FY 2021‐22 Mid‐Year
Budget Presentation
Mike Malone, Interim City Manager
Rekha Nayar, Finance Director
January 25, 2022
Introduction
Mid‐year Budget Key Emphasis
Recap FY 21‐22 GF Adopted Revenue and Expenditures
Midyear update
Revenue and Expenditure Changes
Other Funds Changes and Note
Proposed FTE Changes
Conclusion
2 Mid‐Year Budget Key Emphasis
3 Mid‐year Budget key emphasis
Safety
Fire and Police academy / reporting requirements
Infrastructure
Pilot program for street sweeping
Public Support
Staffing economic development / support for hybrid meetings Homelessness
Contingency for PRK
Compliance
Investigations and state mandate reporting / HUD audit Staffing re‐organization
4 Mid‐year Budget key emphasis numbers
5 Grants approval in Mid‐year
Acceptance of Grant total $9.5M
$7.47M for Bay Trail/Vine Trail
Gap Closure
$1.98M for Sacramento Street
Bridge Project
6 Excluding General Fund Recovery Fund (ARPA)
Recap of Adopted GF Budget
7 Recap FY 2021‐22 Adopted Budget General Fund
(In Millions) FY 2021‐22
Revenue
Property Tax 34.81 $
Sales Tax 34.47
Other 31.96
Program Revenue 18.71
Total 119.95
Expenditures
Police 53.92
Fire 31.21
Public Works 9.29
Planning & Development Services 6.05
Administration 10.91
City‐wide 8.55
Total 119.92
Net (Revenue ‐ Expenditures) 0.03$
8 Mid‐Year at a Glance
Overall, continue with balanced budget
General Fund revenues are up
Proposed expenditures increase
(In Millions) Adopted
FY 2020‐21
Mid‐Year
FY 2020‐21
Total
Change
Revenues $119.95 $125.47 $5.52
Expenditures 119.92 124.04 4.12 Total 0.03$ 1.43$ 1.40$ 9 FY 2021‐22 Mid‐year GF Revenue Increase
Adopted Revenue: $119.95 M Mid‐Year Revenue: $125.47 M Increase: $5.52 M 10 General Fund Unrestricted Revenue
FY 2021‐22 Adopted vs. Mid‐year
*Other: Marijuana, TOT, Business License, Water Rights, Rentals & Discovery Kingdom (In Millions)
Property Tax $ 22.93 $ 22.88 $ ‐ 0.05 ‐0.2%
Property Tax in‐lieu (MVLF) 11.89 11.96 0.6%
34.81 34.84 0.1%
Sales Tax 34.47 39.34 14.1%
Utility User Tax 12.55 12.64 0.7%
Cannabis Tax 3.32 3.04 ‐8.3%
Business License Tax 1.19 1.63 37.0%
Other * 14.91 15.17 1.8%
Subtotal, General
Unrestricted Revenues $ 101.24 $ 106.66 $ 5.42 5.4%
0.09 ‐ 0.28
0.44 0.27
4.87 Adopted
FY 2021‐22
Mid‐Year
FY 2021‐22
Difference
AMT %
0.07 0.03
11 FY 2021‐22 Mid‐year GF Proposed Allocation
$4.12M GF Expenditures Request by Department
(In Millions)
Program Expenditures
Police $ 53.92 $ 54.55 $ 0.63 1.17% Fire 31.21 31.57 0.36 1.1%
Public Works 9.29 9.49 0.20 2.17%
Planning & Development 6.05 6.29 0.24 3.97%
Administration 10.91 12.62 1.71 15.67%
Citywide 8.55 9.53 11.5%
Total Program Expenditures $ 119.92 $ 124.04 $ 4.12 3.44% Adopted
FY 2021‐22
Mid‐Year
FY 2021‐22
Difference
AMT %
0.98 12
FY 2021‐22 Mid‐year GF Proposed Allocation
$4.12M GF Expenditures Request by Categories (including Salaries and Services):
$1.79M for Safety
$0.14M for Infrastructure
$0.71M for Public Support
$0.60M for Homelessness
$0.89M for Compliance
13 FY 2021‐22 Mid‐year proposed FTE additions
General Fund
Department Position Title MY Fiscal Impact FTEs
P&DS Economic Development Manager 1
P&DS Economic Development Program Manager 1
City Attorney Assistant City Attorney II 1
City Manager Assistant City Manager 1
City Manager Organizational Development Manager 1
Information Technology Media Services Specialist 1
Finance Accountant 1
Totals 7
14 FY 2021‐22 Mid‐year proposed re‐organization
General Fund
15 Department Fund # Position Title FTE # Added FTE # Deleted Fire 001 Deputy Fire Chief 1
001 Administrative Manager 1
001 Administrative Analyst II 1
001 Administrative Clerk II 1
001 Fire Captain 3
001 Fire Engineer 3
001 Firefighter 6
001 Fire Prevention Inspector 1
Net Fiscal Impact to the General Fund $15,000
Police 001 Administrative Analyst II 1
001 Police Assistant 4
001 Forensic Analyst 1
001 Police Clerk 2
001 Crime Analyst 1
001 Freeze 1 Police Captain
001 Freeze 1 Police Lieutenant
001 Freeze 1 Police Corporal
Net Fiscal Impact to the General Fund ($15,000)
City Manager 004 Administrative Analyst II (Limited Term expires 6/30/23) 1 004 Administrative Analyst I (Limited Term expires 6/30/23) 1 Net Fiscal Impact to the General Fund $0
FY 2021‐22 Mid‐year proposed re‐organization
General Fund
16 Department Fund # Position Title FTE # Added FTE # Deleted Public Works 001 Senior Accountant 1
001 Assistant Eng/Associate Civil Engineer 1
001 Geographic Info Systems Specialist I/II/III 0.5
001 Public Works Supervisor 1
001 Assistant Maintenance Superintendent 1
001 Landscape Inspector 1
001 Asset Manager 1
001 Customer Service Representative 1
001 Administrative Clerk I 1
Net Fiscal Impact to the General Fund ($48,000)
Finance 001 Deputy Finance Director 1
001 Finance Manager (Limited Term expires 1/1/25) 1
001 Finance Manager 1
Net Fiscal Impact to the General Fund $13,000
Human Resources 001 HR Program Manager 3
001 Employee and Labor Relations Officer 1
001 Senior Personnel Analyst 1
001 Administrative Analyst II 1
001 HR Information System Analyst 1
001 Admin Clerk II‐C 1
Net Fiscal Impact to the General Fund ($45,000)
Look back at FY 2020‐21 General Fund
Five Year Financial Forecast
(In Millions)
Starting Ending balance $ 17.91 $ 14.16 $ 7.30 ‐$ 1.52 ‐$ 7.94 Adopted Revenue 103.55 108.72 111.16 113.77 116.78 Adopted Expenditure 110.30 115.58 119.98 120.19 122.06 Use of Restricted Reserve 3.00
Proposed Ending Balance $ 14.16 $ 7.30 ‐$ 1.52 ‐$ 7.94 ‐$ 13.22 % Funded 12.84% 6.32% ‐1.27% ‐6.61% ‐10.83%
FY 2020‐21 FY 2021‐22 FY 2022‐23 FY 2023‐24 FY 2024‐25 17 FY 2021‐22 General Fund (excluding ARPA)
Five Year Financial Forecast
(In Millions)
Starting Ending balance $ 21.68 $ 23.11 $ 22.92 $ 20.91 $ 15.64 Adopted Revenue 119.95 124.54 126.34 129.78 131.43 Adopted Expenditure 119.92 126.65 127.38 129.94 131.35 Midyear Proposed Below
Additional Revenue 5.52 5.54 5.17 4.13 4.55
Additonal Service & Supplie 2.53
Additional Salaries & Benefit 1.59 3.63 6.15 9.23 10.29 Proposed Ending Balance $ 23.11 $ 22.92 $ 20.91 $ 15.64 $ 9.98 % Funded 18.63% 17.60% 15.66% 11.24% 7.04%
FY 2022‐23 FY 2023‐24 FY 2021‐22 FY 2024‐25 FY 2025‐26 18 FY 2021‐22 Proposed Fund Balance
19 FY 2021‐22 Mid‐year proposed FTE additions
Water
Position Title
MY Fiscal
Impact FTES
Water Finance Manager 1
Sr. Civil Engineer 1
Assistant Eng/Associate Civil Engineer 4
Geographic Info Systems Specialist I/II/III 0.5
Public Works Supervisor 1
Administrative Analyst I1
Water Distribution Technician 1
Water Maintenance Worker I/II 1
Total 10.5
20 FY 2021‐22 Mid‐year additions
Water Fund
CIP projects with 2021A Bond funded:
$300k Fleming hill water treatment plant upgrades
Architecture, Permitting, accessible route to Fleming hill water treatment, ADA and IT improvements
$500k Distribution system scada renovation
$3.8M Advanced metering infrastructure
$200k Siebe/rockvill tank project
$200k Advanced metering infrastructure
21 In conclusion…
No fiscal impact tonight, the final action will occur on February 8, 2022 General Fund revenue increase of 5.4% revenue increase and expenditure increase of 3.4%
City continues to maintain healthy unassigned fund balance of $23.11M, 18.63% 22 Contacts / Questions
Mike Malone, Interim City Manager
Rekha Nayar, Finance Director
Park Naming Signage for
the Barbara Kondylis
Waterfront Green
January 25, 2022
Recommendation
• Provide direction to staff regarding the signage for the Barbara Kondylis Waterfront Green, considering the size, placements, and color options
Background
On November 12, 2019,
the City Council
adopted Resolution 19‐
108 N.C. naming Vallejo
Waterfront Park and its
four sections. In that
action, the Service Club
Park was renamed
Barbara Kondylis
Waterfront Green.
Proposed Signage Placement
Proposed Signage Sizes
• Street Facing Sign Size
– 15.5" x 54" x 1.75” / 1.3 feet tall x 4.5 feet
wide
• Waterfront Facing Sign Size
– 10.5" x 36" x 1.75“ / .9 feet tall x 3 feet
wide
Proposed Color
Proposed Color
Questions & Comments
Gillian Hayes, Interim Assistant City Manager
[email protected]
Felicia Escover, Assistant to the City Manager
[email protected]
Economic Vitality Commission
Work Plan and Report
L. Alexander Matias, MPA, Chair of Commission
Ivette Iraheta, ED Program Manager
Paul Kelley, Spc. Advisor to City Manager, ED Manager
January 25, 2022
Economic Vitality Commission – Purpose
The three purposes for the EVC are outlined as follows in the Vallejo Municipal Code Chapter 2.36:
1. To advise the City Council on issues that can enhance job growth and increase private investment in Vallejo;
2. To review and assist with updates and the
implementation of the economic development element
of the general plan; and
3. To assist with business retention and attraction activities.
Economic Vitality Commission ‐ Duties
The Duties and Powers of the EVC is described in the Municipal Code Chapter
2.36.030
The economic vitality commission shall:
A. Be familiar with current plans for economic activity in Vallejo; B. Recommend to city council policies that can incentivize job growth and business investment in Vallejo;
C. Plan and conduct business retention and business attraction programs; D. Maintain relationships with economic development organizations including, but not limited to, chambers of commerce, regional and
state economic
development organizations;
E. Review and provide recommendations regarding the city's website and communications to support economic vitality in the city; and F. To render reports to the city council concerning the activities of the commission, its rulings, actions, results of hearings, and all other matters pertinent to the commission's activities which may be of interest to the city council.
Background
• 1971 the Community Development Counsel, referred to as the Economic Development Commission was established.
• On May 24, 2011, it adopted its current name ‐ Economic Vitality Commission
• Previous activities include:
o Business walks/tours
o Participation in Visit Vallejo
o Participation in Solano Economic Commission events
Report 2021 Accomplishments
• EVC Scheduled 6 meetings and met 6 times
• Onboarded 4 new EVC Commissioners and elected new Commission Chair and Vice Chair
• Adopted a FY2021 Operations Calendar outlining presenters, themes and goals for meetings
• Commissioners attended local ED meetings and events (i.e. Chambers of Commerce, CCRC)
• Established EVC Sub‐Committees
o Operations and Communications
o Researched and identified future ED grant opportunities o Produced initial draft of marketing collateral for Vallejo Businesses o Business Retention and Attraction
o Partnered with staff to develop BREA survey for Vallejo Businesses • Presentations from:
o Governor’s Office of Business and Economic Development (GO‐Biz) o Solano Economic Development Corporation (EDC)
o PDS on Zoning Code
• Focus on Commission Duties and Published Work Plan
2021‐22 Commission Work Plan
Alignment with Code Duties:
• Continue to participate and work with Staff to survey businesses to see what investment and community would want to help with job growth, business retention and attraction programs (BREA Survey) o Share analysis and recommendations with Vallejo City Council in Q2/Q32022 • Participate in Economic Development Strategic Plan Update • Investigate & potentially participate “Main Street” Program • Communications:
o Work with internal/external partners to promote Vallejo businesses o Continue to build relationships with regional and state ED partners o Share recommendations on enhancements to ED webpage
o Produce marketing collateral for prospective businesses/developers o Provide Quarterly Article for Vallejo Weekly
Economic Strategic Plan
As part of the ARPA funds –t o be done 2022
• Update of the 2012 Vallejo Economic Strategic
Plan – managed and by Economic Development
Division staff, with community and stakeholder
participation
• Consultant Facilitated
• Stakeholder Engagement – including EVC
Participation
• Data Analysis and reporting
• Program identified to implement Plan
Main Street Program
• The Main Street Approach - framework that helps communities identify their assets and competitive advantage and build from those strengths.
• The Main Street program - developed by the National Trust for Historic Preservation more than 25 years ago and rebranded in 2015 as Main Street America.
• In 1986, California joined a growing national movement to improve the quality of life in America's towns, cities, and neighborhoods by reinvigorating the economic health of their historic Main Street central business districts.
• California Main Street (CAMS), an affiliate of Main Street America, unites local economic redevelopment and historic preservation to build and enhance diverse downtown areas: Providing training, technical assistance, etc.
• A review of all commercial and retail areas in City can be performed. • EVC to investigate potential participation.
Collaborate with Staff
• Assist with the implementation of Economic Development grant projects, by providing feedback and participating in stakeholder events
• Research data for projects and/or grant proposals
• Attend events hosted by the Economic Development
Division
• Attend Outreach events to promote projects with staff Contacts / Questions
L. Alexander Matias, MPA, Commission Chair,
Ivette Iraheta, Economic Development Program Manager
[email protected]
Paul Kelley, Economic Development Manager
[email protected]
City Council Goal‐Setting
FY 2022‐23
January 25, 2022
Recommendation
• Receive an update regarding goal‐setting efforts and
provide additional direction to staff regarding the format of the workshop
Outline
• Recap
– FY 21‐22 Goal‐Setting Process
– FY 21‐22 Goal‐Setting Priority Areas and Tentative Goals – Community & Council Feedback
– FY 21‐22 Goal‐Setting Outcomes
• Goal‐Setting FY 22‐23
– Facilitator
– Format
– Options
Recap
• Background
– City Council’s annual goal‐setting provides direction to staff regarding Council priorities and key goals
• Timeline
– March 2018 –F Y 18‐19 goal‐setting (adopted April 2018) – March 2019 –F Y 19‐20 goal‐setting (adopted April 2019) – March 2020 –F Y 20‐21 goal‐setting did not take place; continued goals – February 2021 –F Y 21‐22 goals discussed & two goal‐setting facilitators were considered
– March 2021 –U r b a n Strategies Council selected
– May 2021 –F Y 21‐22 goal‐setting
– June 2021 – Summary prepared and sent to City
– November 2021 – Provided City Council with an update on the FY 21‐ 22 goals and asked for next steps for FY 21‐22 goals and direction for FY 22‐23
Priorities –F Y 21‐22
Public Safety: Improve
public safety in Vallejo.
Youth: Incorporate a
focus on youth
development
throughout Vallejo city
government.
Quality of Life: Improve
Vallejo’s quality of life
(cleanliness, roads, food
access, recreation &
wellness, etc.).
Housing &
Homelessness: Increase
housing affordability and
address homelessness in
Vallejo.
Economic Development:
Advance Vallejo’s
economic development
opportunities/potential.
Current Proposed Goals
Public Safety: Improve public safety in Vallejo.
1. Create a daily posting of citizens’ police complaints
2. Create an independent police oversight commission
3. Reduce the murder rate for boys and young men of color
4. Decrease VFD response time
5. Develop a crime reduction policy & program for multi‐unit housing in Vallejo
6. Eliminate sex trafficking in Vallejo
7. Implement the OIR report VPD recommendations
8. Reduce police shootings
9. Reduce violent crime in Vallejo
10. Re ‐open the Glen Cove fire station
Youth: Incorporate a focus on youth development throughout Vallejo city government.
1. Decease youth homelessness in Vallejo
2. Establish a Youth Council
3. Initiate an early education initiative in Vallejo
4. Support and expand Vallejo youth development programs (prioritizing the following areas: sports/recreation, STEAM (science, technology, engineering, arts and math), and
afterschool activities)
Quality of Life: Improve Vallejo’s quality of life (cleanliness, roads, food access, recreation & wellness, etc.).
1. Clean streets equitably throughout the city
2. Develop a plan for improving the city’s appearance
3. Develop a smoke‐free municipal health policy for
multi‐unit housing
4. Enforce trash collection mandates
5. Establish a Farmers’ Market in South Vallejo
6. Implement a neighborhood small grants program
7. Repair city’s roads/eliminate potholes
Housing & Homelessness: Increase housing affordability and address homelessness in Vallejo.
1. Create ‘villages’ for Vallejo’s homeless residents
2. Develop a community benefits policies that supports affordable
3. Develop a land trust program in Vallejo
4. Develop an affordable housing policy/program for
Vallejo’s low‐income residents
5. Establish an inclusionary zoning policy for Vallejo housing
6. Replicate San Antonio’s ‘Housing First’ model in Vallejo Economic Development: Advance Vallejo’s economic development opportunities/potential.
1. Complete a light‐rail feasibility study
2. Complete the Mare Island project DDA
3. Develop a plan to address re‐use of vacant/unused buildings and land
4. Develop strategy for broadband affordability and plan for project management
5. Establish a community benefits agreement policy for economic and housing development projects
6. Install art park project on waterfront
7. Replicate the ‘Richmond Build’ program in Vallejo
Positive Points • Challenges
• Priority areas are consistent
with community feedback
• Many of the goals are aligned
with current day to day
departmental work and
American Rescue Plan
projects
• Violence intervention
• Homelessness
• Economic development
and vitality
• Broadband
• Some of the goals listed were
in progress projects
• Lack of specificity and quantifiable metrics
• Absence of appropriate resources (staffing
and funds) to implement goal successfully
• Inconsistencies and conflicts with current
projects
• Limited foresight, strategy, and tight
timeframe
• Number and size of goals (34)
• Youth Development: 4
• Quality of Life: 7
• Public Safety: 10
• Housing and Homelessness: 6
• Economic Development: 7
• Current goals do not address internal
inputs needed to produce desired goals
and outcomes
Recap (continued)
November 2021 Discussion
Recap (continued)
November 2021 Discussion
Community
Feedback
• Address homelessness
• Address homelessness & implement OIR
recommendations
• Youth program coordinator, early childhood
education, youth development programs
• Smoke free multifamily unit housing (4)
• Broadband –f i b e r optics plan
• Reset goals with respect to COVID, look at public
input received in ARPA process, address issues such as
litter, economic insecurity, violence, homelessness
Recap (continued)
November 2021 Discussion
Council
Feedback
Format
• Conduct goal‐setting twice a year
• Strategic plan – focus on “big rocks” (2)
• Look at both short term and long‐term goals (3)
• Do goal‐setting in March
• Use qualified consultant for goal‐setting (3)
• Prioritize both income + expenditures
• Align goals with departments
Recap (continued)
November 2021 Discussion
Council
Feedback
Priority Areas
• Focus on 2‐3 priority areas – homelessness, public
safety, education
• Youth Program Coordinator (2)
• Focus on early education (3)
• Focus on public safety
• Educate public on mobile health crisis response
• Homelessness – don’t duplicate efforts
Create a listing of homeless resources;
Accountability for nav center
• Youth & kids
• Affordable housing
• Appearance of City of Vallejo
Recap (continued)
November 2021 Discussion
Council
Feedback
Priority Areas
• Potholes
• Police oversight commission
• Need people to get work done
• Focus on ED –i t can help with everything else
• Broadband
• Prep for grants from the federal government re:
infrastructure
• Post COVID retail development
• Street sweeping schedule signs and enforcement
• Code enforcement (can generate money)
• Address litter + pride (2)
• Intern program
FY 2021‐22 Goal‐Setting Outcomes
• Vision
– Vallejo is a SAFE, PROSPEROUS, and VIBRANT city.
• Priority Areas
– Public Safety: Improve public safety in Vallejo.
– Youth: Incorporate a focus on youth development throughout Vallejo city government.
– Quality of Life: Improve Vallejo’s quality of life (cleanliness, roads, food access, recreation & wellness, etc.).
– Housing & Homelessness: Increase housing affordability and address homelessness in Vallejo.
– Economic Development: Advance Vallejo’s economic development opportunities/potential.
Example of the Application of Priority
Areas –F i r e Department
• The Fire Department will work with City staff and contractors to restore Station 26 (Glen Cove) to its normal operating levels
• The Fire Department will work with City staff and consultants to conduct a feasibility study to determine the cost to build and operate a fire station in Hiddenbrooke and present such findings to Council • The Fire Department will work with City staff to procure and install a new tone alert system
• The Fire Department will reassess and modify its strategic plan and present the updated version to the City Manager and Council • The Fire Department will work with City staff to present to Council a request for increasing Prevention and Administrative staffing to support the increased demand for weed abatement and fire inspections • The Fire Department will work with City staff and contractors to conduct a feasibility study to determine the cost to reopen Station 28 (Mare Island) and present such findings to Council for their action FY 22‐23 Goal‐Setting Effort
*We are looking to do these activities internally to avoid delays in goal‐setting process and reduce costs Overview
• Facilitators:
Management Partners
• Timing:
Week of April 11th
• Preparation Work:
Starting January 31st
• Final Report to Council:
Mid May
• Activities
– Workshop Preparation
– Facilitation of Workshop and
Preparation of Report
– Conducting of the Senior
Leadership Team Workshop
– Facilitation of a Follow‐Up
Session with the City Council
– Optional ‐ Deployment of an
Employee Survey &
Facilitation of Community‐
based Focus Group
Discussions (optional)*
Goal‐Setting Activities
1.1. Prepare for Workshop
• Meet with Interim City Manager and Senior Leadership Team • Review Background Materials
• Conduct Council Interviews
• Coordinate Logistics
2. Facilitate Workshop and Prepare Workshop
•K e y outcomes will be a set of priorities for next year’s budget period and agreement on next steps.
• Following the workshop, we will prepare a summary report containing subsequent steps to be taken by the staff. Steps by staff will include preparing measurable objectives to further the priorities set by Council. These will be discussed in the follow up half‐day session described in Activity 3.
Goal‐Setting Activities
1.3. Conduct Senior Leadership Team Workshop
• After the Council has identified their proposed goals for the next year, the staff will have an opportunity to develop measurable actions that will enable them to make progress on the priorities established by the Council.
4. Conduct Follow Up Session with City Council
•U s i n g the information provided by the Senior Leadership Team, we will meet with the Interim City Manager and Mayor, plan the workshop agenda and PowerPoint, facilitate a half‐day workshop, and prepare a report of the session.
•A f t e r the Senior Leadership Team Workshop, the team will reconvene to share with Council the implementation plan established by staff. This plan will outline the necessary staffing, fiscal resources and timing to complete each goal.
Timeline Update
• At the consultant’s request, staff considered a
revised timeline. The proposed timelines allows for:
– Additional time to seek, compile, and summarize
community and staff feedback
– City Council interviews
– Senior Leadership team interviews
– An internal peer review process
2022 Council Goal Setting Workshop
Tasks Summary
Key Workshop Tasks Timeframe
Confirm workshop date Week of April 11, 2022
Schedule and conduct interviews
Meet with Senior Leadership Team (SLT) in four small
groups and conduct interviews (public safety, internal
services, development services and acting executive team) Interview seven City Council members
Weeks January 31 through February 14
Summarize interview notes Week February 14
Prepare facilitator’s agenda Week February 21
Submit facilitator’s agenda for feedback review and schedule brief internal team meeting
Week February 21
Prepare workshop tools Week February 28
Prepare PowerPoint and agenda, provide list of workshop supplies needed
Week March 7
Meet with staff to review workshop materials Week of March 21 Finalize materials, logistics and send public agenda along with handouts/other tools
Week of March 28
Conduct workshop Week of April 11
Conduct follow up workshop for staff presentation of
implementation action plan
Week of May 2
Deliver workshop report Week of May 16
Questions & Comments
Mike Malone, Interim City Manager
[email protected]
Felicia Escover, Assistant to the City Manager
[email protected]
©2021 ctc technology & energy
CITY OF VALLEJO
BROADBAND CONSULTANCY
Project Update
January 25th, 2022
2 Tasks To Date:
• Stakeholder Outreach Meetings/Interviews
• City Council Members
• Touro University
• Island Energy
• Vallejo Fiber Advisory Committee
• City of Vallejo Economic Vitality Advisory Commission • Vallejo Chamber of Commerce
• Solano County Economic Development Corporation
• Community Assessment
• Broadband Technologies
• Community Demographics
• Broadband Survey
Cable Coverage in Vallejo
DSL Coverage in Vallejo
AT&T Fiber in Vallejo
Residential Areas with No Service
“Low Investment Areas”:
• Areas that have cable,
wireless, DSL, or some
combination of the three
available—but no fiber .
• While portions of the low‐
competition areas could
potentially have three
options for service, these
areas have no high‐capacity
wireline service as a
competitive alternative to
cable.
©2021 ctc technology & energy 13
UPDATED PROJECT TIMELINE
January 2022
ISP Interviews;
Stakeholder
Outreach
May 2022
Release RFP
June 2022
Analyze RFP
Responses; Present
Recommendation to
City Council
April 2022
Draft Master Plan for
Council Consideration
February 2022
Policy, Engineering
& Business
Analyses
CURRENT: ISP OUTREACH
• Zayo
• Smart Fiber Networks
• Sonic
• Paxio
• Common Networks
• Wave
CURRENT: STAKEHOLDER OUTREACH v2
• Vallejo City Unified School District
• Kaiser-Permanente
• Filipino-American Chamber of Commerce of Solano
County
• Solano Hispanic Chamber of Commerce
• Solano County Black Chamber of Commerce
• Touro University (follow-up)
• Florence Douglas Center
• Vallejo Fiber Advisory Committee
• Solano County Economic Development Corporation
• Vallejo Chamber of Commerce
NEXT STEPS:
• ROW/Permitting Policy Analysis
• Engineering Analysis
• Business Analysis
• Master Plan Draft
• Digital Inclusion Strategies
• Programmatic Recommendations
• Policy Recommendations
• Infrastructure Options
• Business Model Options
COUNCIL FEEDBACK