If services or the scope of work extend beyond the expiration dates of the required insurance policies initially approved by CITY, CONSULTANT must provide updated certificates and endorsements indicating that the required coverage, terms, and conditions are still in place. Renewal certificates and updated endorsements shall be mailed to CITY’s Project Manager.
Consistent with Public Policy
The insuring provisions, insofar as they may be judged to be against public policy, shall be void and unenforceable only to the minimum extent necessary so that the remaining terms and provisions herein may be consistent with public policy and thus enforceable.
_____________________________________________________
[REMAINDER INTENTIONALLY LEFT BLANK]
Item 9.b
Agreement for Consultant Services (CAO Rev 07.2025)
22 EXHIBIT F
SPECIAL PROVISIONS
Check one:
There are no special provisions.
The special provisions to this AGREEMENT are as follows:
PREVAILING WAGE
California Labor Code § 1771 provides that “[e]xcept for projects of one thousand dollars ($1,000) or less, not less than the general prevailing wage rate of per diem wages for work of a similar character in the locality in which the public work is performed, and not less than the general prevailing rate of per diem wages for holiday and overtime work . . . shall be paid to all workers employed on public works.”
California Labor Code § 1720 provides that “public works” includes “[c]onstruction, alteration, demolition, installation, or repair work done under contract and paid for in whole or in part out of public funds . . . .” If prevailing wage requirements apply, CONSULTANT shall pay not less than the general prevailing rate of per diem wages to appropriate trades covered under California Labor Code §§ 1720 et seq.
Reporting Requirements
CONSULTANT shall also comply with the reporting requirements of California Labor Code §§ 1720 et seq. by preparing a weekly report of all payrolls for all employees performing the above-referenced work and by submitting such weekly report to CITY. Payrolls shall contain the full name, address, and social security number of each employee, his/her correct classification, rate of pay, daily and weekly number of hours worked, itemized deductions made, and actual wages paid. The employee’s address and social security number need only appear on the first payroll on which the employee’s name appears. The payroll shall be accompanied by a “Statement of Compliance” signed by CONSULTANT or his/her authorized agent indicating that the payrolls are correct and complete and that the wage rates contained therein are not less than those required by this AGREEMENT. The “Statement of Compliance” shall be on forms furnished by CITY or on any form with identical wording. CONSULTANT shall also be responsible for submitting the weekly report(s) of all payrolls of any and all subconsultants.
GOV. CODE § 1097.6 REQUIREMENTS
1. Pursuant to California Government Code Section 1097.6 (eff. Jan. 1, 2024), CONSULTANT’s duties and services under this AGREEMENT shall not include preparing or assisting CITY with any portion of CITY’s preparation of a request for proposals, request for qualifications, or any other solicitation regarding a subsequent or additional contract with CITY. As the public entity entering into this AGREEMENT, CITY shall at all times retain responsibility for public contracting under this AGREEMENT (“project”). CONSULTANT’s participation in the planning, discussions, or drawing of project plans or specifications shall be limited to conceptual, preliminary, or initial plans or specifications. CONSULTANT shall cooperate with CITY to ensure that all bidders for a subsequent contract on any subsequent phase of the project have access to the same information, including all conceptual, preliminary, or initial plans Item 9.b
Agreement for Consultant Services (CAO Rev 07.2025)
23 or specifications prepared by CONSULTANT pursuant to this AGREEMENT. Under no circumstances shall CONSULTANT engage in or advise CITY on public contracting. The phrase “engaging in or advising on public contracting” has been defined at California Government Code Section 1097.6(a)(2) to mean “preparing or assisting the public entity with any portion of the public entity’s preparation of a request for proposals, request for qualifications, or any other solicitation regarding a subsequent or additional contract with the public entity.” (Emphasis added.)
2. Pursuant to California Government Code Section 1090 and in conformity with the California Supreme Court case in People v. Superior Court (Sahlolbei), (2017) 3 Cal.5th 230, CONSULTANT (including any of its subconsultants) shall not perform any work on the project to which this AGREEMENT relates other than as set forth in this AGREEMENT, and amendments to this AGREEMENT, if any. Such prohibition includes but is not limited to bidding on the construction or performing any work related to the construction (other than as set forth in this AGREEMENT, and amendments to this AGREEMENT, if any), such as performing work on the project as a contractor or subcontractor. In the event CONSULTANT (including any of its subconsultants) violates Cal. Gov. Code § 1090, then CONSULTANT shall defend and indemnify CITY for any and all liabilities imposed on CITY. The defense and indemnity provision of this paragraph 2 shall be in excess of and in addition to CONSULTANT’s duty to defend and indemnify CITY under SECTION 8 and Exhibit E of this AGREEMENT.
SHIPPING / DELIVERY
All shipments are FOB destination point (or Delivered Duty Paid (Incoterms 2020), if applicable) via common carrier to CITY’s physical location specified in Section 21 [Notices] above. CONSULTANT will arrange for coverage against risk of loss or damage while any purchased item(s) and/or equipment are in transit to CITY. Title and risk of loss pass to CITY only upon delivery to the CITY, and physical and legal acceptance by the CITY, pursuant to Uniform Commercial Code (“UCC”) § 2-326(1)(a) and § 2-327. CITY’s physical inspection of any item(s) and/or equipment do(es) not constitute physical and legal acceptance of such equipment. CITY may reject any item(s) or equipment that do(es) not match the item(s) or equipment listed in CONSULTANT’s quote or are damaged or non-functional upon receipt (Nonconforming Product) by providing CONSULTANT written notice of rejection within ten (10) business days of receipt of the Nonconforming Product. Pursuant to UCC § 2-327, the return of any item(s) and/or equipment, or any part thereof, is at CONSULTANT's risk and expense, but CITY must follow any reasonable instructions.
SAFETY AND HEALTH
A. CONSULTANT’s Responsibility – CONSULTANT shall be solely responsible for initiating, maintaining, and supervising all safety precautions and programs in connection with the services and work to be provided hereunder. CONSULTANT shall take all necessary precautions for the safety of, and shall provide the necessary protection to prevent damage, injury or loss to:
i. All persons at the site and other persons and organizations who may be affected thereby;
ii. All the work and materials and equipment to be incorporated therein, whether in storage on or off the site; and
iii. Other property at the site or adjacent thereto, including trees, shrubs, lawns, Item 9.b
Agreement for Consultant Services (CAO Rev 07.2025)
24 walks, pavements, roadways, structures, and utilities not designated for removal, relocation, or replacement in the course of the work.
B. Safety Measures - CONSULTANT shall promptly and fully comply with and carry out and shall, without separate charge to CITY, enforce compliance with safety and health requirements stated herein, prescribed by all applicable laws and regulations (whether referred to herein or not) of any public body having jurisdiction or charged with the enforcement thereof, for the safety of persons or property or to protect them from damage, injury, or loss and shall erect and maintain all necessary safeguards for such safety and protection. Where any of these safety regulations are in conflict, the more stringent regulation shall be followed. Compliance with these safety measures by subcontractors shall be the sole responsibility of CONSULTANT.
BACKGROUND CHECK
Prior to assignment of any staff to perform work for the CITY, CONSULTANT will complete a background check for each person who will be performing work for the CITY which involves access to City facilities, devices, servers, or infrastructure, or working with or having responsibility over minors. Each background check required under this Section shall include at a minimum (only boxes which are checked are required):
Criminal felony and misdemeanor (past 7 years)
National Sex Offender registry
Education
Previous employment
Prior to commencing work under this AGREEMENT, CONSULTANT will provide written documentation, in a form acceptable to CITY, confirming the completion of any required background check(s) and the results thereof. CITY retains the right to require that a members of CONSULTANT’s staff with an impermissible mark on their record not be permitted to perform work for CITY under this AGREEMENT. If at any time during the term of this AGREEMENT a staff member of CONSULTANT is discovered to have engaged in conduct which results in a criminal arrest or conviction of any type, CONSULTANT shall immediately notify CITY of such arrest or conviction and shall immediately reassign the portion of the services that person was engaged in for CITY. CONSULTANT agrees to provide CITY with documentation that the above required background check(s) have been completed prior to engaging in any services for CITY.
Miscellaneous
_____________________________________________________
[END OF AGREEMENT]
Item 9.b
PROPOSAL
TO
CONDUCT
A
Fire Department Master Plan &
Police Department Operational &
Organizational Assessment
City of Vacaville
Fire & Police Departments
March 2026
Attachement 2
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 1 |
CONTENTS
Project Understanding & Scope of Work .......................................................... 2 Project Overview ................................ ................................ ................................ ................. 2 Phase One—Project Initiation & Information Acquisition ................................ ........................ 5 Phase Two—Fire Department Master Plan ................................ ................................ .......... 11 Phase Three—Police Department Assessment................................ ................................ .... 18 Phase Four—Project Conclusion ................................ ................................ ........................ 23 Estimated Project Timeline ........................................................................... 24 Project Fee Proposal .................................................................................... 25 Payment Information.................................................................................... 26 Firm Qualifications....................................................................................... 27 Project Team Qualifications ......................................................................... 30 Projects & Experience .................................................................................. 41 Client References ........................................................................................ 43 Client Testimonials ...................................................................................... 46 AP Triton’s Certificate of Insurance & Litigation ............................................. 48
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 2 |
PROJECT UNDERSTANDING &
SCOPE OF WORK
PROJECT
OVERVIEW
AP Triton recognizes that the City of Vacaville has an important opportunity to evaluate Fire and Police services through a coordinated public safety planning effort that supports both immediate organizational decision-making and long-range service planning. This project is intended to build upon AP Triton’s previously completed Community Risk Assessment and Standards of Cover (CRA-SOC) work for the Vacaville Fire Department by refreshing and expanding that effort into a broader Fire Master Plan, while concurrently conducting a first-time organizational and operational analysis of the Vacaville Police Department.
This combined effort provides the City with the ability to assess current service delivery, validate and update prior planning assumptions, evaluate the impacts of growth and evolving service demands, and develop future-facing recommendations for staffing, deployment, facilities, fleet, capital investment, and organizational effectiveness. It also creates an opportunity to use one coordinated process to support broader City decision-making related to growth, fiscal planning, and long-term public safety investment.
AP Triton understands that Vacaville’s Fire and Police Departments operate within a shared service environment in several key respects, including common CAD and RMS infrastructure and a shared dispatch system. This creates efficiencies in project initiation, data collection, and system-level evaluation. By using a combined technical approach, AP Triton will streamline information acquisition, minimize duplication, reduce disruption to City staff, and develop coordinated insights that reflect Vacaville’s broader public safety landscape.
At the same time, AP Triton recognizes that Fire and Police each require distinct analytical frameworks, department-specific findings, and focused recommendations. Accordingly, while the project may proceed under a combined scope and coordinated work plan, the analysis will remain discipline-specific, and the final work products can be structured to support either a combined or separate deliverable format depending on City preference and contracting requirements.
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 3 |
Vacaville’s growth trajectory, flat Police staffing over many years, evolving beat structure needs, facility constraints, dispatch and supervisory challenges, and longer-term succession and capital planning goals all point to the need for a practical, forward-looking study. AP Triton’s approach is designed to provide City leadership with credible, data-driven guidance that can support operational planning, policy discussion, and future public safety investment over the next 10 to 15 years.
Fire Department Assessment
The Vacaville Fire Department requires an updated planning framework that builds upon the City’s previously completed CRA-SOC and expands that prior work into a broader Fire Master Plan. AP Triton understands that this effort is not intended to recreate the original CRA-SOC from the ground up, but rather to refresh relevant data and assumptions, validate or revise prior findings where needed, and integrate additional planning elements necessary to support long-range Fire Department decision-making.
This refreshed and expanded effort will evaluate how current and projected growth, service demand, response expectations, facilities, apparatus, and fiscal considerations affect the Fire Department’s ability to maintain and improve service delivery. The Master Plan will provide Vacaville with a practical roadmap for future planning related to deployment, capital improvements, station and apparatus needs, staffing considerations, and ongoing performance evaluation.
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P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 4 |
AP Triton also understands that some portions of this planning effort may be particularly relevant to growth- related decision-making, including standards of cover, response capability, capital facility planning, apparatus and fleet needs, and other components that help the City understand how growth is affecting public safety infrastructure and service expectations. However, this project is not an impact fee study.
Rather, certain elements of the Fire Master Plan may provide useful information that can support future growth-related fiscal or impact fee analyses undertaken separately by the City.
Using prior work products, updated GIS and incident analysis, stakeholder input, field observations, and current operational and planning data, AP Triton will provide the City with a refreshed and expanded Fire planning document that reflects Vacaville’s present conditions and future needs.
Police Department Assessment
The Vacaville Police Department seeks a forward-looking organizational and operational analysis focused on aligning staffing, deployment, supervision, facilities, fleet, and support systems with current and future service demands. AP Triton understands this is a particularly important need for the City, as Vacaville has experienced meaningful population growth over the past 15 years while Police staffing has reportedly remained relatively unchanged since 2007.
This study will provide more than a staffing count analysis. It will evaluate how the department is currently organized, how personnel and supervisory resources are allocated, how demand varies by function and geography, whether current beat structure and deployment remain aligned with the City’s development patterns, and whether specialty assignments, professional staff roles, dispatch support structures, facilities, and fleet resources are effectively supporting service delivery.
AP Triton understands that several key Police issues warrant focused analysis, including supervisory span of control, dispatch supervisory structure, beat alignment with community growth, evaluation of professional staff functions, specialty unit effectiveness, facility capacity and geographic suitability, and future operational needs tied to City growth and organizational succession. The study will therefore be structured to provide actionable findings and recommendations that can support both immediate decision-making and a longer-range planning horizon.
The Police component will place strong emphasis on objective performance validation, workload and staffing analysis, and development of practical future strategies that City leadership can use in planning for the next decade and beyond. AP Triton’s goal is to equip the City with credible, data-driven recommendations that support operational effectiveness, fiscal responsibility, and public confidence.
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 5 |
PHASE ONE
—
PROJECT INITIATION & INFORMATION ACQUISITION
Task 1
-
A: Project Initiation & Development of a Work Plan
AP Triton will initiate the project with a kickoff meeting involving key representatives from the City of Vacaville, the Vacaville Fire Department, the Vacaville Police Department, and designated City staff. This meeting will establish a shared understanding of project objectives, desired outcomes, communication protocols, schedule expectations, and key logistical considerations.
Following project initiation, AP Triton’s Project Manager will refine and formalize a detailed work plan to guide the Project Team through all phases of the study. The work plan will be customized to the City’s needs and will include:
• Assignment of Project Team Members: Clear identification of responsibilities across Fire and Police components
• Detailed Task Breakdown: Sequencing of tasks, subtasks, deliverables, and review points • Resource Allocation: Identification of data, personnel, meetings, and field work needed to complete the project
• Evaluation Framework: Methods, metrics, and analytical approaches to be used for each department • Risk and Constraint Analysis: Early identification of data limitations, timeline risks, and coordination needs
This task will also establish regular communication practices and clarify expectations for technical review, milestone coordination, and access to information.
Task 1
-
B: Procurement of Information & Data
AP Triton will systematically request and collect relevant data and documentation from the City of Vacaville, the Vacaville Fire Department, the Vacaville Police Department, and other pertinent sources. This information will serve as the analytical foundation for the Fire Master Plan and Police Department assessment. Information acquisition will include both citywide planning data and department-specific materials.
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 6 |
Overarching Project Data
• Comprehensive plans, current and future land use documents, and Economic Development Annual Reports for the service area.
• Previous studies or reports related to public safety, city planning, or risk analysis within the service area.
• Local census and demographic information for population growth trends and community risk profiling. • Zoning maps, codes, and associated regulations applicable to the region. • Additional relevant documents and records that support the project’s goals.
City
-
Specific Data
• Community Development/Planning: Growth projections, land use, and demand forecasting. ▪ General Plan (land use, circulation, safety elements) ▪ Specific plans and major development projects
▪ Population and employment growth projections
▪ Housing element and RHNA allocations
▪ Zoning maps and future land use maps (GIS preferred)
▪ Planned high-risk occupancies (industrial, WUI, high-rise, etc.) ▪ Environmental constraints (fault zones, floodplains, WUI boundaries) ▪ Development pipeline (approved, pending, conceptual)
• Building Department: Risk profile, inspection workload, and code enforcement demand. ▪ Building permit volumes (5–10-year trends)
▪ Construction valuation data
▪ Occupancy classifications by type
▪ Fire code inspection inventory (by occupancy type)
▪ Plan review workload metrics
▪ Major or complex facility projects (hospitals, schools, industrial) ▪ Code adoption history (local amendments)
• City Manager/Administration: Strategic alignment, governance, and policy context. ▪ Strategic plans, City Council goals, and priority initiatives ▪ Organizational charts (citywide and department-specific) Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 7 |
▪ Prior master plans, audits, or consulting studies
▪ Annexation plans or pending jurisdictional changes
Fire Department
-
Specific Data
1 • Administrative and Operational Documents: Policies, procedures, Standard Operating Guidelines (SOGs), and service delivery objectives.
• Facility and Equipment Inventory: Detailed information on VFD fire stations, apparatus, vehicles, and associated resources.
• Mutual and Automatic Aid Agreements: Agreements with neighboring jurisdictions for fire protection and emergency medical services.
• Staffing and Organizational Data: Collective bargaining agreements, organizational charts, and details of management, administrative, and operational positions. • Risk Analysis Data:
▪ Insurance Services Office (ISO) report and Public Protection Classification (PPC®). ▪ Local target hazards (e.g., multistory buildings, large structures). ▪ FEMA-approved Hazard Mitigation Plan.
• Geographic and Incident Data:
▪ Shapefiles and GIS data, including response boundaries, facilities, and hazards. ▪ Historical Records Management data (NFIRS) and Computer-Aided Dispatch (CAD) records for the past 2-–3 years.
• Financial and Budgetary Data:
▪ Annual budgets (recurring and non-recurring expenditures). ▪ Revenue data, cost recovery schedules, debt information, and long-range financial projections.
Police Department
-
Specific Data
• Strategic and Operational Framework:
▪ Relevant VPD studies, research, or strategic plans.
▪ City strategic plans and audits related to VPD operations.
1 Some of the information requested will be updates to the baselines developed in the CRA-SOC.
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 8 |
• Financial and Budgetary Information:
▪ Historical budgets, financial forecasts, and revenue practices. • Policies and Procedures:
▪ General and special orders, directives, and current service delivery objectives. • Staffing and Organizational Data:
▪ Organizational charts, including frontline personnel and roles. ▪ Comprehensive staffing data, including time allocation, overtime, hiring and separation dates, and unit assignments.
• Facility and Resource Inventory:
▪ Information on VPD facilities and vehicles.
• Operational Metrics (3 to 5 years):
▪ Radio logs, response time data, and workload analyses for calls for service. ▪ Records Management System (RMS) data (NIBRS incident reports). ▪ Computer-Aided Dispatch (CAD) incident records.
• Geographic and Analytical Data:
▪ GIS shapefiles for city boundaries, patrol beats, and facilities. ▪ Metrics reflecting efficiency of supervision, span of control, and service delivery. • Crime and Service Data:
▪ Annual crime reporting and performance metrics.
▪ Detailed definitions and clarifications around coded data systems used by VPD.
Task 1
-
C: Stakeholder Input & Field Work
The AP Triton Project Team will conduct comprehensive stakeholder engagement and fieldwork to gather essential qualitative data and insights. This effort will involve a combination of on-site interviews, virtual meetings, and electronic surveys, adhering to any current social distancing or safety protocols. By engaging a wide range of stakeholders, we aim to gain a thorough understanding of the operational, cultural, economic, and policy challenges facing Vacaville and its public safety departments. The individuals and groups to be interviewed or engaged may include, but are not limited to:
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 9 |
• City Leadership:
▪ Elected and appointed officials, including members of the City Council and City Manager’s Office. ▪ Finance specialists responsible for budget oversight and planning. • Fire Department Personnel:
▪ Fire Chief, command staff, and administrative support personnel. ▪ Representatives of Vacaville Professional Fire Fighters IAFF Local 3501. ▪ Firefighters and company officers.
▪ Dispatch Manager and personnel.
▪ Fire Chiefs from neighboring jurisdictions involved in mutual and automatic aid agreements. ▪ Partner organizations providing fire and EMS services. • Police Department Personnel:
▪ Chief of Police, command staff, professional staff managers, and other key staff. ▪ Collective Bargaining Association leadership and employee representatives. ▪ Volunteers supporting department initiatives.
• Community Stakeholders:
▪ Members of the business community and citizens representing diverse perspectives. ▪ Special interest groups relevant to public safety.
• Additional Stakeholders:
▪ Others deemed necessary to ensure comprehensive input for the project.
By integrating diverse perspectives into the Master Plan and Operational Analysis, AP Triton will deliver a holistic analysis that reflects both organizational realities and community expectations. This inclusive approach will ensure actionable and widely supported recommendations for Vacaville.
Task 1
-
D: Electronic Community
Public Safety
Survey
AP Triton, in collaboration with the Vacaville Project Teams, will design and administer a comprehensive electronic survey to engage the community and gather valuable insights into public priorities, expectations, and perceptions of Fire, EMS, and Police services. This survey will provide a critical understanding of the community’s views and preferences, enabling the development of tailored recommendations that align with public sentiment and the City’s strategic goals. Key focus areas for the survey include:
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 10 |
• Community Perceptions and Priorities:
▪ Assess residents’ perceptions of current service levels and their importance to public safety. ▪ Gather input on community-defined priorities and areas of concern for Fire, EMS, and Police services.
• Service Delivery Preferences: Understand how residents value aspects such as response times, preventive programs, community engagement, and resource allocation. • Efficacy of Core Services and Programs: Collect feedback on the effectiveness and quality of the departments’ primary functions and programs.
• Expectations and Desired Outcomes: Identify what residents consider successful service delivery and the specific outcomes they value most.
• Positive Attributes and Areas for Improvement: Highlight areas where the departments excel and identify aspects that require adjustment or enhancements. • Informing Strategic Staffing Recommendations: Incorporate community input into staffing strategies and operational plans for VFD and VPD.
Before launching the survey, AP Triton will submit the draft for review and approval by VFD and VPD to ensure alignment with department priorities and objectives. By capturing and integrating these internal and external perspectives, AP Triton will equip Vacaville with a detailed understanding of community needs and expectations, fostering public trust and support for the MASTER PLAN and Staffing Study initiatives.
Task 1
-
E: City of Vacaville & Community Overview
AP Triton will provide an overview of the City of Vacaville to develop a detailed understanding of its demographics, community dynamics, and service environment. This foundational task will ensure the Fire and Police Studies are grounded in the City’s unique characteristics and aligned with its public safety needs.
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 11 |
PHASE TWO
—
FIRE DEPARTMENT MASTER PLAN
This phase will refresh relevant elements of the City’s prior CRA-SOC and expand the analysis into a broader Fire Master Plan. The work will focus on validating current conditions, evaluating system performance, identifying future needs, and developing practical recommendations to guide long-range Fire Department planning.
Task 2
-
A: Organization & Community Overview
AP Triton will develop an updated overview of the Vacaville Fire Department and the community it serves.
This task will establish the foundational context for the Master Plan and confirm organizational, demographic, and governance considerations relevant to current and future service delivery. This will include:
• Service area population, demographics, and community characteristics • History, formation, and general description of the Fire Department • Governance structure and lines of authority
• Foundational policy and planning documents
• Organizational design and service environment
This task supports the City’s understanding of the community and organizational context in which future growth will affect fire service delivery.
Task 2
-
B: Financial Overview
AP Triton will review historical revenues, expenditures, and other fiscal issues relevant to Fire Department operations, along with evaluating the current costs of service. Budget modeling allows for evaluation of staffing configurations, facility and apparatus planning, service efficiency, and program costs. This task will include, but not be limited to:
• Overall operating budget, funding, fees, taxation, and financial resources • Review of financial management practices
• Review of capital improvement programs and planning
• Other issues related to budget, revenue, and expenditures This task is intended to evaluate fiscal conditions as they relate to fire service delivery, operational sustainability, and planning for growth.
Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 12 |
Task 2
-
C: Review of Services Provided
AP Triton will review the services currently provided by the Vacaville Fire Department and compare them to applicable industry benchmarks and best practices. Areas to be considered include:
• Description of the current service delivery infrastructure • Deployment considerations
• Apparatus and unit types and staffing
• Firefighter/EMS staff distribution
• Computer-aided dispatch system
• Review of emergency response services by type
• Critical task analysis for fire suppression, EMS, and other incident types This task is directly tied to the evaluation of current fire service delivery and how that system may need to adapt to future community growth, changing demand patterns, and operational expectations.
Task 2
-
D: Management Components
AP Triton will review and assess the Fire Department’s basic management processes. This task will include:
• Current management overview
• Mission, vision, strategic planning, goals, and objectives • Internal assessment of critical issues and future challenges • Internal and external communications processes
• Reporting and recordkeeping
• Information technology and records management systems This task addresses administrative and organizational components that influence system performance and long-range planning.
Task 2
-
E: Staffing & Personnel
AP Triton will review Fire Department staffing levels and personnel systems. Areas to be considered include:
• Review and evaluation of administrative and support staffing levels • Review and evaluation of operational staffing levels
• Review of staff allocation across functions and divisions Item 9.b
P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 13 |
• Review of staff scheduling methodology
• Review of firefighter/EMS staff distribution
Personnel management systems will also be reviewed, including:
• Human resources policies
• Personnel reports and recordkeeping
• Compensation systems
• Application and recruitment processes
• Health and wellness programs
This task evaluates staffing and personnel systems as components of current and future service delivery capacity. Findings will help inform planning for growth.
Task 2
-
F: Planning for Fire Protection & EMS
AP Triton will review the planning processes currently used to support fire protection and EMS service delivery. This task will include:
• Review and evaluation of the adequacy of the current planning process • Review of tactical, strategic, and operational planning elements • Review of long-range planning and related planning efforts This task supports the City’s interest in ensuring that fire planning processes remain aligned with future growth, service expectations, and changing operational conditions.
Task 2
-
G: Capital Facilities, Apparatus, & Equipment
AP Triton will review current major capital assets, including fire stations, related facilities, apparatus, and equipment. This evaluation will include:
Facilities: Tour and observe areas relevant to current station locations and future station considerations.
This review is planning-level in nature and not a detailed engineering assessment. Items to be considered include:
• Design
• Construction
• Safety
• Efficiency
• Work and living areas
• Future viability
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Apparatus & Equipment: Review and make recommendations regarding the inventory of apparatus and equipment, including:
• Age, condition, and serviceability
• Distribution and deployment
This task is particularly relevant to understanding how growth may affect future facility, apparatus, and equipment needs. It is included as part of the City’s service delivery evaluation and long-range planning effort.
Task 2
-
H: Support Programs
AP Triton will review and evaluate the Fire Department’s support programs, as applicable, including:
• Dispatch
▪ Review of current dispatch delivery and support systems • Emergency Medical Services
▪ Review of current EMS delivery and support systems
• Life Safety Services & Public Education
▪ Review of pre-fire planning processes
▪ Community Risk Reduction activities
▪ Fire and arson investigation functions
▪ Public education and prevention programs
• Hazardous Materials Services Support & Response
▪ Overview of hazardous materials response capabilities, resources, training, and staffing • Specialized Technical Rescue Services Support & Response ▪ Review of physical and personnel resources
▪ Review of training and educational compliance
▪ Review of historical staffing performance related to technical rescue responses • Training & Continuing Medical Education
▪ General training competencies
▪ Training administration, schedules, and facilities
▪ Training program goals and objectives
▪ Administrative support and maintenance of training records This task evaluates programmatic service components that contribute to overall Fire Department readiness, service delivery effectiveness, and future planning needs.
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P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 15 |
Task 2
-
I: Updated Community Risk Assessment
AP Triton will update the prior Community Risk Assessment to reflect current conditions, available data, community development patterns, and emerging risks affecting the City of Vacaville. This task will refresh and validate relevant components of the previous CRA and identify any notable changes that should inform future Fire Department planning and service delivery. This update will include consideration of:
• Community hazards, threats, vulnerabilities, and risks • Population and demographic changes
• Land use, development, and growth trends
• Built environment and target hazards
• Transportation corridors and special risk areas
• Community expectations and service implications
• Comparison of prior findings to current conditions to identify areas of change or continued relevance
This task is one of the primary growth-related planning components of the Fire Master Plan because it evaluates how changing development patterns, population, and community conditions may affect future risk and service delivery needs.
Task 2
-
J: Updated Performance Analytics
AP Triton will update performance analytics for the Vacaville Fire Department to evaluate current service delivery effectiveness and identify opportunities for improvement. To the extent data is available, this task will review and observe areas affecting service levels and operational performance. These will include, but not necessarily be limited to:
• Resource Distribution Study
▪ Overview of the current facility and apparatus deployment strategy, analyzed through GIS software, with identification of service gaps and redundancies in initial unit arrival • Resource Concentration Study
▪ Analysis of company and staff distribution as related to effective response force assembly ▪ Analysis of response time performance capability to achieve full effective response force CRA Example Map
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P U B L I C S A F E T Y S T U D Y | C I T Y O F V A C A V I L L E 16 |
• Response Reliability Study
▪ Current workload, including unit hour utilization of
individual companies, to the extent data is complete
▪ Analysis of call concurrency and impact on effective
response force assembly and resource drawdown
▪ Analysis of call concurrency and impact on resource
exhaustion
▪ Review of actual or estimated failure rates of individual companies
• Historical Performance Summary
▪ Analysis of actual response performance, analyzed by
individual components
Additional emphasis will include:
• Impact of mutual and automatic aid systems
• Evaluation of current fire station locations and consideration of potential locations for additional stations
• Any other analyses necessary for successful completion of the Master Plan This task is directly tied to service delivery evaluation, including standards of cover, response capability, and operational performance as they relate to existing conditions and future growth.
Task 2
-
K: Updated Population Growth & Service Demand Projections AP Triton will update the analysis of community growth and projected service demand to support long-range Fire Department planning. This task will identify how Vacaville’s current and anticipated growth may affect future service expectations, deployment needs, and capital planning. This will include:
• Population history and census-based population growth projections • Review of development patterns and planned growth areas • Updated fire and EMS service demand projections
• Consideration of how projected growth may influence station location relevance, response performance, and resource needs
This task is intended to evaluate the relationship between community growth and future fire service demand.
ERF Example Map
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Fire Master Plan Recommendations
Task
2 -
L
: Findings & Observations
Based on the analyses and evaluations completed throughout the project, AP Triton will identify significant findings and observations that warrant discussion, policy consideration, or recommendation. Findings will be framed within the context of fire service delivery, system performance, and planning for future growth.
Task
2 -
M
: Recommended Response Standards & Targets
AP Triton will analyze and develop recommendations related to an appropriate set of response performance goals for the Vacaville Fire Department, aligned with the nature and type of risks identified in previous sections. Recommended performance goals will be developed with consideration of:
• Incident-specific staffing levels needed to meet critical tasking requirements for identified risks • Apparatus assignments needed to accommodate anticipated fire flows and other critical functions • Time standards necessary for effective initiation of critical tasks and functions This task supports the City’s objective of evaluating standards of cover and response expectations in light of present conditions and future growth. This is a service delivery planning task and not an impact fee analysis.
Task
2 -
N
: Strategies & Recommendations
AP Triton will develop recommended short-term, mid-term, and long-term options for resource deployment and service delivery improvement intended to position the Vacaville Fire Department to successfully serve future demand and risk over a ten-year planning horizon. Recommendations may include, but are not limited to:
• Agency management and organization
• Staffing and personnel deployment
• Service delivery methods
• Training programs
• Prevention programs
• Enhanced cooperative service agreements with other communities or agencies • System funding and cost recovery
• Relocation of existing facilities, where appropriate
• General locations of future needed fire stations
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• Selection and deployment of apparatus by type
• Deployment of operational personnel
• Future administrative and support personnel needs
• Deployment of special units or resources
• Additional infrastructure or facilities for administration and support programs AP Triton will also evaluate and present deployment and service delivery options in graphical and descriptive format, including:
• Degree of benefit to be gained through implementation • Extent to which the option achieves established performance targets • Potential negative consequences
• Planning and operational considerations associated with implementation Recommendations will be developed as part of a forward-looking fire service delivery evaluation and growth planning effort. Where relevant, recommendations may identify capital, deployment, or organizational needs influenced by future growth.
PHASE THREE
—
POLICE DEPARTMENT ASSESSMENT
To evaluate the effectiveness and efficiency of the VPD’s staffing, the study will begin with an analysis of current agency conditions and performance, focusing on the number and type of calls for service, workload levels for investigators, specialty units, and supervisors, and related data. The analysis will include evaluating the VPD’s ability to deliver adequate and appropriate staffing to accommodate service demands, appropriate supervision and span of control, efficient delivery of specialized services, and develop long- range planning recommendations.
Task
3 -
A:
Overview of the Police Department
AP Triton will provide a basic overview of the VPD, including but not limited to:
• History, formation, and general description of the VPD • Governance and lines of authority
• Overview of the VPD’s service area
• VPD organizational design
• General police operations, allocation, and deployment, including services provided • Other police service components
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Task
3 -
B
:
Financial Overview
AP Triton will review historical revenues, expenditures, and other fiscal issues of the Vacaville Police Department, along with evaluating the current costs of service. Budget modeling permits analysis of staffing schemes, facility and vehicle redeployment, service efficiency, and program cost. The analysis will also review anticipated changes to the City’s and police department’s financial condition. This allows for the measurement of the effect of any proposed system change. This will include, but not be limited to:
• Overall operating budget, funding, fees, taxation, and financial resources. • Review of financial management and cost recovery billing and collections processes. • Review capital improvement programs and planning.
• Revenue and expenditure 5-year forecast.
• Any other issues related to budget, revenue, and expenditures.
Task
3 -
C
: Capital Facilities
& Vehicles
This task will entail a review of current facilities and vehicles. This evaluation will include:
Facilities—Conduct site tours and make observations in areas critical to operations. This will entail a cursory review of each facility, not a detailed, comprehensive engineering analysis. Items to be contained in the report include:
• Design • Code compliance
• Construction • Staff facilities
• Safety • Community accessibility
• Future viability • Sufficiency and appropriateness of space AP Triton’s consultants will evaluate the vehicles used to respond to incidents and recommend where the police service might gain efficiency. For instance, AP Triton will consider alternative vehicles to deploy to certain call types, the addition of vehicles to prescribed locations to enhance the existing service and relieve the workload burden, etc.
Task
3 -
D
:
Current Organizational and Staffing Analysis
AP Triton will evaluate the current staffing levels of sworn and professional staff, including:
• Review and evaluation of administration and support staffing. • Review and assess operational staffing, including volunteers.
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• Review staff allocation and workload to various organizational units. • Review supervisory responsibilities and span of control. • Review staff scheduling methodologies.
• Review current response times and clearance rates.
• VPD specialty unit staffing will be evaluated based on workload and contribution to the department’s mission (i.e., canine, bike patrol, etc.).
• Vehicle deployment and trigger points for additional unit deployment. • Key responsibilities and duties for each unit, command staff, and specialized role within the department.
• Organizational structures and reporting relationships.
Based on this analysis, a descriptive profile of the VPD will be created, detailing staffing, workload levels, deployment schedules, and any critical characteristics of the service environment.
Task
3 -
E
: Service Demand and Incident Staffing Performance
AP Triton’s Project Team will review and make observations in areas specifically involved in or affecting the department’s service levels. Areas to be reviewed include, but are not necessarily limited to:
• Incident/Crime Occurrence Trends
▪ Analysis and geographic display of current
incident/crime occurrence by incident type.
▪ Analysis and geographic display of current
incident/crime occurrence by temporal variation.
• Workload-Based Staffing Study
▪ Analysis of staff need, and availability based on
sick leave, annual leave, workers’ compensation,
and any other type of leave or unavailable time
versus workload demand time.
▪ Analysis of patrol proactive versus reactive
capabilities overall and at specific times (percent
of the uncommitted time) and staffing levels.
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• Performance/Reliability Study
▪ Analysis of current response times, performance
levels, and capabilities.
▪ Analysis of patrol officer response times by call
priority and location to maximize available
resources, improve response times, and increase
customer satisfaction.
▪ Analysis of patrol, investigations, and professional
performance levels by temporal variation.
▪ Analysis of patrol and investigation performance
levels by type of incident or crime.
Task
3 -
F
: Future Service Demand Projections
Population growth projections based on available data, along with historical and forecast incident rates, will be utilized to develop projections for future service demands, including:
• Modeling future staffing needs based on future expected workload and planned development. • A position-based budgeting model to include future projections for headcount/rank and cost.
Findings, Strategies,
&
Recommendations
This phase of the project concludes with strategic recommendations intended to place the Vacaville Police Department in a position to successfully meet its current community's needs and position it for future demands. AP Triton will develop and analyze various models for providing adequate staffing for emergency services with the intent of identifying those options that can deliver the desired service levels at the most efficient cost. Recommendations will be provided identifying the best long-range strategies for staffing and organizational structure and the impact of initiating such a strategy. In addition, short and mid-term plans will be recommended for staffing and organizational structure improvement or increased efficiency.
Task
3 -
G
: Summary of All Findings & Observations
AP Triton will compile a comprehensive summary of critical issues, findings, and observations resulting from the evaluation of the Vacaville Police Department. The summary will include:
• Identification of any regulatory or legal constraints affecting the department. • Description of less critical or minor issues that may require attention in the future. • Overview of potential opportunities for improvement and innovation in service delivery. • Presentation of key findings and observations in a clear and accessible format.
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Task
3 -
H
: Recommended
Future Strategies
AP Triton will develop recommended long-term options for staffing that will improve the VPD’s levels of service toward the identified staffing performance objectives and targets. This may include but is not necessarily exclusive to specific recommendations regarding:
• Potential alternative service delivery methods in patrol, custodial, and support staffing, including but not limited to:
▪ Options for enhanced community policing and call diversion. ▪ Viability of civilianization of specific functions and operations. ▪ Services that may be added, eliminated, combined, or regionalized to provide appropriate service levels for Vacaville.
• Patrol staffing needs, both overall and at the level of each division and shift, based on workloads and targets for proactivity.
• Patrol supervisory staffing needs based on the span of control, the impact of the administrative workloads handled by sergeants, and the ability to be in the field. • Gaps and duplication in responsibility and rank structure. • Support staffing, functionality, and organizational needs. • Options for efficiently delivering the desired services while maintaining the response standards and coverage demands/workloads exist.
• Shift configuration and assignment optimization and alternatives. • Deployment and staffing needs for specialized resources. • Investigative workloads, specialization, and case management practices. • Addition of part-time or full-time paid staff, where necessary and supported by data. • Relocation of existing or establishment of new VPD facilities. • Recommendations on modification or expansion of data collection infrastructure.
AP Triton will evaluate and present each of the strategies:
• Degree of benefit to be gained through its implementation. • The extent to which the option achieves established performance targets. • Potential negative consequences.
• Financial implications.
• Reasonable timeframe for implementation.
• Optimal sequence for recommendation implementation.
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PHASE FOUR
—
PROJECT CONCLUSION
Task 4
-
A: Development & Review of the Draft Report
AP Triton will develop an electronic draft version of the report to be reviewed by representatives of VFD and VPD. Feedback from the departments is crucial to the project, and AP Triton will ensure ample opportunities for review and discussion before finalizing the report. The draft report will encompass:
• Clearly defined recommendations.
• Comprehensive narrative analysis of each report element, presented in sections with supporting explanations to facilitate understanding for all readers. • Inclusion of appropriate charts, graphs, GIS maps, and diagrams.
Task 4
-
B: Publication of the Final Report
Upon final technical review and approval by the Vacaville Project Team, AP Triton will provide an electronic version in PDF format. Professionally published hard copies will be provided at cost.
Task 4
-
C: Presentation of the Final Report
AP Triton will deliver a final virtual presentation of the report to the City of Vacaville and any other requested individuals or groups. The presentation will encompass:
• A concise summary of the report's nature, analytical methods, key findings, and critical recommendations.
• An audio-visual presentation highlighting the study's key aspects. • A thorough review and explanation of charts, graphs, diagrams, and maps as relevant. • Adequate opportunity for questions and answers as required.
All presentation materials, files, graphics, and written content will be provided to the City of Vacaville at the conclusion of the presentation(s). By ensuring a collaborative review process, delivering a comprehensive final report, and conducting an informative presentation, AP Triton will assist in gaining valuable insights, understanding the study's outcomes, and facilitating informed decision-making for Vacaville’s communities.
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ESTIMATED
PROJECT TIMELINE
Project Completion Timeline
Based on our extensive experience in conducting a wide array of analyses across public safety disciplines, including but not limited to the fire service, emergency medical services, and law enforcement, we propose an estimated timeline of 6–8 months for the successful completion of the project. It is important to emphasize that the proposed timeline will commence only upon our receipt of all the necessary information and data required to conduct a thorough and accurate evaluation of the project scope. We have allocated two weeks for the client's technical review of the draft deliverables. Please note that any additional time needed for reviews or modifications will result in an extended project timeline.
While the 6–8-month window is our standard estimated
timeframe, our team remains committed to completing the project as efficiently as possible without compromising the quality of our work. Our experienced consultants are
dedicated to delivering actionable recommendations and
high-quality outputs that align with the project's objectives.
The success of this project is contingent upon a collaborative relationship between our team and the City of Vacaville. We value open communication and will provide regular updates on the project’s progress, as well as any adjustments that may be needed to the initial timeline.
Our priority is to provide the City of Vacaville with comprehensive and insightful evaluations, complete with actionable and sustainable recommendations. Should opportunities arise to expedite specific tasks or processes, we will actively pursue them in order to deliver the final report in the most efficient manner possible.
Estimated Time to Complete the Project: 6–8 months
It is important to emphasize that the
proposed timeline will commence only
upon our receipt of all the necessary
information and data required to
conduct a thorough and accurate
evaluation of the project scope.
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PROJECT
FEE PROPOSAL
AP Triton, LLC presents the following formal cost proposal for the project outlined in the Scope of Work. The fee is inclusive of expenses:
Project Phase Fees & Expenses
Phase 1: Project Initiation & Information Acquisition (Including Site Visits) $44,510 Phase 2: Fire Department Master Plan $28,080
Phase 3: Police Department Assessment $32,960
Phase 4: Project Conclusion $23,200
Proposed Project Fee (will not exceed): $128,750
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PAYMENT
INFORMATION
Payment Schedule & Invoicing
• Initial Payment: A deposit of 10% of the total project cost is due upon the signing of the contract, to initiate the work.
• Progress Payments: Monthly invoicing will be processed as work progresses, continuing until 95% of the project has been completed.
• Final Payment: The remaining 5% of the project cost is due upon successful completion and acceptance of the project.
Data Engineering Costs
• Included Services: Data engineering for up to three specific data sets (i.e., CAD, NFIRS, ePCR) is included in our all-inclusive pricing. This encompasses gathering and assisting the agency with straightforward data pull requests.
• Additional Incident Data: Any extra incident data needed (i.e., previous RMS or CAD database records) will incur a charge of $2,000 per database.
• Substantial Assistance: Should AP Triton consultants provide substantial assistance or direct data pulls from the client's records, this service will be billed at $2,000 per database.
Additional Hours and Expenses
• Project Manager Rate: Extra hours for the Project Manager will be billed at $210 per hour. • Consultants' Rate: Additional hours for consultants will be billed at $165 per hour. • Travel Expenses: Any extra travel expenses will be billed separately, in addition to the hourly rate. • Legal Expenses: Legal expenses, if required and with client approval, will be billed at the respective rate.
Cost Quotation Information
• The bid quotation is valid for 90 days. Project bid expires on: June 26, 2026. • AP Triton Federal Employer Identification Number: 47-2170685.
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FIRM
QUALIFICATIONS
Contact Information
About
AP Triton
Established in 2014, AP Triton is a nationally recognized consulting firm specializing in public safety services. The firm provides professional consulting to fire departments, emergency medical service agencies, law enforcement organizations, and local governments seeking to improve service delivery, operational effectiveness, and long-term planning. AP Triton has developed a strong reputation for delivering practical, data-informed recommendations that support effective decision-making for public safety leaders and governing officials.
AP Triton’s team brings extensive experience across multiple public safety disciplines. Our consultants have successfully completed a wide range of projects throughout the United States, including Fire and EMS Master Plans, Strategic Plans, Emergency Operations Plans, Community Risk Assessments and Standards of Cover, consolidation and governance feasibility studies, EMS system evaluations, staffing and deployment analyses, organizational assessments, cost recovery and valuation studies, and fire station location analyses. These engagements provide our team with a broad understanding of the operational, financial, and organizational challenges facing modern public safety agencies.
Our work is grounded in a practical understanding of how public safety organizations operate in real-world environments. Rather than relying on theoretical approaches, AP Triton focuses on developing clear, actionable recommendations that agencies can realistically implement. Our team regularly works with organizations of varying sizes—from small rural departments to large metropolitan systems—allowing us to apply industry knowledge while recognizing the unique characteristics of each community we serve.
Address: 1309 Coffeen Avenue
Suite 3178, Sheridan, WY 82801
Phone: 833.251.5824 (toll free)
E-Mail: [email protected]
Website: www.aptriton.com
The headquarters of AP Triton,
LLC is located in Sheridan,
Wyoming. Consultants and other
subject matter experts (SME) are
located throughout the United
States.
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AP Triton believes that effective public safety consulting requires both technical expertise and a collaborative approach. We work closely with agency leadership, elected officials, labor representatives, and community stakeholders to understand local priorities and operational realities. This engagement process ensures that the strategies we develop reflect both industry best practices and the specific needs of the jurisdiction.
Through our experience working with public safety organizations nationwide, AP Triton has developed a strong understanding of the leadership, governance, and operational considerations that influence effective emergency service delivery. This experience allows our team to support agencies in addressing complex challenges while identifying opportunities to strengthen organizational performance and long-term sustainability.
By partnering with AP Triton, clients gain access to a team of experienced professionals dedicated to supporting the success of public safety organizations. Our commitment to professionalism, analytical rigor, and client collaboration has established AP Triton as a trusted partner for communities seeking thoughtful, effective public safety solutions.
AP Triton
’s Approach to Projects
and Best Practices
Based on the type of project and study requirements, AP Triton will refer to and utilize current industry best practices, along with relevant national standards promulgated by a wide variety of associations and organizations that develop consensus standards for the fire service and law enforcement, EMS, communications, and other related services. These may include the National Fire Protection Association (NFPA), Center for Public Safety Excellence (CPSE), Commission on Accreditation of Ambulance Services (CAAS), California Peace Officer Standards and Training (P.O.S.T.), California Police Chiefs Association (CPCA), the International Association of Chiefs of Police (IACP), the National Institute of Justice, and the Commission of Accreditation for Law Enforcement Agencies, and other organizations.
AP Triton utilizes a multi-faceted approach to providing recommendations for our clients. The following encompasses our best practices:
• Understand client needs: AP Triton begins by thoroughly understanding the specific needs and goals of your agency. This allows us to tailor our recommendations accordingly. • Enhance operational efficiency: AP Triton identifies opportunities to optimize operational processes. • Incorporate data-driven decision-making: AP Triton utilizes data and analytics to drive decision- making recommendations.
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• Develop a work plan: AP Triton collaborates with the client to develop a work plan that outlines the goals, objectives, and action steps required to achieve desired outcomes of the project. This ensures the plan is realistic, measurable, and aligned with industry standards and best practices. • Engage stakeholders: AP Triton involves key stakeholders, including elected officials, personnel, and management representatives, throughout the consulting process. Stakeholder input and buy-in are crucial for the successful implementation and sustainability of any recommended changes. • Conduct a comprehensive assessment: AP Triton conducts a thorough assessment of the existing organization(s). We identify areas for improvement and prioritize them based on their impact and feasibility.
• Focus on continuous training and education: AP Triton emphasizes the importance of ongoing training and education. We promote a culture of continuous learning, keeping up with the latest industry advancements, protocols, and technologies.
• Foster collaboration and partnerships: AP Triton encourages collaboration between agencies when possible. These relationships facilitate information sharing, coordination, and mutual support to enhance services and outcomes.
• Ensure compliance with regulations: AP Triton strives to stay current with local, state, and federal industry regulations.
• Monitor and evaluate progress: AP Triton assists our clients in establishing systems for monitoring and evaluating the implementation of our recommendations and the overall performance of your organization.
A Unified, Client
-
Centered Approach
Every organization is unique. At AP Triton, we adapt our methodology and best practices to fit your agency’s specific context and needs. Our approach ensures that recommendations align with your operational goals and broader strategic vision, delivering sustainable improvements and measurable results.
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PROJECT TEAM
QUALIFICATIONS
AP Triton has assembled a highly qualified team of public safety professionals whose experience directly aligns with the City of Vacaville’s project objectives. This team brings executive-level leadership in fire and law enforcement, strong technical capabilities in GIS and performance analytics, experience in municipal finance and organizational evaluation, and disciplined project management to support a coordinated and effective study process.
The strength of AP Triton’s team lies not only in the depth of individual credentials, but in how those capabilities are intentionally matched to the needs of each project. For Vacaville, we have selected professionals with direct experience in Fire Master Plans, Community Risk Assessments and Standards of Cover, Police Organizational and Operational Analyses, Staffing and Deployment Evaluations, Capital Planning, and growth-related service delivery assessment. This customized team structure ensures the City receives the right expertise in the right areas throughout the project.
Our consultants have supported public safety agencies across California and throughout the United States, helping leaders evaluate current conditions, plan for future demand, and make informed decisions about staffing, deployment, facilities, equipment, and organizational structure. Just as important, our team understands how to translate technical analysis into practical recommendations that are credible, actionable, and useful to decision-makers.
AP Triton is committed to providing the City with a well-managed, responsive, and experienced project team that will treat this assignment with the level of attention it deserves. The biographies that follow reflect the depth of experience, technical knowledge, and leadership perspective our team will bring to the Vacaville Fire and Police study.
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Project Management Structure
AP Triton’s project teams have developed strong organizational skills and adaptability to effectively balance their workload and ensure successful outcomes across various engagements. AP Triton manages multiple projects simultaneously while ensuring high-quality work and meeting client expectations with the following strategies:
• Team: AP Triton customizes each team, matching our associates' skills and expertise to each client's specific needs. We delegate specific tasks or engage a team to assist with certain aspects of the project. By leveraging the expertise and skills of others, we can distribute the workload and maintain productivity.
• Time Management & Task Prioritization: Effective time management is crucial for consultants. They prioritize tasks, set deadlines, and allocate dedicated time blocks for each project. This helps them stay organized and focused on delivering results.
• Project Planning: AP Triton creates work plans that outline key deliverables, milestones, and timelines for each project. This provides us with a clear roadmap and ensures we remain on track with our commitments.
• Effective Communication: Clear and proactive communication with clients is essential. AP Triton keeps our clients informed about project timelines, progress, and any potential challenges. This transparency fosters trust and helps us manage client expectations. • Leveraging Technology: Consultants utilize various tools and technologies to enhance their productivity and efficiency. Project management software, communication platforms, and collaborative tools enable seamless coordination, document sharing, and real-time updates. • Efficient Work Processes: AP Triton is constantly evaluating quality assurance and quality improvement. We develop efficient work processes and methodologies based on our experience and industry best practices. We strive to streamline repetitive tasks, leverage templates and frameworks, and adopt standardized approaches to optimize our workflow. • Prioritization & Focus: AP Triton’s designated Project Manager is available for the duration of the assigned project. They lead the team and assist our associates and subject matter experts in prioritizing their tasks based on project urgency, client needs, and strategic importance. • Collaboration: Our project teams do not operate in a silo. We possess a pool of expertise and resources. Our project teams collaborate to share insights, seek advice, and leverage collective knowledge to deliver high-quality results.
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Kurt Latipow,
EFO
Senior Advisor
Mr. Latipow has enjoyed 40 years in Public Safety with over 27 years of Public Administration in Fire Chief and Chief Officer positions. He has developed and implemented numerous comprehensive fire and emergency services related plans. Mr. Latipow has faci litated the adoption of those plans via a variety of governing bodies. Mr. Latipow offers extensive experience in developing and implementing emergency, strategic, master plans, and succession plans/management processes as well as developing and implementing Standards of Cover Analysis, Fees for Service Cost Recovery Programs, and ALS Program Development and Implementation for both transport and engine company -based organizations.
Work Experience
• City of Lompoc, CA—Fire Chief
• Washoe County, NV—County Fire Services
Coordinator
• City of Ukiah, CA—Fire Chief
• State of California, Governor's Office of
Emergency Services—Deputy Chief, Fire and
Rescue Branch
• Stanislaus Consolidated Fire Protection District,
CA—Fire Chief/Chief Executive Officer
• Hesperia Fire Protection District, CA—Fire Chief
• City of Arroyo Grande, CA—Fire Chief/Director of
Building and Fire
• City of Monterey Park Fire Department, CA—
Battalion Chief/Fire Marshal
Education
• National Fire Academy–Accredited Executive Fire
Officer
• California Fire Marshal Training and Education
System
Publications and Instructor Experience
• IAFC/Volunteer Combination Officers 2017
Symposium in the West—Building Leaders from
Within
• IAFC and League of California Cities 2016—"The
Achilles Heel of Local Government"
• California Fire Chiefs 2016—"The Why and How of
Succession Planning and Implementation"
• League of California Cities 2015—"Contracting for
Fire Services; the Trials, Tribulations, Landmines
and Political Challenges"
• League of California Cities 2014—"Leading
Change in the New Reality"
Professional Affiliations
• California Fire Chiefs Association
• League of California Cities Fire Department—Past
President
• League of California Cities Public Safety Policy —Past Committee Chair
• International Association of Fire Chiefs—Life
Member
Projects Completed
• Montecito/Carpinteria Summerland FPDs (CA)—
Station location study
• Templeton CSD FD (CA)—Master Plan
• Coalinga FD (CA)—CRA-SOC
• Golden CO FD, Fairmont FPD, Pleasant View FD—
Cooperative Services Study
• City of La Verne FD (CA)—CRA-SOC
• Placer County LAFCO N Tahoe/Meeks Bay FPD—
Annexation Fiscal Analysis Update
• Fairfield FD (CA)—Master Plan
• American Canyon FPD (CA)—Master Plan
• Central Santa Cruz PFD (CA)—Master Plan
• Napa City FD (CA)—First Responder Fee Study
• Napa City FD (CA)—Master Plan
• Napa County FD (CA)—Master Plan
• Paso Robles (CA)—Fire & Police Department
Operational Analyses
• Santa Barbara City FD (CA)—CRA-SOC
• Santa Cruz LAFCO (CA) MSR-SOI Focused Study
• Placer LAFCO (CA)—Western Slope MSR-SOI Update
• Nevada LAFCO (CA)—MSR-SOI Update
• Santa Maria FD (CA)—Master Plan
• Salinas FD (CA)—Master Plan
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Kevin Taylor,
BS, MS
Project Manager Fire
Mr. Taylor has enjoyed over thirty years in Public Safety, twenty of those in Public Administration in the Fire Chief, Division Chief—Operations and Battalion Chief positions. He has developed and implemented comprehensive fire, emergency medical services, and emergency management-related plans. Mr. Taylor’s experience includes incident command team development, employee development, emergency planning, strategic planning, and implementation of advanced life support programs.
Work Experience
• Montecito Fire Protection District, CA—Fire Chief
• Montecito Fire Protection District, CA—Division Chief (Operations) • City of Paso Robles, CA—Fire Battalion Chief
• City of Paso Robles, CA—Fire Captain/Paramedic
• City of Paso Robles, CA—Firefighter/Paramedic
• San Luis Ambulance Service, CA—Paramedic
Professional Affiliations
• California Fire Chiefs Association—Past Board of Directors Member • Santa Barbara County Fire Chiefs Association—Past Vice President • International Association of Fire Chiefs—Past Member
Education
• Master of Science Degree, Emergency Management, Columbia Southern University • Bachelor of Science Degree, Fire Administration, Cogswell Polytechnical College • California Chief Officer
Presentation & Instructor Experience
• CFED Conference, “Montecito 1/9 Debris Flow”
• Colorado Wildfire Conference, “1/9 Debris Flow, From Pre -Planning to Recovery” • California Special Districts Association, “1-9 Debris Flow: Lessons Learned by a Small, Independent Fire District”
• International Association of Emergency Managers, “From Fires to Floods” • Allan Hancock College—Level 1 and Level 2 Chief Officer Courses Project Experience
• Santa Barbara County Fire Department, California; Ground Ambulance Transportation Program: Project Manager
• Vacaville Fire Department, California; Community Risk Assessment -Standards of Cover Report: Project Manager
• CONFIRE JPA, San Bernardino, California; Emergency Operations Plan: Project Manager • CONFIRE JPA, San Bernardino, California; Continuity of Operations Plan: Project Manager • Riverside County Emergency Medical Services Agency, California; Strategic Plan: Senior Consultant • Salem, Oregon; EMS System Valuation and Deployment Options Analysis: Senior Consultant • Southside, Texas; EMS System Valuation and Deployment Options Analysis: Senior Consultant • Upper Arlington Fire Department, Ohio; Strategic Plan: Facilitator
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Ronald A. Lawrence,
MA
Project Manager Law Enforcement
Chief Ronald Lawrence is a distinguished public safety executive with more than three decades of progressive experience in municipal law enforcement, organizational leadership, and community-centered policing. Throughout his career, he has led complex agen cies through significant operational, fiscal, and cultural transitions while strengthening public trust, modernizing policies, and advancing evidence-based practices.
Chief Lawrence has served as Chief of Police in three California cities —Costa Mesa, Citrus Heights, and Rocklin— overseeing agencies ranging from 80 to more than 250 personnel and managing multimillion -dollar budgets. His leadership reflects a consistent commitment to ethical policing, fiscal responsibility, employee wellness, youth engagement, and transparent partnerships with elected officials, community leaders, and state and federal agencies.
He has represented California police chiefs at the highest levels of state policymaking. As the unanimously elected 54th President of the California Police Chiefs Association, he served as a key liaison to the Governor, Attorney General, Legislature, and statewide organizations, leading statewide efforts on police reform, use -of-force legislation, and contemporary policing strategies.
Chief Lawrence is widely recognized for building strong organizational cultures, modernizing operational practices, and guiding agencies through challenging periods, including the Great Recession, pandemic response, and complex community issues. His experience includes executive leadership in policy development, crisis management, intergovernmental relations, and collaborative criminal justice initiatives across Calif ornia.
Educational Background
• Master of Arts in Organizational Leadership: Saint Mary’s College of California, 2003 • Bachelor of Arts in Criminal Justice: Union Institute & University, 2002 • Command College (Class 47): California POST, 2010
• FBI National Academy (230th Session): Quantico, VA, 2007 Professional Experience
• Owner/President, Ron Lawrence & Associates, LLC (2025–present): Public Safety Consulting • Chief of Police, Costa Mesa Police Department (2021–2025) • Chief of Police, Citrus Heights Police Department (2016–2021) • Chief of Police & Police Captain, Rocklin Police Department (2006 –2016) • Police Lieutenant, Palo Alto Police Department (2003–2006) • Lieutenant/Sergeant/Officer, West Sacramento Police Department (1994 –2003) • Police Officer, Lincoln Police & Fire Department (1991–1994) • Deputy Sheriff, Placer County Sheriff’s Office (1990–1991) • Deputy Sheriff, Sacramento County Sheriff’s Office (1989–1990) Professional Contributions
• 54th President, California Police Chiefs Association (2019–2020) • Executive Board Member, California Police Chiefs Association (2011 –2020) • California Representative, State Association of Chiefs of Police (2016 –2024) • Member, Governor’s Creating Safer Communities Taskforce & Homeland Security Advisory Committee (2019 – 2021)
• Board Member, Public Policy Institute of California, Criminal Justice Advisory Board (2019 –2025) • Secretary/Treasurer & Member, Orange County Chiefs of Police & Sheriffs Association (2021 –2025) Item 9.b
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Selected Notable Achievements
• Elected unanimously by all California municipal police chiefs as CPCA President (2019 –2020). • Statewide spokesperson for police use-of-force reform and major legislative initiatives (SB 230/AB 392). • Led departments to the lowest crime rates in more than a decade (multiple jurisdictions, 2012 –2020). • Successfully navigated major fiscal shortfalls while avoiding layoffs and preserving core services. • Implemented organizational reforms including diversity -focused hiring, accountability systems, and modernized policy frameworks.
• Achieved and maintained CALEA accreditation for multiple agencies. • Developed innovative community programs, including youth services, homeless outreach, and college -policing partnerships.
Awards & Recognition
• Leadership & Keynote Award, Orange County Police Chiefs & Sheriffs Association (2024) • Joe Molloy Award for Excellence in Leadership, California Police Chiefs Association (2022) • Public Safety Champion Award, California Assembly (2020) • Multiple Officer of the Year Awards (1992–1996) and numerous commendations for service excellence
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Frank Blackley,
MPA, EFO, CFO
Senior Associate | Community Risk SME
Chief Blackley has more than 35 years of experience in the fire service and has served with several departments in southeastern North Carolina. His service began at the Wilmington Fire Department before spending nearly 10 years at the Wrightsville Beach Fi re Department. In 1996, he began working with New Hanover County Fire Rescue as a fire inspector/investigator. In 1999, he returned to the Wilmington Fire Department as an inspector and was promoted to Assistant Chief and Fire Marshal in 2001. He served in this role until 2009, then transferred to Assistant Chief of Operations. In 2012, he assumed his last role as Assistant Chief of Support Services.
Chief Blackley brings a long list of education, experience, and technical expertise to AP Triton. With experience in both combination and career departments, he possesses a demonstrated record of professionalism and a commitment to excellence. In addition to fire administration and management accomplishments, Chief Blackley has contributed to Vision 20/20 as a technical advisor for several states and developed a new Outcome Measures Guide. He has spoken nationally on Community Risk Reduction and how to use data in decision-making. He is familiar with the Center for Public Safety Excellence accreditation process and wrote several categories for his previous department.
Professional Development & Education
• University of North Carolina Wilmington, Master’s Public Administration, Urban and Regional Policy and Planning, 2011
• Executive Fire Officer Program, Emmitsburg, MD, 2009
• University of Maryland University College, Bachelor of Science in Fire Science, 1996 • Commission on Professional Credentialing, Chief Fire Officer Professional Experience
• Senior Associate, AP Triton, 2020–Present
• Consultant, Emergency Services Consulting International (ESCI), 2019 –2020 • Technical Advisor, Vision 20/20
• Assistant Fire Chief, City of Wilmington, NC
• Deputy Fire Marshal, New Hanover County, NC
• President, North Carolina Fire Marshal’s Association
• Chair, New Hanover County Public Safety Communication Center Policy Board • Member, North Carolina Fire Code Revision Committee
Project Experience
• Vance County, NC: Fire Services Study
• Bell County ESD#1/Salado FD, TX: Organizational Evaluation • Council of Virginia Beach Vol Rescue Squads, Virginia Beach, VA: EMS Cost Recovery and Feasibility Study • Vandalia Division of Fire, Vandalia, OH: Community Risk Assessment: Standard of Cover (CRA SOC) • Davidson FD, Davidson, NC: CRA SOC and Strategic Plan • Salinas FD, Salinas, CA: Long-Range Master Plan and CRA SOC • Pasadena FD, Pasadena, CA: CRA SOC and Strategic Plan (in progress)
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David Honey
MPA, BA
Senior Associate | Financial Analyst
David Honey began his career in municipal government in 1990. He brings 32 years of experience in the management of municipal services with a focus on financial and human resources management. David’s career in municipal government includes significant and diverse professional experience and executive leadership in the areas of finance, human resources, and general administrative management while supporting the missions of multiple departments encompassing public safety functions, utilities, personnel, and human services.
While managing the administrative operations of a large metropolitan fire department, David has led budget development and monitoring for a $150 million budget, in addition to overseeing all aspects of human resources management for a department of over 500, including labor relations, disciplinary investigations, and payroll and personnel operations. Additionally, as Interim Executive Director of the City’s Civil Service Department, David was responsible for overseeing recruitment and examination activities for all classified employment in the City of Long Beach.
Professional Development & Education
• Master’s Degree in Public Administration (MPA), California State University, Long Beach • Bachelor’s Degree in Political Science with an Emphasis in Business, University of California, Los Angeles • Training in municipal finance, human resources, workplace investigations, and leadership • Completed all required Incident Command System courses for Finance and Administration Section Chief Professional Experience
• Manager of Administration, Fire Department, City of Long Beach • Interim Executive Director, Civil Service Department, City of Long Beach • Administrative Officer, Water Department, City of Long Beach • Financial Services Officer, Health and Human Services Department, City of Long Beach Associated Professional Accomplishments
• Implemented and managed GEMT and related financial programs for Long Beach Fire Department • Developed and implemented cost recovery strategies to support municipal services • Developed and implemented procedures for conducting disciplinary investigations • Engaged community-based organizations and the education community in City -wide efforts to increase diversity in public safety and other under-represented professions Project Experience
• Escondido FD, CA—EMS Program Analysis,
Ambulance Transportation Fee Study
• Eugene-Springfield Fire, OR—Feasibility Study,
Administrative Staffing, Governance Structure
• Fresno City FD, CA—CRA-SOC
• Lake County Fire Chiefs Association, CA—EMS
System Valuation and Modeling
• McMinnville Fire District, OR—Master Plan, CRA-
SOC, Ambulance Transport Modeling
• Roseville/Placer County LAFCO, CA—Municipal
Service Review, Sphere of Influence Update
• Santa Fe Springs Fire and Rescue, CA—EMS
Transportation and Optimization Study
• Vance County, NC—Fire Services Study
• Ventura County FD, CA—EMS System Evaluation
and Transportation Modeling
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Kevin Maurelli,
MS, CCIA
Senior Associate | GIS-Data Analyst Law Enforcement
With over a decade of experience in law enforcement data analytics and research, Kevin brings expertise in leveraging data to inform operational decision -making, resource allocation, and public safety outcomes. He is LEDS/CJIS certified, is a Certified Cri me and Intelligence Analyst through the California Department of Justice and is at the forefront leading the transformation of the analytical capabilities within the largest Sheriff’s Office in Oregon. Throughout his career, he has specialized in geospatial analysis, performance analytics, and data visualization to support executive leadership and policy development.
In addition to hands-on experience in law enforcement and corrections analytics, Kevin holds a Master of Science in Criminal Justice and a Graduate Certificate in Geographic Information Science. His background also includes private sector roles in intelligence and financial crimes investigations, providing a well -rounded perspective on how data can be used to inform decision-making. With a strong technical skill set in tools such as ArcGIS, SQL, and Tableau, Kevin is well-equipped to transform complex public safety data into actionable insights.
Professional Certifications & Education
• Certified Crime and Intelligence Analyst (CCIA), California Department of Justice (2017) • Master’s Degree – Criminal Justice, St. Cloud State University, St. Cloud, MN (2010) ▪ Graduate Certificate, Geographic Information Science
• Bachelor’s Degree – Criminal Justice, St. Cloud State University, St. Cloud, MN (2006) Professional Experience
• Multnomah County Sheriff’s Office
▪ Planning & Research Manager (2022–Present)
▪ Business Intelligence Developer (2020–2022)
▪ Senior Research Analyst (2014–2020)
• Target Corporation
▪ Assets Protection Analyst, National Resource Center – Intelligence (2013–2014) ▪ Business Insights Partner, Corporate Security (2012–2013) • MoneyGram International
▪ Financial Intelligence Analyst (2011–2012)
• Minnesota Judicial Branch
▪ Research Analyst (2011)
Notable Projects & Focus Areas
• Developed robust reporting solutions that enabled public safety executives, managers, and line staff to utilize data in strategic and operational decision-making processes • Developed staffing optimization models that maximized resources and reduced overtime • Developed analytical strategies for predicting burglary targets at a Fortune 50 Retailer • Led the development of a Natural Hazards Risk Model for a Fortune 50 Retailer
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Laura Robinson
,
BA
Senior Associate | GIS-Data Analyst Fire
Laura Robinson has over 15 years of experience as a GIS and data analyst in the fire service.
Over the 15 years, she has used advanced analysis to guide growth, analyzed and determined the locations of ten future fire stations, shown the need for alternati ve response units and where they would be most effective, and identified performance gaps across service areas.
She understands the complexity of deployment, risk management, and planning. With this knowledge, she helps leadership make data-informed decisions.
Professional Development & Education
• California State University, Chico BA, Physical and Environmental Geography & Geographic Information Systems
• S-341 GIS Specialist for Incident Management – Wildfire • FAA Drone Pilot Certification – part 107
• CPSE Quality Improvement for the Fire and Emergency Services Workshop – Accreditation Professional Experience
• GIS & Data Analyst at Poudre Fire Authority, June 2019–Present • Member of the DHS National First Responder Resource Group, 2020 –Present • Operations Analyst at Tualatin Valley Fire & Rescue, June 2008 –May 2019 • GIS Specialist at the Geographic Information Center, June 2007 –May 2008 Project Experience
• Compiled data for over ten Standards of Coverage documents. • Assisted with CFAI Accreditation documentation.
• Use demographic and incident data to identify vulnerable populations to target community outreach. • Advanced data analysis using statistical and spatial geoprocessing tools and models. • Identify future station locations using ESRI Network Analyst, demographic data, city comprehensive plans, and incident data.
• Analysis of the transportation network, apparatus, and first responders to determine the district’s effective response force and proper deployment.
• Built ArcGIS Online interactive web maps to present data and reports. • Built ArcGIS dashboards using Python and SQL to show current data trends.
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Melissa Vazque
z Swank,
MA, BA
Senior Associate | Director of Project Operations
Melissa Vazquez Swank is an accomplished Director of Project Operations with over 11 years of experience in project management and administration. She excels in overseeing the full project lifecycle, from proposal development through to completion, ensuring comprehensive planning, meticulous tracking, and thorough documentation. Her expertise spans critical project functions, including RFP/RFQ analysis, scope development, and quality assurance, ensuring seamless project execution and client satisfaction.
A strategic leader, Melissa is adept at optimizing productivity by implementing sustainable, efficient practices that minimize resource waste while maximizing output quality. Her focus on accuracy and attention to detail ensures all deliverables consistently meet high standards. She is also experienced in recruitment, onboarding, and team development, strengthening project teams and enhancing organizational competitiveness. Her passion for precision and quality permeates every aspect of her work, making her an invaluable asset in driving operational excellence and fostering a culture of continuous improvement across all projects.
Professional Development & Education
• Portland State University MA, Public History/Native American History, 2010 –2013 • Portland State University BA, History, 2007–2009
Professional Experience
• Director of Project Operations at AP Triton, November 2022–Present • Professional Services Manager at AP Triton, September 2021 –October 2022 • Owner of 3:17 Associates, Principal Consultant, 2021–Present • Quality Assurance & Recruitment Specialist at Emergency Services Consulting International (ESCI), January 2020–August 2021
• Recruitment Specialist at ESCI, July 2017–January 2020 • Technical Proofer and Quality Assurance Specialist at ESCI, March 2015 –January 2020 • Adjunct Research Assistant at Portland State University, December 2015 –2018 • Freelance Virtual Assistant, December 2014–Present
• Project Administrator at ESCI, September 2013–June 2014 Select Project Experience
• Alameda City FD, CA—CRA-SOC
• Central FD (Santa Cruz County, CA)—Master Plan & Strategic Plan • Central Pierce FR, WA—Strategic Plan
• Escondido Fire Department, CA—Community Risk Assessment, Standards of Cover, Ambulance Service Fee Study, and EMS Program Assessment
• Evergreen Fire/Rescue, CO—Strategic Plan
• Greeley Fire Department, CO—Organizational and Operational Assessment • Greeley Police Department, CO—Organizational and Operational Assessment • Livermore Pleasanton Fire Department, CA—CRA-SOC
• McMinnville Fire District, OR—Master Plan and CRA-SOC • Santa Barbara FD—CRA-SOC & Performance Update
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PROJECTS &
EXPERIENCE
The following is a representative selection of AP Triton’s clients and completed projects. Our consultants have conducted studies across the United States, providing customized solutions that reflect local needs while aligning with national best practices.
Project Description Client Organization
• Community Risk Assessment/SOC: Coalinga Fire Department (CA) • Community Risk Assessment/SOC: Davidson Fire Department (NC) • Community Risk Assessment/SOC: Escondido Fire Department (CA) • Community Risk Assessment/SOC: La Verne Fire Department (CA) • Community Risk Assessment/SOC: Marysville Fire District RFA (WA) • Community Risk Assessment/SOC: Medford Fire Department (OR) • Community Risk Assessment/SOC: San Ramon Valley Fire Protection District (CA) • Community Risk Assessment/SOC: Santa Barbara (City) Fire Department (CA) • Community Risk Assessment/SOC: Tulare Fire Department (CA) • Community Risk Assessment/SOC: Alameda (City) Fire Department (CA) • Community Risk Assessment/SOC: Bainbridge Island Fire Department (WA) • Community Risk Assessment/SOC: Livermore-Pleasanton FD (CA) • Community Risk Assessment/SOC: San Ramon Valley FPD (CA) • Community Risk Assessment/SOC: South San Joaquin Fire Authority (CA) • Community Risk Assessment/SOC: Umatilla County Fire District #1 (OR) • Community Risk Assessment/SOC: Vacaville Fire Department (CA) • Community Risk Assessment: Vandalia Fire Department (OH) • Community Risk/Service Delivery Analysis: Santee Fire Department (CA) • Consolidation Feasibility Study: Elk Creek Fire Protection District (CO) • Consolidation Feasibility Study: Flagstaff (AZ)
• Fire & EMS Municipal Service Review: Placer LAFCO (CA) • Fire & EMS Organizational & Staffing Analysis: Town of Stowe (VT) • Fire Department Cooperative Services Study: Golden/Fairmount/Pleasant View FDs (CO) • Fire Department EMS Analysis: Escondido Fire Department (CA) • Fire Services Analysis: Williston Fire Department (VT) • Fire Station & CRA/SOC Study: Montecito FPD (CA)
• Fire Station Location Study: Portland Fire Department (TX) • Fire/EMS Assessment: Pflugerville Fire Department (TX) • Long-Range Fire Department Master Plan: Templeton Fire & Emergency Services (CA) • Long-Range Master Plan: Fairfield Fire Department (CA) Item 9.b
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Project Description Client Organization
• Management Audit: Menlo Park Fire Protection District (CA) • Master Plan & Community Risk Assessment: Brigham City Fire Department (UT) • Master Plan & CRA-SOC: Central Fire District of Santa Cruz County (CA) • Master Plan & Strategic Plan: Redmond Fire & Rescue (OR) • Master Plan (Fire Service Analysis): Napa (City) Fire Department (CA) • Master Plan, CRA-SOC, Ambulance Modeling: McMinnville Fire District (OR) • Master Plan/CRA-SOC Update: Salinas Fire Department (CA) • Master Plan/CRA-SOC Update: Santa Maria FD (CA)
• Master Plan/CRA-SOC: South Placer Fire District (CA)
• Master Plan/SOC: Rancho Cucamonga (CA)
• Master Plan: American Canyon Fire Protection District (CA) • Master Plan: Napa County Fire Department (CA)
• Master Plan: Santa Cruz County FD (CA)
• Master Plan: Sierra Madre (CA)
• Master Plan: Timber Cover Fire Protection District (CA) • Master Plan: Whitefish Fire Department (MT)
• Optimization Study: Alameda County Fire Chiefs Association (CA) • Organizational & Operational Analysis: City of Napa Fire Department (CA) • Organizational & Operational Assessment: Greeley Police Department (CO) • Organizational & Operational Assessment: Greeley Fire Department (CO) • Organizational & Staffing Analysis: Mariposa County Sheriff's Office (CA) • Organizational Analysis: Grand Junction Fire Department (CO) • Performance Update: Santa Barbara City (CA)
• Strategic Plan Development: Evergreen Fire/Rescue (CO) • Strategic Plan Update: Riverside County LEMSA (CA)
• Strategic Plan: Aspen Fire Department (CO)
• Strategic Plan: Bend Fire & Rescue (OR)
• Strategic Plan: Blaine County Ambulance Service District (ID) • Strategic Plan: Central Fire District of Santa Cruz County (CA) • Strategic Plan: Davidson Fire Department (NC)
• Strategic Plan: La Verne Fire Department (CA)
• Strategic Plan: Menlo Park Fire Protection District (CA) • Strategic Plan: North View Fire District (UT)
• Strategic Plan: Osage Beach Fire Protection District (MO) • Strategic Plan: South Placer Fire District (CA)
• Strategic Plan: Umatilla County Fire District #1 (OR)
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CLIENT
REFERENCES
The following is a selection of AP Triton's extensive portfolio, showcasing a range of projects and studies we have successfully completed. Where available, the project title is directly linked to its final report for easy access. This list is far from exhaustive, and additional references are readily available upon request.
City of Paso Robles Fire & Police (California)
Project Title & Description: Community Risk Assessment-Standard of Cover (Fire) & Organizational & Operational Analysis (Police)
AP Triton was retained by the City of Paso Robles to complete two coordinated public safety projects: a Community Risk Assessment and Standards of Cover (CRA-SOC) for Paso Robles Fire and Emergency Services (PRFES), and a comprehensive Staffing Study for the Paso Robles Police Department (PRPD). The dual-project structure provided a unique opportunity to integrate evaluation efforts, streamline data collection, and deliver cohesive insights to support the City’s long-term public safety strategy.
For PRFES, AP Triton completed a comprehensive CRA-SOC consistent with the Center for Public Safety Excellence (CPSE) and Commission on Fire Accreditation International (CFAI) methodology.
Recommendations focused on increasing efficiency, strengthening community engagement, supporting officer wellness, and aligning staffing models with contemporary best practices.
Contact Name/Title: Jonathan Stornetta, Fire Chief Year: 2025 Client Phone: 805-227-7560 Client E-Mail: [email protected] Project Manager: Kurt Latipow Status: Complete
City of Greeley Police Department (Colorado)
Project Title & Description: Organizational & Operational Analysis AP Triton has completed a rigorous, two-phased organizational and operational assessment of the City of Greeley's Fire and Police Departments. Leveraging evidence-based principles, current service delivery models, and future-oriented planning in response to the city's rapid growth, the study focused on offering actionable recommendations and outlining tailored strategies for both departments. Our multidimensional approach incorporated best practices from comparable municipalities, carefully considering the Greeley context, to inform our suggestions on organizational structure, governance, policies, and more. Recommendations were prioritized into immediate, short-term, and long-term actions, complete with timelines and potential budget impacts, to ensure sustained excellence in service delivery and future scalability.
Contact Name/Title: Adam Turk, Police Chief Year: 2023–2024 Client Phone: (970) 371-7499 Client E-Mail: [email protected] Project Manager: Ryan Lee Status: Complete
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Lincoln Police Department (California)
Project Title & Description: Staffing Assessment & Organizational Analysis Comprehensive Public Safety Study for the City of Lincoln, including a Police Department Staffing Assessment and a Fire Department Community Risk Assessment (CRA) and Standards of Cover (SOC) Analysis. This study involves assessing current public safety operations, with a focus on staffing levels, organizational structure, and resource deployment strategies. The goal is to provide evidence-based recommendations that align with Lincoln’s future growth, including the annexation of Villages 5 and 7, and the full buildout of the 2050 General Plan.
Contact Name/Title: Keith Johnson, Captain Year: 2024–2025 Client Phone: (916) 607-5936 Client E-Mail: [email protected] Project Manager: Mark Pfetzer Status: Complete
Mariposa County Sheriff’s Office (California)
Project Title & Description: Organizational & Staffing Analysis AP Triton was retained to conduct an Organizational and Staffing Analysis for the Mariposa County Sheriff’s Office, focusing on enhancing operational efficiency and ensuring fiscal sustainability. The assessment evaluated the effectiveness of operations and staffing across patrol, custodial, court, and special services. Key objectives included analyzing current staffing based on workload and service levels, developing effective deployment plans, and exploring alternative service models. The study also examined career development, succession planning, recruitment, attrition, training, and overtime management. Using a data-driven methodology, AP Triton projected future staffing needs, assessed funding streams, and identified revenue opportunities—delivering actionable recommendations to support long-term operational success.
Contact Name/Title: Kevin Packard, Undersheriff Year: 2023–2024 Client Phone: (209) 966-3615 Client E-Mail: [email protected] Project Manager: Ryan Lee Status: Complete
Napa County Fire Department (California)
Project Title & Description: Master Plan & CRA-SOC
Napa Fire County Department engaged the services of AP Triton to conduct a Long-Range Fire Department Master Plan inclusive of a Community Risk Assessment: Standards of Cover Deployment Analysis. The Triton Team analyzed the data provided by the department as well as others to determine the current levels of response performance. From this analysis, the team identified factors influencing risk and response performance and has identified opportunities for delivery system improvement. The document concluded with findings and recommendations categorized as short, medium, and long-term.
Contact Name/Title: Jason Martin, Fire Chief Year: 2023 Client Phone: 707-299-7656 Client E-Mail: [email protected] Project Manager: Kurt Latipow Status: Complete
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City of Alameda Fire Department (California)
Project Title & Description: Community Risk Assessment & Standard of Cover AP Triton developed a Community Risk Assessment and Standards of Cover (CRA/SOC) for the Alameda Fire Department in accordance with CPSE guidelines. The phased, objective-based study included a deployment analysis and recommendations for future service enhancements aligned with state and national best practices.
Client Contact: Nicolas Luby, Fire Chief Year: 2024
Client Phone: 510-337-2102 Client E-Mail: [email protected] Project Manager: Clay Steward Status: Complete
Arcata Fire Protection District (California)
Project Title & Description: Community Risk Assessment & Standards of Cover AP Triton completed a CRA/SOC to align service delivery with community risk and projected growth. The study included data analysis, stakeholder engagement, GIS risk mapping, and 18 recommendations supported by a financial feasibility review to guide long-term planning.
Client Contact: Chris Emmons, Fire Chief Year: 2025
Client Phone: 707-825-2000 Client E-Mail: [email protected] Project Manager: David Rocha Status: Complete
La Verne Fire Department (California)
Project Title & Description: Community Risk Assessment-Standards of Cover AP Triton conducted a CPSE 6th Edition-compliant CRA/SOC for La Verne Fire Department, analyzing response performance and identifying opportunities for improvement. The report established performance objectives and deployment standards to enhance resource effectiveness.
Client Contact: Chris Nigg, Fire Chief Year: 2022
Client Phone: 949-375-1919 Client E-Mail: [email protected] Project Manager: Kurt Latipow Status: Complete
City of Santa Barbara (California)
Project Title & Description: Community Risk Assessment/Standards of Cover AP Triton completed a CRA/SOC Deployment Analysis for the Santa Barbara Fire Department, including data- driven recommendations for service improvements and evaluation of automatic and mutual aid benefits based on department metrics and national standards.
Client Contact: Chris Mailes, Fire Chief Year: 2022
Client Phone: 805.564.4707 Client E-Mail: [email protected] Project Manager: Kurt Latipow Status: Complete
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CLIENT
TESTIMONIALS
• AP Triton communicated clear timelines from the outset and provided multiple opportunities for us to clarify and adjust the scope of our project. Most impressively, the AP Triton team remained responsive and assisted the Seattle Fire Department well beyond the completion of our evaluation. AP Triton’s reputation as a leader in the industry is well earned. —Harold D. Scoggins, Fire Chief, Seattle Fire Department, Washington • It was a pleasure working with your staff. Our Project Manager did a fantastic job, and the others on the team were very good to work with. All were knowledgeable and experienced in their fields. The well-rounded team ensured a complete and accurate report. We hope to work with your team again in the future.
—Brandon Thueson, Fire Chief, Brigham City Fire Department, Utah • The experience with you and your team has been amazing. The expertise you have brought to the project has been valuable to many leaders and has definitely helped us move forward. The time you have spent listening to the diversity of needs and opinions has built trust and confidence in the work that has been done and I believe we will use this report to guide us moving forward.
—Kristie Hammitt, City Manager, City of Eugene, Oregon
• I highly recommend them to any fire department or EMS agency looking to get perspective from consultants that use data and many years of experience and wisdom to make informed determinations. It is obvious that they know their stuff. We are very pleased with the results. —Jeremiah Jones, Deputy Fire Chief, North View Fire District, Utah • Working with the AP Triton team was a great learning experience for all of us. Our project manager took the time to walk us through the process and gather the information necessary to make positive changes for our department. Our final report was detailed and gave us a number of options to make our organization more efficient, work together better and make our community happier with our services. We highly recommend them! —Shaun McGinnis, Fire Chief, Bellows Falls Fire Department, Vermont Item 9.b
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• Exceptional product and process! Very pleased with the experience with AP Triton. The Project Manager and Project Team were extremely knowledgeable, professional, and exceptional to work with. I would like to bring them back for more projects in the future. —Mandy Pomeroy, County Administrator, Blaine County, Idaho • The AP Triton team provided well-researched information that I believe will help my Commission make informed decisions. My Commission was pleased with the outcome of the financial analysis and recently contracted AP Triton for a much more comprehensive study. —Michelle McIntyre, Executive Officer, Placer County LAFCO, California • Working with AP Triton to develop our Fire Department Master Plan, Community Risk Reduction (CRR), and Standards of Coverage (SOC) has been an exceptional experience. Their team's expertise, professionalism, and collaborative approach ensured a comprehensive analysis tailored to Sierra Madre's unique needs. We want to specifically recognize Project Manager Clay Steward for his outstanding contributions in data engineering and analytics. His ability to transform complex data into actionable insights was instrumental in shaping a strategic, data-driven plan for our fire department. Additionally, John Binaski’s extensive experience in the fire service, particularly his leadership as a Fire Chief, brought invaluable real-world knowledge to the process. His guidance ensured the recommendations were both practical and visionary, reflecting a deep understanding of fire service operations and community needs. AP Triton’s dedication to excellence and their team's unparalleled expertise have significantly enhanced our ability to serve and protect the Sierra Madre community. We are truly grateful for their partnership in advancing our mission. —Brent Bartlett, Fire Chief, Sierra Madre Fire Department, California
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AP TRITON
’S CERTIFICATE OF
INSURANCE & LITIGATION
AP Triton, LLC maintains liability insurance as shown on the following page. AP Triton has no past and/or pending litigation or unresolved lawsuits. Because AP Triton utilizes an entirely independent pool of contractors, we are exempt from carrying Workers’ Compensation insurance. Each of our contractors carries their own liability insurance.
Conflict of Interest Statement
AP Triton has neither directly nor indirectly entered into any agreement, participated in any collusion or collusion activity, or otherwise taken any action which in any way restricts or restrains the competitive nature of this solicitation including, but not limited to, the prior discussion of terms, conditions, pricing, or other offer parameters required by this solicitation.
AP Triton is not presently suspended or otherwise prohibited by any government from participating in this solicitation or any other contract to follow thereafter. Neither AP Triton nor anyone associated with AP Triton has any potential conflict of interest because of or due to any other clients, contracts, or property interests in this solicitation or the resulting project. If a conflict of interest is identified in the provision of services, AP Triton will immediately notify the client in writing.
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CITY OF VACAVILLE
City Council
Staff Report
Meeting Date: May 12th, 2026
To: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
From: Chief Chris Polen, Police Department
(Katie Cardona, Captain (707) 469-4801)
Subject: Resolution of the City Council of the City of Vacaville to Approve a No-Cost One-Year Extension Amendment to the
BSCC Organized Retail Theft Prevention Grant Agreement
Actions for Consideration:
The City Council is asked to consider approval of a no-cost one-year extension amendment to the Board of State and Community Corrections (“BSCC”) Organized Retail Theft Prevention Grant Agreement to extend the grant activity period through December 31, 2027, and authorize the Chief of Police, or designee, to execute the amendment on behalf of the City of Vacaville.
Recommendations:
By simple motion, adopt the subject resolution.
Background:
The Organized Retail Theft (“ORT”) Prevention Grant Program, established in the 2022 State Budget Act (Senate Bill 154), provides $242,250,000 in funding for city police departments, county sheriff’s departments, and probation departments state-wide for the purpose of preventing and responding to organized retail theft, motor vehicle or vehicle accessory theft, and cargo theft.
Permissible uses of grant funds include, but are not limited to, dedicated staffing costs and/or the purchase of technology or other equipment to help develop deterrent strategies for preventing and/or responding to these crimes. Additionally, applicants may implement proactive approaches to minimize theft risks and combat organized retail theft crime (such as use of cameras, databases, equipment, software, and technology).
On June 27, 2023, the City Council unanimously approved a resolution authorizing the submission of a grant application to the BSSC ORT Prevention Program. Based on this authorization, staff prepared a grant application and submitted it to the BSSC for consideration.
On September 14, 2023, the City received notice from the BSCC awarding ORT grant funds in the amount of $4,432,444. The City was awarded the ORT Prevention Grant funding to establish a Real-Time Information Center (“RTIC”), in part.
On November 14, 2023, the City Council approved the acceptance of this BSCC grant funding which allowed the Police Department to create the RTIC and the City fully executed a contract Item 9.c
with the BSSC for awarded of the ORT Prevention Grant funds. The contract activity period is scheduled to expire on December 31, 2026.
The RTIC is the communication hub which consolidates information, intelligence and communication for a more efficient creation and dissemination process which allows the Police Department to:
• Provide overwatch to protect police officers and community members, as well as provide valuable evidence and accountability.
• Enhance situational awareness to provide real-time information and capture critical details that may otherwise be unknown.
• Focus on resource allocation to support Dispatch and Patrol by virtually monitoring a situation before anyone is physically on-site to direct, coordinate, or recommend resources.
• Facilitate public-private partnership by empowering the business community to contribute to crime-fighting through technology partnerships, such as the sharing of video intelligence.
• Develop an Intelligence Led Policing Program to establish strategic approach in addressing organized retail theft.
• Coordinate, organize, and centralize agency technology projects.
Discussion:
The $4.4 million grant through the BSCC supports the development and implementation of the City’s RTIC and Drone as First Responder (“DFR”) programs.
The grant provided funding for the establishment and operation of the City’s RTIC, including:
• Construction of the RTIC facility and associated infrastructure. • Deployment of integrated public safety technologies, including DFR, automated license plate recognition (ALPR), fixed camera systems, and analytical platforms. • Staffing necessary to support real-time monitoring and operational response.
Since becoming operational in March 2025, the RTIC has integrated live camera systems, ALPRs, advanced analytics, and a DFR program. These tools have significantly improved situational awareness, officer safety, and investigative efficiency. The program has demonstrated measurable results, including faster response times, higher clearance rates, and strong cross- disciplinary benefits such as real-time support to the Fire Department and expanded community and school safety applications. Staffing has grown to meet operational demands, and RTIC now provides real-time support for five days per week with plans to expand to seven-day coverage.
As the December 31, 2026, grant activity period end date approaches, staff recently provided an update to the City Council during the January 6, 2026, study session, outlining long-term sustainability and funding considerations for RTIC operations. While initial ongoing costs were estimated at $659,000 annually, an updated projection reflecting expanded staffing, full 7- Item 9.c
days/week DFR operations, and additional technology platforms range from $783,000 to $1.5 million per year. During this study session staff also presented several operational models for City Council’s consideration, ranging from discontinuing the RTIC program to maintaining a core model or fully funding an enhanced model.
The BSCC is offering a no-cost extension to participating agencies to allow additional time to fully implement grant-funded projects and to expend remaining funds. Approval of this amendment will extend the grant activity period through December 31, 2027, providing the City with continued access to the remaining grant balance for an additional calendar year.
This extension supports continued RTIC operations, maximizes the use of state funding, and reduces reliance on City General Fund resources during the extended period.
Environmental Impact:
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project that has the potential to result in either a 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(b)(5).
Fiscal Impact:
There are no additional funds being requested for this item. A one-year, no-cost, extension through December 31, 2027, would allow continued evaluation of RTIC’s return on investment, and provide time to identify alternative, short-term, FY 2027 funding sources to reduce General Fund impacts and maximize remaining state funds. The extension also ensures uninterrupted RTIC operations while the City develops a long-term operational and funding strategy.
Amount Requested: There are no funds requested for this item.
Funding Source: Board of State and Community Correction (BSCC) grant (2920) Budget Distribution: The costs associated with this item are covered within the existing operating budget for the Department.
Alternatives:
1. Do not approve the amendment (not recommended): Not approving the amendment would cause the grant activity period to expire on December 31, 2026, limiting the City’s ability to fully use remaining funds and requiring earlier reliance on General Fund resources to sustain RTIC operations.
Strategic Plan Goal/Initiative:
Goal 1: Ensure Public Safety
Goal 4: Maintain Effective and Efficient Services
Item 9.c
Levine Act:
No
Attachments:
Resolution - Action Item
Attachment 1: BSCC Grant Amendment Agreement – “23-27 ORTP A-1 Grant Agreement – Vacaville Police Department 1177-23”
Item 9.c
CITY OF VACAVILLE
RESOLUTION NO. 2026-
Resolution of the City Council of the City of Vacaville to Approve the No-cost One-year Extension Amendment to the BSCC Organized Retail Theft Prevention Grant Agreement
WHEREAS, The City of Vacaville is committed to providing safety and security to businesses and patrons within its communities; and
WHEREAS, in 2022, the State Budget Act, Senate Bill 154, Chapter 43, Statutes of 2022 established the Organized Retail Theft (“ORT”) Prevention Grant Program through the Board of State and Community Corrections (“BSCC”), and
WHEREAS, on June 27, 2023, the City Council of the City of Vacaville approved the submission of a grant application for the ORT Prevention grant through Resolution No. 2023- 055; and
WHEREAS, on November 14, 2023, the City Council of City of Vacaville approved the acceptance of BSCC ORT grant funds in the amount of $4,432,444 to create the Real Time Information Center, in part; and
WHEREAS, the BSCC ORT Prevention Grant Activity Period Agreement is scheduled to expire on December 31, 2026; and
WHEREAS, the City of Vacaville, has received notification for a no-cost one-year extension amendment to the BSCC ORT Prevention Grant Agreement to extend the grant activity period term through December 31, 2027.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Vacaville does hereby approve the no-cost one-year extension amendment to the City’s agreement with the California Board of State and Community Corrections and authorizes the Chief of Police, or their designee, to execute all documents which may be necessary for the completion of the no- cost one-year extension amendment to the Organized Retail Theft Prevention grant agreement.
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 12th day of May, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ATTEST:
_____________________________
Michelle A. Thornbrugh, City Clerk
Item 9.c
Item 9.c
STATE OF CALIFORNIA – DEPARTMENT OF GENERAL SERVICES SCO ID: 5227-BSCC117723-A1 STANDARD AGREEMENT AGREEMENT NUMBER AMENDMENT NUMBER Purchase Authority Number STD 213A (Rev. 07/2019)
☒ CHECK HERE IF ADDITIONAL PAGES ARE ATTACHED
BSCC 1177-23 1 BSCC-5227
1. This Agreement is entered into between the Contracting Agency and the Contractor named below:
CONTRACTING AGENCY NAME
BOARD OF STATE AND COMMUNITY CORRECTIONS
CONTRACTOR NAME
Vacaville Police Department
2. The term of this Agreement is:
START DATE
OCTOBER 1, 2023
THROUGH END DATE
JUNE 1, 2028
3. The maximum amount of this Agreement after this Amendment is:
$4,432,444.00
4. The parties mutually agree to this amendment as follows. All actions noted below are by this reference made a part of the Agreement and incorporated herein:
This amendment adds one year to the term of the grant agreement. The new end date is June 1, 2028.
Exhibit A: Scope of Work, Item 5. Reporting Requirements is amended by replacing the prior schedule with the attached Exhibit A; Scope of Work, Item 5. Reporting Requirements.
Exhibit B: Budget Detail and Payment Provisions is amended by replacing the prior Exhibit B, Item 1.
Invoicing and Payments with the attached Exhibit B, Item 1. Invoicing and Payments.
Exhibit C: General Terms and Conditions is amended by adding the attached Exhibit C, Item 21.
Generative AI Disclosure Obligations.
All other terms and conditions shall remain the same.
IN WITNESS WHEREOF, THIS AGREEMENT HAS BEEN EXECUTED BY THE PARTIES HERETO.
CONTRACTOR
CONTRACTOR NAME (if other than an individual, state whether a corporation, partnership, etc.) Vacaville Police Department
CONTRACTOR BUSINESS ADDRESS CITY STATE ZIP
660 MERCHANT STREET VACAVILLE CA 95688
PRINTED NAME OF PERSON SIGNING TITLE
CHRIS POLEN CHIEF OF POLICE
CONTRACTOR AUTHORIZED SIGNATURE DATE SIGNED
CONTRACTING AGENCY
CONTRACTING AGENCY NAME
BOARD OF STATE AND COMMUNITY CORRECTIONS
CONTRACTING AGENCY ADDRESS CITY STATE ZIP
2590 Venture Oaks Way, Ste 200 Sacramento CA 95833
PRINTED NAME OF PERSON SIGNING TITLE
COLLEEN CURTIN Deputy Director
CONTRACTING AGENCY AUTHORIZED SIGNATURE DATE SIGNED
CALIFORNIA DEPARTMENT OF GENERAL SERVICES APPROVAL: EXEMPT PER SCM, VOLUME 1, CH. 4.06
Attachment 1
Item 9.c
Vacaville PD
BSCC 1177-23 A1
EXHIBIT A: SCOPE OF WORK
5. REPORTING REQUIREMENTS
A. Grantee will submit quarterly progress reports in a format prescribed by the BSCC.
These reports, which will describe progress made on program objectives and include required data, shall be submitted according to the following schedule:
Quarterly Progress Report Periods Due no later than:
1. October 1, 2023 to December 31, 2023 February 15, 2024
2. January 1, 2024 to March 31, 2024 May 15, 2024
3. April 1, 2024 to June 30, 2024 August 15, 2024
4. July 1, 2024 to September 30, 2024 November 15, 2024
5. October 1, 2024 to December 31, 2024 February 15, 2025
6. January 1, 2025 to March 31, 2025 May 15, 2025
7. April 1, 2025 to June 30, 2025 August 15, 2025
8. July 1, 2025 to September 30, 2025 November 15, 2025
9. October 1, 2025 to December 31, 2025 February 15, 2026
10. January 1, 2026 to March 31, 2026 May 15, 2026
11. April 1, 2026 to June 30, 2026 August 15, 2026
12. July 1, 2026 to September 30, 2026 November 15, 2026
13. October 1, 2026 to December 31, 2026 February 15, 2027
14. January 1, 2027 to March 31, 2027 May 15, 2027
15. April 1, 2027 to June 30, 2027 August 15, 2027
16. July 1, 2027 to September 30, 2027 November 15, 2027
17. October 1, 2027 to December 31, 2027 February 15, 2028
B. Evaluation Documents Due no later than:
1. Local Evaluation Plan April 1, 2024
2. Final Local Evaluation Report June 1, 2028
C. Other Due no later than:
Financial Audit Report June 1, 2028
Grantees that are unable to demonstrate that they are making sufficient progress toward project goals and objectives and show that funds are being spent in accordance with the Grant Agreement could be subject to a withholding of funds.
EXHIBIT B: BUDGET DETAIL AND PAYMENT PROVISIONS
1. INVOICING AND PAYMENT
A. The Grantee shall be paid quarterly in arrears by submitting an invoice (Form 201) to the BSCC that outlines actual expenditures claimed for the invoicing period.
Quarterly Invoicing Periods: Due no later than:
1. October 1, 2023 to December 31, 2023 February 15, 2024
2. January 1, 2024 to March 31, 2024 May 15, 2024
3. April 1, 2024 to June 30, 2024 August 15, 2024
Item 9.c
Vacaville PD
BSCC 1177-23 A1
4. July 1, 2024 to September 30, 2024 November 15, 2024
5. October 1, 2024 to December 31, 2024 February 15, 2025
6. January 1, 2025 to March 31, 2025 May 15, 2025
7. April 1, 2025 to June 30, 2025 August 15, 2025
8. July 1, 2025 to September 30, 2025 November 15, 2025
9. October 1, 2025 to December 31, 2025 February 15, 2026
10. January 1, 2026 to March 31, 2026 May 15, 2026
11. April 1, 2026 to June 30, 2026 August 15, 2026
12. July 1, 2026 to September 30, 2026 November 15, 2026
13. October 1, 2026 to December 31, 2026 February 15, 2027
14. January 1, 2027 to March 31, 2027 May 15, 2027
15. April 1, 2027 to June 30, 2027 August 15, 2027
16. July 1, 2027 to September 30, 2027 November 15, 2027
17. October 1, 2027 to December 31, 2027 February 15, 2028
Final Invoicing Periods*: Due no later than:
18. January 1, 2028 to March 31, 2028 May 15, 2028
19. April 1, 2028 to June 1, 2028 August 15, 2028
*Note: Project activity period ends December 31, 2027. The period of January 1, 2028, to June 1, 2028 is for completion of Final Local Evaluation Report and financial audit only.
B. All project expenses must be incurred by the end of the project activity period, December 31, 2027, and included on the final invoice due February 15, 2028. Project expenditures incurred after December 31, 2027 will not be reimbursed.
C. The Final Local Evaluation Report is due to BSCC by June 1, 2028. Expenditures incurred for the completion of the Final Local Evaluation Report during the period of January 1, 2028, to June 1, 2028, must be submitted during the Final Invoicing Periods, with the final invoice due on August 15, 2028. Supporting fiscal documentation will be required for all expenditures claimed on during the Final Invoicing Periods and must be submitted with the final invoice.
D. The Financial Audit Report is due to BSCC by June 1, 2028. Expenditures incurred for the completion of the financial audit during the period of January 1, 2028, to June 1, 2028, must be submitted during the Final Invoicing Periods, with the final invoice due on August 15, 2028. Supporting fiscal documentation will be required for all expenditures claimed during the Final Invoicing Periods and must be submitted with the final invoice.
E. Grantee shall submit an invoice to the BSCC each invoicing period, even if grant funds are not expended or requested during the invoicing period.
F. Upon the BSCC’s request, supporting documentation must be submitted for project expenditures. Grantees are required to maintain supporting documentation for all expenditures on the project site for the life of the grant and make it readily available for re view during BSCC site visits. See Exhibit A. Scope of Work, Item 6. Project Records.
Item 9.c
Vacaville PD
BSCC 1177-23 A1
EXHIBIT C: GENERAL TERMS AND CONDITIONS
21. GENERATIVE AI DISCLOSURE OBLIGATIONS:
A. The following terms are in addition to the defined terms and shall apply to the Contract:
1) “Generative AI (GenAI)” means an artificial intelligence system that can generate derived synthetic content, including text, images, video, and audio that emulates the structure and characteristics of the system's training data. (Gov. Code § 11549.64.)
B. Contractor shall immediately notify the State in writing if it: (1) intends to provide GenAI as a deliverable to the State; or (2), intends to utilize GenAI, including GenAI from third parties, to complete all or a portion of any deliverable that materially impacts: (i) functionality of a State system, (ii) risk to the State, or (iii) Contract performance. For avoidance of doubt, the term “materially impacts” shall have the meaning set forth in State Administrative Manual (SAM) § 4986.2 Definitions for GenAI.
C. Notification shall be provided to the State designee identified in this Contract.
D. At the direction of the State, Contractor shall discontinue the provision to the State of any previously unreported GenAI that results in a material impact to the functionality of the System, risk to the State, or Contract performance, as determined by the State.
E. If the use of previously undisclosed GenAI is approved by the State, then Contractor will update the Deliverable description, and the Parties will amend the Contract accordingly, which may include incorporating the GenAI Special Provisions into the Contract, at no additional cost to the State.
The State, at its sole discretion, may consider Contractor’s failure to disclose or discontinue the provision or use of GenAI as described above, to constitute a material breach of Contract when such failure results in a material impact to the functionality of the System, risk to the State, or Contract performance. The State is entitled to seek any and all remedies available to it under law as a result of such breach, including but not limited to termination of the contract.
Item 9.c
MINUTES OF THE JOINT REGULAR MEETING OF THE CITY
COUNCIL, SUCCESSOR AGENCY TO THE REDEVELOPMENT
AGENCY, GROUNDWATER SUSTAINABILITY AUTHORITY
AND PUBLIC FINANCING AUTHORITY OF THE CITY OF
VACAVILLE
Tuesday, April 28, 2026
1. Closed Session – None
2. Roll Call for the Regular Meeting
The Mayor called the Regular Meeting of the City Council to order at 6:00 pm in the Vacaville Council Chamber located at 650 Merchant St.
Present:
John Carli, Mayor
Michael Silva, Vice Mayor,
District 3 Roy Stockton, District 1
Greg Ritchie, District 2
Sarah Chapman, District 4
Ted Fremouw, District 5
Jeanette Wylie, District 6
Absent: None
3. Moment of Silence followed by the Pledge of Allegiance A moment of silence was observed, and Councilmember Ritchie led the Pledge of Allegiance.
4. Report out of Closed Session - None
5. Approval of Agenda
Motion: Councilmember
Stockton Second:
Councilmember Ritchie
Action: On a motion by Councilmember Stockton, seconded by Councilmember Ritchie, the Council unanimously approved the agenda of the regular meeting.
Vote: Unanimously Approved
6. Reports of the City Council
Motion: Councilmember Fremouw
Second: Councilmember Stockton
Action: Agendize bringing back a discussion on de Colores Park Ayes (4): Mayor Carli, Councilmember Stockton, Councilmember Ritchie, and Councilmember Fremouw
Noes (3): Vice Mayor Silva, Councilmember Chapman, and Councilmember Wylie
Vote: Approved (4 to 3)
Item 9.d
6.a Update on Recent Attended Boards, Commissions, and Committee Meetings Councilmember Chapman recently attended League of California Cities City Leaders Summit which has sessions that discussed water usage with artificial intelligence, and homelessness. She also reported that the Citizens Advisory Committees at California Medical Facility (CMF) will meet the first Tuesday in May. Councilmember Chapman invited to community to CMF's art exhibit on May 12. Lastly, she again urged the community to go see the art currently displayed at the Vacaville Museum as well.
Vice Mayor reported the Cal Cities Environmental Quality Committee met to review legislation that focused on hazardous waste remediation and insurance company accountability. He also noted that at the League of California Cities City Leaders Summit he attended a session on available grants to enhance public spaces that lead to economic prosperity. Vice Mayor recently took a group of his students on a tour of the Easterly Water and Wastewater Treatment Plant to expose them to the water treatment process. Lastly, the Vice Mayor reflected on comments from public about how to connect our economic development strategic plan to our ag community/agri-hoods/agri-tourism.
Councilmember Fremouw noted that the City is struggling financially and asked if the council would agendize a discussion on de Colores Park.
Councilmember Wylie reported that District 6 had a very successful Spring Spruce Up Day with over 400 unwanted item drop offs including e-waste. She noted that going forward there will be no District Dollars so there may not be funding for the program in the future.
Councilmember Wylie also noted that the Travis Air Force Base "Wings Over Solano" Air Show was well attended despite the colder weather. She also attended the Police Activities League (PAL) Youth Summit which had a good turnout of youth involved from planning to execution of the event. Councilmember Wylie also attended the League of California Cities City Leader Summit which she and a few others from Vacaville and neighboring cities met with Assemblymember Wilson and Senator Cabaldon to discuss loss of local control and impacts of mandated without funding. Lastly, Councilmember Wylie asked if council would be interested in naming a poet laureate for the City of Vacaville and the council was in support.
Councilmember Ritchie also attended League of California Cities City Leaders Summit. He was part of the Armed Services Committee and did a presentation on Skills Bridge and supporting base families mostly through childcare services. He encouraged businesses in Vacaville to be a Skills Bridge member.
The Mayor noted that a significant amount of art has come into the City including the painted cow named Pilar in front of Council Chambers.
7. Reports of City Manager
Video shown highlighting the City's recent Bring Your Kid to Work Day event. The City hosted over 80 children who were able to shadow their parents/grandparents and participate in hands-on activities that highlight the importance and fun of working in City government. Video can be seen on the City's YouTube page.
City Manager Chaudhary applauded the work of the City Manager's Office and Utilities team for creating a one-pagers for our legislators at the recent League of California Cities City Leaders Summit, on items such as Chromium 6, North Bay Regional Expansion, and Broadband. She also noted that she is part of the Governance Transparency and Labor Relations Committee which discusses items such as transparency and cybersecurity efforts.
Item 9.d
Lastly the City Manager announced that given the budget deficit she and the City's leadership team have declined their approved Cost of Living Adjustments (COLA) for 2026.
8. Presentations
8.a Building Safety Month Proclamation
Proclamation presented to Erin Morris, Director for Community and Economic Development in honor of Building Safety Month.
9. Consent Calendar
Motion: Councilmember Ritchie
Second: Councilmember Chapman
Action: Approve all items on the consent calendar except for items 9.C, 9.E, 9.F which were pulled for discussion.
Vote Unanimously Approved
9.a Ordinance Levying Special Tax within the City of Vacaville Community Facilities District No. 11 (Southtown Police and Fire Services), Including Certain Annexation Territory, City of Vacaville Community Facilities District No. 11 (Southtown Police and Fire Services) Annexation No. 8 (Vandengate) (Second Reading)
Approved Ordinance No. 2018;
9.b Ordinance 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) (Second Reading)
Approved Ordinance No. 2019;
9.c Resolution Approving the Final Map for Lagoon Valley Neighborhood L Motion: Councilmember Stockton
Second: Councilmember Fremouw
Action: Adopt Resolution 2026-070 approving the Final Map for Lagoon Valley Neighborhood L
Vote Unanimously Approved
9.d Resolution Accepting the Energy Conservation Services Project Approved Resolution No. 2026-071
9.e Resolution Accepting Public Improvements for the 2025 Slurry Seal Project Action: Approve Resolution No. 2026-072 Accepting Public Improvements for the 2025 Slurry Seal Project
Motion: Councilmember Wylie
Second: Councilmember Ritchie
Item 9.d
Vote Unanimously Approved
9.f Resolution Adopting Revised Construction Standards, Design Standards, and Standard Drawings for Potable Water and Sanitary Sewer Systems Action: Adopt Resolution No. 2026-073 adopting revised construction standards, design standards, and standard drawings for potable water and sanitary sewer systems
Motion: Councilmember Stockton
Second: Councilmember Fremouw
Vote: Unanimously Approved
9.g Approval of Minutes – Approve the Minutes for the Meeting of April 14,2026 Approved; Approval of Minutes – Approve the Minutes for the Meeting of April 14,2026
9.h Approval of Accounts Payable and Payroll Payment of Claims for the Weeks Ending April 10, 2026; and April 17, 2026
Approved; Approval of Accounts Payable and Payroll Payment of Claims for the Weeks Ending April 10, 2026; and April 17, 2026
10. Business from the Floor
Click on the link to listen to public comment on items within the Council's jurisdiction but not listed on the agenda. Topics include: City leadership team forgoing COLAs, sales tax revenue, SHIPS Act, and reverberance of Japanese American internments.
11. Public Hearings - None
12. Business
12.a Consideration and Selection of Parks and Recreation Commissioner Action: Ratify the Mayor's appointment of Heather Krause to the Parks & Recreation Commission.
Motion: Councilmember Chapman
Second: Councilmember Fremouw
Vote: Unanimously Approved
12.b City of Vacaville Capital Improvement Program – Understanding an Essential City Program
Item was informational. Council received the information and provided feedback to staff regarding the Capital Improvement Program.
Item 9.d
12.c Resolution Establishing the City's General Liability Self-Insured Retention (SIR) Level for Program Year 2026/27
Action: Adopt Resolution No. 2026-074 Establishing the City's General Liability Self- Insured Retention (SIR) Level fat $1 million and ensure funds move into an account for addressing these claims for Program Year 2026/27
Motion: Mayor Carli
Second: Vice Mayor Silva
Ayes (6): Mayor Carli, Councilmember Ritchie, Vice Mayor Silva, Councilmember Chapman, Councilmember Fremouw, and Councilmember Wylie
Noes (1): Councilmember Stockton
Vote: Approved (6 to 1)
13. Adjournment
There being no further business, the regular meeting was adjourned at 8:14 p.m.
Item 9.d
CITY OF VACAVILLE
City Council
Staff Report
Meeting Date: May 12, 2026
To: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
From: Director Ken Matsumiya, Finance
(Ken Matsumiya, Director of Finance (707) 449-5180)
Subject: Approval of Accounts Payable and Payroll Payment of Claims for the Weeks Ending April 24, 2026; and May 1, 2026; and Wire and ACH Disbursements for the Month of April 2026
Actions for Consideration:
Approval of payments drawn in accordance with the City’s approved budget.
Recommendations:
By simple motion, approve the item.
Background:
The City’s Finance Department is responsible for ensuring the financial obligations of the City are met in a timely and efficient manner. Accounts Payable processes payments to external vendors on a weekly basis and employee payroll is processed biweekly while any payments requiring remittance by wire transfer are paid on an as-needed basis throughout the month.
Pursuant to California Government Code Section 37208, payments drawn in accordance with the City’s approved budget need not be ratified by the legislative body prior to payment. The payment of claims registers shall be presented to the legislative body for ratification and approval at the first meeting after delivery of the checks. The Finance Director has submitted the register(s) showing the payment of claims for the timeframe above for approval by the City Council.
Environmental Impact:
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project that has the potential to result in either a 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(b)(5).
Item 9.e
Fiscal Impact:
The claims paid for the period total $12,362,970.61
Amount Requested: Not applicable
Funding Source: Various
Budget Distribution: The costs associated with staff time for this item are fully supported within the Finance Department’s operating budget.
Alternatives:
No alternative recommendation.
Strategic Plan Goal/Initiative:
Goal 4: Maintain Effective and Efficient Services
Levine Act:
No
Attachments:
Attachment 1: Affidavit of Finance Director
Item 9.e
Affidavit of Finance Director Attachment 1
Accounts Payable Check Register(s) for Week Ending: Register Total(s) April 24, 2026 1,287,619.13$
May 1, 2026 3,356,948.50$
Payroll Check Register(s) for Week Ending: Register Total(s) April 24, 2026 2,367,684.46$
May 1, 2026 -$
Wire and ACH Transfers Monthly Total
Month of April 2026 5,350,718.52$
Grand Total 12,362,970.61$
_______________________________________________________________________________ Ken Matsumiya, Finance Director
Item 9.e
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Item 9.e
City of Vacaville, CA - Live
DETAIL PROOF - FINAL REPORT
Report generated: 04/22/2026 15:35
User: 6582szamora
Program ID: prpyddpf
Pay Period 03/29/26 To 04/11/26
WARRANT: 042426 PAYROLL TYPE: BIWEEKLY C CHECK DATE: 04/24/2026 Earnings-Deductions Proof Summaries
Total: 3,600,402.16 3,379,421.83
Total Females: 336 Gross Pay: 1,085,220.27
Total Males: 492 Gross Pay: 2,508,846.36
Total Employees: 828 Gross Pay: 3,594,066.63
Total Pre-Notes: 1
Benefits Only Employees: 609 Employer Amount:
Available Cash Balance after payroll: -413,650,314.71 Total Cash Requirements:
Total Employee Checks: 9,861.19 Total Employee/Employer ACH Transactions: 2,357,550.12 Total Vendor Checks this payroll: 0.00 Total Vendor Checks other payrolls: 0.00 Total Vendor Electronic Transfers this payroll: 0.00 Total Vendor Electronic Transfers other payrolls: 0.00 Total Vendor Telephone Transfers this payroll: 0.00 Total Vendor Telephone Transfers other payrolls: 0.00 Total Cash Required: 2,367,411.31 Payments to be Processed:
Total Telephone Transfers: 0.00 Remaining Payroll Liabilities:
Total Employee/Employer (Check type = No check): 4,599,794.54 Total Pay Escrow: 0.00 Total Escrow Balance: 0.00 Total Invoices this payroll: 24,321.02 Total Invoices other payrolls: 0.00 Total Checks/Invoices/EFT/Telephone transfers
this payroll (deferred): 0.00 Total Checks/Invoices/EFT/Telephone transfers
other payrolls (deferred): 0.00 Total Liabilities: 4,624,115.56 * Employee Accruals Exist Outside Payroll Date Range - Check Accrual Out of Range Report
** END OF REPORT - Generated by Sara Zamora **
Item 9.e
City of Vacaville, CA - Live
DETAIL PROOF - FINAL REPORT
Report generated: 04/22/2026 15:47
User: 6582szamora
Program ID: prpyddpf
Pay Period 03/01/26 To 03/31/26
WARRANT: 042426 PAYROLL TYPE: MONTHLY CHECK DATE: 04/24/2026 Earnings-Deductions Proof Summaries
DEDUCTION SUMMARY
=================
DED TYPE EMPLOYEE AMT EMPLOYER AMT TOTAL AMT EMPLOYEE GROSS FICA/MED CALC 1100 MEDICARE 4.35 4.35 8.70 300.00 X 2.90% = 8.70 2770 OBRA PT % 22.50 0.00 22.50 300.00 3000 FEDERAL TAX 0.00 0.00 0.00 277.50 4000 STATE TAX 0.00 0.00 0.00 277.50 8215 WORK COMP 0.00 24.00 24.00 300.00 9999 DIRECT DEP N 273.15 0.00 273.15 300.00 Total: 300.00 28.35
Total Females: Gross Pay: 0.00
Total Males: 1 Gross Pay: 300.00
Total Employees: 1 Gross Pay: 300.00
Total Pre-Notes: 0
Available Cash Balance after payroll: -411,283,176.55 Total Cash Requirements:
Total Employee Checks: 0.00 Total Employee/Employer ACH Transactions: 273.15 Total Vendor Checks this payroll: 0.00 Total Vendor Checks other payrolls: 0.00 Total Vendor Electronic Transfers this payroll: 0.00 Total Vendor Electronic Transfers other payrolls: 0.00 Total Vendor Telephone Transfers this payroll: 0.00 Total Vendor Telephone Transfers other payrolls: 0.00 Total Cash Required: 273.15 Payments to be Processed:
Total Telephone Transfers: 0.00 Remaining Payroll Liabilities:
Total Employee/Employer (Check type = No check): 55.20 Total Pay Escrow: 0.00 Total Escrow Balance: 0.00 Total Invoices this payroll: 0.00 Total Invoices other payrolls: 0.00 Total Checks/Invoices/EFT/Telephone transfers
this payroll (deferred): 0.00 Total Checks/Invoices/EFT/Telephone transfers
other payrolls (deferred): 0.00 Item 9.e
CITY OF VACAVILLE
City Council
Staff Report
Meeting Date: May 12, 2026
To: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
From: Tamara Colden, Housing and Community Director
(Matilda Horace, Housing Services Administrator (707) 449-5038) Subject: Provide Comment on the Draft Community Development Block Grant for Program Year 2026-2027 Annual Action Plan
Actions for Consideration:
City Council is requested to provide comment on the draft Community Development Block Grant (CDBG) for program year 2026 – 2027 and determine if any changes current allocation method are desired.
Recommendations:
Receive report, open discussion,and provide direction to staff.
Background:
The City of Vacaville has participated in the U.S. Department of Housing and Urban Development (HUD)’s Community Development Block Grant (CDBG) Entitlement Program since 1988. As an entitlement city, Vacaville receives annual federal allocations based on a formula that considers population size, poverty levels, and housing conditions. These funds are used to support the development of viable urban communities through projects that provide decent housing, a suitable living environment, and expanded economic opportunities principally for low- and moderate-income persons (80% or less of the area median income, up to $124,600 for a family of four).
To receive CDBG funds, each year, HUD requires the City of Vacaville, as a CDBG entitlement community, to prepare and submit Annual Action Plan (AAP). The Annual Action Plan identifies the specific activities, funding allocation, and the use of facilities that will be carried out during the program year to address the goals and strategies outlined in the Consolidated Plan. The Annual Action Plan (AAP) serves at the City’s implementation tool and is required to be reviewed by the public, and City Council before submission of approval from HUD.
Locally, CDBG funds are used to address priority needs in the community that are included in the City Council adopted 5-Year Consolidated (Con) Plan covering the period of July 1, 2025 - June 30, 2030) within the CDBG program statutory goals. A summary description of the 2025- Item 12.a
2030 Con Plan is included as Attachment 1. Specifically, the 2025-2030 Con Plan identifies using CDBG funds to:
1. Support public services through programming youth-focused nonprofits and neighborhood centers;
2. Improve Public Facilities and infrastructure by completing street repairs, ADA upgrades, parks, and community facility improvement;
3. Constructing Parks and Neighborhood Centers; and
4. Program Oversight and Compliance through planning administration, HUD reporting and monitoring.
The City of Vacaville receives approximately $500,000 annually. In addition to statutory requirements regarding what is an eligible activity and project, use of CDBG funds is also restricted as shown in this example.
Limit Amt Activity Con Plan Goal Activity
15% $75,000 Public Services Youth Development VNBGC and Leaven Kids 20% $100,000 Planning & Admin CDBG Implementation & Oversight Staff, services, supplies, etc. 65% $325,000 Projects Public facilities, parks, & recreation facilities, street improvements, and
neighborhood facilities
Example: Improvements at
City-owned CDBG
Neighborhood Centers
Discussion:
The Con Plan goals are carried out through required Annual Action Plans (AAP) which provide a more concise summary of the actions, activities, and the specific federal and non-federal resources that will be used to address priority needs and goals identified in the Con Plan. This year, the AAP covers the period July 1, 2026 – June 30, 2027.
The AAP (Attachment 2) describes how the year’s funding allocation of $527,005 is proposed to be allocated and prior years’ program income in the amount of $88,577.13 (for a total of $615,582.13) is proposed to be allocated:
Planning and Administration – limit of 20% of annual allocation - $105,401.00 Eligible Use: Staff, services, supplies to administer the CDBG Program
Planning and
Administration
$105,401.00 Staffing/supplies to oversee the CDBG Program including, but not limited to: preparing environmental analyses and HUD mandated reports, sub-recipient contract monitoring and technical assistance, management of the Vacaville Social Service Center on Eldridge Ave., program administration, etc.
Item 12.a
Public Services – limit of 15% of annual allocation - $79,050.75 Eligible Use: Youth Development
$74,050.75
Vacaville Neighborhood Boys & Girls Club: Staffing/supplies for youth empowerment/ leadership & educational/social skills programs at Trower Neighborhood Center.
Con Plan Goal
#1
Support Youth
Public Services
$5,000.00
Leaven Kids: Staffing for at-risk youth after school program to connect with tutors/mentors, receive homework help, and participate in enrichment/recreation activities at the Mariposa Neighborhood Center.
Projects - 65% of annual allocation - $342,553.25
Plus $88,577.13 prior years’ allocation - $431,130.38 total Eligible Use: Improve public facilities and infrastructure by improving public facilities, parks and recreation facilities, street improvements, and neighborhood facilities Con Plan Goal
#2
Improving
Public Facilities
and
Infrastructure
$127,515.38
Trower Center Improvements: Upgrades to fire alarm system and floor/foundation improvements needed to the Trower Neighborhood Center before making it available for new services.
Con Plan Goal
#2
Improving
Public Facilities
and
Infrastructure
$50,000.00
Mariposa Center Improvements: To complete improvements to the Mariposa Neighborhood Center facility such as: keycard access and signage replacement not included in the previous improvements.
Con Plan Goal
#2
Improving
Public Facilities
and
Infrastructure
$50,000.00
Vacaville Social Services Center Improvements: Improvements to Buck and Eldridge Social Services Complex for continued CDBG eligible occupancy.
Section 108
Loan $203,615.00 Debt service on Section 108 Loan funds used towards the construction of the Malaquias Montoya Community Center at De Colores Park.
Total
Proposed: $615,582.13
A public notice was published in the Vacaville Reporter in Spanish and English on April 07, 2026, to notify the public that the draft 2026-2027 AAP is available for public review and comment through May 12, 2026. The public notice also notified the public that this meeting Item 12.a
would be held. This noticing period meets the required 30-day comment period. As of the date of writing this staff report, staff have received no comments from the public.
Staff will incorporate all comments received and bring back the final draft for approval at the May 26, 2026, city council meeting and submit the final 2026-2027 AAP to HUD no later than June 3, 2026 as required.
Environmental Impact:
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project that has the potential to result in either a 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(b)(5).
Fiscal Impact:
Amount Requested: There are no funds requested for this item.
Funding Source: Department of Housing and Urban Development, Community Development Block Grant Entitlement funding (2002).
Budget Distribution: The proposed plan will be incorporated into the appropriate CDBG grant funds and reflected in the FY 2026-27 operating budget for the approved activities.
Alternatives:
The Council could choose not to provide any direction on the proposed CDBG funding allocation. This is not recommended, as failure to provide guidance would delay approval and submission of the Annual Action Plan is required by HUD and may result in the City losing CDBG entitlement funding.
Strategic Plan Goal/Initiative:
Goal 2: Strengthen the Local Economy
Goal 3: Protect Vacaville’s Quality of Life
Goal 5: Promote Community Engagement and Increased Equity and Inclusion
Levine Act:
No
Attachments:
Attachment 1: 2025-2030 Consolidated Plan Summary
Attachment 2: Draft July 1, 2026 – June 30, 2027, Annual Action Plan Item 12.a
Attachment 1
EXECUTIVE SUMMARY
COMMUNITY DEVELOPMENT BLOCK GRANT
2025-2030 CONSOLIDATED PLAN SUMMARY
For the City of Vacaville (City), Community Development Block Grant (CDBG) funds received from the U.S.
Department of Housing and Urban Development (HUD) continue to provide critical resources to address the City’s diverse and evolving community development needs. Since 1988, CDBG entitlement funding has enabled the City to support youth and senior programs, invest in community infrastructure, assist nonprofit partners, and expand access to housing for extremely low, very low-, low-, and moderate-income households.
This current Consolidated Plan, covering the period from July 1, 2025 to June 30, 2030, is the City’s seventh such plan. The Consolidated Plan is a strategic framework for identifying housing and community development needs and making place-based, data-informed investments. Each year, the City prepares an Annual Action Plan, which outlines the specific programs and activities to be undertaken to meet the goals of the Consolidated Plan.
Consolidated Plan
The consolidated planning process includes four primary phases:
1. Determining Needs
2. Setting Priorities
3. Determining Resources
4. Setting Goals
Determining Needs and Setting Priorities
Needs were identified through community surveys, stakeholder consultations, public meetings, and HUD- provided data. Priority levels were assigned based on available resources, alignment with other City plans (including the Housing Element), community feedback and staff assessments. The City of Vacaville has prioritized the following needs for investment over the 2025-2030 Consolidated Plan Period.
High Priority Needs
• Rehabilitation of Housing • Parks and Recreational
Improvements
• Homeownership Assistance • Neighborhood Facilities
• Youth Services/Programs/Centers
• Public Facilities & Street
Improvements
Medium – Low Priority Needs
• Substance Abuse Services • Flood and Drainage Improvements • Code Enforcement • Transportation Services
• Services for Abused & Neglected Children • Rental Housing Subsidies
Item 12.a
Determining Resources and Setting Goals
The City anticipates leverage the following estimated funding resources over the 2025-2030 Consolidated Plan period:
Funding Source Estimated Amount
Community Development Block Grant (CDBG) $2,500,000
Other Federal & State Funds (Section 108) $2,638,400
These resources will be used to address the community’s highest priority needs, strengthen underserved neighborhoods, and expand equitable housing opportunities.
Goal Funding Source Activities to Address Goals
Support Public Services CDBG Programming through youth-focused nonprofits and neighborhood centers
Improve Public Facilities &
Infrastructure
CDBG Street repairs, ADA upgrades, parks, and
community facility improvements
Constructing Park & Neighborhood
Center
CDBG + State Parks
Grant
De Colores Park and Malaquias Montoya
Community Center in the Markham- Callen
Area
Program Oversight & Compliance CDBG Planning administration, HUD reporting, and monitoring
Use of Resources
These investments are targeted at underserving neighborhoods and will focus on enhancing public spaces, expanding youth programming, and delivering neighborhood revitalization. The City will continue to coordinate efforts with local service providers, housing partners, and community members to ensure equitable access and lasting impact.
Geographics Focus
CDBG investments will be prioritized in Markham Callen Street, a designated targe area. Services and benefits will extend citywide to eligible- low and moderate households, with concentrated investment in underserved neighborhoods.
Item 12.a
Attachment 2
Annual Action Plan
2026
1 V_21 – 04/07/202605/04/2026
COMMUNITY DEVELOPMENT BLOCK GRANT
ANNUAL ACTION PLAN 2026 - 2027
Housing and Community Services Department
40 Eldridge Ave, Suite 2
Vacaville, CA 95688
Item 12.a
Attachment 2
Annual Action Plan
2026
2 V_21 – 04/07/202605/04/2026
Executive Summary
AP-05 Executive Summary - 24 CFR 91.200(c), 91.220(b)
1. Introduction
For the City of Vacaville, Community Development Block Grant (CDBG) funds have successfully provided resources to address unique community development needs. Since 1988, the City has received non- competitive entitlement funding from the U.S. Department of Housing and Urban Development (HUD) through this program. The statutory goals of the CDBG Program are to provide decent housing, a suitable living environment, and expand economic opportunities. These goals are to be directed towards extremely low, very low, low, and moderate-income persons. In Vacaville, the funds have supported non-profit social services programs, made street and sidewalk improvements in CDBG target areas, provided critical funding to sub-recipient organizations, and developed and improved public facilities to serve the low- and moderate-income community.
In 1995, HUD introduced a new consolidated application process for the CDBG Program. This process replaced all applications and planning requirements for CDBG with a single submission that satisfies the statutory requirements of the CDBG Program. This single submission is known as the Consolidated Plan. The Consolidated Plan (Con Plan) is intended to further CDBG goals through a collaborative process involving citizens and representatives of public, private non-profit, and for-profit entities involved in community development. The Con Plan process offers the community a chance to shape its various community development programs into effective, coordinated neighborhood and community development strategies. The Con Plan is updated every five years. The current Con Plan covers the period 2025-2030.
Along with completion of the Con Plan, the City must also complete the Annual Action Plan for each program year in the Con Plan period. The Annual Action Plan is a document that provides a concise summary of the actions, activities, and programs that will take place during the program year to address the priority needs and goals that the City of Vacaville has identified in the consolidated planning process.
This is the second Annual Action Plan for Program Year 2026-2027 of the 2025-2030 Con Plan period.
2. Summarize the objectives and outcomes identified in the Plan The City of Vacaville goals for the 2025-2030 period focus on identified priority needs and target available resources toward goals that are designed to address those needs. Objectives or goals in the Con Plan include supporting youth public services and improving public facilities and infrastructure.
Proposed outcomes from these set objectives include:
Public Services: Supporting the Vacaville Neighborhood Boys and Girls Club and Leaven Kids with public service dollars to provide youth programming and operation of two Neighborhood Centers, and Item 12.a
Attachment 2
Annual Action Plan
2026
3 V_21 – 04/07/202605/04/2026
Public Facilities and Infrastructure: Construction of the Malaquias Montoya Community Center at De Colores Park on Brown Street for outdoor recreation in a low- to moderate-income neighborhood.
These goals primarily focus on helping residents maintain and improve their quality of life in the City of Vacaville. To this end, the City of Vacaville will continue to support successful projects and programs that meet the needs of extremely low, very low, low, and moderate-income persons. Projects selected for funding in the five-year period will be managed as efficiently as possible so that funding sources can be prioritized where they are most effective, while also addressing a wide range of needs that exist in the City of Vacaville.
3. Evaluation of past performance
This is an evaluation of past performance that helped lead the City of Vacaville to choose its goals or projects.
For the previous Program Year, the City of Vacaville focused efforts on three main goals:
- Improving neighborhood facilities and infrastructure
- Supporting Youth Public Services, and
- Prevent, prepare for, and respond to coronavirus.
During the previous Action Plan period, CDBG funding was used to:
- Provide funding for the Vacaville Neighborhood Boys and Girls Club (VNBGC) and Leaven Kids.
These programs provided youth development and leadership, neighborhood empowerment, social services, recreational, educational, crime prevention, and after school programs in the late afternoons and evenings and during the summer that primarily benefitted low- and moderate-income residents in the CDBG Target Areas.
- Provide oversight of the CDBG Program (staffing and supplies), as permitted by regulation. These activities included preparation of HUD mandated reports, providing technical assistance to sub-recipients, and program development and management. - Complete activities for improvements to the Mariposa Neighborhood Center. The playground area was completed, along with interior building improvements. Project was completed April 16, 2025.
- Continue activities for development of Malaquias Montoya Community Center at De Colores Park. The City has continued advancing pre-construction activities, including finalizing project design elements, coordinating interdepartmental and consultant reviews, and preparing bid- ready documents. The City has applied for HUD Section 108 Loan Guarantee Program funds (federal funds). Federal funding delays associated with the Section 108 financing, including Item 12.a
Attachment 2
Annual Action Plan
2026
4 V_21 – 04/07/202605/04/2026
impacts from the federal government shutdown, temporarily halted project progression to bidding and construction phases.
- Prevent, prepare for, and respond to coronavirus including completing all activities funded through CDBG-CV. The City of Vacaville continued to support the Food Security Program through the full expenditure of funds. The Food Security Program is being executed through Food is Free Solano, a food pantry utilizing a mobile distribution model to bring food directly to low-income neighborhoods.
Overall, the City’s CDBG Program has been effective in addressing the priority needs of improving infrastructure/facilities; support of youth public services; and preventing, preparing for, and responding to coronavirus as outlined in the 2025-2030 Con Plan. The City was able to leverage other state and federal grant funding, as well as apply local funds to provide services for the goals with which CDBG funding could not assist. For example, the City’s Low Income Housing Asset Fund (LIHAF) has been the funding source to provide affordable housing activities in the City. The City committed $300,000 in local funding to Habitat for Humanity, as well as $550,732 from the Permanent Local Housing Allocation (PLHA) Program. These funds will enable Habitat for Humanity to develop ten affordable homeownership units. The 4-bedroom units are being planned as ten residential duet homes.
4. Summary of Citizen Participation Process and consultation process On April 7, 2026, a public notice was published in the Vacaville Reporter noticing the start of the 30-day period to comment on the draft 2026-2027 Annual Action Plan in both English and Spanish, in accordance with 24 CFR 91.105(e)(1). The comment period began April 7, 2026 and ended May 12, 2026. The public notice included notification of the public hearing/meeting to be held at the City of Vacaville Council Chambers on May 12, 2026. Notices were also posted on the City of Vacaville website and Facebook page with instructions on how to obtain a copy of the draft plan.
The draft plan was e-mailed to City offices for public posting to encourage review and comment, including the Family Resource Center, the Vacaville Housing Authority, McBride Senior Center, Town Square Library and the Ulatis Cultural Center Library.
Public comments were accepted from April 7, 2026 through May 12, 2026. If comments are received during the public hearing/meeting, this section will be updated to include those comments and responses to the comments prior to the plan being submitted to HUD for approval by May 15, 2026 deadline.
5. Summary of public comments
Public Notice for the Annual Action Plan was posted on the Vacaville Reporter, website, and posted throughout the city, as well as emailed out to various interested organizations.
6. Summary of comments or views not accepted and the reasons for not accepting them TBD
Item 12.a
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Annual Action Plan
2026
5 V_21 – 04/07/202605/04/2026
7. Summary
The City of Vacaville focuses on helping residents maintain and improve their quality of life. The City has continuously worked to address the wide range of needs in the City, while at the same time supporting successful projects and programs that meet the needs of extremely low-, very low-, low-, and moderate- income persons. The City is continuing this work, managing these projects as efficiently as possible so that funding sources can be prioritized where they can be the most effective in the City.
In the coming year, the City will continue to support the youth of Vacaville, especially in the target areas, and will continue working on improving infrastructure through public improvements such as the Malaquias Montoya Community Center at De Colores Park project.
Item 12.a
Attachment 2
Annual Action Plan
2026
6 V_21 – 04/07/202605/04/2026
PR-05 Lead & Responsible Agencies – 91.200(b)
1. Agency/entity responsible for preparing/administering the Consolidated Plan Describe the agency/entity responsible for preparing the Consolidated Plan and those responsible for administration of each grant program and funding source.
Agency Role Name Department/Agency
CDBG Administrator City of Vacaville Housing and Community Services Department Table 1 – Responsible Agencies
Narrative (optional)
It is the intent of the City of Vacaville, as lead agency, to encourage and facilitate the participation of the residents of Vacaville in the formulation of priorities, strategies, and funding allocations in the Con Plan and the Annual Action Plan, substantial amendments, and performance review when funding has been allocated for one or more of the following five programs by the U.S. Department of Housing and Urban Development (HUD) [24 CFR Part 91]):
- Community Development Block Grant (CDBG)
- Housing Trust Fund (HTF)
- HOME Investment Partnerships (HOME)
- Emergency Solutions Grant (ESG)
- Housing Opportunities for Persons with Aids (HOPWA)
It is the responsibility of the Housing and Community Services Department (HCSD) staff to monitor the programs’ activities and report on contract compliance to the City Council. It is also the responsibility of HCSD staff to review and select requests for funds, review and process reimbursement requests, to communicate applicable policies and regulations to service providers and provide other technical assistance to the service providers.
Item 12.a
Attachment 2
Annual Action Plan
2026
7 V_21 – 04/07/202605/04/2026
The Department Housing Services Administrator, or their designee, will be assigned to oversee the CDBG funded programs. All contract related matters for the CDBG programs and activities, including contract execution, performance reporting, monitoring, reimbursement of eligible expenses, and technical assistance will be carried out and/or supervised by the Housingthe Housing Services Administrator, or their designee. All contracts will be approved by the HCSD Director. Technical assistance is available to program sub-recipients and other service providers upon request. The response time to a request for technical assistance will take into account the availability of HCSD staff and the level of expertise in the area of concern. HCSD staff will defer to CPD’s Basically CDBG for California manual and other CPD resource materials for guidance and may need to confer with the CDBG HUD representative prior to providing assistance.
Consolidated Annual Action Plan Public Contact Information Housing and Community Services Department
Attn: Holly BabichMatilda Horace
40 Eldridge Ave, Suite #2
Vacaville, CA 95688
Phone: (707) 449-5694
[email protected]@cityofvacaville.gov Item 12.a
Attachment 2
Annual Action Plan
2026
8 V_21 – 04/07/202605/04/2026
AP-10 Consultation – 91.100, 91.200(b), 91.215(l)
1. Introduction
In the development of the Con Plan and this year’s Action Plan, The City of Vacaville Housing and Community Services Department (HCSD) participated in local and countywide coordination efforts, including homeless roundtables and stakeholder forums, and utilized data sources such as Point-In-Time (PIT) Count to gather information and better understand the needs of persons with mental health or substance abuse issues, individuals experiencing or at risk of homelessness, victims of domestic violence, persons with physical and mental disabilities, and youth or elderly persons.
Provide a concise summary of the jurisdiction’s activities to enhance coordination between public and assisted housing providers and private and governmental health, mental health and service agencies (91.215(l))
The City continues to collaborate with the Community Action Partnership Solano, JPA (CAP Solano JPA) as CAP Solano JPA’s Fiscal Agent. The City of Vacaville has also accepted the role of Program Administrator for CAP Solano. CAP Solano JPA is the Community Action Agency for Solano County and receives direct entitlement funding through the Community Service Block Grant program (CSBG) from California Department of Community Services and Development (CSD). CAP Solano JPA also receives and administers other federal, state, and local grants. The City of Vacaville is one of the seven cities, along with the County of Solano, that comprise the CAP Solano JPA. CAP Solano JPA was established to provide oversight and coordination of homeless and safety net services to the residents of Solano County; serve as the conduit for safety net funding support; administer the funds and make grants available to non-profit entities for services to the homeless; set policy, and be the central agency for the oversight and technical assistance for the operation of homeless shelters, transitional housing, homeless assistance centers, community action councils and other safety net services.
Vacaville Police Department’s Community Response Unit (CRU) conduct outreach to persons in the city experiencing homelessness. They refer their clients to, and coordinate with, organizations that work with people experiencing homelessness and mental health issues. These organizations include Vacaville Solano Social Services Corporation, Resource Connect Solano, and Shelter, Inc.
HCSD has established cooperative relationships with many agencies such as: the Workforce Investment Board; Memorandums of Understanding with Vacaville Solano Services Corporation, Vacaville Family Resource Center, Vacaville Police Department’s Community Response Unit, and Resource Connect Solano (Coordinated Entry Operator for Solano County) in administration of HUD’s Mainstream and Emergency Housing Voucher Programs; and a Memorandum of Understanding with Solano County Child Welfare Services in administration of HUD’s Family Unification Program.
Item 12.a
Attachment 2
Annual Action Plan
2026
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HCSD staff also maintain relationships with other agencies to better link services to the targeted population. These local, regional, state, and Federal agencies include, but are not limited to: Solano County Department of Health and Social Services, California State Department of Housing and Community Development, and HUD.
The Vacaville Housing Authority (VHA) and Solano County Health and Social Services Child Welfare Services Department (CWS) work together to identify potential applicants for the VHA’s Family Unification Program (FUP) Section 8 Rental Assistance Vouchers. FUP vouchers are made available to families for whom the lack of adequate housing is a primary factor in both the separation, or threat of imminent separation, of children from their families or in the prevention of reunifying the children with their families. These activities operate without the use of CDBG funds.
This year, the City of Vacaville has established a partnership with the North Bay Regional Center. This partnership will result in the implementation of an outreach program that informs households in the city about housing and services available for persons with developmental disabilities.
Describe coordination with the Continuum of Care and efforts to address the needs of homeless persons (particularly chronically homeless individuals and families, families with children, veterans, and unaccompanied youth) and persons at risk of homelessness.
CAP Solano JPA is the designated Collaborative Applicant and HMIS Lead Agency for the local Continuum of Care (CoC) known as Housing First Solano. The City participates with Solano County’s Housing First Solano Continuum of Care as a board member. This group is made up of representatives from local government agencies and other organizations who are interested in sharing information and expanding and coordinating the services available to people experiencing homelessness or to people at risk of experiencing homelessness.
Describe consultation with the Continuum(s) of Care that serves the jurisdiction's area in determining how to allocate ESG funds, develop performance standards for and evaluate outcomes of projects and activities assisted by ESG funds, and develop funding, policies and procedures for the operation and administration of HMIS Not applicable; the City does not receive ESG funding.
2. Describe Agencies, groups, organizations and others who participated in the process and describe the jurisdiction’s consultations with housing, social service agencies and other entities
Item 12.a
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Annual Action Plan
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Agency/Group/Organization Vacaville Housing Authority
Agency/Group/Organization Type Housing
PHA
Services - Housing
Services - Persons with Disabilities
Services - Homeless
Service - Fair Housing
What section of the Plan was addressed by Consultation? Housing Need Assessment Lead-based Paint Strategy
Public Housing Needs
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
1 How the Agency/Group/Organization consulted and what
was/are the anticipated outcomes of the consultation or areas for improved coordination?
Consulted with to provide data and/or
input for relevant Action Plan sections.
Agency/Group/Organization City of Vacaville Community and Economic Development Department
Agency/Group/Organization Type Housing
Other government - Local
What section of the Plan was addressed by Consultation? Housing Need Assessment Economic Development
Market Analysis
2 How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Consulted with to provide data and/or
input for relevant Action Plan sections.
Item 12.a
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Annual Action Plan
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Agency/Group/Organization City of Vacaville Police Department Agency/Group/Organization Type Services - Housing
Services - Children
Services - Elderly Persons
Services - Victims of Domestic Violence
Services - Homeless
Services - Health
Services - Victims
Other government - Local
What section of the Plan was addressed by Consultation? Housing Need Assessment Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
Non-Homeless Special Needs
Housing Needs - Victims of Domestic
Violence
3 How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Information and data provided from
Family Resource Center, a division of the
Vacaville Police Department and the
Community Response Unit (CRU).
Agency/Group/Organization Community Action Partnership of Solano, JPA
4 Agency/Group/Organization Type Services - Housing
Services – Homeless
Services - Employment
Other government - County
Other government - Local
Regional organization
Civic Leaders
Item 12.a
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Annual Action Plan
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What section of the Plan was addressed by Consultation? Housing Need Assessment Homelessness Strategy
Homeless Needs - Chronically homeless
Homeless Needs - Families with children
Homelessness Needs - Veterans
Homelessness Needs - Unaccompanied
youth
Market Analysis
Anti-poverty Strategy
How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Reviewed reports for the completion of
relevant Action Plan sections. City is an
active board member on the JPA as
collaborative applicant for Continuum of
Care funding.
Agency/Group/Organization Solano County Health and Social Services Department
Agency/Group/Organization Type Services - Housing
Services - Children
Services - Elderly Persons
Services - Persons with Disabilities
Services - Homeless
Services - Health
Service - Fair Housing
Services - Victims
Health Agency
Child Welfare Agency
Agency - Emergency Management
Other government - County
Regional organization
5 What section of the Plan was addressed by Consultation? Lead-based Paint Strategy Homelessness Needs - Unaccompanied
youth
Non-Homeless Special Needs
Market Analysis
Item 12.a
Attachment 2
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How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Reviewed data for the completion of
relevant Action Plan sections. H&SS
includes Child Welfare Services and will
continue to provide referrals to the VHA
for the FUP. VHA will provide referrals
for programs offered by H&SS
Agency/Group/Organization City of Vacaville
Agency/Group/Organization Type Other government – local Services – Narrowing the Digital Divide
What section of the Plan was addressed by Consultation? Other – Actions planned to address obstacles to meeting underserved needs
6 How was the Agency/Group/Organization consulted and
what are the anticipated outcomes of the consultation or areas for improved coordination?
Reviewed data for the completion of
relevant Action Plan sections. City of
Vacaville is creating a resilient fiber
network for the unserved and
underserved of the city.
Table 2 – Agencies, groups, organizations who participated
Identify any Agency Types not consulted and provide rationale for not consulting The City of Vacaville considers all agencies providing social services within the jurisdiction for consultation on the Action Plan.
Other local/regional/state/federal planning efforts considered when preparing the Plan Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
2021-2022
Solano Strategic
Priorities Action
Plan
Continuum of
Care - Solano
County
- Improve access to mainstream resources for homeless. Ensure sufficient outreach to homeless, at-risk families, and non- chronically homeless individuals and provide for their basic needs - Further strengthen self-sufficiency supports for homeless people moving out of homelessness
5-year Agency
Plan
City of Vacaville
Housing
Authority
- Improve quality of assisted housing - Provide an improved living environment - Ensure equal opportunity and affirmatively further fair housing
CAP Solano, JPA
2026/2027
Community
Action Plan
Community
Action
Partnership of
Solano, JPA
- Obtain and maintain adequate housing and suitable living environment
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Name of Plan Lead
Organization
How do the goals of your Strategic Plan overlap with the goals of each plan?
Housing Element
2023-2031
City of Vacaville - Affordable housing services/development Plan Bay Area
2050
Association of
Bay Area
Governments
- Regional Housing Need Allocation (RHNA) affordable housing requirements
Sustainable
Communities
Strategy
Plan Bay Area - Regional Housing Need Allocation (RHNA) affordable housing requirements
2024 General Plan
Annual Progress
Report
City of Vacaville -Residential High Density Zoning District City of Vacaville
Broadband
Master Plan
City of Vacaville -Improve access to broadband services for low to moderate income families
Table 3 – Other local / regional / federal planning efforts Narrative (optional)
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AP-12 Participation – 91.105, 91.200(c)
1. Summary of citizen participation process/Efforts made to broaden citizen participation Summarize citizen participation process and how it impacted goal-setting
On April 7, 2026, a public notice was published in the Vacaville Reporter noticing the start of the 30-day period to comment on the draft 2026- 2027 Annual Action Plan in both English and Spanish, in accordance with 24 CFR 91.105(e)(1). The comment period began April 7, 2026, and ended May 12, 2026. The public notice included notification of the public hearing/meeting to be held at the City of Vacaville Council Chambers on May 12, 2026. Notices were also posted on the City of Vacaville website and Facebook page with instructions on how to obtain a copy of the draft plan. The public notice was also posted in both English and Spanish at the following small businesses in Vacaville that cater to the Spanish speaking community: Maya Supermarket, Carniceria La Reyna, La Placita Market, and Yoli’s Market; the Spanish public notice was also sent to Voces Unidas for posting on their Facebook page.
The draft plan was e-mailed to City offices for public posting to encourage review and comment, including the Family Resource Center, the Vacaville Housing Authority, McBride Senior Center, Town Square Library and the Ulatis Cultural Center Library.
Public comments were accepted from April 7, 2026 through May 12, 2026. If comments are received during the public hearing/meeting, this section will be updated to include those comments and responses to the comments prior to the plan being submitted to HUD for approval by the May 15, 2026 deadline.
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Citizen Participation Outreach
Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments not
accepted
and reasons
URL (If applicable)
1 Newspaper
Ad
Minorities
Non-English
Speaking - Specify
other language:
Spanish
Non-
targeted/broad
community
Public noticing in
the Vacaville
Reporter, a local
newspaper in both
English and Spanish.
None
None
N/A
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments not
accepted
and reasons
URL (If applicable)
2 Internet
Outreach
Minorities
Non-English
Speaking - Specify
other language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Posted draft AAP on
city website. Sent
email notification of
the AAP draft to City
offices to invite
public comment.
Posted links to draft
AAP via social
media: 1) Next Door
2) Facebook 3)
Instagram 4) Twitter
All comments
were
accepted.
https://www.ci.vacaville.ca.us/governm
ent/housing-and-community-
services/community-development-
block-grant
https://www.facebook.com/cityofvacav
ille/
https://nextdoor.com/agency-
detail/ca/vacaville/city-of-vacaville/
https://www.instagram.com/cityofvaca
ville
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments not
accepted
and reasons
URL (If applicable)
3 Flyer Minorities
Non-English
Speaking - Specify
other language:
Spanish
Persons with
disabilities
Residents of
Assisted Housing
Non-
targeted/broad
community
Posted Public Notice
in (1) Housing
Authority lobby (2)
City Hall (3)
Vacaville Town
Square Library (4)
Vacaville Cultural
Center Library (5)
McBride
Community Center
(6) Georgie Duke
Center (7) Ulatis
Community Center
and (8) Three Oaks
Community Center
Posted Public Notice
in both English and
Spanish at local
business that cater
to the Spanish
speaking
community: Maya
Supermarket,
Carniceria La Reyna,
None
None
N/A
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Sort
Order
Mode of
Outreach
Target of
Outreach
Summary of
response/
attendance
Summary of
comments
received
Summary of
comments not
accepted
and reasons
URL (If applicable)
La Placita Market,
and Yoli’s Market
4 Public
Hearing
Minorities
Non-English
Speaking - Specify
other language:
Spanish
Persons with
disabilities
Non-
targeted/broad
community
Public meeting to be
held May 12, 2026
at City Council
Chambers, 650
Merchant Street at
6pm.
All comments
were
accepted.
N/A
Table 4 – Citizen Participation Outreach
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Expected Resources
AP-15 Expected Resources – 91.220(c)(1,2)
Table 5 - Expected Resources – Priority Table
Expected Amount Available Year 4 Program Source of
Funds
Uses of Funds
Annual
Allocation: $
Program
Income: $
Prior Year
Resources: $
Total:
$
Expected Amount
Available
Remainder of
ConPlan
$
Narrative Description
CDBG public -
federal
Admin and
Planning
Public
Improvements
Public Services TBD$527,005 0$88,577.13 0.00 TBD$615,582.13 0TBD Community
Development Block
Grant
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Anticipated Resources
The City of Vacaville identified a wide range of needs in the Consolidated Plan. In the plan, several priority needs were identified, including parks and neighborhood centers, youth centers, public services for the youth of Vacaville, and many others. The identified priority needs are many, while the funding sources for these needs are limited. The anticipated resources section of the Consolidated Plan describes the City of Vacaville’s CDBG resources for the duration of the 2025-2030 Consolidated Plan. In addition to CDBG funding, the financial resources listed below serve to illustrate the City’s ability to leverage other resources to address the priority needs and goals put forth in this plan. Other funds that the City will use to leverage CDBG funds for various activities include the following.
Home Investment Partnerships Program (HOME) funds received from the State of California Department of Housing and Community Development will fund a First Time Homebuyer program for first time homebuyers in Vacaville.
Permanent Local Housing Allocation Program (PLHA) funds are being used for Affordable Homeownership Housing Development.
American Rescue Plan Act (ARPA) funds are being used to assist non-profit organizations in Vacaville.
State Parks Grant Program funds are being used towards the development of the new Malaquias Montoya Community Center at De Colores Park.
Explain how federal funds will leverage those additional resources (private, state and local funds), including a description of how matching requirements will be satisfied
CDBG funds will be used to support social service activities and programs that serve the rapidly growing needs of low- and moderate-income persons in the community. CDBG provides funding leveraged with donations and other grant funding obtained by Vacaville Neighborhood Boys & Girls Club and Leaven Kids to support youth services at the Neighborhood Centers in CDBG Target Areas.
In addition, CDBG funds will be used to leverage $6.7M in State Parks Grant Program towards the development of the Malaquias Montoya Community Center at De Colores Park on the Brown Street site.
By using Measure M funds, as well as HOME, PLHA, and ARPA funds for the projects listed in the section above, the City is able to use CDBG Item 12.a
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funds where they can make a significant impact for the community.
No matching funds are required for any of these resources.
If appropriate, describe publicly owned land or property located within the jurisdiction that may be used to address the needs identified in the plan
The City of Vacaville utilizes publicly owned land as a key resource to address priority housing and community development needs identified in the Consolidated Plan. City-owned sites are evaluated for their potential to support affordable housing and community-serving uses, with an emphasis on maximizing the number of units produced, aligning affordability levels with identified needs, and leveraging available local, State, and federal funding sources.
During the 2026–2027 program year, the City will advance a comprehensive Request for Proposals (RFP) process for multiple City-owned sites identified in the Housing Element. This effort will evaluate each site’s development capacity, including the number of units feasible by site, and align development potential with the City’s remaining Regional Housing Needs Allocation (RHNA) obligations. The RFP will also establish targeted affordability levels across income categories and identify available funding resources to support development. Through this portfolio-based approach, the City will solicit proposals from developers to design and deliver housing that is responsive to community needs and current market conditions. This strategy replaces prior site-specific solicitations and is intended to accelerate housing production while ensuring efficient use of publicly owned land.
Discussion
The City continues to advance several key projects on publicly owned or supported sites:
• Allison Drive Site: The City previously approved a 135-unit affordable housing project on this City-owned site; however, in 2025 the developer elected not to proceed, and the Disposition, Development, and Loan Agreement (DDLA) was terminated.
The City has initiated a new solicitation process and will include this site in the forthcoming comprehensive RFP to identify a Item 12.a
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qualified development partner.
• Orange Drive Site: Previously identified as a 100 percent affordable housing opportunity, the Orange Drive site remains a key development site. Moving forward, it will be incorporated into the City’s broader portfolio-based RFP process rather than being released as a standalone solicitation.
• Montoya Malaquias Community Center at De Colores Park: The City has completed environmental review (NEPA) and continues to advance pre-construction activities. During the current program year, the City finalized design elements, coordinated interdepartmental and consultant reviews, and prepared bid-ready construction documents. The City has submitted an application to HUD for Section 108 Loan Guarantee Program funding and is awaiting final loan documents for execution. During the upcoming program year, the City anticipates releasing a construction solicitation in Fall 2026, with contract award anticipated by December 2026 and construction expected to begin in Spring 2027. • Oak Grove Apartments (Orchard Avenue): The City continues to actively support the advancement of this affordable housing development. In partnership with the developer, the City submitted an application for State HOME funding. If awarded, the developer anticipates submitting an application for Low-Income Housing Tax Credits (LIHTC) in September 2026, which would complete the remaining financing needed to move the project forward. • Victory Gardens (Vanden Road): The Victory Gardens project has entered the funding pursuit phase. The developer is actively seeking competitive State and federal funding opportunities. The City continues to provide support through coordination, alignment of funding strategies, and preparation of documentation to strengthen funding applications.
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Annual Goals and Objectives
AP-20 Annual Goals and Objectives
Goals Summary Information
Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 1 Support Youth
Public Services
2025
2030 Non-Housing
Community
Development
Core Target Area Public Service –
Youth
CDBG Public service activities other
than Low/Moderate Income
Housing Benefit: 126 (3 Leaven
Kids + 123 VNBGC) Persons
Assisted
2 Improving Public
Facilities and
Infrastructure
2025
2030 Non-Housing
Community
Development
Core Target Area Public Facility –
Youth
Special Needs –
Accessibility
CDBG Public improvement activities
other than Low/Moderate
Income Housing Benefit: 1775
Persons Assisted (park at
multipurpose facility on Brown
St.)
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Sort
Order
Goal Name Start
Year
End
Year
Category Geographic Area Needs Addressed Funding Goal Outcome Indicator 3 Planning and
Administration
2025 2030 Other – Planning
and
Administrative
Core Target Area;
Leisure Town
Target Area;
Mariposa Target
Area
Senior Services;
Mental Health
Services; Special
Needs – Substance
Abuse
CDBG N/A
Table 6 – Goals Summary
Goal Descriptions
Goal Name Youth Activities 1
Goal Description Public service activities other than Low/Moderate Income Housing Benefit:
Goal Name Building a Neighborhood Park 2
Goal Description Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit:
Goal Name Building a Neighborhood Facility 3
Goal Description Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit:
Goal Name Public Facility/Infrastructure 4
Goal Description Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit:
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Goal Name Planning and Admin 5
Goal Description Public service activities other than Low/Moderate Income Housing Benefit:
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Projects
AP-35 Projects – 91.220(d)
Introduction
The following projects aid in achieving a portion of the CDBG long term goals of improving public infrastructure and facilities, supporting youth public services and administration of the CDBG program.
The City has identified projects based on availability of other funding sources serving identified goals, prioritization of funding and preserving operation and services at the Neighborhood Centers.
Projects
# Project Name
1 Vacaville Neighborhood Boys and Girls Club - Youth Public Service 2 Leaven Kids – Youth Public Service
32 Planning and Administrative
4 Trower Center Improvements
5 Mariposa Center Improvements
6 Vacaville Social Service Center Improvements
73 Malaquias Montoya Community Center at De Colores Park
Table 7 – Project Information
Describe the reasons for allocation priorities and any obstacles to addressing underserved needs
Youth Public Services:
CDBG public service funding will be used to leverage operations for Vacaville Neighborhood Boys and Girls Club at the Trower Center and Leaven Kids at the Mariposa Center. Prioritizing public service dollars for youth services was identified as a high priority from the community needs assessment survey and a five-year goal in the Con Plan.
Planning and Administration:
Overall program administration—including salaries, wages, and related costs of grantee staff or others involved in program management, monitoring, and evaluation—is essential to ensure effective oversight, compliance, and successful implementation of funded activities. Administrative support is critical for managing resources efficiently, maintaining regulatory compliance, and conducting accurate reporting and evaluation to measure program impact.
Tower Center Improvements:
Upgrades to fire alarm system and floor/foundation improvements needed to the Trower Neighborhood Item 12.a
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Center before making it available for new services.
Mariposa Center Improvements:
To complete improvements to the Mariposa Neighborhood Center facility such as: keycard access and signage replacement not included in the previous improvements.
Vacaville Social Service Center Improvements:
Improvements to Buck and Eldridge Social Services Complex for continued CDBG eligible occupancy.
Malaquias Montoya Community Center at De Colores Park:
The development of open space areas or facilities intended primarily for recreational use addresses critical underserved needs by providing safe, accessible environments that promote physical and mental well-being, particularly in low-income or densely populated communities lacking such amenities. These spaces foster community engagement, support youth development, and help reduce social isolation.
Prioritizing recreational infrastructure is essential for improving quality of life and ensuring equitable access to healthy, inclusive public environments.
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AP-38 Project Summary
Project Summary Information
Project Name Vacaville Neighborhood Boys and Girls Club – Youth Public Service Target Area Core Target Area
Goals Supported Youth Activities
Needs Addressed Public Services - Youth
Funding $74,050.75
Description Public service activities other than Low/Moderate Income Housing Benefit:
Target Date 06/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
123 LMI households
Location Description Trower Center
1 Planned Activities Funding to support staffing for youth development, empowerment, and leadership, including educational and social skills
Project Name Leaven Kids – Youth Public Services
Target Area Core Target Area
Goals Supported Youth Activities
Needs Addressed Public service activities other than Low/Moderate Income Housing Benefit:
Funding $5,000
Description Funding to support staffing for youth development, empowerment, and leadership, including educational and social skills
Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
3 LMI households
2 Location Description Mariposa Center
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Planned Activities TBD
Project Name Planning and Administrative
Target Area Citywide
Goals Supported Planning and Administration
Needs Addressed Public Service - Housing Counseling
Public Service - Health / Mental Health
Public Service - Senior
Special Needs - Domestic Violence
Special Needs - Substance Abuse
Special Needs - Homeless
Special Needs - Crime
Neighborhood Services - Graffiti
Neighborhood Services - Employment Training
Funding $105,401
Description Administration of the CDBG program.
Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
N/A – Administration of the CDBG program
Location Description 40 Eldridge Ave. Suite #2 Vacaville, CA 95688 3 Planned Activities Administration of the CDBG program and other programs benefiting households with income less than 80% AMI
Project Name Trower Center Improvements
Target Area Core Target Area
Goals Supported Public Facility/Infrastructure
Funding $127,515.38
Description Improve public infrastructure and facilities by leveraging funding for City CIP projects serving low-moderate areas/clientele.
Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
TBD
4 Location Description Trower Neighborhood Center
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Planned Activities Upgrades to fire alarm system and floor/foundation improvements needed to the Trower Neighborhood Center
before making it available for new services.
Project Name Mariposa Center Improvements
Target Area N/A
Goals Supported Public Facility/Infrastructure
Funding $50,000
Description Improve public infrastructure and facilities by leveraging funding for City CIP projects serving low-moderate areas/clientele.
Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
TBD
Location Description Mariposa Neighborhood Center
Planned Activities To complete improvements to the Mariposa Neighborhood Center facility such as: keycard access and signage replacement not included in the previous improvements.
5 Project Name Vacaville Social Services Center
Target Area N/A
Goals Supported Public Facility/Infrastructure
Funding $50,000
Description Improve public infrastructure and facilities by leveraging funding for City CIP projects serving low-moderate areas/clientele.
Target Date 6/30/2027
Estimate the number and type
of families that will benefit
from the proposed activities
TBD
6 Location Description Vacaville Social Services Center Suites 6-8 Item 12.a
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Planned Activities Improvements to Buck and Eldridge Social Services Complex for continued CDBG eligible occupancy.
Project Name Malaquias Montoya Community Center at De Colores Park Target Area Core Target Area
Goals Supported Improving Public Facilities and Infrastructure Needs Addressed Building a Neighborhood Park
Building a Neighborhood Facility
Funding N/A – Continuing with previously allocated funding Description Public Facility or Infrastructure Activities other than Low/Moderate Income Housing Benefit:
Target Date 12/31/2027
Estimate the number and type
of families that will benefit
from the proposed activities
1775
Location Description Brown Street
7 Planned Activities Funds will be used to build a park for outdoor recreation on City- owned property located on Brown Street within the Core Target Area. Funds will be used for CDBG eligible project components with other expenses paid with other sources such as the Statewide Parks Grant awarded to the City in December 2021.
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AP-50 Geographic Distribution – 91.220(f)
Description of the geographic areas of the entitlement (including areas of low-income and minority concentration) where assistance will be directed Assistance will be directed to the City’s Markham Callen Target Area, a community with a high concentration of low- and moderate-income households and a documented need for enhanced recreational amenities, increased neighborhood investment, and inclusive economic opportunities.
Geographic Distribution
Target Area Percentage of Funds
Markham Callen Street 57%
Entire Jurisdiction 29%
Table 8 - Geographic Distribution
Rationale for the priorities for allocating investments geographically The rationale for this distribution is that it is based on previous allocations that reflect the City’s commitment to improve and expand affordable housing, to acquire and improve public facilities, and to provide public services to lower income neighborhoods. It also includes long term commitments to the development of facilities that are providing or will provide services to low- and moderate-income households in the future. A map of the target areas in Vacaville can be found in the Appendix of this Plan.
Discussion
The City of Vacaville has prioritized funding in these areas because it wants to build a string, thriving community by creating active, vibrant spaces that make a bigger difference, use resources more efficiently, and bring positive changes to the community. The Malaquias Montoya Community Center at De Colores Park, located in the Markham Callen Street target area will expand recreational and social opportunities for families. In addition, services to the youth have continued through the City of Vacaville’s partnership with Child Start, which provides day care pre-school activities, and Leaven Kids, who provide youth services at the Mariposa Center. The Vacaville Neighborhood Boys and Girls Club provides services to youth in the City of Vacaville and has operated the Trower Neighborhood Center in the Markham Callen Target Area with the assistance of CDBG funds.
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Affordable Housing
AP-55 Affordable Housing – 91.220(g)
Introduction
The City of Vacaville an approved Housing Strategy to address the overall housing needs of the city, including affordable housing. Development of the strategy does not include CDBG funding. The Vacaville Housing Authority provides rental subsidies to eligible households annually through the Housing Choice Voucher Program. No CDBG funds are used for the program.
One Year Goals for the Number of Households to be Supported Homeless 0
Non-Homeless 1,022
Special-Needs 0
Total 1,022
Table 9 - One Year Goals for Affordable Housing by Support Requirement
One Year Goals for the Number of Households Supported Through Rental Assistance 1,022
Total 0
Table 10 - One Year Goals for Affordable Housing by Support Type
Discussion
The City of Vacaville an approved Housing Strategy to address the overall housing needs of the city, including affordable housing. Development of the strategy does not include CDBG funding. The Vacaville Housing Authority provides rental subsidies to eligible households annually through the Housing Choice Voucher Program. No CDBG funds are used for the program.
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AP-60 Public Housing – 91.220(h)
Introduction
The Vacaville Housing Authority (VHA) exists to serve our community’s housing needs using all resources available. VHA participates in the Department of Housing and Urban Development’s (HUD) Moving-to- Work (MTW) demonstration, which provides the VHA with the ability to make best use of existing program funds to assist the City of Vacaville's very low- and low-income residents to obtain safe, decent, and affordable housing. It is VHA’s goal to provide affordable housing opportunities through creative partnerships with public and private collaborators.
Actions planned during the next year to address the needs to public housing Expand and increase the supply of assisted housing choices:
• Review and increase payment standards to ensure families have a reasonable selection of housing in a range of neighborhoods, allowing families to rent units in more desirable areas. • Continue to administer the Section 8 Homeownership Program • Landlord Liaison to conduct outreach to maintain current landlords and successfully recruit new ones
Improve the quality of assisted housing and customer service:
• Review and update current procedures and implement improvements to the participant file process.
• Provide on-going trainings/guidance to staff on HUD regulation updates, program guidelines, rules and procedures.
• Continue to streamline administrative processes to make forms easier to complete as well as post forms and program information on the VHA website.
Provide an improved living environment
• Continue to conduct outreach to build relationships with owners, affordable housing resource agencies, neighborhood centers and social services agencies whose mission is to improve neighborhoods, provide affordable housing and provide access to social services, recreation and educational opportunities.
• Continue to promote and encourage families to move to higher income areas and to provide updated citywide apartment and realtor listings.
• As part of a citywide effort to address blight, VHA is part of a team consisting of multiple city department representatives to conduct inspections at a multifamily property with nearly 50% of the units occupied by HCV participants. Ongoing team inspections help the property gain and maintain compliance with HQS regulations and other City requirements. • Continue conducting quality control review of case files to make sure that at least 98% of HQS deficiencies are corrected timely.
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Ensure equal opportunity and affirmatively further fair housing:
• Inform participants of Fair Housing rights.
• Promote Fair Housing by conducting a Landlord Fair housing Workshop in collaboration with staff from HUD’s FHEO and Legal Services of Northern California. • Promote Fair Housing during Fair Housing month by holding a Fair Housing coloring contest for youth participating in afterschool programs.
• Assist households with disabled household members find suitable housing and provide a listing of accessible units.
• Provide translation of vital documents in Spanish.
• Continue training on updated Fair Housing rules to ensure that access to assisted housing is provided regardless of race, color, religion, national origin, sex, familial status, disability, sexual orientation, gender identity, age, marital status, ancestry, source of income or arbitrary discrimination.
Actions to encourage public housing residents to become more involved in management and participate in homeownership
Promote self-sufficiency and asset development of assisted households:
• Encourage all program participants to enroll in the Family Self-Sufficiency Program without limiting the number of eligible families.
• The Self-Help Center to be available for participants to apply for jobs and access a variety of programs and supportive services that promote self-sufficiency. • Provide referrals to elderly and disabled families to organizations that provide supportive services for senior and disabled persons.
The City will continue to promote homeownership for low- and moderate-income households through programs such as down payment assistance, construction subsidies, and housing counseling. These efforts support the Consolidated Plan objective to “expand homeownership opportunities” and align with the Housing Element goals of increasing access to ownership housing and establishing sustainable local funding sources to expand affordability.
If the PHA is designated as troubled, describe the manner in which financial assistance will be Item 12.a
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provided or other assistance
The PHA is not designated as troubled.
Discussion
VHA is a Move-To-Work (MTW) agency in the landlord incentive cohort. VHA is making an effort to increase the number of landlords participating to house voucher holders and has implemented the Landlord Incentive Program. Staff is able to utilize the programmatic flexibilities of MTW to further incentivize landlords so that more voucher holders can be housed in Vacaville.
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AP-65 Homeless and Other Special Needs Activities – 91.220(i) Introduction
The special-needs groups that are described in the Regional Housing Needs Assessment prepared for the City of Vacaville’s 6th cycle Housing Element include seniors, persons with disabilities, large households, single-parent households (female-headed households with children, in particular), homeless persons, and farmworkers. In addition to these groups, the City has identified the following groups with special housing needs with local significance:
- Travis Air Force Base Military Families
- Persons with Family and Friends in Prison
- Vacaville Residents with High-Paying Jobs in Vacaville The City of Vacaville provides referrals to social services agencies that provide housing supportive services to special needs populations who are not homeless to reach extremely low- and very low- income households.
The City of Vacaville also works with Vacaville Opportunity House and SHELTER Solano, Inc. to identify and develop strategies that support and promote emergency shelter and transitional housing in the city.
Describe the jurisdictions one-year goals and actions for reducing and ending homelessness including
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
Every two years, during the last 10 days of January, communities across the country conduct comprehensive counts of the local homeless populations to measure the prevalence of homelessness in each local Continuum of Care. The 2024 Solano County PIT was a community-wide effort conducted January 31, 2024. Results of the PIT Count are anticipated to be released in the summer of 2024; however, the results of the 2022 Solano County PIT Count showed an increase in the number of homeless from 1,151 in 2019 to 1,179 in 2022 countywide. Some of the results of the survey include:
66% male, 33% female, <1% transgender
The highest self-reported health condition affecting housing stability was mental health issues (22%) followed by alcohol and drug abuse (21%)
3% of those surveyed were veterans
6% of those surveyed were homeless youth.
The City continues to support the Coordinated Entry system in Solano County. Solano County’s CES, known as Resource Connect Solano, connects homeless individuals and families, especially highly Item 12.a
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vulnerable individuals and families who are homeless, to the community’s network of homeless services and housing resources while streamlining, standardizing, and coordinating the current homeless intake, assessment, and referral process. No CDBG funds were used for this project.
The City of Vacaville Police Department administers the Community Response Unit (CRU). CRU is a quality-of-life “community policing” unit. A primary responsibility of this unit is interacting with homeless persons and connecting them with resources. CRU works closely with service providers to provide resources to homeless persons they contact. CRU’s goal is to contact and assist all persons experiencing homelessness in the City of Vacaville to build relationships and trust within the homeless community to better serve and connect them to resources and/or with family who can assist them to move to permanent housing. CRU partners with VSSC to provide assistance and case management services for this special needs population.
There was no PIT Count conducted in 2025, and the next PIT Count was scheduled for January 29, 2026, but results are not yet available.
Addressing the emergency shelter and transitional housing needs of homeless persons There is a need for a coordinated countywide central agency to provide full-time services to address the needs of the homeless. To address this need, the City encourages the construction of a low-barrier navigation center and coordinating with other Solano County jurisdictions to increase the availability of emergency shelters, transitional housing, and homelessness services and to collaborate on the development of targeted assistance and outreach. The City also commits to providing technical and/or support services to nonprofit agencies and other entities serving the homeless.
The last few years the City of Vacaville has operated a temporary Warming Center at the former Greyhound Bus Depot on 1040 Mason Street. In the cold months from November through March, this Warming Center provided refuge to homeless individuals and families during inclement weather.
Centrally located in the city, the site included space for sheltering animals, had on-site parking, and had an ADA accessible path of travel. Moving forward, the City will explore options for the Warming Center at an alternative permanent location.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City of Vacaville will utilize state Permanent Local Housing Allocation funding to support the development, rehabilitation, or enhancement of affordable rental and workforce homeownership housing for low- and moderate- income individuals and families. This support may include capital improvements to existing or proposed housing sites. The City will prioritize projects that serve extremely Item 12.a
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low-income households (those earning below 30% of Area Median Income) and vulnerable populations, including chronically homeless individuals, persons with disabilities, transition-age youth, and veterans.
These efforts directly support Housing Element Policies H.1-I5 and H.2-G1 and align with the City’s Strategic Goal to promote Housing for All, as outlined in General Plan Initiative 3A.
The VHA administers Department of Housing and Urban Development (HUD) - Veterans Affairs Supportive Housing (HUD-VASH) vouchers, Family Unification Program (FUP) vouchers, Emergency Housing Vouchers (EHV), and Mainstream Vouchers. These activities operate without CDBG funding.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); or, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs
My Friend’s House is a shelter with programs designed to meet the immediate needs of local homeless and at-risk youth – to reach, connect with, and begin serving them before they become victims of drugs, trafficking, street gangs, or jail. Located in Vacaville, My Friend’s House provides outreach, low-barrier transitional shelter, and optional supportive services for Solano County teens who are homeless or are at-risk of experiencing homelessness.
The Vacaville Housing Authority (VHA) administers special Family Unification Program (FUP) vouchers that serve two different populations:
· Families for whom the lack of adequate housing is a primary factor in:
The imminent placement of the family’s child or children in out-of-home care, or the delay in the discharge of the child or children to the family from out-of-home care -Youth at least 18 years old and not more than 21 years old who left foster care at age 16 or older and who lack adequate housing.
The VHA receives referrals from the Solano County Child Welfare Department (CWS) and First Place for Youth (FPFY). Families referred by CWS will have at least 6 months of case management to ensure the families' success under the program. This program operates without CDBG funding.
The Vacaville Family Resource Center (FRC) assists with family issues and serves as a one-stop resource to other service and assistance agencies serving Vacaville residents. The FRC is a free drop-in referral and information center for Vacaville residents. FRC provides homeless prevention assistance to promote self-reliance and self-improvement. FRC is a division of the Vacaville Police Department with on-site Item 12.a
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social workers providing services.
Discussion
The issue of homelessness in Vacaville is being tackled through a variety of programs and activities.
Opportunity House is a homeless shelter for individuals and families; the City operated a warming center during the cold winter months; Vacaville’s Police Department conducts outreach with VSSC to homeless individuals and families experiencing mental health issues; and finally, the Family Resource Center provides homelessness prevention grants and services. Specific subsets of the homeless population are assisted through other programs, such as foster children through VHA’s FUP program, veterans and veteran families through HUD-VASH, and homeless youth through My Friend’s House. In addition, 15 units of the 60-unit complex at Pony Express Senior Apartments are set aside to provide housing for seniors experiencing homelessness. Shelter Solano Inc provides wraparound services to the most vulnerable residents of Solano County receiving services at the navigation center/homeless shelter. The City of Vacaville pays for 6 beds at the shelter to be available for referrals from the Vacaville Police Department.
In October 2025, the City of Vacaville adopted a Homeless Action Plan to provide a coordinated, strategic framework to address homelessness. The City is currently implementing Phase 1 of the Plan, with a focus on strengthening coordination, improving system alignment, and building community understanding of housing and homelessness.
During the current program year, City staff expanded coordination efforts by participating in monthly, community-facilitated Homeless Roundtable meetings. Staff also established quarterly interdepartmental coordination meetings. These meetings include staff from Housing and Community Services, Community and Economic Development, the Police Department’s Community Response Unit (CRU), and Family Resource Center partners, and are intended to align strategies, share information, and improve service delivery.
The Vacaville Housing Authority (VHA) has also advanced programmatic implementation by incorporating a Move-On/Move-Up program into its Administrative Plan to support housing stability and system flow. In addition, Staff conducted a “Housing 101” educational series to increase community understanding of the housing continuum—from emergency shelter to affordable homeownership— clarify the definition of affordable housing, and provide information on housing finance, development processes, and the economic benefits of housing at all affordability levels.
The City continues to participate in regional efforts, including Housing First Solano and Community Action Partnership (CAP) Solano, to support coordinated approaches to homelessness and housing stability.
In the upcoming program year, the City will continue implementation of the Homeless Action Plan by exploring the feasibility of expanding day center activities currently operated by Opportunity House, Item 12.a
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releasing a Request for Proposals (RFP) for a small pilot transitional housing program to align with expanded day center activities and the VHA Move On/Up program, and initiating a community education and outreach campaign to increase awareness of the need for affordable housing and support for housing solutions.
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AP-75 Barriers to affordable housing – 91.220(j)
Introduction:
The City has worked with the Housing Element to lift barriers that hinder the development of affordable housing, aiming to create a more inclusive and accessible community. Through targeted strategies and policy updates outlined in the Action Plan, the City is addressing obstacles such as zoning ordinances, building codes, and the development code to support the production and preservation of affordable homes for all residents.
Actions it planned to remove or ameliorate - the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment
Zoning Ordinances
The City of Vacaville land use designations support a variety of housing types, ranging from very-low- density rural development, which generally includes single-family homes on large lots, to high-density development, which includes multifamily and mixed-use development. The City allows densities ranging from 0.05 units per acre up to 65 units per acre. Some commercial zones have no maximum residential density. The California Department of Housing and Community Development (HCD) recently identified the default density for development suitable for lower income households in Vacaville to be a minimum of 30 units per acre. Therefore, on June 27, 2023, the City adopted the Site Inventory Rezone Program, increasing the maximum residential density from 24 to 30 units per acre for Residential High-Density zoning citywide. 16 sites were rezoned in 2023.
Building Codes
The City of Vacaville has adopted the 2022 California Building Code along with the California Residential Code, California Fire Code, California Electrical Code, California Plumbing Code, California Mechanical Code, California Energy Code, Historical Building Code, Existing Building Code, Green Building Code, Referenced Standards Code, and the International Property Code and supplemental secondary references. Though building code requirements have, over the years, greatly improved the safety and energy efficiency of homes, it is undeniable that modern codes require more costly construction of dwelling units than codes from 20, 30, or 40 years ago. The City considers the Building Code a “minimum” standard for building construction. Though it may lead to increased costs of construction, reducing building code requirements can lead to long-term health and safety risks, particularly in a seismically active area like Vacaville.
The City has established processes to provide streamlined reviews and comprehensive comments for development projects in Vacaville through the City’s Project Review Committee (PRC). PRC is staffed by department representatives from various divisions throughout the City including the Fire, Police, Public Item 12.a
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Works, Utilities, Parks and Recreation, and Housing and Community Services. In addition, other outside responsible agencies attend PRC, including representatives from Solano Irrigation District, Solano County Water Agency, Travis Air Force Base, Vacaville Unified School District, and Solano Transportation Authority. Representatives review projects to ensure compliance with standards and procedures in the Vacaville Municipal Code and other regulatory documents such as the California Fire Code and California Building Code.
The acquisition of a ministerial Building Permit, Grading Permit or Encroachment Permit marks an important step in the timeline for constructing new projects. The City’s initial review for Building Permits is typically 3 to 4 weeks, with various subsequent reviews to address corrections within 1 to 2 weeks.
The overall timeline for issuance can be elongated due to delayed resubmittals from applicants, but generally, a permit is issued between one (1) to 3 months after initial submittal. Construction documents submitted for Building Permits are routed to various City departments to confirm compliance with discretionary approvals and conditions of approval, and compliance with other regulatory documents including the California Fire Code and California Building Code.
Fees and Charges
The cost of development impact fees is a necessary component of new construction. Without adequate development impact fees, the City would be unable to serve future growth with adequate infrastructure. It should be noted that the City has no control over fees assessed by other local agencies such as the school districts or Solano County.
On June 28, 2022, the City approved the Development Impact Fee Nexus Study and an updated impact fee schedule that takes into consideration new development forecasted in the city, necessary public facility improvements to serve new development, and the cost of the improvements. In the previous impact fee schedule, houses of any size paid the same impact fee. With the updated fee schedule, impact fees are differentiated by single-family home size and by housing type. Under this approach, smaller, single-family homes will pay lower fees than larger homes in most fee categories. The City is in the process of developing a fee deferral program for all housing projects with special provisions for deed-restricted affordable housing. A fee-reduction program targeting affordable housing and other targeted missing housing types is also under development.
The City is currently preparing a comprehensive update to the City's planning fees. As part of this effort, the fees for a Conditional Use Permit or Density Bonus Housing Agreements (senior-restricted and not senior-restricted) are being evaluated to ensure that these fees do not exceed the amount of staff time needed to process these applications. The City will look to reduce the fee amounts so that they only recover the cost of the staff time needed to process these applications and do not provide any profit to the City, thereby facilitating residential projects with density bonuses.
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Development Code
Restrictions and requirements due to development code often cause financial burden for affordable housing development. To help address these requirements, the City continues to monitor and initiate amendments to the Development Code regulations as needed to ensure consistency of local ordinances with State Law to alleviate constraints to the production of housing, including the production of housing for special needs populations.
The City of Vacaville Housing Strategic Plan identifies as a strategy for the City to provide incentives to support the development of missing housing types in the City including “missing middle,” affordable, supportive, transitional, homeless shelters, and executive housing.
The City will ensure compliance with Government Code Section 65662 by allowing low-barrier navigation centers by right in zones where mixed uses are allowed or in nonresidential zones that permit multifamily housing.
In accordance with Government Code section 65583(a)(4), the City will amend its zoning code to permit emergency shelters without discretionary action and ensure all development standards are appropriate and in compliance with statutory requirements (including but not limited to parking requirements, height, and lot sizes). The City is also working to amend its zoning code to allow Single Room Occupancy (SRO) units and/or congregate residences in at least one zoning district, and to define mobile homes as residential uses and allow them in all zones where single-family homes are allowed with the same approval process as single family homes.
Discussion:
The City of Vacaville has worked to decrease barriers to affordable housing by updating zone density. The maximum residential zone density has been increased citywide, from 24 units per acre, to 30 units per acre.
The City is also planning to address barriers to affordable housing through exploring an inclusionary housing strategy, which would mandate policies that would include a percentage of units affordable to low- and moderate-income households. Developers can fulfill this requirement by integrating affordable units within their projects or by opting for alternatives such as in-lieu fees, land dedication, or off-site construction of affordable housing. Additionally, the city offers density bonuses and development incentives to encourage the inclusion of affordable units, especially those designated for very low- income individuals, including homeless persons, foster youth, and disabled veterans. These incentives may include increased density allowances and reductions in development standards, provided the affordable units remain deed-restricted for long-term affordability. This approach aims to enhance housing affordability and availability across Vacaville.
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AP-85 Other Actions – 91.220(k)
Introduction:
The following are actions to be undertaken by the City of the Vacaville to address obstacles to meeting underserved needs, foster and maintain affordable housing, reduce lead-based paint hazards, provide resources to address the number of poverty-level families, develop institutional structure, and enhance coordination between public and private housing and social service agencies.
Actions planned to address obstacles to meeting underserved needs Based on the 2024 City of Vacaville Annual Vacancy and Rent Survey, the median rent in the City of Vacaville for a 2-bedroom apartment was $2,300. With the overall vacancy rate at 1.4%, renters, especially low- and moderate- income renters, have found it difficult to find affordable units.
Complicating the issue is the fact that these renters tend to have more adverse credit than renters with higher incomes. The Vacaville Housing Authority is partnering with Fair Housing Advocates of Northern California (FHANC) in response to SB 329—a California fair housing law that prohibits discrimination based on source of income and extends protections to individuals with Housing Choice Vouchers and other housing subsidies. Through this partnership, FHANC will offer free, comprehensive fair housing services to Vacaville residents, helping to eliminate barriers to housing access, increase awareness of tenant rights, and ensure that underserved populations receive the support and resources they need to secure stable, affordable housing.
Last year, the City began exploring the feasibility of implementing a shared housing program for seniors; however, identifying a viable funding source proved to be a challenge. To meet the ongoing needs of senior citizens in the community, the City will continue reviewing the feasibility of such a program in the upcoming fiscal year. Senior citizens participating in the program would be able to maintain some independence while increasing their housing affordability. This program will be implemented and administered without the use of CDBG funding.
In the previous fiscal year, the City initiated discussions with North Bay Regional Center regarding support for residents with developmental disabilities. In the upcoming year, the City will continue this conversation and strengthen partnerships with North Bay and other relevant agencies to provide support and access to resources. This collaboration will lead to the implementation of an outreach program that informs households in the city about housing and services available for persons with developmental disabilities. This program will be implemented and administered without the use of CDBG funding.
To meet the broadband access needs of the unserved and underserved residents and businesses in Vacaville, the City published the Broadband Master Plan. Building on the completed Broadband Master Plan, the City of Vacaville advanced into the design and implementation phase after receiving a $493,936 Local Agency Technical Assistance (LATA) grant from the California Public Utilities Commission in December 2022. This funding enabled the city to develop a fully engineered and construction-ready Item 12.a
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design for a publicly owned fiber backbone aimed at connecting unserved and underserved areas and linking with the state's middle-mile network along Highways 80 and 505. To bring this infrastructure to life, the city issued a Request for Proposals and, after multiple rounds of evaluation, selected Intrepid Fiber Networks in April 2025 as its preferred public-private partner. Intrepid’s proposal includes constructing and operating the network at no cost to the city, accelerating the deployment of high- speed broadband and ensuring equitable access across Vacaville.
Actions planned to foster and maintain affordable housing The City will continue to support the development, rehabilitation, and preservation of affordable rental and ownership housing by leveraging a combination of Community Development Block Grant (CDBG) funds, Section 108 loan guarantees, and state housing resources. These efforts are critical to addressing local housing needs and ensuring long-term housing stability for low- and moderate-income residents.
This approach aligns with the Consolidated Plan goals to “increase and maintain affordable housing” and “preserve the existing housing stock.” It also directly supports key Housing Element objectives, including promoting a diverse range of housing types, sizes, and affordability levels; conserving and rehabilitating aging and at-risk housing; and removing barriers to housing production across the city.
Actions planned to reduce lead-based paint hazards
The City of Vacaville addresses Lead Based Paint hazards through the Section 8 Housing Choice Voucher Rental Assistance Program, the Section 8 Homeownership program, and the HOME Down Payment Assistance program. In addition, the City works cooperatively with the Solano County Department of Public Health. The following is a brief recap of these programs:
Section 8 Housing Choice Voucher Program: Staff under the Section 8 Housing Choice Voucher program, administered by the Vacaville Housing Authority, provides property owners and participants with information about lead-based paint hazards and stabilization techniques using safe work practices.
During the Housing Quality Standard (HQS) inspection of each pre-1978 unit, a fail will occur where a child under the age of six is expected to reside in the unit and defective paint is noted. Once the appropriate lead-based paint abatement has taken place, the unit is cleared by the HQS inspector.
Solano County Department of Public Health: The City will refer clients to the California Childhood Lead Poisoning Program and will also continue to cooperatively work with other regulatory agencies and jurisdictions attempting to reduce the hazards of lead-based paint.
Actions planned to reduce the number of poverty-level families Low-income households are often challenged by a lack of needed social services, employment opportunities, affordable childcare and job-training programs. The City attempts to address anti-poverty issues by assisting households to reach self-sufficiency and by implementing comprehensive neighborhood revitalization. As such, Vacaville’s anti-poverty strategy will focus on coordinating resources in conjunction with the City's housing programs and policies. Specifically, Vacaville’s strategy Item 12.a
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will include the following actions:
- Vacaville Housing Authority will assist households with identifying and accessing various housing, social service, and education/vocational programs, through its collaborative efforts with the Solano Employment Connection and social service agencies. - Vacaville Housing Authority will continue to promote the Family Self-Sufficiency Program for Section 8 Housing Choice Voucher holders and actively recruit new households to participate to assist them in achieving economic independence through a stable housing situation. - The City will continue to participate in the Community Action Partnership of Solano, Joint Powers Authority (CAP Solano JPA) to oversee safety net services and grants to address poverty and homelessness and oversee the Homelessness Continuum of Care. - Vacaville will continue to support programs like the Vacaville Neighborhood Boys and Girls Club to keep Vacaville’s youth in school to enhance their employability at the Trower Neighborhood Center.
- Vacaville will continue to work towards ensuring youth services continue to be provided at the Mariposa Center. The City continues their lease agreement with Child Start and Leaven Kids to continue preschool, youth development, and leadership programs at the Mariposa Neighborhood Center, where Child Start supports low-income families through Head Start and community services, and Leaven Kids helps children in the most at-risk areas.
The Workforce Development Board operates the Solano Employment Connection. The Solano Employment Connection has 25 partners from Federal, State and County government, along with local and community based organizations linking job seekers with access to employment and training resources and linking employers to a variety of qualified applicants. The Job Center's mission is to empower participants to attain and sustain economic self-sufficiency by engaging them in activities to make them more competitive in the local job market. These activities include basic education and customized job training, personal and career development, employment and life skills workshops, job placement and vocational assessment and counseling. The Job Center has had great success in substituting work. Staff will continue to attend Board meetings to stay current and connected to this resource.
Actions planned to develop institutional structure
The City will continue to support the Community Action Partnership of Solano, JPA (CAP Solano JPA), as well as others who provide public services, through the provision of technical and/or support assistance, as funding allows. As each entity has different needs, the City will provide support in those areas that would ensure the ongoing viability of the agency and the services the entity provides. Some of these technical and/or support services may include providing staff, counseling, or meeting space; assisting in the development of funding proposals; securing partners for potential projects; participating on collaborative boards that address the issues of homelessness; providing on-site training for program Item 12.a
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participants or agency staff; and/or determining eligibility to receive homeless services.
During the 2026 - 2027
program year, HCSD staff will continue as the Program Administrator and Fiscal Agent of the CAP Solano, JPA grants on behalf of CAP Solano, JPA.
Actions planned to enhance coordination between public and private housing and social service agencies
The City will continue coordination and collaboration between the Vacaville Police Department Community Response Unit (CRU) and Vacaville Solano Services Corporation (VSSC), a private non-profit organization dedicated to serving the homeless. VSSC accompanies CRU during homelessness street outreach; the organizations then use this collaborative approach to identify homeless individuals and families dealing with mental health and/or substance use disorders. Consequently, VSSC is able to immediately provide these homeless individuals and families with wraparound social services.
The City of Vacaville is finalizing a contract with Fair Housing Advocates of Northern California (FHANC) to conduct fair housing testing and investigate potential discrimination in the area. This initiative is moving forward as part of the City’s ongoing efforts to promote equal housing opportunities.
In early 2023, the VHA and the Solano County Department of Health and Social Services (HSS) and Child Welfare Services Division (CWS) took steps to execute an updated three-year Memorandum of Understanding (MOU). The VHA and HSS discussed the terms of the current Family Unification Program (FUP) Memorandum of Understanding (MOU) and opportunities for more referrals for FUP vouchers.
Solano County’s Family Maintenance and Family Reunification provides an Intensive Family Services model which engages families, including frequent social worker contact, to address the factors that necessitated CWS involvement through a family focused service approach to support families. The MOU will be renewed in July 2026.
Coordination with the Veterans Affairs (VA) office is required in administering the VASH project-based vouchers. The VA provides case management services to VASH voucher tenants coupled with supportive services provided by the non-profit service providers, Nation's Finest and Insight Housing.
Discussion:
The City provides affordable space for partner agencies that serve underserved populations, including VacaFish, a nonprofit food pantry; Child Start, which supports low-income families through Head Start; Leaven Kids, which helps children in high-risk areas; and the Vacaville Neighborhood Boys and Girls Club, which serves youth from disadvantaged neighborhoods.
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Program Specific Requirements
AP-90 Program Specific Requirements – 91.220(l) (1, 2, 4) Introduction:
Housing and Community Services Department staff is responsible for ensuring compliance with all program specific requirements, as well as for program monitoring and reporting. In addition, staff ensures that Davis-Bacon and Related Acts, Uniform Relocation Act, and Section 3, are met.
Community Development Block Grant Program (CDBG)
Reference 24 CFR 91.220(l) (1)
Projects planned with all CDBG funds expected to be available during the year are identified in the Projects Table. The following identifies program income that is available for use that is included in projects to be carried out.
1. The total amount of program income that will have been received before the start of the next program year and that has not yet been reprogrammed 0
2. The amount of proceeds from section 108 loan guarantees that will be used during the year to address the priority needs and specific objectives identified in the grantee's strategic plan. 0
3. The amount of surplus funds from urban renewal settlements 0
4. The amount of any grant funds returned to the line of credit for which the planned use has not been included in a prior statement or plan 0
5. The amount of income from float-funded activities 0
Total Program Income: 0
Other CDBG Requirements
1. The amount of urgent need activities 0
2. The estimated percentage of CDBG funds that will be used for activities that benefit persons of low and moderate income. Overall Benefit - A consecutive period of one, two or three years may be used to determine that a minimum overall benefit of 70% of CDBG funds is used to benefit persons of low and moderate income. Specify the years covered that include this Annual Action Plan. 80.00%
Appendix
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Item 12.a
PROVIDE COMMENT ON THE DRAFT COMMUNITY DEVELOPMENT BLOCK GRANT FOR PROGRAM YEAR 2026-2027 ANNUAL ACTION PLAN
May 12, 2026
Item 12.a
Action for Consideration
City Council is requested to provide comment on the draft Community Development Block Grant (CDBG) for program
year 2026-2027 and determine if any changes to the current allocation method are desired.
May 12, 2026 Agenda Item 12.A CDBG AAP - Slide of 102 Item 12.a
Recommendation
May 12, 2026 Agenda Item 12.A CDBG AAP - Slide of 103 City Council to receive report, open discussion, and provide direction to staff.
Item 12.a
Background
• CDBG provides federally funded annual grants.
• Vacaville entitlement city for CDBG funds since 1988. • Funds used to address priority needs included in the 5-Year Consolidated Plan (Con Plan), included but not limited to:
o Acquisition of Real Property
o Relocation and Demolition
o Rehabilitation of Residential and Non-Residential Structures o Construction of Public Facilities
o Public Services
o Economic Development
May 12, 2026 Agenda Item 12.A CDBG AAP - Slide of 104 Item 12.a
Background Cont’d
Each activity must meet one of the following national
objectives:
• Benefit to Low- and Moderate-Income Persons: Ensuring that at least 70% of CDBG funds are used to benefit individuals with low to moderate incomes.
• Prevention or Elimination of Slums or Blight: Addressing areas identified as slums or blighted.
• Urgent Need: Responding to situations that pose a serious and immediate threat to the health or welfare of the community where other financial resources are not available.
May 12, 2026 Agenda Item 12. A CDBG AAP - Slide of 85 Item 12.a
Discussion
Planning and Administration – limit 20% of annual allocation $105,401.00 Planning & Administration $105,401.00 Staffing/supplies to oversee CDBG Program Public Services – limit 15% of annual allocation - $79,050.75 Support Youth Public
Services
$74,050.00 Vacaville Neighborhood Boys & Girls Club
$ 5,000.00 Leaven Kids
May 12, 2026 Agenda Item 12.A CDBG AAP - Slide of 106 Item 12.a
Discussion Cont’d
Projects – 65% of annual allocation $342,553.25
Plus $88,557.13 prior year allocation - $431,130.38
Con Plan Goal #2
Improving Public Facilities &
Infrastructure
$127,515.38 Trower Center Improvements: Upgrades to fire alarm system and Floor/foundation improvements needed to the Trower Neighborhood Center before making it available for new services
Con Plan Goal #2
Improving Public Facilities &
Infrastructure
$50,000.00 Mariposa Center Improvements: To complete improvements to the Mariposa Neighborhood Center facility such as: keycard access and signage replacement not included in the previous improvements.
Con Plan Goal #2
Improving Public Facilities &
Infrastructure
$50,000.00 Vacaville Social Services Center Improvements: Improvements to Buck and Eldridge Social Services Complex for continued CDBG eligible occupancy.
Section 108 Loan $203,615.00 Debt service on Section 108 Loan funds used towards the construction of Malaquis Montoya Community Center at De Colores Park.
Total: $615,582.13
May 12, 2026 Agenda Item 12.A CDBG AAP - Slide of 107 Item 12.a
Discussion Cont’d
May 12, 2026 Agenda Item 12.A CDBG AAP - Slide of 108 • A public notice was published in the Vacaville Reporter in Spanish and English to notify the public that the draft 2026- 2027 AAP is available for public review and comment.
• May 12, 2026 – Public Meeting
• May 26, 2026 - Public Meeting and Approval
• June 03, 2026 – Submission to HUD
Item 12.a
Alternatives
• The Council could choose not to provide any direction on the proposed CDBG funding allocation. This is not
recommended, as failure to provide guidance would
delayed approval and submission of the Annual Action Plan is required by HUD and may result in the City losing CDBG entitlement funding.
May 12, 2026 Agenda Item 12.A CDBG AAP - Slide of 109 Item 12.a
Questions or CommentsQuestions or Comments
May 12, 2026 Agenda 12.A CDBG AAP - Slide of 1010 Item 12.a
CITY OF VACAVILLE
City Council
Staff Report
Meeting Date: May 12, 2026
To: Honorable Mayor and City Council Members
Attention: Savita Chaudhary, City Manager
From: Ken Matsumiya, Director of Finance
(Ken Matsumiya, Director of Finance (707) 449-5180)
Subject: Informational update on City of Vacaville Budget Process - Budget 101
Actions for Consideration:
No action is required.
Recommendations:
Council receives the information.
Background:
The City is in the process of developing the FY 2026-27 operating and capital budgets. Building on the Capital Improvement Program update provided at the April 28th council meeting, staff is providing a Budget 101 overview to ensure Council and the public have a clear, consistent foundation before entering the more detailed study sessions. The overview will summarize the purpose of the budget document, describe the City’s fund structure, and outline the steps involved in building a budget that aligns with Council priorities.
Discussion:
In preparation for adoption of the Fiscal Year 2026-2027 budget and upcoming budget study sessions, staff will be providing a Budget 101 presentation this evening. Among the topics that will be covered tonight are:
• The purpose of the budget document
• Types of funds included in the budget
• Budget development process/Incorporation of Strategic Plan Goals While tonight’s presentation will be a high-level introduction to the City’s budget, there will be ample opportunity for public input and discussion during the upcoming budget study sessions.
Staff will be presenting the Q3 General Fund Budget Update and Budget Study Session #1 on May 26th followed by Budget Study Session #2 on June 9th before the budget is finally considered for adoption on June 23rd.
Item 12.b
Environmental Impact:
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project that has the potential to result in either a 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(b)(5).
Fiscal Impact:
Amount Requested: There are no funds requested for this item.
Funding Source: Not Applicable
Budget Distribution: The costs of staff time associated with this item are covered within the existing Finance Department operating budget.
Alternatives:
Information item only. There is no alternative recommendation.
Strategic Plan Goal/Initiative:
Initiative 4A: Ensure Fiscal Sustainability
Levine Act:
No
Attachments:
None
Item 12.b
An Introduction to the City’s Budget:
Budget 101
05/12/2026
Item 12.b
What is a Budget?
What’s a Fund Anyway?
Different Types of Funds
Understanding the Budget
Budget Calendar/Development
Agenda
May 12, 2026 2Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
A Budget is an estimate of income and expenditures for a set period of time The Budget:
Serves as the financial plan for the City
Reflects the priorities and goals of Council
Establishes funding levels for City services
Changes throughout the fiscal year
Governed by federal, state, and local law
What is a Budget?
May 12, 2026 3Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Affirm Vision & Purposes Support Vision &
Purpose
Establish Goals Align Goals with Resources
Establish & Prioritize Action items Implement Prioritized Action Items Review & Adopt Budget / Conduct Meetings Prepare Plans & Oversee Functions Authorize Contracts Plan & Complete Projects Engage w/
Community &
Staff
Carry Out Day-to-Day Responsibilities
= Council Responsibility
= Staff Responsibility
Council & Staff Responsibilities
May 12, 2026 4Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
The budget is made up of several types of “funds”
or “bank accounts” for different types of revenue
and expenses:
General Fund
Special Revenue Fund
Debt Service Fund
Capital Project Fund
Enterprise Fund
Internal Service Funds
Trust and Agency Funds
What’s a Fund Anyway?
May 12, 2026 5
Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Agenda Item 12B - FY27 Budget Study Session #1 -
Slide of 29
Types of Funds
General Fund
Public Safety
(Police, Fire)
Public Works
Parks and Rec
Special Revenue
Fund(s)
Housing
Programs
Community
Development
Landscape and
Lighting Districts
Special
Assessment
Capital Project
Fund(s)
Capital
Improvement
Program
Internal Service
Fund(s) Enterprise Fund(s)
Different funds = different rules, different restrictions, different flexibility.
City Administration
Garage and Fuel
Station
Vehicle
Replacement
Liability
Programs
Technology
Replacement
Radio System
Replacement
Sewer, Water,
Transit
May 12, 2026 6Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
General Fund
Chief operating fund - main City “checking account”
Supported primarily through general tax revenue
Provides funding for core services for majority of the departments Special Revenue Funds
Accounts for revenues, restricted for a particular purpose Landscape Maintenance District Assessment
Community Development Block Grant (CDBG)
Gas Tax
Community Development
Government Funds
May 12, 2026 7Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Debt Services Funds
Payment of principal/interest on long term debt
Siemens Energy Project, Fire Station # 75, Opterra
Capital Project Funds
Used for acquisition, construction, and infrastructure improvements Adopted with Operating Budget
Government Funds
May 12, 2026 8Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Internal Service Funds
Used to centralize purchase of goods and services to support departments Costs recovered through user charges
Equipment Replacement; Central Garage (Fleet)
Information Systems; Risk Management
Enterprise Funds
Water Fund
Sewer Fund
Transit
Fiduciary Funds
Successor Agency (RDA)
Government Funds
May 12, 2026 9Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Agenda Item 12B - FY27 Budget Study Session #1 -
Slide of 29
City’s Budget Breakdown
City’s Total
Budget
$295M
Successor
Agency’s Budget
$6.5M
General Fund
$158.4 M
53%
Special
Revenue
Funds
$63.0 M
21%
Enterprise
Funds
$73.4 M
24%
Successor
Agency
$6.5 M
2%
May 12, 2026 10Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
GENERAL FUND
Item 12.b
Where Does the Money Come From?
Revenue Source FY 25/26 Projected % of Total
Property Taxes 47,623,845 32%
Sales Taxes 27,118,171 19%
Measure M 22,111,949 14%
Other Taxes 25,885,805 17%
Department Charges & Fees 13,534,734 9%
Other Revenues 13,349,118 9%
Grand Total 149,623,622
GENERAL FUND REVENUE SOURCES
May 12, 2026 12Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
What does the General Fund pay for?
Public Safety
• Police
• Fire
Public Works Parks & City Administration
Recreation •
•
City Attorney’s Office
City Manager’s Office
• Economic Development
• Finance
• Information Technology
• Human Resources
• Non-Departmental
May 12, 2026 13Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
MAJOR TAX REVENUES
Item 12.b
Breakdown of Tax Revenue
36%
42%
22%
TAX REVENUE AS BUDGETED FY25/26 ($ IN MILLIONS)
Property Taxes
Sales Tax
Other Taxes
$26.02
$48.85
$42.31
May 12, 2026 15Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Largest single general revenuesource
Per Proposition 13:
1% of the assessed value
Adjusted annually by CPI, no more than 2%
Property Tax
May 12, 2026 16Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Estimated allocation of $1 of property taxes in the City of Vacaville City gets approximately16¢ to18¢ for each property tax dollar paid for the Proposition 13 assessment
Schools
49%
County
19%
City
18%
Other
8%
SCC
3%
School Library
3%
Where Do Property Taxes Go?
May 12, 2026 17Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
1.75¢ cent of every 8.125¢ paid per dollar sale in Vacaville goes to City government Sales Tax
May 12, 2026 18
1.00¢ cent – Bradley Burns
.75¢ cent – Measure M
14.5 19.3 19.4 19.9 22.0 21.7
25.8 27.5 29.2 27.9
32.2 27.5
4.8 5.0 5.1 7.0
16.8 16.8
20.0 22.4 22.2 21.5
26.2 21.3
19.3 24.2 24.5
26.8 38.8 38.5
45.9 50.0 51.4 49.4
58.4 48.8
-
10.0 20.0
30.0 40.0
50.0 60.0
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Proj Sales Tax Data (In Millions)
GF Sales Tax MM Sales Tax Total Sales Tax
Revenue
Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Other taxes include:
Paramedic Tax
Franchise Tax
Transient Lodging Tax (TOT)
Other Taxes
May 12, 2026 19
$19.0
$19.8
$20.6
$21.2
$22.2 $22.5
$24.4 $24.4
$24.9
$26.1 $25.9
$17
$19
$20
$22
$23
$25
$26
2015- 16 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 2023- 24 2024- 25 2025- 26 Proj Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Key drivers of General Fund Increases
Salaries
Rising employer pension costs
Rising healthcare costs
Service/contract inflation increases
Increasing technology and cybersecurity costs
Increasing general liability costs
Increased regulatory mandates without funding
May 12, 2026 20Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Five-year General Fund Forecast
Projected revenues and expenses for next 5 fiscal years May 12, 2026 21Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Five-year General Fund Forecast
May 12, 2026
(millions of $) FY 25 FY 26 FY 27 FY 28 FY 29 FY 30
Reserve ($) $49 $41 $29 $18 $9 $4
Reserve (%) 33% 27% 18% 11% 5% 2%
(millions of $) FY 25 FY 26 FY 27 FY 28 FY 29 FY 30
Reserve ($) - - $22 $5 ($11) ($23)
Reserve (%) - - 14% 3% (7%) (14%)
Without Cost Savings
With Cost Savings
22Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
BUDGET PRIORITIES
Item 12.b
Agenda Item 12B - FY27 Budget Study Session #1 -
Slide of 29
Annual
Budget
Cycle
Position
Allocations Due
Dept. Budget Meetings
Budget Narratives Due
1st Budget Study
Session With
Council
2nd budget study
session with Council
Adoption of budget
January
February
MarchApril
May
June
Organizational
Charts Due
Dept. Revenue
and Expenditure
Worksheets Due
Build Base
Budget
December
Annual City Budget Development
May 12, 2026 24Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Building the Base Budget Model
Apply new benefit rates for: PERS, PARS, OPEB, PRB
Apply anticipated changes to health care premiums
Apply contract changes for active MOU agreements
Apply any CPI adjustments for Supplies and Services,
Overtime and Non-Full Time
Adjust Citywide indirect and internal services expenses Budget Development (continued)
May 12, 2026 25Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Internal
Revenues vs.Expenditures
Short-term vs.Long-term
One-time vs.Ongoing
Operating vs.Capital
Administrative vs.Services
Department vs.Department
Alignment with Strategic Plan Priorities
External
Economy
Community Priorities
Other Governments
Setting Priorities
May 12, 2026 26Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Goal # 1: Organizational Culture
Goal # 2: Economic Development
Goal # 3: Quality of Life
Goal # 4: Public Safety and Infrastructure
Goal # 5: Fiscal Health
Budget Reflects the City’s Strategic Plan
May 12, 2026 27Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
5/12/26 –
Budget 101
5/26/26 –
FY26 Q3 Budget
Update & FY27
Budget Presentation
Study Session 1
6/9/26 -
FY27 Budget
Presentation
Study Session 2 &
CIP Presentation
6/23/26 -
Budget Adoption
Budget Roadmap
May 12, 2026 28Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 Item 12.b
Questions or CommentsQuestions or Comments
May 12, 2026 Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 2929 Item 12.b
05/26/2026:
Budget Study Session #1
Agenda Item 12B - FY27 Budget Study Session #1 - Slide of 29 What’s Next?
May 12, 2026 30
Item 12.b