
Annexation No. 6
(Vanden Cove Phase 1)

CANVASS AND STATEMENT OF RESULT OF ELECTION
I hereby certify that on this date, I canvassed the returns of the special tax annexation election held on this date in the territory proposed for annexation to the City of Vacaville Community Facilities District No. 12 (Police and Fire Services), and the total number of ballots cast in the territory proposed to be annexed and the total number of votes cast for and against the measures are as follows and the totals as shown for and against the measures are full, true and correct:

BALLOT MEASURE NO. 1: Shall the measure of the City of Vacaville, by and for its Community Facilities District No. 12 (Police and Fire Services) (the “CFD”), authorizing the annexation of territory to the CFD, be adopted, as such territory is described in “Resolution of the City Council of the City of Vacaville Submitting Annexation of Territory and Levy of Special Taxes to Qualified Electors” adopted by the City Council of the City of Vacaville on April 14, 2026? Qualified Landowner Votes Votes Cast YES NO
5 5
BALLOT MEASURE NO. 2: Shall the measure of the City of Vacaville, by and for its Community Facilities District No. 12 (Police and Fire Services) (the “CFD”), authorizing the levy special taxes within the territory proposed for annexation to the CFD according to the rate and method of apportionment for the CFD specified in the resolution entitled “Resolution of the City Council of the City of Vacaville Declaring its Intention to Annex Territory to a Community Facilities District” (the “Resolution of Intention”) adopted by the City Council of the City of Vacaville on February 24, 2026, be adopted, with such levy of special taxes commencing in the City’s fiscal year 2026-27, to pay for the public services specified in the Resolution of Intention and to pay the costs of the City in administering the CFD, with the estimated amount of money to be raised annually in the CFD expected to be $172,946 in fiscal year 2025-26 dollars, which will increase annually based on escalators set forth in the approved rate and method for the CFD? Qualified Landowner Votes Votes Cast YES NO
5 5
IN WITNESS WHEREOF, I HAVE HEREUNTO SET MY HAND this 14th day of April, 2026.

CITY OF VACAVILLE
By:

Michelle A. Thornbrugh, City Clerk
Item 11.b
ORDINANCE NO. 2026-

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF VACAVILLE

LEVYING SPECIAL TAX WITHIN THE CITY OF VACAVILLE COMMUNITY FACILITIES DISTRICT NO. 12 (POLICE AND FIRE SERVICES), INCLUDING

CERTAIN ANNEXATION TERRITORY

CITY OF VACAVILLE
Community Facilities District No. 12
(Police and Fire Services)
Annexation No. 6
(Vanden Cove Phase 1)
WHEREAS, the City of Vacaville (the “City”) has conducted proceedings pursuant to the Mello-Roos Community Facilities Act, Chapter 2.5 of Part 1 of Division 2 of Title 5, commencing with Section 53311, of the California Government Code (the “Act”) to establish “City of Vacaville Community Facilities District No. 12 (Police and Fire Services)” (the “CFD”) for the purpose of funding certain public services (the “Services”) as provided in the Act; and WHEREAS, on February 24, 2026, this City Council, acting as legislative body of the CFD, adopted Resolution No. 2026-030 entitled “Resolution of the City Council of the City of Vacaville Declaring its Intention to Annex Territory to a Community Facilities District” (the “Resolution of Intention to Annex”) stating its intention to annex certain territory (the “Annexation Territory”), to the CFD pursuant to the Act; and
WHEREAS, a copy of the Resolution of Intention to Annex, incorporating a description of the proposed boundaries of the Annexation Territory, the types of public services to be funded by the CFD (the “Services”), and the rate and method of apportionment (the “Rate and Method”) of the special tax (the “Special Taxes”) to be levied within the Annexation Territory to pay for the Services, is on file with the City Clerk, and the provisions thereof are fully incorporated herein by this reference as if fully set forth herein; and
WHEREAS, the existing Rate and Method among the parcels of real property within the existing territory of the CFD, as described in an exhibit to Resolution No. 2006-102, entitled “A Resolution of Formation of Community Facilities District,” adopted by the Council on July 25, 2006 (the “Resolution of Formation”), will not be altered in connection with the proposed annexation; and
WHEREAS, following an election of the qualified electors in the Annexation Territory held on April 14, 2026, the City Council adopted its resolution entitled “Resolution of the City Council of the City of Vacaville Declaring Results of Special Annexation Election, Determining Validity of Prior Proceedings, and Directing Recording of an Amended and Restated Notice of Special Tax Lien”; and
WHEREAS, the Special Tax has previously been levied in the original territory of the CFD pursuant to Ordinance No. 1764, passed and adopted by the City Council on August 8, 2006, and as subsequently amended (“Ordinance No. 1764”); and
WHEREAS, this Ordinance supplements Ordinance No. 1764 in order to levy the Special Taxes on the Annexation Territory pursuant to the Rate and Method.

Item 11.b

THE CITY COUNCIL OF THE CITY OF VACAVILLE DOES ORDAIN as follows:

SECTION ONE: By the passage of this Ordinance, pursuant to the Act, the City Council hereby authorizes and levies the Special Tax on the Annexation Territory within the CFD in accordance with the Rate and Method, which by this reference incorporated is herein, commencing in fiscal year 2026-27 and in each fiscal year thereafter to pay for the Services and all costs of administering the CFD. The Special Tax levied on the Annexation Territory pursuant to this Ordinance shall be combined with the Special Tax levied on the remaining property in the CFD to pay for the Services. The City Council hereby ratifies the prior levy of special taxes within the CFD pursuant to Ordinance No. 1764 and the Act.

SECTION TWO: The City Manager or designee, or an employee or consultant of the City, is hereby authorized and directed each fiscal year to determine the specific Special Tax to be levied for the next ensuing fiscal year for each parcel of real property within the CFD, including the Annexation Territory, in the manner and as provided in the Rate and Method.

SECTION THREE: Exemptions from the levy of the Special Tax shall be as provided in the Resolution of Formation, the Rate and Method, and the applicable provisions of the Act. In no event shall the Special Tax be levied on any parcel within the CFD in excess of the maximum Special Tax specified in the Rate and Method.

SECTION FOUR: All of the collections of the Special Tax shall be used as provided in the Act and in the Resolution of Formation, including, but not limited to, the payment of costs of the Services, the payment of the costs of the City in administering the CFD, and the costs of collecting and administering the Special Tax.

SECTION FIVE: The Special Tax shall be collected in the same manner as ordinary ad valorem taxes are collected and shall have the same lien priority, and be subject to the same penalties and the same procedure and sale in cases of delinquency as provided for ad valorem taxes; provided, however, that the City Council may provide for other appropriate methods of collection by resolution(s) of the City Council. The City Manager of the City (or the City Manager’s designee) is hereby authorized and directed to provide all necessary information to the auditor/tax collector of the County of Solano in order to effect proper billing and collection of the Special Tax, so that the Special Tax for the Annexation Territory shall be included on the secured property tax roll of the County of Solano for fiscal year 2026-27 and for each fiscal year thereafter, as set forth in Section One above, for the period set forth in the Rate and Method.

SECTION SIX: If for any reason any portion of this Ordinance is found to be invalid, or if the Special Tax is found inapplicable to any particular parcel of the Annexation Territory within the CFD by a court of competent jurisdiction, the balance of this Ordinance and the application of the Special Tax to the remaining parcels of the Annexation Territory within the CFD shall not be affected.

SECTION SEVEN: The Mayor shall sign this Ordinance and the City Clerk shall cause the same to be published immediately after its passage at least once in a newspaper of general circulation circulated in the City.

SECTION EIGHT: This City Council affirms the provisions of Ordinance No. 1764 as to all of the property in the CFD other than the Annexation Territory, except to the extent any terms of such Ordinance are inconsistent with the provisions of this Ordinance as to the Annexation Territory, in which case the terms of this Ordinance shall govern.

Item 11.b

SECTION NINE: This Ordinance shall become effective 30 days following its passage and adoption and shall be published once within 15 days upon passage and adoption in a newspaper of general circulation in the City of Vacaville, County of Solano.

I HEREBY CERTIFY that this ordinance was introduced at a regular meeting of the City Council of the City of Vacaville, held on April 14, 2026, and ADOPTED AND PASSED at a regular meeting of the City Council of the City of Vacaville held on April ___, 2026, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

ATTEST:
___________
Michelle A. Thornbrugh, City Clerk
Item 11.b
Item 11.b

CITY OF VACAVILLE
COMMUNITY FACILITIES DISTRICT NO. 12
(POLICE AND FIRE SERVICES)

RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX
Item 11.b

CITY OF VACAVILLE
COMMUNITY FACILITIES DISTRICT NO. 12
(POLICE AND FIRE SERVICES)
CFD No. 12 Page 1 6/14/2006
A Special Tax shall be levied and collected in City of Vacaville Community Facilities District No. 12 (Police and Fire Services) (the “District”) each Fiscal Year, in an amount determined by the application of the procedures described below. All of the real property in the District, unless exempted by the provisions hereof, shall be taxed for the purposes, to the extent and in the manner herein provided.

I. DEFINITIONS
The terms used herein shall have the following meanings:
“Acreage” or “Acre” means that acreage shown on the Assessor’s Parcel Map or in the Assessor’s Data for each Assessor’s Parcel. In the event that the Assessor’s Parcel Map or Assessor’s Data shows no acreage, the Acreage for any Assessor’s Parcel shall be determined by the District Administrator based upon the applicable condominium plan, final map or parcel map.
“Act” means the Mello-Roos Community Facilities Act of 1982, as amended, being Chapter 2.5, Division 2 of Title 5 of the Government Act of the State of California. “Administrative Expenses” means the following actual or reasonably estimated costs directly related to the administration of the District: the costs of computing the Annual Special Tax Requirement and the annual Special Tax and of preparing the annual Special Tax collection schedules; the costs of collecting the Special Taxes; the costs of the City or designee in complying with the disclosure requirements of applicable federal and state securities laws and the California Government Code (including the Act), including public inquiries regarding the Special Taxes; the costs of the City or designee related to an appeal of the Special Tax and an allocable share of the salaries and an allocable portion of City overhead costs relating to the foregoing; the costs of commencing and pursuing to completion any foreclosure action arising from delinquent Special Taxes in the District; the costs of the City (including its legal counsel) related to the administration of any letter of credit or other security provided for the payment of Special Taxes, any fees or expenses related to any such letters of credit. Administrative Expenses shall also include amounts advanced by the City for any administrative purposes of the District.
“Annual Services Costs” means the amounts required to fund services listed on Exhibit 1. “Annual Special Tax Requirement” means (A) that amount with respect to the District determined by the Council or designee as required in any Fiscal Year to pay for all Tax Zones: (1) the Administrative Expenses, (2) the Annual Services Costs, (3) any amount required to replenish any reserve fund established in connection with the District, (4) for reasonably anticipated delinquent Special Taxes based on the delinquency rate for Special Taxes levied in the previous Fiscal Year, and (B) less available funds. “Assessor’s Data” means Acreage or other Parcel information contained in the records of the County Assessor.
“Assessor’s Parcel” means a lot or parcel shown in an Assessor’s Parcel Map with an assigned Assessor’s Parcel number.
“Assessor’s Parcel Map” means an official map of the Assessor of the County designating parcels by Assessor’s Parcel number.
“City” means the City of Vacaville, County of Solano.
“Council” means the City Council of the City, acting as the legislative body of the District. “County” means the County of Solano, California.

Item 11.b

CITY OF VACAVILLE
COMMUNITY FACILITIES DISTRICT NO. 12
(POLICE AND FIRE SERVICES)
CFD No. 12 Page 2 6/14/2006
"Developed Property" means, for each Fiscal Year, all Assessor’s Parcels, for which a residential building permit was issued after January 1, 2006 and prior to the June 1 preceding the Fiscal Year for which the Special Tax is being levied.
“District” means the City of Vacaville Community Facilities District No. 12 (Police and Fire Services). “District Administrator” means an official of the City, or designee or agent or consultant, responsible for determining the Annual Special Tax Requirement and providing for the levy and collection of Special Taxes each Fiscal Year.
“Exempt Property” means all property located within the boundaries of the District which is exempt from the Special Tax pursuant to Section V below.
“Finance Director” means the official of the City who is the chief financial officer or other comparable officer of the City or designee thereof.
“Fiscal Year” means the period from July 1st of any calendar year through June 30th of the following calendar year.
“Maximum Special Tax Rate” means the maximum Special Tax authorized for levy in any Fiscal Year as described in Section III that may apply to Taxable Property. “Multi-Family Property” means all parcels of Developed Property for which a building permit was issued for construction of a residential structure with multiple residential Units upon a single Parcel, all of which are offered for rent to the general public and are not available for sale to individual owners. “Parcel” means a lot or parcel with a parcel number assigned by the assessor of the County. “Proportionately” means the ratio of the actual Special Tax levied in any Fiscal Year to the Maximum Special Tax Rate authorized to be levied in that Fiscal Year is equal for all Assessor’s Parcels. “Public Property” means property within the boundaries of the District owned by, irrevocably offered or dedicated to, or for which an easement for purposes of public or private road right-of-way has been granted to the federal government, the State of California, the County, the City, or any local government or other public agency, provided that any property leased by a public agency to a private entity and subject to taxation under the Act shall be taxed and classified according to its use.
“Single Family Attached Property” means all parcels of Developed Property with two or more residential Units that share common walls and are offered as for-sale Units with each Unit having its own Assessor’s Parcel number, including residential structures that meet the statutory definition of a condominium contained in Civil Code Section 1351.
“Single Family Detached Property” means all parcels of Developed Property with a single residential structure on a single parcel where the dwelling Unit does not share a common wall with another Unit. “Special Tax” means the amount levied in each Fiscal Year on each Assessor’s Parcel of Taxable Property to fund the Annual Special Tax Requirement.
“Tax Zone” means a mutually exclusive geographic area within which the Special Tax may be levied pursuant to this Rate and Method of Apportionment. All of the property within the District at the time of its formation is within Tax Zone No. 1; additional Tax Zones may be created when property is annexed into the District and a separate Special Tax shall be identified for property within the new Tax Zone at the time of such annexation.

Item 11.b

CITY OF VACAVILLE
COMMUNITY FACILITIES DISTRICT NO. 12
(POLICE AND FIRE SERVICES)
CFD No. 12 Page 3 6/14/2006
“Taxable Property” means all Developed Property located within the boundaries of the District which is not exempt from the Special Tax pursuant to Section V below. “Undeveloped Property” means all property which is zoned for residential use but a building permit has not been issued.
“Unit” means (i) for Single Family Detached Property, an individual single family residential Unit, (ii) for Single Family Attached Property, each individual residential Unit within a duplex, triplex, fourplex, townhome or condominium structure, or (iii) for Multi-Family Property, each individual apartment Unit.

II. DETERMINATION OF TAXABLE PARCELS
On July 1 of each Fiscal Year, the District Administrator shall determine the valid Assessor’s Parcel Numbers for the current Fiscal Year for all Taxable Property within the District. If any Parcel numbers are no longer valid from the previous Fiscal Year, the District Administrator shall determine the new Parcel number or numbers that are in effect for the current Fiscal Year. To the extent a Parcel or Parcels are subdivided, consolidated or otherwise reconfigured, the special tax rates shall be assigned to the new Assessor’s Parcels pursuant to Section III.

III. ANNUAL SPECIAL TAX - METHOD OF APPORTIONMENT
All Developed Property in the District shall be Taxable Property except as provided in Section V.

The Special Tax shall be levied each Fiscal Year by the District Administrator. The Annual Special Tax Requirement shall be apportioned to each parcel of Taxable Property within the District by the method shown below.

First. Determine the Annual Special Tax Requirement.

Second. Levy each Parcel of Taxable Property Proportionately up to the Maximum Special Tax Rate described in the following tables until the amount levied is equal to the Annual Special Tax Requirement for that Fiscal Year (or such lesser amount generated by the application of the Maximum Special Tax Rate to all parcels of Taxable Property)..

TABLE 1
MAXIMUM SPECIAL TAX RATES – TAX ZONE NO. 1
FISCAL YEAR 2007/2008
Development
Status Property Type Rate per Unit
Developed Property Single Family Detached Property $910.00 Developed Property Single Family Attached Property 748.00 Developed Property Multi-Family Property 575.00
A different Maximum Special Tax Rate may be identified in Tax Zones added to the District as a result of future annexations.

On each July 1, commencing on July 1, 2008, the Maximum Special Tax Rate shall be increased based on the Item 11.b

CITY OF VACAVILLE
COMMUNITY FACILITIES DISTRICT NO. 12
(POLICE AND FIRE SERVICES)
CFD No. 12 Page 4 6/14/2006
April annualized CPI for San Francisco/Oakland/San Jose for urban wage earners and clerical workers. In the event that the percentage change in the annualized CPI is negative, the Maximum Special Tax Rate shall not be decreased, but shall remain at the amount as computed for the previous fiscal year.

IV. FORMULA FOR PREPAYMENT OF SPECIAL TAX OBLIGATIONS
The Special Tax may not be prepaid.

V. EXEMPTIONS
Notwithstanding any other provision of this Rate and Method of Apportionment of Special Tax, no Special Taxes shall be levied on Public Property, except as otherwise provided in this Section. Any property acquired by a public entity for non-public use development shall be subject to the Special Tax.

VI. INTERPRETATION OF RATE AND METHOD OF APPORTIONMENT
The Council reserves the right to make minor administrative and technical changes to this document that do not materially affect the rate and method of apportioning the Maximum Special Tax Rates. In addition, the interpretation and application of any section of this document shall be at the Council’s discretion.

VII. MANNER AND DURATION OF SPECIAL TAX
The Special Tax shall be collected in the same manner and at the same time as ordinary ad valorem property taxes, provided that the City may directly bill the Special Tax, may collect the Special Tax at a different time or in a different manner if needed to meet the financial obligations of the District, and may collect delinquent Special Taxes through foreclosure or other available methods.

A Special Tax shall continue to be levied and collected within the District to fund the Annual Special Tax Requirement in perpetuity.

VIII. REPEAL OF SPECIAL TAX
If the levy of the Special Tax shall be repealed by initiative or any other action participated in by the owners of the lots in a Tax Zone, the City shall cease to levy the Special Tax and shall cease to be obligated to provide the services for which the Special Tax was levied.

Item 11.b

CITY OF VACAVILLE
COMMUNITY FACILITIES DISTRICT NO. 12
(POLICE AND FIRE SERVICES)
CFD No. 12 Page 5 6/14/2006
EXHIBIT “1”
The captioned Community Facilities District will finance, in whole or in part, the following services ("services" shall have the meaning given that term in the Mello-Roos Community Facilities Act of 1982), including all related administrative costs and expenses:

Fire Protection and Suppression and Ambulance Services - suppression and prevention, rescue and paramedic services and equipment, land and buildings, cost of personnel and professional contract services and services related thereto, including collection and accumulation of funds to pay for anticipated operating cost shortfalls and reserves for repair and replacement of facilities, improvements, vehicles and equipment.

Police Protection Services - public protection services and equipment, land and buildings, cost of personnel and professional contract services and services related thereto, including collection and accumulation of funds to pay for anticipated operating cost shortfalls and reserves for repair and replacement of facilities, improvements, vehicles and equipment.

The budget calculation for the above items shall be furnished to the District Administrator by the City no later than July 1 of the Fiscal Year preceding the annual Special Tax levy.

Item 11.b

RECORDING REQUESTED BY AND
AFTER RECORDATION RETURN TO:

City Clerk
City of Vacaville
650 Merchant Street
Vacaville, CA 95688
AMENDMENT NO. 6 TO

NOTICE OF SPECIAL TAX LIEN

CITY OF VACAVILLE
Community Facilities District No. 12
(Police and Fire Services)
Annexation No. 6
(Vanden Cove Phase 1)
Pursuant to the requirements of Section 3117.5 of the Streets and Highways Code of California and the Mello-Roos Community Facilities Act of 1982, as amended, section 53311, et seq., of the California Government Code (the “Act”), the undersigned City Clerk of the City of Vacaville (the “City”), County of Solano, State of California, hereby gives notice that a lien to secure payment of a special tax, which the City is authorized to levy, is hereby imposed on the property described herein. The special tax secured by this lien is authorized to be levied for the purpose of paying for certain municipal services set forth in that certain Notice of Special Tax Lien heretofore recorded in the Office of the County Recorder of the County of Solano, State of California on August 8, 2006, at the hour of 10:33 a.m. as Document No. 200600099453, to which reference is hereby made, and the provisions of which are hereby incorporated by this reference, as such Notice of Special Tax Lien was subsequently amended in connection with prior annexations of territory to the City of Vacaville Community Facilities District No. 12 (Police and Fire Services) (the “CFD”).

This Amendment No. 6 to Notice of Special Tax Lien amends the Notice of Special Tax Lien to add to the territory of the CFD. The territory included in the existing CFD is set forth in the map of the CFD heretofore recorded as Instrument No. 2006-03927 in the Solano County Recorder’s Office on July 3, 2006, in Book 23 at Page 79 of Maps of Assessment and Community Facilities Districts, to which reference is hereby made, as such map was subsequently amended in connection with prior annexations of territory to the CFD. The territory to be added is set forth in that certain “Annexation Map No. 6 (Vanden Cove Phase 1) of City of Vacaville Community Facilities District No. 12 (Police and Fire Services)” heretofore recorded on March 5, 2026, in Book 27 at Page 15 of Maps of Assessment and Community Facilities Districts, and as Document Item 11.b
- 2 -
No. 2026 00010203, in the office of the County Recorder of the County of Solano, State of California.

The rate, method of apportionment, and manner of collection of the authorized special tax is set forth in Exhibit A hereto and hereby made a part hereof. The lien of the special tax is a continuing lien which shall secure the annual levy of the special tax and which shall continue in force and effect until the special tax obligation is permanently satisfied and canceled in accordance with law or until the special tax ceases to be levied and a notice of cessation of special tax is recorded in accordance with Government Code Section 53330.5.

Notice is further given that upon the recording of this notice in the office of the county recorder, the obligation to pay the special tax levy shall become a lien upon all nonexempt real property within the territory to be added to the CFD in accordance with Section 3115.5 of the Streets and Highways Code.

The assessor’s tax parcel(s) numbers of all parcels or any portion thereof which are included in this Amendment No. 6 to Notice of Special Tax Lien, together with the name(s) of the owner(s) thereof, as they appear on the latest secured assessment roll as of the date of recording hereof or as are otherwise known to the City are as set forth in Exhibit B hereto and hereby made a part hereof.

For further information concerning the current and estimated future tax liability of owners or purchasers of real property subject to this special tax lien, interested persons should contact the Financial Analyst of the City, City Hall, 650 Merchant Street, Vacaville, California 95688, telephone number: (707) 449-5450.

Dated: As of _________________, 2026
By:

Michelle A. Thornbrugh
City Clerk,
City of Vacaville
Item 11.b

EXHIBIT A

Page 1 ends

EXHIBIT A

CITY OF VACAVILLE
Community Facilities District No. 12
(Police and Fire Services)
Annexation No. 6
(Vanden Cove Phase 1)
ASSESSOR’S PARCEL NUMBERS AND OWNERS OF LAND WITHIN
ANNEXATION NO. 6
Assessor Parcel Numbers: Names of Property Owners:
0137-010-070 (Portion) and
0137-010-140 (Portion)
Being Lots 8-37 as shown on the map
entitled “Final Map of Vandengate”
recorded on December 8, 2025, in Book
100 of subdivision maps at pages 61-63 in
the office of the Solano County
Assessor/Recorder
Vanden Cove, LLC,
a California limited liability company
Item 11.b

EXHIBIT B

Page 1 ends

EXHIBIT B

CITY OF VACAVILLE
Community Facilities District No. 12
(Police and Fire Services)

RATE AND METHOD OF APPORTIONMENT OF SPECIAL TAX
(Attached)
Item 11.b
Agenda Item No. 12B
April 14, 2026
TO: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
FROM: Ken Matsumiya, Director of Finance
(Staff contact: Ken Matsumiya, Director of Finance (707) 449-5180) SUBJECT: BUDGET UPDATE – COST SAVING MEASURES
ACTIONS FOR CONSIDERATION:

There is no formal action with this item.

RECOMMENDATION:

Receive the information and provide feedback.

BACKGROUND:

Over the past several fiscal years, the City’s expenditure growth has increasingly outpaced the growth of General Fund revenues. As highlighted in previous quarterly and midyear updates, revenues from the City’s two largest General Fund sources—sales tax (including Measure M) and property tax—have been pressured by broader economic conditions such as inflation, prolonged high interest rates, weaker consumer confidence, and reduced discretionary household spending.

These trends have contributed to slower General Fund revenue growth at the same time the City’s cost structure continues to rise.

The combination of softening revenues and increasing expenditures has resulted in the City entering a period of recurring deficit spending since FY 2023-24, a relatively new challenge for the organization, as General Fund revenues historically exceeded expenditures annually for more than a decade following the Great Recession. To help mitigate this imbalance and slow the drawdown of the General Fund Reserve, the FY 2025‑26 budget incorporated a series of internal cost‑saving measures. These included pausing certain discretionary expenditures, deferring new General Fund and Measure M contributions to the Capital Improvement Program, pausing Additional Discretionary Payments to CalPERS, reducing contributions to internal service funds, and directing each department to identify at least 2.5% in savings within their operating budgets.

These savings were incorporated into the current operating budget. While impacts vary across departments, the focus of these reductions has been to minimize disruption to ongoing services and avoid personnel layoffs. Despite implementing these measures, the City continues to face a structural gap between recurring revenues and recurring expenditures. Regular budget updates, including midyear and quarterly reports, continue to show that although certain revenue categories have improved modestly, overall revenue growth remains below historical norms and below levels needed to sustain current service delivery.

Given the persistence of these economic challenges and the slower‑than‑anticipated recovery in revenue growth, the City must continue to evaluate additional cost‑saving options to ensure longterm fiscal sustainability.

Item 12.b
DISCUSSION:

The purpose of this budget update is to provide Council with an overview of the current fiscal outlook and to begin discussing the next phase of cost‑saving measures that may be required if General Fund revenues do not improve. While the 2.5% departmental reductions implemented in the current fiscal year have helped narrow the budget gap, they are not sufficient to fully resolve the City’s ongoing structural deficit. Without a significant increase in revenue performance, the City will need to consider additional reductions to maintain a balanced budget over the long term.

At this time, staff is not recommending the implementation of further reductions in the upcoming FY 2026‑27 operating budget. Rather, the potential options presented in this budget update are intended to illustrate the types of programmatic, service‑level, and operational impacts that may be unavoidable in future years if economic conditions and revenue trends do not improve. This discussion of a 5% departmental reduction is meant to provide transparency to the Council and community regarding the possible scenarios the City may face should fiscal conditions remain constrained.

As part of current‑year efforts to manage costs and reduce overtime expenditures, the Police and Fire Departments will implement targeted operational adjustments effective May 1, 2026:
• Fire Department – The Department will brown out Medic 72, reducing minimum daily staffing from 29 to 27 personnel to lower overtime costs. This unit was selected because its central location allows surrounding units to absorb its response area more effectively.

While this action avoids layoffs and minimizes personnel impacts, it will increase workload on other units, may affect response times during peak call periods, and reduces system redundancy. The Fire Department will continue monitoring system impacts and will provide updates to Council.
• Police Department – The Department will dissolve the Community Response Unit (CRU) and reassign one sergeant and four officers to patrol to stabilize staffing levels and reduce overtime. This action supports the Department’s current‑year cost‑saving requirement while ensuring that core patrol operations and emergency response remain adequately staffed. However, it will reduce the Department’s ability to conduct proactive, community‑based policing and may result in increased repeat calls for service. Staff will monitor workload and service levels and report material impacts to Council.

These operational changes represent immediate steps being taken within the current fiscal year to help control rising overtime costs while supporting the broader cost‑saving targets previously established by the Council. They also illustrate the types of trade‑offs the City may be required to consider more broadly should additional cost‑reduction measures become necessary.

The remainder of the budget update presentation will provide a high‑level overview of potential future cost‑saving scenarios by department, including the potential impacts on services, programs, and community‑facing operations. These options are being presented for discussion only and are not recommendations for adoption in FY 2026‑27. Staff will continue to monitor revenue performance closely and will return to Council with refined recommendations as part of the upcoming budget development cycle.

ENVIRONMENTAL REVIEW:

This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline Section 15378.

Item 12.b
FISCAL IMPACT:

Amount Requested: No funding is required or requested for this item.

Funding Source: Not applicable
Budget Distribution: Not applicable
ALTERNATIVES:

Council could choose not to receive the information.

STRATEGIC PLAN GOALS/INITIATIVES:

Goal #4 – Maintain Effective and Efficient Services
Initiative 4A: Ensure Fiscal Sustainability
LEVINE ACT: No
Item 12.b
Agenda Item No. 12C
April 14, 2026
TO: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
FROM: Ken Matsumiya, Director of Finance
(Staff contact: Ken Matsumiya, Director of Finance (707) 449-5180) SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VACAVILLE

ADOPTING UPDATES TO THE GENERAL FUND RESERVE POLICY
ACTIONS FOR CONSIDERATION:

Consider adopting the proposed updates to the General Fund Reserve Policy.

RECOMMENDATION:

By simple motion, adopt the subject resolution.

BACKGROUND:

A key attribute of a financially stable organization is appropriate reserves. Strong reserves position an organization to better weather significant economic downturns, manage the impacts of outside agency actions that may result in revenue reduction, and address unexpected emergencies. Along with the annual budget, a city’s reserve policy serves as the policy framework to allocate city resources to meet financial commitments and address unexpected future events in a fiscally prudent manner.

On May 24, 2011, the City Council formally adopted a General Fund Reserve Policy (Policy) to establish an appropriate level of reserve funds, criteria for the use of reserves, and guidelines for use of funds that may be available in excess of the reserve goal. Coming out of the Great Recession and with a General Fund reserve of less than 10%, development of a formal reserve policy was identified as the Council’s top ranked priority during a Budget Stabilization Strategy workshop. The Policy adopted the following recommendations based on staff’s review of reserve policies adopted by other cities, recommendations from the Government Finance Officers’ Association (GFOA) best practices in budgeting, and survey results gathered from the North Bay League of Cities group:
• Reserve Level – Maintain a General Fund reserve in the range of two months (16%) to three months (25%) of General Fund operating expenditures, with the target being 20% of General Fund expenditures.
• Use of Reserve Funds – Establish guidelines for the use of reserves with regards to economic uncertainties, emergencies/natural disasters, service level adjustments, and responses to changes in state or other funding sources. • Excess Fund Balance – Establish guidelines for the use of yearend operating surplus which results in the General Fund reserve exceeding the policy level.

The Policy was updated in 2022 to account for changes in financial reporting guidance by the Governmental Accounting Standards Board (GASB) – fund balance classifications - and the reserve terminology used.

Item 12.c
Additionally, the following changes were also incorporated into the Policy as part of the 2022 update:
• The review of General Fund reserves would occur annually as part of the budget adoption process.
• Allowable uses of excess fund balance/reserve exceeding Policy level was expanded to include:
o Transfers to the City’s Internal Service Funds to build and/or replenish monies setaside for general liability and workers compensation claims, vehicle, equipment, and technology replacement, and retiree benefit payments o Debt repayment acceleration
o Additional discretionary payments towards the City’s unfunded liabilities and/or contributions towards a pension or other post-employment benefit trust

DISCUSSION:

As part of the City’s ongoing Strategic Planning efforts, staff evaluated opportunities to strengthen the General Fund Reserve Policy to better support long‑term fiscal resiliency. While the City is currently projecting General Fund deficits in the near term, it is important to establish a clear and transparent framework for how the City will allocate surplus General Fund revenues in future years when revenues exceed expenditures and the City has met its established reserve target.

Establishing this framework now also supports community confidence by demonstrating a commitment to responsible financial stewardship and preventing concerns about potential misuse of excess revenue.

During the Strategic Planning process, the City conducted community Focus Groups. As part of the Fiscal Resiliency Plan discussion, feedback was gathered on how surplus General Fund revenues should be prioritized in years when the City meets its reserve goal. Participants were asked to distribute excess revenues among four categories: Infrastructure, Internal Service Funds, Unfunded Liabilities, and Community Programs/Services. Examples provided within each category helped participants understand the types of initiatives that could be funded, such as:
• Infrastructure: Public Works capital improvement projects; streets and pavement condition enhancements; public safety training facilities; parks and recreation facility upgrades • Internal Service Funds: Worker’s compensation and general liability reserves; fleet replacement and ongoing maintenance; technology infrastructure upgrades • Unfunded Liabilities: Additional contributions toward long-term employee benefit obligations
• Community Programs/Services: Community benefit projects; are master plan implementation; expanded staffing and programming to enhance service delivery As shown in the chart below, the average allocation of all community responses showed the highest priority placed on infrastructure improvements, following by Community Programs/Services, Unfunded Liabilities and Internal Service Funds.

Item 12.c

Following the community engagement process, the City Council participated in the same prioritization exercise during the January Strategic Plan Retreat. While individual preferences varied, Council’s collective weighting closely aligned with the community, emphasizing infrastructure investment and strong support for internal operational needs, long-term liabilities, and community-serving programs.

Infrastructure Internal
Service
Fund
Unfunded
Liabilities
Community
Programs/Services
Mayor Carli 35% 20% 15% 30%
Vice Mayor Silva 34% 17% 18% 29%
Stockton Priority 2 Priority 1 Priority 4 Priority 3
Ritchie 30% 30% 10% 30%
Chapman 25% 30% 15% 30%
Fremouw 34% 17% 18% 29%
Wylie 25% 20% 25% 30%
34%
17%
18%
29%
Infrastructure
Internal Service Funds (Operational Costs)
Other Post Retirement Employee Benefits (OPEB)
Services/Increased Community Programs/Capacity
Reserve Policy Percentages
Community responses
Item 12.c
Based on the feedback received from both the community and the City Council, staff is recommending that in fiscal years when the City meets its General Fund Reserve Policy level and ends the year with surplus General Fund revenues, the excess be allocated using the following prioritization:
• Infrastructure: 35%
• Community Programs/Services: 30%
• Internal Service Funds 20%
• Unfunded Liabilities: 15%
Incorporating this prioritization within the General Fund Reserve Policy does not change the annual budget adoption process or the City Council’s authority to allocate funding. Rather, it provides a clear, publicly vetted roadmap for how surplus revenues will be applied if and when they become available. This added clarity supports long-term fiscal planning, reinforces the City’s commitment to transparency, and ensures surplus funds are directed toward high-priority initiatives that maintain infrastructure, strengthen internal operations, address long-term liabilities, and enhance community-serving programs.

ENVIRONMENTAL REVIEW:

FISCAL IMPACT:

Amount Requested: No funding is required or requested for this item.

Funding Source: Not applicable
Budget Distribution: Not applicable
ALTERNATIVES:

Council could propose a General Reserve level that differs from the proposed reserve level stated in the Policy. Council could also further limit or expand when General Fund reserves are used and in years where a surplus exists, how those excess funds are used.

STRATEGIC PLAN GOALS/INITIATIVES:

Goal #4 – Maintain Effective and Efficient Services
Initiative 4A: Ensure Fiscal Sustainability
LEVINE ACT: No
ATTACHMENTS:

Resolution – Action Item
Attachment 1: Current General Fund Reserve Policy
Attachment 2: Proposed General Fund Reserve Policy
Item 12.c
RESOLUTION NO. 2026-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

VACAVILLE ADOPTING UPDATES TO THE GENERAL FUND RESERVE POLICY WHEREAS, the City of Vacaville (City) desires to maintain current and comprehensive financial policies; and
WHEREAS, the City adopted a formal General Fund Reserve Policy on May 24, 2011; and WHEREAS, the City updated the Policy on March 22, 2022, to incorporate changes in the guidance of reporting fund balance and reserves since the adoption of the policy; and WHEREAS, a framework for prioritizing the allocation of excess revenues in fiscal years where the City has met its reserve, based on community and Council feedback, is proposed for inclusion in the Policy;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Vacaville that the General Fund Reserve Policy be updated to incorporate these policy recommendations.

I HEREBY CERTIFY that the foregoing resolution was introduced and passed at a regular meeting of the City Council of the City of Vacaville, held on the 14th day of April 2026, by the following vote:

AYES:

NOES:

ABSENT:

ATTEST:
________________________________
Michelle A. Thornbrugh, City Clerk
Item 12.c
Attachment 1
General Fund Reserve Policy
Purpose
The City of Vacaville establishes its General Fund Reserve Policy in order to maintain a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or unforeseen one-time expenditures. The reserve can also serve as additional insurance against disasters and emergencies.

Background
The General Fund is the main operating fund that pays for general services provided by the City, such as public safety, parks and recreation, and administration services. Additionally, the General Fund is the main funding source when responding to unexpected events or emergencies. According to the Government Finance Officers Association (GFOA), an internationally recognized group of public finance officials throughout the United States and Canada, it is essential that governments maintain adequate levels of General Fund reserve/fund balance to mitigate current and future economic risks to protect taxpayers and employees from unexpected changes in financial conditions. For simplicity, the General Fund Reserve can be thought of as the savings account of the General Fund. GFOA recommends, at a minimum, governments maintain a reserve balance in their General Fund equal to no less than two months (approximately 16%) of General Fund operating expenditures. The proposed General Fund Reserve Policy establishes maintaining a General Fund reserve in the range of two months (16%) to three months (25%) of General Fund operating expenditures with the target being 20%. This policy also defines the conditions under which these reserves can be used and describes how the City’s expenditure levels will be adjusted to match any new economic realities that cause the use of reserves to bridge any budget gaps.

Fund Balance Classifications
Subsequent to the adoption of the City’s General Fund Reserve Policy in 2011, the Governmental Accounting Standards Board (GASB), which is the independent organization authorized to establish accounting and financial reporting standards for U.S. state and local governments, issued guidance defining five specific classifications of fund balance. The five classifications are intended to identify whether the specific components of fund balance are available for appropriation and therefore spendable and the extent to which fund balance is constrained by special restrictions, if any. The five classifications, which are also reported in the City’s annual financial statements are:

Classifications Nature of Restriction Category
Non-spendable Cannot be readily converted to cash Restricted fund balance Restricted Externally imposed restrictions
Committed City Council imposed commitment
(highest level)
Unrestricted fund balance
Assigned City Council/City Manager assigned
purpose/intent
Unassigned Residual balance not classified above
Item 12.c
The first two classifications listed above are not specifically addressed in this policy due to the nature of their restrictions. An example of Non-spendable fund balance is inventory or longterm loans. Restricted fund balance is either limited by law or constrained by grantors and/or laws and regulations of other governments. This General Fund Reserve Policy is focused on the last three classifications; Committed, Assigned, and Unassigned; which are the unrestricted portions of the General Fund reserve/fund balance that Council can appropriate without restriction. These three classifications are further defined in the following section.

In accordance with the GASB guidance, the City’s accounting policies define the order in which the fund balance classifications are spent. The City reduces restricted amounts first when expenditure is incurred for purposes for which both restricted and unrestricted fund balance is available. Similarly, the City reduces Committed amounts first, followed by Assigned amounts, and then Unassigned amounts when expenditures are incurred for purposes for which unrestricted fund balance can be used.

Unrestricted Fund Balance Classifications:
• Committed – resources which are subject to limitations the government imposes upon itself at its highest level of decision making (City Council ordinance) and that remain binding unless removed in the same manner.
• Assigned – resources which a government has a stated intended use as established by the City Council or a body or official to which the City Council has delegated the authority to assign amounts for specific purposes. Examples include funding set aside for capital improvement and technology projects and funding designated for Measure M projects and initiatives.
• Unassigned – the residual balance of resources not classified in one of the other four classifications. The portion of the General Fund fund balance not designated for any purpose.

General Fund Reserve Level
Within the Unassigned General Fund fund balance classification, the City hereby establishes the following minimum General Fund reserve targets:
• The City shall strive to maintain a General Fund operating reserve in the range of two months (16%) to three months (25%) of General Fund operating expenditures, with the target being 20% of General Fund expenditures. These funds are set aside to address potential needs in the following areas:
o A Reserve for Economic Uncertainty – funds designated to mitigate periodic revenue shortfalls due to downturn in economic cycles, thus avoiding the need for service-level reductions within the fiscal year.
o An Emergency Reserve – funds designated to mitigate costs of unforeseeable emergencies and natural disasters.
• The appropriate level of General Fund reserves shall be reviewed annually as part of the budget adoption process.

Item 12.c
Use of Reserve Funds
Reserve for Economic Uncertainty
For use to mitigate annual revenue shortfalls (actual revenues less than projected revenues) due to a slowdown in general economic conditions as well as reductions in revenues caused by actions of the State or Federal governments. Should any unanticipated reductions in revenue be deemed to be recurring, adjustments will be made in the following budget year so as to reflect the revised revenue expectations.

Emergency Reserves
For use to mitigate costs associated with unforeseen emergencies, including natural disasters.

Should unforeseen and unavoidable events occur that require expenditure of City resources beyond the level provided for in the annual budget, the City Manager shall have the authority to approve the appropriation of Reserve Funds. The City Manager shall then present to the City Council – no later than its next regularly scheduled meeting – a resolution confirming the nature of the emergency and formally authorizing the appropriation of reserve funds. If the reserve level falls below 16%, the City Council may restore funds over a one to three year period through establishment of a reserve recovery plan adopted by the City Council.

Excess Fund Balance
At the end of each fiscal year, the Finance Department will report on the audited year-end budgetary fiscal results. Should actual General Fund revenues exceed expenditures and encumbrances, a year-end operating surplus shall be reported. Any year-end operating surplus which results in the General Fund balance exceeding the level required by the reserve policy shall be deemed available for allocation for the following, subject to Council approval:
• Reestablishing services or service levels, staffing, and/or concessions previously made by employees;
• Transfer to the General Fund Capital Improvement Program (CIP) Fund for appropriation for general capital needs and/or deferred maintenance projects for which there is no other source of funding;
• Transfer to the City’s Internal Service Funds to build and/or replenish reserves for general liability and workers compensation claims, vehicle, equipment, and technology replacement, and retiree benefit reserves;
• Debt repayment acceleration;
• Additional discretionary payments towards the City’s unfunded liabilities and/or contributions towards a pension or other post-employment benefit trust; • Re-appropriation within the subsequent year’s operating budget to provide for onetime, non-recurring needs.

Use of General Fund excess balance shall not be used for new recurring expenses.

Item 12.c
Other Funds
In conjunction with approving the General Fund Reserve Policy, the City Council expresses its intent to evaluate other Special Revenue, Enterprise and Internal Service funds to establish the appropriateness of developing formal fund-specific reserve policies.

Item 12.c
Attachment 2
Proposed General Fund Reserve Policy
Purpose
The City of Vacaville establishes its General Fund Reserve Policy in order to maintain a prudent level of financial resources to protect against reducing service levels or raising taxes and fees because of temporary revenue shortfalls or unforeseen one-time expenditures. The reserve can also serve as additional insurance against disasters and emergencies.

Classifications Nature of Restriction Category
Non-spendable Cannot be readily converted to cash
Restricted Externally imposed restrictions
Restricted fund
balance
Committed City Council imposed commitment (highest level) Assigned City Council/City Manager assigned
purpose/intent
Unassigned Residual balance not classified above
Unrestricted fund
balance
Item 12.c
The first two classifications listed above are not specifically addressed in this policy due to the nature of their restrictions. An example of Non-spendable fund balance is inventory or longterm loans. Restricted fund balance is either limited by law or constrained by grantors and/or laws and regulations of other governments. This General Fund Reserve Policy is focused on the last three classifications; Committed, Assigned, and Unassigned; which are the unrestricted portions of the General Fund reserve/fund balance that Council can appropriate without restriction. These three classifications are further defined in the following section.

Emergency Reserves
For use to mitigate costs associated with unforeseen emergencies, including natural disasters.

Should unforeseen and unavoidable events occur that require expenditure of City resources beyond the level provided for in the annual budget, the City Manager shall have the authority to approve the appropriation of Reserve Funds. The City Manager shall then present to the City Council – no later than its next regularly scheduled meeting – a resolution confirming the nature of the emergency and formally authorizing the appropriation of reserve funds. If the reserve level falls below 16%, the City Council may restore funds over a one-to-three-year period through establishment of a reserve recovery plan adopted by the City Council.

Excess Fund Balance
Identification of Surplus
At the end of each fiscal year, the Finance Department will report on the audited year-end budgetary fiscal results. A surplus exists when actual revenues exceed expenditures and encumbrances, and the General Fund Reserve meets or exceeds the policy target.

Allocation of Excess General Fund Revenues
In fiscal years where the City meets its General Fund Reserve Policy level and ends the year with surplus General Fund revenues, the surplus shall be allocated using the following prioritization framework developed through community engagement and Council direction. • Infrastructure 35%
Examples: streets and pavement improvements, public safety training facilities, parks and facility upgrades
• Community Programs/Services 30%
Examples: community benefit projects, master plan implementation, expanded staffing and programming
• Internal Service Funds 20%
Examples: fleet replacement, technology infrastructure, worker’s compensation and general liability reserves
• Unfunded Liabilities 15%
Examples: Additional contributions to long-term benefit obligations (pension and retiree medical/OPEB) to save on interest costs
Item 12.c
Permitted Uses of Excess Fund Balance
Subject to the priority framework above, allowable uses include:
• Reestablishing services or service levels, staffing, and/or concessions previously made by employees;
• Transfer to the General Fund Capital Improvement Program (CIP) Fund for appropriation for general capital needs and/or deferred maintenance projects for which there is no other source of funding;
• Transfer to the City’s Internal Service Funds to build and/or replenish reserves for general liability and workers compensation claims, vehicle, equipment, and technology replacement, and retiree benefit reserves;
• Debt repayment acceleration;
• Additional discretionary payments towards the City’s unfunded liabilities and/or contributions towards a pension or other post-employment benefit trust; • Re-appropriation within the subsequent year’s operating budget to provide for onetime, non-recurring needs.

Use of General Fund excess balance shall not be used for new recurring expenses.

Other Funds
In conjunction with approving the General Fund Reserve Policy, the City Council expresses its intent to evaluate other Special Revenue, Enterprise and Internal Service funds to establish the appropriateness of developing formal fund-specific reserve policies.

Item 12.c
Agenda Item No. 12D
April 14, 2026
TO: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
FROM: GeorgeAnne Meggers-Smith, Assistant City Manager
(Staff contact: Rica Guidry, Program Manager, (707) 449-5134) SUBJECT: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VACAVILLE ADOPTING THE STRATEGIC PLAN FOR FISCAL YEARS 2027-2029 (JULY 2027 THRU JUNE 2029)
ACTION FOR CONSIDERATION:

Staff recommends Council adopt the Strategic Plan for fiscal years 2027-2029.

RECOMMENDATION:

By simple motion, adopt the subject resolution.

BACKGROUND:

The Strategic Plan (Plan) acts as the City’s long-term roadmap, guiding decisions and actions for the coming years. On February 11, 2025, staff presented a Strategic Plan Update to ensure that the City Council and the community are informed about progress on the current Strategic Plan.

In June 2025, City Council requested the creation of a new Three-Year Strategic Plan as the current strategic plan is set to conclude in June 2026. A three-year plan intends to create a sustained focus over multiple years that is well-aligned with strategic initiatives, building momentum to achieve significant objectives. This strategic plan creates direction for policy and day-to-day operations.

The strategic plan serves as a tool that defines what is critical to the City’s success and the strategies necessary to lead the City of Vacaville towards achieving its goals. This plan is a roadmap to guide the City of Vacaville’s long-term direction, priorities, and resource allocation. Its purpose is to ensure the City can sustainably and effectively deliver service while giving consideration to the unique needs of the community and adapting to future challenges.

By outlining priorities and linking programs, budgets, and resources, the Plan helps City leadership stay coordinated and outcomes-focused. It also provides a basis for evaluating progress over time.

DISCUSSION:

The City engaged “The Centre for Organization Effectiveness” to assist with the development of the strategic plan. To create the plan, Management took an inclusive approach by inviting community members to provide input via survey and focus groups to identify their priorities. Over 1000 responses were received from the community survey.

Item 12.d
Mayor and City Council Members were interviewed to identify the themes for the strategic planning session and develop strategies, goals, and objectives. Additionally, this process created multiple touch points to cross-validate the input provided across other groups to identify the most efficient ways to operationalize the plan. Touch points included the following groups:
• Mayor and City Council Members’ Interviews
• Senior Leadership Team Interviews
• Community Online Survey (over 1000 responses received) • Two In-Person and One Virtual Community Focus Groups
• City Council Strategic Planning Session (2-days) – Open to Community Members • Senior Leadership Team – One Day Offsite Meeting
• Department Heads working with their teams
• Senior Leadership Team Meetings
The insights collected would inform the development of the City’s next strategic plan and Fiscal Year 2026-27 budget, and collect community feedback to identify recurring themes, priorities, and opportunities. This analysis will help refine goals and shape strategic initiatives, implementations, and measurable milestones.

There were multiple steps in developing the plan:

1. In late January 2026, the City Council, the Senior Leadership Team, and other key staff members including community members held a two-day strategic goal-setting workshop. During both days, the council and staff discussed a long-term vision for the city organization, identified five overarching goals, and prioritized numerous other objectives for the coming year.

2. In January 2026, the City Council and Management individually embarked on an exercise to define the Mission, Vision, and Values (MVV) of the City.

3. The MVVs were synthesized and cross-validated by further review and input from the Senior Leadership Team.

4. Following the revision of MVVs, each department provided its recommendations for the areas of focus (strategic goals) to include in the strategic plan and took a deep dive into the specific strategic goals and objectives.

5. A series of meetings with City department heads were held where staff identified key themes and synthesized these individual actions into specific strategic objectives and strategies to support the identified strategic goals.

6. Staff identified 37 Objectives and 178 Strategies

7. On April 14, 2026, the draft Strategic Plan (Attachment 1 – DRAFT Strategic Plan) will be presented to the City Council for consideration.

Item 12.d

8. Between April 15, 2026 through June 2026, staff will consider the alignment of the Strategic Plan with Budget and Resource availability.

9. On June 23, 2026, the Strategic Plan will be presented for final adoption by City Council.

To help staff move from using Excel spreadsheets to a centralized platform for tracking strategic initiatives, a new software produced by ClearPoint Strategy will be utilized. This change aims to improve visibility, collaboration, and governance across initiatives, ensuring staff and the public is aligned and up-to-date with project progression, promoting transparency.

ClearPoint offers a cloud-based environment for planning, executing, and monitoring strategic work, with emphasis on visibility, governance, and collaboration beyond what Excel can provide.

This should help staff stay coordinated on priorities, manage progress, and demonstrate results more effectively.

ENVIRONMENTAL IMPACT:

This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline Section 15378.

FISCAL IMPACT:

There is no direct financial impact on the approval of the strategic goals. However, some programs or projects stemming from the strategic goals may require financial resources to implement.

Those items are already included in the budget or will require additional council authorization as they advance.

Amount Requested: None
Funding Source: General Fund (1001)
Budget Distribution: The costs of staff time associated with this item are covered within the existing operating budget for the City Manager.

ALTERNATIVES:

The council may choose not to approve the Strategic Plan or provide other direction to staff.

STRATEGIC PLAN GOAL/INITIATIVE:

Goal #4 – Maintain Effective and Efficient Services
Initiative 4C: Build a Positive Organizational Culture and Workforce LEVINE ACT: No
ATTACHMENTS:

Resolution – Action Item
Attachment 1: Strategic Plan
Item 12.d
RESOLUTION NO. 2026-

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF VACAVILLE ADOPTING THE STRATEGIC PLAN FOR FISCAL YEARS 2027-2029
WHEREAS, in February 2025, City staff presented a Strategic Plan Update to City Council and the community about the progress of the current Strategic Plan; and WHEREAS, in June 2025, City Council requested the development of a new Three-Year Strategic Plan since the current plan concludes in June 2026; and WHEREAS, the Strategic Plan is pivotal for the City of Vacaville’s success, directing the City’s long-term direction, priorities, and how resources are allocated; and WHEREAS, the City engaged “The Centre for Organization Effectiveness” to assist with the development of the Strategic Plan and gathered input from the Mayor and City Council Members, City staff, and the community via survey, meetings, and focus groups; and WHEREAS, staff identified 37 Objectives and 178 Strategies; and WHEREAS, without adopting the new Strategic Plan after the current plan expires, challenges could lead to a gap in formal long-term guidance for decisions and resource allocation; and WHEREAS, adoption of the new Strategic Plan (Jul 2026 through Jun 2029) will create direction for policy and day-to-day operations ensuring alignment with strategic initiatives and building momentum to achieve objectives; and
WHEREAS, the well-constructed Strategic Plan helps City leadership stay focused, coordinated, and transparent.

I HEREBY CERTIFY that the foregoing resolution was introduced and passed at a regular meeting of the City Council of the City of Vacaville, held on the 14th day of April 2026, by the following vote:

AYES:

NOES:

ABSENT:

ATTEST:
_______________________________
Michelle A. Thornbrugh, City Clerk
Item 12.d

CITY OF VACAVILLE
Strategic Plan
22002266 -- 22002299
Strategic Plan
2026 - 2029
Item 12.d
This page is intentionally left blank.

Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Table of Contents
Table of Contents
Introduction................................................................................................................................ 1 Our Mission ............................................................................................................................ 1 Our Vision............................................................................................................................... 1 Our Values.............................................................................................................................. 1 Message from the City Manager ................................................................................................ 2 Vacaville by the Numbers........................................................................................................... 3 City Council................................................................................................................................ 4 Organizational Structure ............................................................................................................ 5 Purpose of the Strategic Plan..................................................................................................... 6 The Strategic Planning Process ................................................................................................. 7 July 2026 – June 2029 Strategic Plan .......................................................................................10 City Council Goals and Priorities...............................................................................................11 Strategic Plan ...........................................................................................................................12 Goal 1 – Organizational Culture ................................................................................................13 Goal 2 – Economic Development..............................................................................................16 Goal 3 – Quality of Life..............................................................................................................19 Goal 4 – Public Safety & Infrastructure .....................................................................................21 Goal 5 – Fiscal Health...............................................................................................................24 How to Ensure Success ............................................................................................................26 Measuring Progress..................................................................................................................27 Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Introduction 1
Introduction
Our Mission
To provide services that promote the highest quality of life for our community.

Our Vision
A connected, welcoming community supported by a fiscally responsible government and a high quality of public service.

Our Values
ICAIR – Integrity, Collaboration, Accountability, Innovation, Respect Integrity Engaging in open, honest, and trustworthy interaction.

Collaboration Ensure all voices are heard in city policies and services Accountability Being honest and taking ownership of one's actions and follow through Innovation Efficiency, Creativity and Resilience
Respect Be kind, compassionate and professional, fostering trust and respect among colleagues and the community
Mission
Values Vision
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Message from the City Manager 2 Message from the City Manager
I am pleased to introduce the City of Vacaville’s Three-Year Strategic Plan, a guiding framework that will shape our priorities, services, and investments from JUL 2026 through JUN 2029. This plan represents an important milestone in our ongoing commitment to serving our community with intention, transparency, and accountability.

The development of this plan reflects months of thoughtful engagement, analysis, and collaboration. We worked closely with the City Council, our dedicated staff across all departments, and community stakeholders to ensure a comprehensive understanding of Vacaville’s needs and aspirations.

Through this process, several ideas and potential actions were identified, evaluated, and refined.

Ultimately, these efforts were distilled into a focused set of strategic goals, objectives, and actionable strategies that will guide our work in the years ahead.

As our community continues to grow and evolve, so too must our approach to delivering highquality services. This strategic plan aligns our organization around shared priorities while remaining responsive to emerging challenges and opportunities. It reflects our commitment to fiscal responsibility, innovation, and meaningful community engagement.

The plan is organized around five core strategic goals that represent our highest areas of focus:

Organizational Culture, Economic Development, Quality of Life, Public Safety and Infrastructure and Fiscal Health. Each of these strategic goals are supported by measurable objectives and strategies that will serve as benchmarks for progress and accountability. This framework will enable us to make informed decisions, allocate resources effectively and foster a culture of continuous improvement.

This framework is more than a document—it is a commitment to our residents, businesses, and community partners. This plan is designed to align our collective efforts in achieving our mission, while reflecting our vision and values. It will guide how we invest in our future, strengthen our organization, and continue to enhance the quality of life in Vacaville.

I look forward to working alongside our City Council, staff, and community as we implement this plan and build a strong, resilient, and thriving Vacaville for years to come.

Sincerely,
Savita Chaudhary
City Manager
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Vacaville by the Numbers 3 Vacaville by the Numbers
City of
Vacaville
103,800
Population
27 Square
Miles
710 Miles of
Roads
37 Parks and
3 Community
Centers
1,637 Acres
of Open
Space
$294 Million
Budget
932 City
Employees
12 Different
City
Departments
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | City Council 4
City Council
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Organizational Structure 5 Organizational Structure
City Clerk City Treasurer Mayor & City Council
Commissions City Manager City Attorney
Assistant
City
Manager
Community
& Economic
Development
Fire
Housing &
Community
Services
Parks &
Recreation Police Public
Works Utilities
Finance Human
Resources
Information
Technology
Public
Information
Special
Projects
Citizens of Vacaville
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Purpose of the Strategic Plan 6 Purpose of the Strategic Plan
In 2025, City Council requested the creation of a new Three-Year Strategic Plan as the current strategic plan is through June 2026. A three-year plan intends to create a sustained focus over multiple years that is well-aligned with strategic initiatives, building momentum to achieve significant objectives. This strategic plan creates direction for policy and day-to-day operations.

This strategic plan serves as a tool that defines what is critical to the City’s success and the strategies necessary to guide City of Vacaville towards achieving its goals. This plan is a roadmap to guide City of Vacaville’s long-term direction, priorities, and resource allocation. Its purpose is to ensure the City can sustainably and effectively deliver service while giving consideration to the unique needs of the community and adapting to future challenges.

Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | The Strategic Planning Process 7 The Strategic Planning Process
Approach to Developing the Three-Year Strategic Plan
The City engaged The Centre for Organization Effectiveness to assist with the development of the strategic plan. To create the plan, Management took an inclusive approach by inviting community members to provide input via survey and focus groups to identify their priorities.

Mayor and City Council Members were interviewed to identify the themes for the strategic planning session. develop strategies, goals, and objectives. Additionally, this process created multiple touch points to cross-validate the input provided across other groups to identify the most efficient ways to operationalize the plan. Touch points included the following groups:
• Mayor and City Council Members’ Interviews
• Senior Leadership Team Interviews
• Community Online Survey (over 1000 responses received) • Two In-Person and One Virtual Community Focus Groups
• City Council Strategic Planning Session (2-days) – Open to Community Members • Senior Leadership Team – One Day Offsite Meeting
• Department Heads working with their teams
• Senior Leadership Team Meetings
Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 1 – Organizational Culture 8 Approach to Developing the Three-Year Strategic Plan

IDENTIFY GOALS
•Resident Survey
•Open Oct 07, 2025 thru Nov 21, 2025
•Community Focus Groups
•Nov 14, 2025 (4:00 p.m. - 7:00 p.m.)...................................In Person •Nov 15, 2025 (9:00 a.m. - 12:00 p.m.).................................In Person •Nov 18, 2025 (6:00 p.m. - 8:00 p.m.)...................................Virtual •Nov 2025 Leadership Team Interviews
•Dec 2025 Council Interviews

DEFINE STRATEGIC GOALS
•Council Goals and Priorities Setting
•Jan 16, 2026 (5:00 p.m. - 9:00 p.m.)....................................In Person •Jan 17, 2026 (9:00 a.m. - 3:00 p.m.)....................................In Person

NEXT STEPS
•Identify Organizational Goals, Objectives, and Strategies •Alignment with Budget and Resources
•Strategic Plan Adoption

MEASURE PROGRESS
•Quarterly and Annual Reporting
•Performance Metrics Tracking
•Transparency Portal
Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 1 – Organizational Culture 9 There were multiple steps in developing the plan:

2. In January 2026, the City Council and Management individually embarked on an exercise to define the Mission, Vision, and Values (MVV) of the City.

3. The MVVs were synthesized and cross-validated by further review and input from the Senior Leadership Team.

6. Staff identified 37 Objectives and 178 Strategies

7. On April 14, 2026, the draft Strategic Plan will be presented to the City Council for consideration.

8. Between April 15, 2026 through June 2026, staff will consider the alignment of Strategic Plan with Budget and Resource availability.

9. On June 23, 2026, the Strategic Plan will be presented for final adoption by City Council.

Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 10
July 2026 – June 2029 Strategic Plan
Three-Year Strategic Plan Overview | Goals, Objectives, and Strategies This plan is organized around five strategic goals, each representing a core priority for the organization. These goals provide the framework for defining objectives, identifying key strategies with actions, establishing timelines, aligning resources, and setting measurable outcomes to track progress.

This is not a linear map in which each strategic goal is performed in sequence. Rather, each area is equally important and conducted simultaneously. Each goal is intentionally designed to span the entire organization, reinforcing a coordinated and disciplined approach to implementation. This structure helps break down silos across departments, strengthens collaboration, and ensures that efforts are aligned toward shared priorities.

Just as importantly, this approach supports equity and inclusion by ensuring that all departments and stakeholders are working toward common outcomes. It also provides clarity so that every employee and partner can understand how their work contributes to the City’s broader goals and long-term success.

Council Direction
Vision
Long-term Community Aspiration
Mission
Organizational Purpose and Commitment
Goals
Council-Adopted Priorities
Staff Implementation
Objectives
Measurable Outcomes Aligned to Goals
Strategies
Department-Level Plans
Tactics
Daily Operational Actions
Staff Direction Council Driven
Council Driven Direction Staff Driven Execution
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | City Council Goals and Priorities 11 City Council Goals and Priorities
Adoption Cycle
Jan
Feb
Mar
Apr
May
June
Jul
Aug
Sep
Oct
Nov
Dec
Dec
Senior Leadership Team (SLT)
Goal Setting
Develop strategies and action
plan for Council Goals.

Strategic Goal Presentation
Present Strategic Goals
based on Council and SLT
sessions.

Budget Adoption
Align budget to goals and priorities
based on Council and SLT
sessions.

Community Engagement
Identify Priorities and
emerging trends.

Candidate Briefing
When applicable.

New Council
Onboarding
When applicable.

Annual Review
Council presentation
on workplan results.

Council Strategic Planning Session
Goal setting and priorities.

Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 12
Strategic Goals
Organizational Culture
Entrust City Staff to cultivate an environment that inspires growth, builds trust, strengthens relationships, and elevates the City as an employer of choice.

Economic Development
Foster prosperity by intentional growth of a diverse local and regional economy.

Quality of Life
Maintain our public and open spaces, quality parks, beautification, grow responsibly, provide a variety of housing choices, and balance the needs of the community.

Public Safety and Infrastructure
Maintain and enhance essential city services and facilities.

Fiscal Health
Good Governance and Enhance financial sustainability.

Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Goal 1 – Organizational Culture 13 Goal 1 – Organizational Culture
Entrust City Staff to cultivate an environment that inspires growth, builds trust, strengthens relationships, and elevates the City as an employer of choice.

FY OC1 Objective: Employee Engagement
27 OC1.1 Develop and Implement a Leadership Academy and a Comprehensive Succession Planning Strategy
26/27 OC1.2 COV employee experience
26/27 OC1.3 Improve the skills and performance of employees through a City-wide training and development program.

OC1.4 Foster a Culture of Collaboration and Innovation
2025 OC1.5 Develop a Mission, Vision and Values Program for the PD 28/29 OC1.6 Modernize Core HR Services through Technology FY OC2 Objective: Customer Service
OC2.1 Establish customer service expectations (internal and external) Ongoing OC2.2 What’s your Why
26/27-27/28 OC2.3 Enhancing online payment capabilities and self-service options FY OC3 Objective: Building Pathways and Opportunities for Youth Ongoing OC3.1 Youth Leadership Programs
Ongoing OC3.2 Police Activities League (PAL)
Ongoing OC3.3 Update Youth Masterplan
Ongoing OC3.4 Career paths for youth and youth connection Ongoing OC3.5 Summer at City Hall
Ongoing OC3.6 Internships and other opportunities for youth 26/27-27/28 OC3.7 Basic office etiquette and responsibilities 3-5 Years OC3.8 Increase Youth Services staffing by one Sergeant and five Officers to enhance prevention and early intervention
Ongoing OC3.9 Create a structured Police Apprentice pipeline program that serves as a feeder for Dispatch, Community Service Officer (CSO) and Police Officer positions. Program will provide early exposure, mentorship, and career Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 1 – Organizational Culture 14 FY OC3 Objective: Building Pathways and Opportunities for Youth development opportunities while strengthening recruitment, retention, and organizational continuity.
27/28 OC3.10 Apprentice programs for trades and skilled labor (non-office work) Ongoing OC3.11 Expand Teen Center Program and Services
FY OC4 Objective: Implement Community Engagement Strategy & Communications Plan
Ongoing OC4.1 Enhance Cross-Departmental Collaboration and Internal Communication Ongoing OC4.2 Increase Proactive External Communication Ongoing OC4.3 Optimize Practices within the Public Relations Division Ongoing OC4.4 Solidify Vacaville’s Brand and Identity
Ongoing OC4.5 Expand, Optimize, and Diversify the Existing Communications Toolset Ongoing OC4.6 Partner with Local Organizations and Community Groups More Often Ongoing OC4.7 Determine Measures of Success and Share Performance Metrics Regularly Ongoing OC4.8 Hire a Police Department Public Information Officer (PIO) 26/27-27/28 OC4.9 Participate in the Bloomberg Fellowship Program 26/27 OC4.10 Re-establish Friends of Park and Rec Foundation OC4.11 Educating Community on City’s Financial Situation Ongoing OC4.12 Expand quality of life programs and services through volunteerism and partnerships.

OC4.13 Expand Vacaville Neighborhood Association Program Ongoing OC4.14 Intentional Campaign - Promoting our Achievements Ongoing OC4.15 Increase transparency
2nd Qtr 2026 OC4.16 Create a volunteer mounted unit to enhance community engagement and visibility
Ongoing OC4.17 Expand the Police Department Ambassador Program to support more than 70 community outreach events annually.

FY OC5 Objective: Organizational Policies and Procedures 26/27 OC5.1 Update Council Handbook (every 2 years)
Ongoing OC5.2 Implement an annual update to the Legislative Platform 26/27 OC5.3 Update Administrative Policies
26/27 OC5.4 Create standardized policies, procedures, and training across all departments and divisions
OC5.5 Create Process for Requests for Legal Opinions
Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 1 – Organizational Culture 15 FY OC6 Objective: Data Driven Decision Making and Information Sharing 26/27 OC6.1 Participate in Bloomberg Evaluation Track
26/27 OC6.2 Implement a Transparency Portal
26/27 OC6.3 Implement an open data portal and rollout open datasets. 26/27 OC6.4 Implement GIS story maps.

OC6.5 Explore options for performance metrics reporting. 26/27 OC6.6 Leverage the ERP system to improve transparency and data analytics OC6.7 Implement Public Self-Service Document Portal
Starting
June 2026
OC6.8 Ensure long-term viability of the Real Time Information Center (RTIC) by expanding working days and hours and securing ongoing funding. 2nd Qtr 2025 OC6.9 Complete a standards of cover assessment to guide the Police Department growth alongside the growth of the City.
26/27 OC6.10 Realign patrol sectors to reflect current and future city growth using accurate data. Following Standards of Coverage Completion 26/27 OC6.11 Dispatch Center Reorganization based on standards of coverage assessment. Following Standards of Coverage Completion
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Goal 2 – Economic Development 16 Goal 2 – Economic Development
Foster prosperity by intentional growth of a diverse local and regional economy.

FY ED1 Objective: Economic Development Strategy
26/27 ED1.1 Develop a focused, implementation-ready Economic Development Strategy that responds to post-pandemic economic shifts, leveraging Vacaville’s strengths of place, and clearly defining near- and mid-term actions to secure Vacaville’s position as a regional economic leader through 2030.

Launch in March 2026; complete by 2026
ED1.2 Once the Economic Development Strategy is completed, develop an action plan for implementation that identifies priority tasks, schedules, and KPIs that will be utilized to track success of the plan.

FY ED2 Objective: Planning for Growth and Attracting Investment FY 2027 ED2.1 Continue to implement the Annual Zoning Code Update with a focus on changes to facilitate economic development. Begin July 1, 2026; complete by December 31, 2026
ED2.2 Research zoning approaches to data centers and related infrastructure to ensure that the Code addresses this critical sector.

ED2.3 Complete the East of Leisure Town Road Specific Plan & EIR to prepare the growth area for new development with "missing middle" housing.

ED2.4 Complete the Northeast Growth Area study and utilize the initial land use concepts to develop a shared vision that partners with landowners, Solano County, and other stakeholders.

ED2.5 Develop an incentive program to help attract new non-residential investments and development.

ED2.6 Develop a Residential Fee Deferral Program that allows deferral of fee payment to final inspection.

ED2.7 Develop a Non-Residential Fee Deferral Program for targeted industries that allows deferred payment of impact fees to allow time for projects to receive final funding.

ED2.8 Fee Reduction Program - Create a program that articulates how updated Chapter 11-01 can be utilized to request specific fee reductions. Create a secondary program that allows development impact fees to be reduced for projects that provide significant public benefit.

Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 2 – Economic Development 17 FY ED2 Objective: Planning for Growth and Attracting Investment 27/28 ED2.9 Identify Neighborhood Revitalization Strategy Areas (NRSAs) ED3 ED3 Objective: Placemaking and Activation
ED3.1 Create public facing materials, including presentations, brochures, and other outreach materials, to assist small businesses with navigating the permit and licensing processes.

ED3.2 Increase Public Art and Art-Based Programming
ED3.3 Conduct business walks to support retention and outreach ED3.4 Work with industry stakeholders and master developers to improve and enhance existing hotels and motels and attract new hotels to accommodate visitors and increase TOT.

ED3.5 Improve the City's image from Interstate 80 by designing, implementing, and maintaining onramp/offramp beautification efforts.

ED3.6 Meet with Top 25 businesses on an annual basis to develop and maintain situational awareness of factors affecting the success of Vacaville's businesses to ensure that the City takes actions that are supportive of success.

FY ED4 Objective: Explore Energy Resilience
ED4.1 Explore partnership opportunities with public and private organizations to advance renewable energy solutions to provide more reliable and redundant electrical infrastructure to support business attraction efforts.

ED4.2 Identify opportunities to leverage local infrastructure investments for state and federal grant funding.

FY ED5 Objective: Operational Efficiencies to Promote Economic Development
26/27 ED5.1 Development Process Improvements: Complete and report on Phase 1.

Underway; presentation to council in July 2026
ED5.2 Process Improvement Phase 2: Develop a scope of work and action plan for addressing additional process improvements.

ED5.3 Annual Development Agreement Review: Monitor existing agreements and facilitate an annual review to ensure regular communication with agreement holders and to ensure compliance.

ED5.4 Enhance external partnership (Chamber, Visit Vacaville, DVBID and building new relationships)
27/28 ED5.5 Update City Standards
Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 2 – Economic Development 18 FY ED5 Objective: Operational Efficiencies to Promote Economic Development
27/28 ED5.6 Create Development Handbook – Public Works (Plan/Map Approval, Inspection & Improvement Acceptance)
ED5.7 Create Development Handbook (Permitting & Inspection Processes) 9/30/2026 ED5.8 Implement Electronic Plan and Map Review/Approval for Development Community
FY ED6 Objective: Downtown Development & Improvements
ED6.1 Historic Buildings and Unreinforced Masonry Approach (ULI Study Recommendation)
ED6.2 Retail Revitalization, Placemaking, and Streetscapes (ULI Study Recommendation)
ED6.3 Downtown Marketing and Vibrancy (ULI Study Recommendation) ED6.4 Develop Action Plan for implementing the Downtown Lighting Study and implement prioritized projects when there is funding.

ED6.5 Entertainment Zones for Downtown Vacaville
FY 2026 ED6.6 Develop a Parklet Program for Downtown Vacaville. Commence outreach in February 2026 – complete program by December 2026
ED6.7 Gain understanding of the Downtown business climate, in partnership with the DVBID and Chamber of Commerce, and identify main interests to be addressed in 2027 ED work plan and 2026 DVBID Management Agreement.

FY 2026 ED6.8 Study feasibility of creating a PBID to assist property owners with desired downtown maintenance and improvements. Conduct additional outreach in2026 and bring back to Council by December 2026
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Goal 3 – Quality of Life 19 Goal 3 – Quality of Life
Maintain our public and open spaces, quality parks, beautification, grow responsibly, provide a variety of housing choices, and balance the needs of the community.

FY QL1 Objective: Public Awareness and Education
QL1.1 Establish a dedicated, sustainable property abatement program. Address the community needs related to underserved aging and mental health populations.
26/27 QL1.2 Continue Landlord Outreach for VHA
QL2 QL2 Objective: Homeless Action Plan
QL2.1 Explore/Develop Emergency Housing Solutions
26/27 QL2.2 Map local Homelessness System of Care
FY QL3 Objective: Housing Production, Preservation and Protection 27/28 QL3.1 Expand Fair Housing Partnerships
27/28 QL3.2 Improve VHA Landlord Incentive Program
26/27 QL3.3 Create a long-term local investment strategy to expand and preserve affordable housing opportunities
FY QL4 Objective: Housing Element
27 QL4.1 Prepare work plan for final set of Housing Element 2023 - 2031 implementation items
Begin in
2029
QL4.2 Housing Element Update – 2032 to 2040
Needs to be adopted by 2031
FY QL5 Objective: General Plan and Policy Update
Begin in
2029
QL5.1 General Plan Update: Consider mid-cycle General Plan Update, concurrent or sequential with updating the City's Travel Demand Model, to ensure that land use and transportation planning are well integrated.

Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 3 – Quality of Life 20 FY QL5 Objective: General Plan and Policy Update
QL5.2 Complete the Municipal Services Review and Sphere of Influence Update to secure the City's future growth areas.

FY QL6 Objective: Implement Arts and Culture Plan
26/27 QL6.1 Implement 3yr Action Plan
FY QL7 Objective: Implement Parks and Rec Master Plan
26/27 QL7.1 Quimby ordinance
26/27 QL7.2 Turnkey Park policy
26/27 QL7.3 Begin Planning for Multiuse Rec Center
27/28 QL7.4 Lagoon Valley Master Plan / Lake Management Plan 27/28 QL7.5 Develop Trailhead Plan
Ongoing QL7.6 Centennial Bike Park Project
Ongoing QL7.7 Vanden Meadows (Unity Meadows Park)
FY QL8 Objective: Preserve and Protect Designated Open Space QL8.1 Open Space Fuel Mitigation – expand fuel mitigation grazing efforts to include goats and sheep, where appropriate, consistent with the Solano County Community Wildfire Protection Plan
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Goal 4 – Public Safety and Infrastructure 21 Goal 4 – Public Safety & Infrastructure
Maintain and enhance essential city services and facilities.

FY PS1 Objective: Public Safety Facilities
PS1.1 Improve Infrastructure to support Downtown Development PS1.2 Begin Coordinating the Construction of Permanent Station 76 30/31 PS1.3 Construct a Public Safety Training Facility 26 PS1.4 Based on the Public Safety Master Plan, determine the need for rebuilding vs relocate Fire Station 72
27/28 PS1.5 Begin coordinating the construction of rebuild/relocation of Fire Station 72 or appropriate alternative as determined by the Public Safety Master Plan PS1.6 Update Fire Station 74
PS1.7 Update Fire Station 71
PS1.8 Update Fire Station 73
PS1.9 Fire Administration office space analysis
30/31 PS1.10 Public Safety Radio System Infrastructure Update 27 PS1.11 Secure offsite storage for critical assets such as the SWAT BearCat and Mobile Command Post
27 PS1.12 Autonomous Car - Pilot Program
FY PS2 Objective: Emergency Preparedness
PS2.1 Hazard Mitigation Plan Update
PS2.2 Community Risk Assessment
PS2.3 Develop training sessions for employees on procurement, GIS usage and reporting during emergencies.

TBD –
Standards
of Cover
PS2.4 Realign coverage areas / districts to support city growth Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 4 – Public Safety and Infrastructure 22 FY PS2 Objective: Emergency Preparedness
Ongoing PS2.5 Integrate school-based camera systems with Police Department technology to enhance safety.

Ongoing PS2.6 Elevate training and critical incident debriefing. This objective will focus on strengthening after-action reviews, incorporating lessons learned into training, and ensuring timely, structured debriefs following critical incidents.

FY PS3 Objective: Public Safety Staffing for Efficiency, Accountability and Service Delivery
28 PS3.1 Establish a Captain-level professional staff administrator to provide executive oversight and coordination
Ongoing PS3.2 Recruit, hire and retain additional Police Officers and Dispatcher s to meet current service demands and prepare for future city growth Ongoing PS3.3 Invest in leadership development to ensure continuity, accountability and culture for succession planning.
27/28
Ongoing
PS3.4 Staff & Deploy a Truck Company based on CRA/Standard of Coverage study from AP Triton dated 12/2024
PS3.5 Establish a Fire Captain-level professional staff administrator to provide executive oversight and coordination for the EMS division PS3.6 Establish a Fire Captain-level professional staff administrator to provide executive oversight and coordination for the Training division FY IN1 Objective: Successful Implementation of the Capital Improvement Plan (CIP)
IN1.1 Modernize and expand City Hall campus for growing staff IN1.2 Strengthen Fire Prevention and Code Enforcement capacity 4th Qtr
2026
IN1.3 Create 5-Year CIP
28/29 IN1.4 Establish a comprehensive Fleet Replacement Program including updated policies and criteria for prioritization
27/28 IN1.5 Establish a comprehensive Technology Replacement Program including updated policies and criteria for prioritization
FY IN2 Objective: Facilities Maintenance Master Plan
28/29 IN2.1 Create Facilities Maintenance Master Plan (Establish, benchmark, maintain and update the inventory and condition of city building assets.) 26/27 IN2.2 Update 3 Year Pavement Management Plan
Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 4 – Public Safety and Infrastructure 23 FY IN2 Objective: Facilities Maintenance Master Plan
27/28 IN2.3 Create CARB Advanced Clean Fleet Compliance Plan FY IN3 Objective: Storm Drainage
28/29 IN3.1 Update Storm Drain Master Plan
FY IN4 Objective – Transit Improvements
28/29 IN4.1 Update Transit Comprehensive Operational Analysis FY IN5 Objective - Reliable Utility Infrastructure
IN5.1 Maintain and rehabilitate critical water and wastewater infrastructure.

IN5.2 Expand and coordinate regional water supply infrastructure, including the Fairfield–Vacaville Water Works.

IN5.3 Improve system resilience through redundancy, backup systems, and emergency preparedness.

FY IN6 Objective - Utility Planning, Asset Management, and Technology IN6.1 Maintain and update utility master plans to guide long-term infrastructure investment.

IN6.2 Prioritize capital projects using asset condition, risk, and regulatory requirements.

IN6.3 Modernize utility technology and integrate SCADA, GIS, and asset management systems.

FY IN7 Objective - Integrated Digital & Technology Infrastructure Modernization
Multi-year
FY 26/27
start
IN7.1 Broadband Digital Infrastructure Implementation
Multi-year IN7.2 Implement Digital Strategic Plan
Multi-year IN7.3 Implement Cyber Resilience Plan
2nd Qtr
2026
IN7.4 Implement GIS Strategic Plan
IN7.5 AI Automation and Adoption
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Goal 5 – Fiscal Health 24
Goal 5 – Fiscal Health
Good governance and enhance fiscal sustainability.

FY FH1 Objective: Fiscal Resilience Plan
25/26-
26/27
FH1.1 Expenditure reduction (Credit Card processing fees) FH1.2 Water and Sewer Rate Study and Proposition 218 Compliance – Conduct periodic rate analyses to ensure revenues are sufficient to support operations and capital investment.
29 FH1.3 Development Impact Fee Study
26/27 –
27/28
FH1.4 Update Cost allocation plan. 26/27 (Study), 27/28 (Implementation) 25/26-
26/27
FH1.5 Complete Fee Study – Planning, Public Works, Facilities, Police, Fire and Code Enforcement Fees
29/30 FH1.6 Improve City Bond Ratings
28/29 FH1.7 Move to Biennial Budgeting
28/29-
29/30
FH1.8 Implement Interactive Budget Book
FY FH2 Objective: Risk and Contract Management
FH2.1 Risk management consolidation (ERM) - Create Centralized Risk Management Division
FH2.2 Contract management Software
Begin in
26/27 then
ongoing
FH2.3 Workers Compensation program reporting
FY FH3 Objective: Revenue Opportunities
25/26-
26/27
FH3.1 Evaluate Cell Phone Tower Lease Rates
FY FH4 Objective: Financial Policies and Procedures
25/26-
26/27
FH4.1 Update policies and procedures (Procurement, Travel, Reserve) Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Goal 5 – Fiscal Health 25
FY FH4 Objective: Financial Policies and Procedures
FH4.2 Leverage Funding Opportunities
FH4.3 Continue to address long-term unfunded liabilities CALPERS Target 80% FH4.4 Reduce dependency of Special Revenue Funds on the General Fund 25/26-
27/28
FH4.5 Procurement Assessment & Implementation
25/26 FH4.6 Business License and Transient Occupancy Tax (TOT) study and ordinance update
FY FH5 Objective: Regulatory Compliance
FH5.1 Utility Regulatory Compliance
FH5.2 Protect Enterprise Fund Stability
26/27 FH5.3 Ensure compliance with financial reporting deadlines (State Controller’s Office, Office of Management and Budget, GFOA)
FY FH6 Objective: Strengthen regional partnerships to create aligned and effective investments
FH6.1 Joint Use Agreements with School Districts
FH6.2 Actively participate in Regional and Inter-Agency Collaborations to maximize funding opportunities
FY FH7 Objective: Proactively advocate for the City’s needs in legislative solutions
FH7.1 Protect Water Rights and Resources – Advocate for policies and regulatory actions that safeguard the City’s water supply and financial stability, with attention to SGMA and Bay-Delta water management.
26/27 FH7.2 Annual Update for Legislative Platform
26/27 FH7.3 Implement Webpage for Legislative Platform
Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | How to Ensure Success 26
How to Ensure Success
Tracking and Continuous Improvement Cycle
1 2
3 5 4
6 7
Priority Goal Setting
January / February
Council sets goals and priorities
and Senior Leadership Team
align them to Objectives and
Strategies.

Recommendation
April / May
Staff prepares budget. SLT
reviews multiple rounds of
budget for alignment.

Budget Review
May
City Council Study Session on
proposed budget.

Budget Adoption
June
City Council Budget is adopted,
including funding, strategies, and
objectives in alignment for Council
Goals and Priorities.

Implementation /
Monitor
Track Capital
Improvement Projects,
Council Goals and
Priorities, and
Performance Reporting.

Adjust
July – June
Finance Department / City
Manager Departments bring
updates to the City Council at
Initial Budget Preparation
December – March
Departments prepare initial baseline budget.

Item 12.d
STRATEGIC PLAN JUL 2026 – JUN 2029
Strategic Plan 2026 – 2029 | Measuring Progress 27
Measuring Progress
A strategic plan is only as effective as its implementation. To ensure its success, we are emphasizing several best practices:

1. Awareness and Alignment: Ensure all the stakeholders are aware of the elements of the plan and their role in supporting its objectives.

2. Resource Alignment: Align funding, staffing, and operational efforts with the priorities outlined in this plan.

3. Ongoing Tracking: Monitor progress toward goals to identify areas needing additional attention or resources and to build momentum from successes.

At the same time, we recognize that external factors—such as economic shifts or unforeseen emergencies—may require us to adapt. This Strategic Plan is intended to be disciplined, yet adaptable. While our goals and priorities will remain consistent, management may adjust specific actions and timelines as needed to respond to evolving conditions. These adjustments will be evaluated and integrated through the annual budget process to ensure continued alignment with effective implementation of the strategic plan.

To maintain accountability and transparency, City staff will monitor and report progress through the following processes:

1. Senior Leadership Team Meetings: During regular Senior Leadership Team meetings, management will review and discuss progress on the Strategic Plan and supporting actions. These discussions will focus on tracking implementation, addressing challenges, and making timely adjustments as priorities or conditions evolve.

2. Quarterly Reporting on Progress: Throughout the year, reports provided to Council and Community will reference goals, objectives, and strategies contained in this plan.

This approach ensures continued alignment between policy and operations, while keeping the community informed of our progress.

3. Annual Strategic Plan Review: The City will conduct an annual comprehensive review of the Strategic Plan and provide the City Council with a status update on progress toward our stated objectives. This process will support evaluation of the outcomes and allow for thoughtful adjustments as needed.

4. Performance Metrics: Staff will continuously monitor the performance metrics outlined in the budget book, provide annual reports on the progress, and track trends over time to support informed decision-making.

5. Transparency Portal: Throughout the year, staff will publish quarterly and annual progress reports on the City’s Transparency Portal (currently in development), including key performance metrics across departments. The portal will include updates on City Item 12.d
CITY OF VACAVILLE | STRATEGIC PLAN
Strategic Plan 2026 – 2029 | Measuring Progress 28
Council goals, objectives, and strategies as well as Capital Improvement Projects.

Following the initial launch, the portal will continue to evolve with expanded capabilities over time. This effort reinforces our commitment to transparency, accountability, and providing accessible, meaningful information to the community.

6. Annual Budget: The annual budget process, including review of the Capital Improvement Program and other major investments, will be closely aligned with the Strategic Plan. This approach ensures that financial decisions consistently support our priorities, while maintaining flexibility to address emerging needs without losing sight of long-term goals. In addition, the process will provide valuable insight into how evolving needs influence strategic initiatives, helping the City Council and management remain focused and reinforcing alignment with the successful implementation of the Strategic Plan.

These processes ensure Management, City Council and community are informed on implementation progress, accomplishments and challenges, and also highlighting when adjustments to resources maybe needed to support continued success.

Item 12.d
2026 - 2029
2026 - 2029
CityofVacaville.gov/StrategicPlan
Item 12.d

Vacaville City CouncilApril 14, 2026

Vacaville City Council
April 14, 2026