Vallejo City Council
January 24, 2023

Assets transferred to/liabilities assumed by
Successor Agency/Housing Successor - - 3,781,351 863,212 (871,177) - - - - - Net change in fund balances (1,565,625)$ 5,505,048$ 4,970,496$ 7,372,664$ 7,039,710$ 8,797,721$ 16,242,216$ (8,226,434)$ 14,813,217$ 10,339,157$ Beginning fund balance 80,553,329$ 78,987,704$ 84,492,752$ 89,463,248$ 96,835,912$ 104,004,607$ 112,802,328$ 129,044,544$ 120,818,110$ 143,882,499$ Prior period adjustments - - - - 128,985 - - - 8,251,172 - Ending fund balance 78,987,704$ 84,492,752$ 89,463,248$ 96,835,912$ 104,004,607$ 112,802,328$ 129,044,544$ 120,818,110$ 143,882,499$ 154,221,656$ Debt service as a percentage of
noncapital expenditures 0% 0% 1% 1% 1% 1% 1% 1% 2% 2%
Note: Planning and Development Services were previously reported under Development Services. *Contributions included into "other" Revenue
**Starting FY19/20 Capital Leases were added
Fiscal Year Ended June 30
203

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Assessed Value and Estimated Actual Value of Taxable Property Last Ten Fiscal Years
Fiscal Year Taxable Taxable Total
Ended Nonunitary Less: Assessed Nonunitary Less: Assessed Direct Tax June 30 Secured Unsecured Utilities Exemptions Value Secured Unsecured Utilities Exemptions Value Rate 2013 7,386,493,615$ 218,701,022$ 113,370 $ ( 289,480,094)$ 7,315,827,913 $ 322,746,509$ 58,076,187$ 132,592$ ( 48,641,023)$ 332,314,265$ 0.24622% 2014 8,014,862,817 198,012,673 113,370 ( 974,787,981) 7,238,200,879 321,057,973 53, 344,811 132,592 ( 55,306,295) 319,229,081 0.24622% 2015 8,790,923,985 215,615,952 113,370 ( 990,126,778) 8,016,526,529 343,524,473 52, 435,017 132,592 ( 55,876,943) 340,215,139 0.24622% 2016 9,367,567,455 208,385,912 113,370 (1, 014,346,016) 8,561,720,721 361,136,586 54, 225,181 132,592 ( 51,564,900) 363,929,459 0.24622% 2017 9,898,936,162 254,304,736 139,100 (1, 026,877,027) 9,126,502,971 381,547,374 60, 418,999 132,692 ( 58,114,553) 383,984,512 0.24622% 2018 10,530,383,770 232,725,017 139,100 (1, 044,877,040) 9,718,370,847 412,347,893 63, 744,878 132,692 ( 56,382,967) 419,842,496 0.24622% 2019 11,258,416,141 193,941,296 139,100 (1, 101,049,849) 10,351,446,688 439,241,925 80, 832,402 132,692 ( 57,556,407) 462,650,612 0.24622% 2020 11,888,434,861 200,094,718 139,100 (1, 121,127,644) 10,967,541,035 461,080,073 76, 572,581 132,692 ( 52,714,453) 485,070,893 0.24622% 2021 12,423,851,007 214,557,968 187,130 (1, 110,557,076) 11,528,039,029 467,285,691 74, 820,597 298,432 ( 53,022,065) 489,382,655 0.24622% 2022 12,908,222,920 225,016,791 187,130 (1, 103,212,414) 12,030,214,427 513,653,354 76, 668,518 298,432 ( 101,566,165) 489,054,139 0.24622%

ͳ The Redevelopment Agency, once a blended component unit of the City, was dissolved as of February 1, 2012.

The Redevelopment Successor Agency financial transactions are reported in a separate trust fund.

Source: County Assessor's Office (source was actually the HDL report not assesors' office) HDL Property Report
City Former Agency / Successor Agency to Redevelopment Agency 1 NOTES:

In 1978 the voters of the State of California passed Proposition 13 which limited property taxes to a total maximum rate of 1% based upon the assessed value of the property being taxed. Each year, the assessed value of propertymay be increased by an "inflation factor" (limited to a maximum increase of 2%). With few exceptions, property is only re-assessed at the time that it is sold to a new owner. At that point, the new assessed value is reassessed at thepurchase price of the property sold. The assessed valuation data shown above represents the only data currently available with respect to the actual market value oftaxable property and is subject to the limitations described above. 204

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Direct and Overlapping Property Tax Rates
(Rate per $100 of assessed value)
Last Ten Fiscal Years
Fiscal Year Ended June 30 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 City Direct Rates:

City basic rate 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 Total City Direct Rate 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 0.24622 Overlapping Rates:

Acc Capital Outlay 0.00807 0.00807 0.00807 0.00807 0.00807 0.00807 0.00807 0.00807 0.00807 0.00807 Aviation 0.00119 0.00119 0.00119 0.00119 0.00119 0.00119 0.00119 0.00119 0.00119 0.00119 BAAQMD 0.00219 0.00219 0.00219 0.00219 0.00219 0.00219 0.00219 0.00219 0.00219 0.00219 County Free Library 0.02743 0.02743 0.02743 0.02743 0.02743 0.02743 0.02743 0.02743 0.02743 0.02743 County General 0.31331 0.31331 0.31331 0.31331 0.31331 0.31331 0.31331 0.31331 0.31331 0.31331 County School Service Fund Support 0.01134 0. 01134 0.01134 0.01134 0.01134 0.01134 0.01134 0.01134 0.01134 0.01134 County Support-Board of Education 0.00334 0.00334 0.00334 0.00334 0.00334 0.00334 0.00334 0.00334 0.00334 0.00334 Development Center 0.00217 0.00217 0.00217 0.00217 0.00217 0.00217 0.00217 0.00217 0.00217 0.00217 GVRD 0.06490 0.06490 0.06490 0.06490 0.06490 0.06490 0.06490 0.06490 0.06490 0.06490 Library Special Tax Zone 7 0.01365 0.01365 0.01365 0.01365 0.01365 0.01365 0.01365 0.01365 0.01365 0.01365 Mosquito Abatement 0.00587 0.00587 0. 00587 0.00587 0.00587 0.00587 0.00587 0.00587 0.00587 0.00587 Recreation 0.00203 0.00203 0.00203 0.00203 0.00203 0.00203 0.00203 0.00203 0.00203 0.00203 Solano Community College M&O 0.02758 0.02758 0.02758 0.02758 0.02758 0.02758 0.02758 0.02758 0.02758 0.02758 Solano County Water Agency 0.01527 0.01527 0.01527 0.01527 0.01527 0.01527 0.01527 0.01527 0.01527 0.01527 Vallejo Unified School District M&O 0.24069 0.24069 0.24069 0.24069 0.24069 0.24069 0.24069 0.24069 0.24069 0.24069 Vallejo Flood & Wastewater Dis 0.01474 0.01474 0.01474 0.01474 0.01474 0.01474 0.01474 0.01474 0.01474 0.01474 Total Prop. 13 Direct Rate 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 1.00000 SC Fld State Wtr Pj Zone Ben #1 0.02000 0.02000 0.02000 0.02000 0.02000 0.02000 0.02000 0.02000 0.02000 0.02000 Vallejo U.S.D GOB 2018 Ser 2019 - - - - - - - 0.05337 0.05461 0.00763 SCC GOB 2012 Series D - - - - - - - - 0. 00498 0.00452 Vallejo U.S.D GOB 2018 Ser 2021 - - - - - - - - - 0.04437 SCC 2019 GO Refunding Bonds - - - - - - - - 0. 00636 0.00589 Vallejo U.S.D. 2002-A GOB Refunding 0.06576 0.06850 0.06358 0.06144 0.06092 0. 05450 0.05345 0.05179 0.05142 0.02366 Vallejo U.S.D. Measure A 2002 0.01261 0.01250 0.00853 0.00730 0.00660 - - - - - SCC GOB Series 2005-A 0.01768 0.01820 0.01299 - - - - - - - Vallejo U.S.D. Measure A 2004 0.01187 0.01305 0.01086 0.01007 0.00943 - - - - - Vallejo U.S.D. Measure A - 2006 0.00646 0.00711 0.00588 0.00544 0.00519 - - - - - SCC GOB Series 2003-A - - - - - - - - 0. 00700 0.00951 SCC 2015 GO Refunding Bonds 0.00292 0.00276 0.00208 0.00178 0.00086 0.00082 0.00070 0.00073 0.00069 0.00067 SCC
GOB 2012 Series A - 0.01384 0.01337 0.01232 0.01297 0.00487 0.00499 0.00512 - 0.00061 SCC GOB 2012 Series B - 0.00475 0.00387 0.00326 0.00337 0.00293 0.00322 0.00314 0.00155 - SCC GOB 2014 Ref Series A - - 0.00131 0.00148 0.00218 0.00176 0.00163 0.00147 0.00062 0.00063 SCC GOB 2014 Ref Series B - - 0.00309 0.01607 0.01566 0.01405 0.01383 0.01347 0.00463 0.00540 SCC GOB 2012 Series C - - - - - - 0. 01451 0.00812 0.00583 0.00590 Vallejo USD 2017 GOB Refunding - - - - - 0.01453 0.01687 0. 01624 0.01589 0.01472 Total Voter Approved Rate 0.13730 0.16070 0.14556 0.13917 0.13718 0.11345 0.12921 0.17344 0.17357 0.14350 Total Direct Rate 1.13730 1.16070 1.14556 1.13917 1.13718 1.11345 1.12921 1.17344 1.17357 1.14350 Source: Solano County Auditor-Controller's Office
NOTE:

In 1978, California voters passed Proposition 13 which sets the property tax rate at a 1.00% fixed amount. This 1.00% is shared by all taxing agencies for which the subject propertyresides within. In addition to the 1.00% fixed amount, property owners are chargedtaxes as a percentage of assessed property values for the payment of any voter approved bonds. 205

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Top 10 Principal Property Tax Payers
Current Year and Nine Years Ago
Percent of Percent of
Total City Total City
Taxable Taxable Taxable Taxable
Assessed Assessed Assessed Assessed
Taxpayer Value Value Value Value
Centro Watt Property Owner II 118,648,011$ 0.95% 95,538,542$ 1.25% Park Management Corp. 100,924,475 0.81% 75,853,631 0.99% The Nimitz Group 95,478,977 0.76%
WRPV XIII BV Vallejo LLC 66,575,627 0.53%
Prime Ascot LP 64,860,309 0.52% 55,945,823 0.73% Invitation Homes Inc 56,864,299 0.45%
Colony Starwood Homes 51,645,716 0.41%
Sundance-Vallejo 38,343,256 0.31% 33,037,182 0.43% MG Sterling Vill Apartments GWP LP 34,485,931 0.28% Seabridge LLC 33,887,928 0.27%
Kaiser Foundation Hospitals 679,643,543 8.89%
Lennar Mare Island 27,657,802 0.36%
K W Vallejo Tick LLC 25,409,652 0.33%
Ogino LLC 25,196,950 0.33%
Sutter Health Sac Sierra Reg 25,386,474 0.33% Symphony Asset Pool XV LLC 29,649,193 0.39%
Top Ten Totals 661,714,529$ 5.29% 1,073,318,792$ 14.03% The amounts shown above include assessed value data for both the City and the Successor Agency to the Redevelopment Agency.

Source: County Assessor's Office
HDL Report
2022 2013
206

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Property Tax Levies and Collections
Last Ten Fiscal Years
Fiscal Taxes Levied Collections in
Year Ended for the Percent Subsequent Percent
June 30 Fiscal Year Amount of Levy Years Amount of Levy 2013 13,895,641$ 13,649,602 $ 98.23% not available not available n.a. 2014 14,207,379 14,036,515 98.80% not available not available n.a. 2015 15,455,643 15,302,850 99.01% not available not available n.a. 2016 16,777,951 16,639,813 99.18% not available not available n.a. 2017 17,871,269 17,701,555 99.05% not available not available n.a. 2018 18,973,138 18,802,785 99.10% not available not available n.a. 2019 20,452,300 20,208,077 98.81% not available not available n.a. 2020 21,358,167 21,153,216 99.04% not available not available n.a. 2021 21,982,450 21,758,623 98.98% not available not available n.a. 2022 23,463,126 23,264,974 99.16% not available not available n.a.

Source: Solano County Auditor-Controller's Office
Collected within the
Fiscal Year of Levy Total Collections to Date
NOTE: The amounts presented include only City property taxes (excluding Successor Redevelopment Agency tax increment).
207

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Taxable Sales by Category
Last Ten Calendar Years
State Board of Equalization Major
Business Categories
Calendar Yr
2012 Totals
Calendar Yr
2013 Totals
Calendar Yr
2014 Totals
Calendar Yr
2015 Totals
Calendar Yr
2016 Totals
Calendar Yr
2017 Totals
Calendar Yr
2018 Totals
Calendar Yr
2019 Totals
Calendar Yr
2020 Totals
Calendar Yr
2021 Totals
YTD %
change
Retail Group
Apparel Stores 605,365$ 758,982$ 729,060$ 774,468$ 824,990$ 885,616$ 923,646$ 981,231$ 981,231$ 1,341,277 $ 37% Auto Dealers and Supplies 3,350,870 4,810,138 5, 141,839 5,689,553 6, 015,344 5,854,553 5,592,440 5,570,340 5,570,340 8,035,777 44% Building Materials 1,300,322 1,690,133 1, 720,598 1,872,305 2, 029,294 2,201,144 2,384,933 2,468,316 2,468,316 3,033,066 23% Drug Stores 338,120 395,157 471,278 496,641 707,335 778,821 835,848 976,190 976,190 1, 190,678 22% Eating and Drinking Places 2,050,277 2,483,150 2, 665,448 2,906,373 3, 186,830 3,365,913 3,499,200 3,937,422 3,937,422 4,428,151 12% Food Stores 912,903 1,139,899 1, 209,115 1,291,787 1, 119,244 1,078,298 1,050,666 1,089,395 1,089,395 1,173,190 8% Furniture and Appliances 1,097,635 1,416,513 1, 466,057 1,495,456 1, 522,174 1,563,646 1,564,041 1,581,365 1,581,365 1,744,216 10% General Merchandise 2,752,006 3,118,356 3, 142,565 3,157,454 3, 124,309 3,444,165 3,780,355 4,082,252 4,082,252 5,568,587 36% Other Retail Stores 985,360 1,290,156 1, 305,731 1,314,263 1, 455,179 1,352,784 1,304,694 1,290,973 1,290,973 1,597,023 24% Packaged Liquor 158,442 180,317 209,710 239,682 456,275 499,274 502,401 544,262 544,262 738,145 36% Service Stations 2,876,297 3,144,854 3, 384,436 2,761,900 2, 555,727 2,925,225 3,305,884 3,537,746 3,537,746 3,556,313 1% Total Retail Group 16,427,597 20,427,655 21,445,837 21,999,882 22,996,701 23,949,439 24,744,108 26,059,492 26,059,492 32,406,423 24% Non-Store & Part Time Retailers 42,407 55,142 46,717 51,216 51,364 57,387 65,079 72,385 72,385 41,685 -42% Business, Service & Repair Group 1,455,135 1,707,567 1, 722,581 1,877,718 2, 014,404 1,965,010 2,048,538 2,143,654 2,143,654 2,117,294 -1% Manufacturer & Wholesaler Group
Contractions & Material 275,750 257,457 361,198 357,650 401,239 504,756 606,858 492,097 492,097 647,562 32% Drugs & Chemical 39,633 46,141 56,577 139,697 69,264 73,008 93,809 80,769 80,769 69,651 -14% Food/Farm Products & Equip (27,521) 54,641 55,199 35,418 46,837 48,721 68,149 77,273 77,273 96,382 25% Furniture & Textiles 9,266 15,756 19,400 18,527 20,396 27,061 35,012 32,599 32,599 45,471 39% Heavy Industrial Equipment 251,122 234,838 246,794 213,383 265,169 349,111 253,455 330,851 330,851 318,227 -4% Industrial Equipment 227,485 295,961 316,909 370,663 288,567 271,420 282,459 344,467 344,467 358,013 4% All Other Equipment 296,596 420,478 404,424 487,063 494,907 422,262 450,338 695,113 695,113 409,065 -41% Total Mfg & Wholesale Group 1,072,331 1,325,272 1, 460,501 1,622,401 1, 586,379 1,696,339 1,790,080 2,053,169 2,053,169 1,944,371 -5% State Adjustments & Transfers 509 5,675 3,205 (10, 290) 10,508 (2, 910) 16,390 463,520 463,520 183,921 -60% Total Sales All Outlets 18,997,979 23,521,311 24,678,841 25,540,927 26,659,356 27,665,265 28,664,196 30,792,220 30,792,220 36,693,694 19% Retail Group 16,427,597 20,427,655 21,445,837 21,999,882 22,996,701 23,949,439 24,744,108 26,059,492 26,059,492 32,406,423 24% Non-Store & Part Time Retailers 42,407 55,142 46,717 51,216 51,364 57,387 65,079 72,385 72,385 41,685 -42% Business, Service & Repair Group 1,455,135 1,707,567 1, 722,581 1,877,718 2, 014,404 1,965,010 2,048,538 2,143,654 2,143,654 2,117,294 -1% Manufacturer & Wholesaler Group 1,072,331 1,325,272 1, 460,501 1,622,401 1, 586,379 1,696,339 1,790,080 2,053,169 2,053,169 1,944,371 -5% State Adjustments & Transfers 509 5,675 3,205 (10, 290) 10,508 (2, 910) 16,390 463,520 463,520 183,921 -60% Total Point of Sale 18,997,979 23,521,311 24,678,841 25,540,927 26,659,356 27,665,265 28,664,195 30,792,220 30,792,220 36,693,694 19% County Pool 1,185,156 1,510,000 1, 475,021 1,634,979 1, 738,288 1,833,341 1,959,479 2,353,241 2,353,241 3,324,106 41% State Pool 6,051 7,149 10,111 10,358 3,648 5,805 7,274 6,567 6,567 (177) -103% Sales Tax Receipts 11,799,325 12,781,159 13,128,117 13,546,345 14,056,183 14,593,221 15,065,837 16,185,123 16,185,123 18,924,199 17% Transaction & Use Tax (MEASURE B) 8,389,861 12,257,300 13,035,854 13,639,919 14,345,109 14,911,190 15,565,111 16,966,905 16,966,905 21,093,424 24% Total Receipts 20,189,186$ 25, 038,459$ 26, 163,971$ 27,186,264 $ 28,401,292 $ 29, 504,411$ 30,630,948 $ 33, 152,028$ 33,152,028 $ 40,017,623$ 21% Sources: HDL Report
208

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Top 25 Principal Sales Tax Payers
CALENDAR YEARS 2021 and 2011

IN ALPHABETICAL ORDER
2021 2011
Arco AM PM Au Energy Shell Station
Au Energy Shell Station Avery Greene Honda
Autolinx Best Buy
Avery Greene Honda Bonfare Market
Best Buy Chevron
Chick Fil A Costco
Costco Earthquake Protection Systems
Foster Lumber Yard Home Depot
Home Depot Kohls
Kohls Lowes
Lowes McDonalds
Marshalls Momentum Chrysler/Dodge/Jeep/Kia
McDonalds N&M Market
Ross Ross
Safeway Safeway
Safeway Fuel Safeway Fuel
Six Flags Discovery Kingdom Shell
Target Six Flags Discovery Kingdom
Team Chevrolet Cadillac Mazda Hyundai Target
Tesla Motors Team Chevrolet Cadillac Hyundai Mazda
Texaco Power Market Toyota Vallejo
Toyota Vallejo Tributary Point Arco
Tributary Point Arco Valero
Vallejo Nissan Vallejo Nissan
Walmart Neighborhood Market XKT/Nesco Fabricators
Source: HDL Report
209

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Ratios of Outstanding Debt by Type
Last Ten Fiscal Years
Fiscal Year Loans & Total Loans & Total Total Percentage Debt Ended Lease Certificates of Notes Financed Governmental Revenue Lease C ertificates of Notes Financed Business-type Primary of Personal Per June 30 Payables 4
Participation Payable Purchase Activities Bonds Payables 4 Participation Payable Purchase Activities Government Income 2 Capita 2 2013 3,860,835 13, 770,344 710,248 18,341,427 54,497,312 - - 26,727,801 - 81,225,113 99,566,540 3.22% 850 2014 3,725,835 13,508,076 710,248 17,944,159 53,814,629 - - 25,416,179 - 79,230,808 97,174,967 3.10% 820 2015 3,584,575 14,455,264 608,784 18,648,623 51,560,639 - - 24,252,560 - 75,813,199 94,461,822 3.04% 789 2016 3,420,210 13,936,400 507,320 17,863,930 49,201,649 - - 23,254,939 - 72,456,588 90,320,518 2.97% 770 2017 3,233,951 13,445,922 405,856 17,085,729 46,737,658 - - 22,229,772 - 68,967,430 86,053,159 2.51% 728 2018 3,037,671 12,898,459 304,392 16,240,522 44,153,668 - - 21,179,459 - 65,333,127 81,573,649 2 .55% 684 2019 2,830,831 14,036,129 202,928 17,069,888 41,449,678 - - 20,101,727 - 61,551,405 78,621,293 2.32% 658 2020 2,612,865 14,527,540 106,465 17,246,870 35,222,600 - - 18,842,322 634,937 54,699,859 71,946,729 2.02% 604 2021 2,383,175 13,699,042 3,157,618 19,239,835 83,522,966 - - 18,125,983 478,282 102,127,231 121,367,066 3.30% 1,030 2022 26,411 2, 141,129 12,813,429 2,181,873 17,162,842 78,938,468 229,001 - 17,390,068 - 96,557,537 113,720,379 2.81% 923 Notes: Details regarding the City's outstanding debt can be found in the notes to the financial statements.

The Redevelopment Successor Agency financial transactions are reported in a separate trust fund. 2 These ratios are calculated using personal income and population for the current calendar year.

Governmental Activities Business-type Activities 3
4 Effective fiscal year 2022, the City adopted GASB statement No. 87 3 Effective fiscal year 2013 and beyond, the presentation of some financialdata has changed to reflect the effects of the implementation of GASB 61 which eliminated the inclusion of the Vallejo Sanitation & Flood Control District (now Vallejo Flood & Wastewater District) as part of the primary government. This results in the financial activities of the VFWD being discretely presented in the Component Unit column of the Statement of Net Position and the Statement of Activities. ͳNo longer reported under governmental activities as the result of the dissolution of the Redevelopment Agency as of February 1, 2012. The Redevelopment Agency was once a blended component unit of the City. 210

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
FY 2021-22 Assessed Valuation Citywide Total 12,519,268,566$ Successor Agency Incremental Valuation (489,054,139)
FY 2021-22 Adjusted City-Only Assessed Valuation 12,030,214,427$ City's Estimated
Total Share of
Percentage Outstanding Overlapping
Applicable 1 Debt 6/30/22 Debt 6/30/22
Overlapping Tax and Assessment Debt:

Solano County Community College District 20.531% 351,971,139$ 72,263,195$ Vallejo Unified School District 97.820% 111,635,000 109,201,357 Vallejo Unified School District CFD No. 2 100.000% 10,209,712 10,209,712 City of Vallejo Hiddenbrooke Improvement District No. 1998-1 100.000% 7,925,000 7,925,000 City of Vallejo 1915 Act Bonds 100.000% 4,370,000 4,370,000 Total overlapping debt repaid with property taxes 486,110,851 203,969,264 Direct and Overlapping General Fund Debt:

Solano County General Fund Obligations 19.959% 81,685,000 16,303,509 Solano County Pension Obligation Bonds 19.959% 13,360,000 2,666,522 Vallejo Unified School District General Fund Obligations 97.820% 9,664,188 9,453,509 City of Vallejo General Fund Obligations 100.000% 12,657,558 12,657,558 Greater Valley Recreation District Pension Obligation Bonds 97.820% 4,115,000 4,025,293 Total Direct and Overlapping General Fund Debt 121,481,746 45,106,391 Overlapping Tax Increment Debt (Successor Agency): 100.000% 2,390,000$ 2,390,000 Total City Direct Debt 12,657,558
Total overlapping debt² 238,808,097
Combined Total Debt 251,465,655$
Notes:
1 The percentage of overlapping debt applicable to the City is estimated using taxable assessed property values.

Applicable percentages were estimated by determining the portion of the overlapping district's assessed value that is within the boundaries of the city divided by the district's total taxable assessed value.

Overlapping governments are those that coincide, at least in part, with the geographic boundaries of the City. This schedule estimates the portion of the outstanding debt of those overlapping governments that is borne by the residents and businesses of the City. This process recognizes that, when considering the City's ability to issue and repay long-term debt, the entire debt burden borne by the residents and businesses should be taken into account. However, this does not imply that every taxpayer is a resident, and therefore responsible for repaying the debt, of each overlapping government.
2 Excludes tax and revenue anticipation notes, enterprise revenue, mortgage revenue and non-bonded capital lease obligations.

Ratios to 2021-22 Assessed Valuation:

Total Overlapping Tax and Assessment Debt 1.63%
Total Direct Debt ($12,657,558) 0.10%
Combined Total Debt 2.01%
Ratios to Redevelopment Successor Agency Incremental Value:

Total Overlapping Tax Increment Debt 0.49%
Source: California Municipal Statistics, Inc.

Direct and Overlapping Debt
June 30, 2022
211

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Legal Debt Margin Information
Last Ten Fiscal Years
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Assessed valuation 7,315,827,913$ 7,238,200,879 $ 8,016,526,529$ 8,561,720,721$ 9,126,502,971$ 9,718,370,847$ 10,351,446,688 $ 10,967,541,035 $ 11,528,039,029 $ 12,030,214,427$ Conversion percentage 25% 25% 25% 25% 25% 25% 25% 25% 25% 25% Adjusted assessed valuation 1,828,956,978 1,809,550,220 2,004,131,632 2,140,430,180 2,281,625,743 2,429,592,712 2,587,861,672 2,741,885,259 2,882,009,757 3,007,553,607 Debt limit percentage 15% 15% 15% 15% 15% 15% 15% 15% 15% 15% Debt limit 274,343,547 271,432,533 300,619,745 321,064,527 342,243,861 364,438,907 388,179,251 411,282,789 432,301,464 451,133,041 Legal debt margin 274,343,547$ 271,432,533$ 300,619,745$ 321,064,527$ 342,243,861$ 364,438,907$ 388,179,251$ 411,282,789$ 432,301,464$ 451,133,041$ Total debt applicable to the limit
as a percentage of debt limit 1 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this provision was enacted when assessed valuation was based upon 25% of market value. Effective with the 1981-82 fiscal year, each parcel is now assessed at 100% of market value (as of the most recent change in ownership for that parcel). The computations shown above reflect a conversion of assessed valuation data for each fiscal year from the current full valuation perspective to the 25% level that was in effect at the time that the legal debt margin was enacted by the State of California for local governments located within the state.

Source: City Finance Department
County Tax Assessor's Office
1 Section 43605 of the California Government Code for General Obligation bonds.

Fiscal Year Ended June 30
212

CITY OF VALLEJO COMPREHENSIVE ANNUAL FINANCIAL REPORT
Pledged Revenue Coverage
Last Ten Fiscal Years
Fiscal Year Gross Less Net Total
Ended Water Revenues Expenses Available Debt City system June 30 (a) ( b) Revenues Service (c) Coverage
2013 36,121,520 25,393,089 10,728,431 5,064,399 2.12 2014 39,167,233 25,860,570 13,306,663 4,672,819 2.85 2015 35,309,850 27,107,002 8,202,848 5,165,995 1.59 2016 36,286,112 26,855,253 9,430,859 5,165,821 1.83 2017 36,716,327 27,718,056 8,998,271 5,164,849 1.74 2018 41,027,396 29,860,024 11,167,372 5,167,149 2.16 2019 43,637,679 30,069,713 13,567,966 5,165,149 2.63 2020 46,394,649 30,988,285 15,406,364 5,106,243 3.02 2021 49,665,529 33,747,238 15,918,291 4,369,815 3.64 2022 48,298,555 31,440,778 16,857,777 6,516,504 2.59 a) Includes operating revenues, investment earnings, and contributions b) Excludes depreciation and debt service payments.
c) Details regarding the city's outstanding debt can be found in the notes to the financial statements.

Data source - City of Vallejo Annual Comprehensive Financial Report Debt Service Schedules
Water Revenue Bonds (a)
213

CITY OF VALLEJO COMPREHENSIVE ANNUAL FINANCIAL REPORT
Pledged Revenue Coverage
Last Ten Fiscal Years
Fiscal Year Utility Less Net
Ended Service Operating Available 2014 2011 2008 2006 2004 1993 Coverage June 30 Charges Expenses Revenues Rev Bonds Rev Bonds State Fund Loan COP State Fund Loan COP Total Ratio 2013 27,385,589 16,705,830 10,679,759 - 325,943 315,118 2, 507,309 904,191 2,747,344 6, 799,905 1.57 2014 28,628,926 18,005,941 10,622,985 82,728 327,693 315,062 2, 231,956 904,119 2,743,844 6, 605,402 1.61 2015 28,270,621 17,893,442 10,377,179 2,318,519 331,626 317,449 - 907,072 2,721,750 6,596,416 1.57 2016 29,530,993 19,213,676 10,317,317 2,314,475 324,475 317,450 - 907,072 2,661,500 6,524,971 1.58 2017 28,526,894 19,478,930 9,047,964 2,311,475 326,075 317,450 - 907,072 2,657,500 6,519,572 1.39 2018 27,482,287 19,402,604 8,079,683 2,312,275 327,275 317,449 - 907,072 2,652,750 6,516,221 1.24 2019 29,733,781 20,696,633 9,037,148 2,311,675 328,075 317,450 - 907,072 2,709,875 6,574,147 1.37 2020 33,045,459 25,108,887 7,936,572 2,310,425 328,475 317,450 - 907,072 3,863,422 2.05 2021 36,616,703 24,726,106 11,890,597 2,311,925 328,475 317,450 - 907,072 - 3, 864,922 3.08 2022 39,074,865 32,595,628 6,479,237 2,311,925 328,475 317,450 - 907,072 - 3, 864,922 1.68 Data source - Vallejo Sanitation and Flood Control District (now Vallejo Flood and Wastewater District) Annual Comprehensive Financial Report Debt Service (Principal and Interest)
Wastewater
214

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Pledged Revenue Coverage
Last Ten Fiscal Years
Fiscal Year
Ended Tax Increment /
June 30 ROPS Principal Interest Coverage
2013 2,312,496 555,000 639,132 1.94 2014 1,695,726 610,000 596,657 1.41 2015 1,695,595 630,000 551,220 1.44 2016 2,005,037 685,000 502,633 1.69 2017 1,425,825 750,000 449,703 1.19 2018 1,523,091 820,000 391,660 1.26 2019 1,533,687 895,000 328,143 1.25 2020 1,386,152 650,000 241,975 1.55 2021 902,927 695,000 202,088 1.01 2022 1,169,982 240,000 177,400 2.80 a) The Redevelopment Agency, once a blended component unit of the City, was dissolved as of February 1, 2012.

The Redevelopment Successor Agency financial transactions are reported in a separate trust fund.
b) Details regarding the city's outstanding debt can be found in the notes to the financial statements.

Data source - City of Vallejo Annual Comprehensive Financial Report Debt Service Schedules
Tax Allocation Bonds
Debt Service ( b )
Former Agency / Successor Agency (a)
215

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Demographic and Economic Statistics
Last Ten Calendar Years
Per
Personal Capita Unemployment
Calendar Population Income Personal Rate*
Year (1) (in thousands) (2) Income (2) (3)
2013 117,112 3,094,450 26,423 10.2% 2014 118,470 3,130,333 26,423 8.9% 2015 119,683 3,111,279 25,996 8.3% 2016 117,322 3,043,919 25,945 5.6% 2017 118,280 3,421,840 28,930 5.1% 2018 119,252 3,199,293 26,828 4.4%* 2019 119,544 3,391,224 28,368 4.4% 2020 119,063 3,558,198 29,885 11.3% 2021 117,846 3,680,331 31,230 8.9% 2022 123,190 4,043,835 32,826 4.9% Note: * Starting in 2018, the unemployment rate reported is the average of the Vallejo City unemployment rate for the first 9 months of the calendar year. In previous years, the unemployment rate in this table was determined by averaging the Vallejo-Fairfield MSA monthly figures.

Sources: (1) State Department of Finance (revised)
(2) U.S. Bureau of Economic Analysis (2007 to 2012); U.S. Census Bureau (2013 and forward)
(3) State of California Employment Development Department (data shown is for the City)
216

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Top 10 Principal Employers
Current Year and Nine Years Ago
Percent of Percent of
Number of Total Number of Total
Employer Employees Employment Employees Employment
Kaiser Permanente Medical Center** 4,043 7.57% 3,906 5.87% Six Flags Discovery Kingdom 1,300 2.43% 1,600 2.41% Vallejo Unified School District 1,070 2.00% 1,600 2.41% Sutter Solano Medical Center* 549 1.03% 690 1.04% City of Vallejo 525 0.98% 509 0.77% Touro University California 500 0.94% 385 0.58% Safeway (3 Locations) 334 0.63% N/A N/A
Costco Wholesales 321 0.60% N/A N/A
California Maritime Academy 271 0.51% N/A N/A Meyer Corp 242 0.45% N/A N/A
Kaiser Permanente Call Center N/A N/A 950 1.43% CA Highway Patrol, Regional Off N/A N/A 400 0.60% U.S.D.A Forest Service Region 5 N/A N/A 300 0.45% Petrochem Corporate Headquarters N/A N/A 225 0.34% "Total Employment" as used above represents the total employment of all employers located within City limits.

Source: MuniServices LLC / and Avenue Insights & Analytics Company * Includes full and part time employees.
**Includes call center. Physicians data is unavailable and not included in the count. 20132022
217

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Full-time and Part-time City Employees
by Function
Last Ten Fiscal Years
Function 2013 2014 2015 2016 2017 2018 * 2019 2020 2021 2022 General government 60.0 61.0 65.6 61.0 60.5 63.5 80.0 90.0 90.0 92.0 Public safety 226.0 236.0 242.0 244.0 257.0 258.0 259.0 283.0 295.0 310.0 Public works 62.0 68.0 68.0 71.0 72.5 71.5 73.0 73.5 73.5 74.0 Mare Island Coop/CFD 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Planning & Development Services 18.0 17.8 20.8 21.0 24.0 25.0 21.0 24.0 24.0 31.0 Housing 17.0 15.0 14.0 14.0 15.0 15.0 17.0 15.0 15.0 15.0 Landscape District 4.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 5.0 Risk Management 2.0 2.0 2.0 2.0 3.5 4.5 4.0 5.0 5.0 5.0 Water 104.0 104.0 106.0 106.0 106.0 108.0 114.0 118.5 124.5 138.0 Transportation 2.0 - - - - - - - - - Marina 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 Corp Yard 8.0 7.0 7.0 7.0 7.0 7.0 7.0 8.0 8.0 8.0 Fiber - - - - 1.0 1.0 - - - - Parking Structure - 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Total 509.0 522.8 537.4 538.0 558.5 565.5 587.0 629.0 647.0 681.0 * Starting FY 17/18, using amended FTE numbers as of year end instead of adopted FTE from beginning of year.

Source: City of Vallejo 22-23 Proposed Budget
Full-Time and Part-Time Employees as of June 30
218

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Operating Indicators
by Function
Last Ten Fiscal Years
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Police:

Arrests 3,522 3,738 4,182 4,103 3,775 2,679 2,178 2,377 2,321 1,593 Parking citations issued 1,163 3,778 3,679 3,131 2,984 5,074 10,749 1,940 955 524 Fire:

Number of emergency calls 12,970 12,992 14,339 14,307 14,389 14,866 13,942 14,238 15,059 17,280 Inspections (Fire Prevention) 2,667 3,925 3,242 2,372 2,417 2,352 1,500 3,127 2,421 2,417 Inspections (Code Enforcement)1 7,074 9,586 9,055 11,334 11,822 11,125 6,507 8,025 6,589 3,991 Public works:

Street resurfacing (lane miles) 6.6 3.2 9.03 3.87 7.0 1.25 42.50 2.00 2.00 5.80 Water:

New connections 51 04 56 66 34 87 02 84 5 73
Average daily consumption 17,806 17,371 15,637 14,216 14,801 15,761 15,630 16,334 16,609 15,529 (thousands of gallons)
Development Services:

Building permits 2,176 2,444 2,816 3,244 3,221 3,369 3,163 2,918 4,249 3,928 Housing Rental units2 2,292 2,292 2,306 2,333 2,333 2,333 2,333 2,348 2,348 2,348 Housing Vouchers3 2,133 2,062 1,953 1,976 1,926 1,898 1,835 1,783 1,709 1,480 Golf course:

Golf rounds played 73,077 73,835 70,795 69,803 56,738 75,882 78,715 75,703 116,982 110,402 1 Function transfer to Police Code Enforcement
2 Monthly average of housing units available
3 Amounts listed represent the monthly average of vouchers issued Source: City of Vallejo
Fiscal Year Ended June 30
219

CITY OF VALLEJO ANNUAL COMPREHENSIVE FINANCIAL REPORT
Capital Asset Statistics
by Function
Last Ten Fiscal Years
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Police:

Stations 344555566 6
Fire:

Fire stations 666666666 7
Public works:

Streets (miles) 351 351 351 351 351 351 351 351 351 351 Traffic signals 123 123 125 124 124 124 121 121 119 150 Water:

Water mains (miles) 624 624 624 624 624 624 624 624 624 624 Maximum daily capacity
(thousands of gallons)1 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,500 50,500 50,500 Golf Course:

Municipal golf courses 222222222 2
1 Represents combined capacity for Fleming Hill WTP, Travis WTP and Green Valley WTP.

Source: City of Vallejo
Touchstone Golf, LLC
Fiscal Year Ended June 30
220

2151 River Plaza Dr., Suite 150
Sacramento , CA 95833 Phone: 916.503.9691 Lance, Soll & Lunghard, LLP

INDEPENDENT AUDITORS’ REPORT ON INTERNAL CONTROL

OVER FINANCIAL REPORTING AND ON COMPLIANCE AND OTHER MATTERS

BASED ON AN AUDIT OF FINANCIAL STATEMENTS PERFORMED IN ACCORDANCE

WITH GOVERNMENT AUDITING STANDARDS

To the Honorable Mayor and Members of the City Council
City of Vallejo, California

We have audited, in accordance with the auditing standards generally accepted in the United States of America and the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, the fin ancial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Vallejo, California (the “City”), as of and for the year ended June 30, 2022, and the related notes to the financial statements, which collectively comprise the Ci ty’s basic financial statements, and have issued our report thereon dated January 10, 2023.

Report on Internal Control over Financial Reporting

In planning and performing our audit of the financial statement s, we considered the City’s internal control over financial reporting (internal control) as a basis for desi gning audit procedures that are appropriate in the circumstances for the purpose of expressing our opinions on the financial statements, but not for the purpose of expressing an opinion on the effectiveness of the City’s internal control. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control.

A deficiency in internal control exists when the design or operation of a control does not allow management or employees, in the normal course of performing their assigned functions, to prevent, or detect and correct, misstatements, on a timely basis. A material weakness is a deficiency, or a combination of deficiencies, in internal control, such that ther e is a reasonable possibility t hat a material misstatement of the entity’s financial statements will not be prevented, or detected and cor rected, on a timely basis. A significant deficiency is a deficiency, or a combinati on of deficiencies, in internal control that is less severe than a material weakness, yet important enough to merit attention by those charged with governance.

Our consideration of internal c ontrol was for the limited purpo se described in the first paragraph of this section and was not designed to i dentify all deficiencies in internal control that might be material weaknesses or, significant defic iencies. Given these limitation s, during our audit we did not identify any deficiencies in internal control that we consider to be material weaknesses. However, material weaknesses or significant deficiencies may exist that were not identified.

Report on Compliance and Other Matters

As part of obtaining reasonable assurance about whether the Cit y’s financial statements are free from material misstatement, we performed tests of its compliance wit h certain provisions of laws, regulations, contracts, and grant agreements, noncompliance with which could have a direct and material effect on the financial statements. However, providing an opinion on complian ce with those provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The results of our tests disclosed no instances of noncompliance or other matters that are require d to be reported under Government Auditing Standards.

To the Honorable Mayor and Members of the City Council
City of Vallejo, California

Purpose of this Report

The purpose of this report is solely to describe the scope of o ur testing of internal control and compliance and the results of that testing, and not to provide an opinion on the effectiveness of the City’s internal control or on compliance. This report i s an integral part of an audit p erformed in accordance with Government Auditing Standards in considering the City’s internal control and compliance. Acc ordingly, this communication is not suitable for any other purpose.

Sacramento, California
January 10, 2023

2151 River Plaza Dr., Suite 150
Sacramento , CA 95833 Phone: 916.503.9691 Lance, Soll & Lunghard, LLP January 10, 2023

To the Honorable Mayor and Members of the City Council
City of Vallejo, California

We have audited the financial statements of the governmental activities, the business-type activities, each major fund, and the aggregate remaining fund information of the City of Vallejo, California (the City) for the year ended June 30, 2022. Professional standards require that we provide you with information about our responsibilities under generally accepted auditing standards, Government Auditing Standards, and the Uniform Guidance, as well as certain information related to the planned scope and timing of our audit. We have communicated such information in our letter to you dated September 1, 2022. Professional standards also require that we communicate to you the following information related to our audit.

Significant Audit Matters

Qualitative Aspects of Significant Accounting Practices

Management is responsible for the selection and use of appropriate accounting policies. The significant accounting policies used by the City are described in Note 1 to the financial statements. As described in Note 1 to the financial statements, the City changed accounting policies related to accounting for leases by adopting Statement of Governmental Accounting Standards (GASB Statement) No. 87, Leases, in the fiscal year ended June 30, 2022. Accordingly, the cumulative effect of the accounting change as of the beginning of the year is reported in the Statement of Revenues, Expenses, and Changes in Net Position. We noted no transactions entered into by the City during the year for wh ich there is a lack of authoritative guidance or consensus. All significant transactions have been recognized in the financial statements in the proper period.

Accounting estimates are an integral part of the financial stat ements prepared by management and are based on management’s knowledge and experience about past and current events and assumptions about future events. Certain accounting estimates are particularly sensitive because of their significance to the financial statements and because of the possibility that future events affecting them may differ significantly from those expected. The most sensitive estimates affecting the City’s financial statements were:

Management’s estimates of its net pension liability, net other post-employment benefits liability, and self-insurance liability are based on actuarial valuation specialist assumptions.

We evaluated the key factors and assumptions used to develop th e net pension liability, net OPEB liability, and self-insurance liability in determining that they are reasonable in relation to the financial statements taken as a whole.

The financial statement disclosures are neutral, consistent, and clear.

Significant or Unusual Transactions

Management is responsible for the policies and practices used t o account for significant or unusual transactions. No significant unusual transactions have occurred during fiscal year 2021-2022.

To the Honorable Mayor and Members of the City Council
City of Vallejo, California

Difficulties Encountered in Performing the Audit

We encountered no significant difficulties in dealing with mana gement in performing and completing our audit.

Corrected and Uncorrected Misstatements

Professional standards require u s to accumulate all known and l ikely misstatements identified during the audit, other than those that are trivial, and communicate them to the appropriate level of management. We are pleased to report that no such misstatements were identified during the course of our audit.

Disagreements with Management

For purposes of this letter, a disagreement with management is a financial accounting, reporting, or auditing matter, whether or not resolved to our satisfaction, that could be significant to the financial statements or the auditor’s report. We are pleased to report that no such dis agreements arose during the course of our audit.

Management Representations

We have requested certain representations from management that are included in the management representation letter dated January 10, 2023.

Management Consultations with Other Independent Accountants

In some cases, management may decide to consult with other accountants about auditing and accounting matters, similar to obtaining a “second opinion” on certain sit uations. If a consultation involves application of an accounting principle to the City’s financial statements or a determination of the type of auditor’s opinion that may be expressed on those statements, our professional standards require the consulting accountant to check with us to determine t hat the consultant has all the r elevant facts. To our knowledge, there were no such consultations with other accountants.

Other Audit Findings or Issues

We generally discuss a variety of matters, including the signif icant events or transactions that occurred during the year, business conditions affecting the City and bus iness plans and strategies that may affect the risks of material misstate ments, the application of account ing principles and auditing standards, with management each year prior to retention as the City’s auditors. However, these discussions occurred in the normal course of our professional relationship and our responses were not a condition to our retention.

Physical Inventory Observation – During our testwork over the City’s inventory balances during the fiscal year under audit, we attempted to observe the physical count process of the count team. The City had previously identified that an external consultant was hired to improve the City’s processes over the City’s physical inventory . During the time of our attempted observation, the external consultant’s report and pro posed adjustments were not yet complete. As such, an inventory count could not be comp leted at the scheduled count date.

To the Honorable Mayor and Members of the City Council
City of Vallejo, California

Other Matters

We applied certain limited procedures to the management’s discu ssion and analysis, the budgetary comparison schedules, and the required pension and other post-employment benefits schedules, as listed in the basic financial statements table of contents, which are required supplementary information (RSI) that supplements the basic financial statements. Our procedures cons isted of inquiries of management regarding the methods of preparing the information and comparin g the information for consistency with management’s responses to our inquiries, the basic financial statements, and other knowledge we obtained during our audit of the basic financial statements. We did not audit the RSI and do not express an opinion or provide any assurance on the RSI.

We were engaged to report on combining and individual nonmajor fund financial statements and schedules, which accompany the financial statements but are not RSI. With respect to this supplementary information, we made certain inquiries of management and evaluated the form, content, and methods of preparing the information to determine that the information complies with accounting principles generally accepted in the United States of America, the method of preparing it has not ch anged from the prior period, and the information is appropriate and complete in relation to our audi t of the financial statements. We compared and reconciled the supplementary information to the underlying accounting records used to prepare the financial statements or to the financial statements themselves.

We were not engaged to report on the introductory and statistical sections, which accompany the financial statements but are not RSI. Such information has not been subjected to the auditing procedures applied in the audit of the basic financial statements, and accordingly, w e do not express an opinion or provide any assurance on it.

The following new Governmental Accounting Standards Board (GASB) pronouncements were effective for fiscal year 2021-2022 audit:

GASB Statement No. 87, Leases.

GASB Statement No. 89, Accounting for Interest Cost Incurr ed before the End of a Construction Period.

GASB Statement No. 97, Certain Component Unit Criteria, and Accounting and Financial Reporting for Internal Revenue Code Section 457 Deferred Compensation Plans.

The following GASB pron ouncements are effect ive in the followin g fiscal years’ audits and should be reviewed for proper implementation by management:

Fiscal year 2023

GASB Statement No. 91, Conduit Debt Obligations.

GASB Statement No. 94, Public-Private and Public-Public Partnerships and Availability Payment Arrangement.

GASB Statement No. 96, Subscription-Based Information Technology Arrangements.

Fiscal year 2024

GASB Statement No. 99, Omnibus 2022.

GASB Statement No. 100, Accounting Changes and Error Corrections.

To the Honorable Mayor and Members of the City Council
City of Vallejo, California

Fiscal year 2025

GASB Statement No. 101, Compensated Absences.

Restriction on Use

This information is intended solely for the use of City Council and management of the City of Vallejo and is not intended to be, and should not be, used by anyone other than these specified parties.

Very truly yours,

Sacramento, California

ACTION ITEM 9.B.

DATE: January 24, 2023
TO: Mayor and Members of the City Council
FROM: Mike Malone, City Manager
Rekha Nayar, Finance Director
SUBJECT: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

RECOMMENDATION
Provide notice of intent to amend the City's Fiscal Year 2022-23 Adopted Budget and amend the City's Salary Plan.

REASONS FOR RECOMMENDATION
The City annually reviews revenues and expenditures at the middle of the fiscal year (Mid-Year) to adjust budgeted revenues, expenditures, and transfers based upon actual experience during the first six months of the fiscal year and updated projections for anticipated revenues and expenditures during the second half of the year. This notice of intent is the first step in a two-step process to amend the budget in order to reflect changes in revenues, expenditures, transfers, and staffing that have been identified since the approval of the FY 2022-23 Adopted Budget in June 2022.

BACKGROUND AND DISCUSSION
This is the first step of the required two-step budget amendment process to amend the FY 2022-23 Adopted Budget. City Council will consider tonight’s notice of intention to amend the budget. If the City Council approves tonight's recommendation, the final action will be scheduled for City Council’s consideration on February 14, 2023. This amended budget would go into effect on February 15, 2023.

This report updates FY 2022-23 financial projections for the General Fund and proposes current year budget amendments for all funds to reflect the City’s evolving economic condition and operational needs.

The discussion below is presented in the following sections:

I. General Fund FY 2022-23 Projections
A. FY 2022-23 General Fund Revenue Changes
B. FY 2022-23 General Fund Expenditure Changes
C. Draw from Assigned Reserve
D. Draw from Restricted Reserve
E. Dispose of Surplus Parcels
F. Measure P Revenues

Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

II. Other Funds: Changes of Note
III. Staffing Changes Included in Midyear
IV. ARPA 2nd Tranche budget as previously approved by Council

The summary of all the Midyear changes discussed below is included in Exhibits 1 and 3.

The summary of ARPA budget as previously approved by Council is included in Exhibit 2.

I. General Fund FY 2022-23 Projection
Inflation hit its highest rate in 4 decades when it reached 9.1% in June, 2022, as measured by the consumer price index. Unemployment is at a 53-year low, at 3.5%, driving labor costs. Many retailers were forced to raise their prices substantially last year to offset higher fuel costs and higher prices for supplies and labor. To reduce red-hot inflation rates, the Federal Reserve raised their rate from around zero in early 2022 to 4.5% at the end of 2022. The market now appears to be at an inflection point. Consumers are starting to cut back on purchases, suggesting that they are hitting a ceiling on prices they are willing to pay. City staff remain cautious about the economy sliding into recession and are keeping the current unassigned reserve at 21% of the budget.

Per the Council’s instructions, City staff worked diligently with the State, County, and our consultants to provide reasonably accurate and cautious forecasts for expected revenue trends.

Below is a summary of the updated General Fund projections:

A. FY 2022-23 General Fund Revenue Changes
Total tax and program revenues are expected to decrease by $488,000 compared to the Adopted Budget.

General tax revenues are expected to decrease by $160,000 from the prior projection as follows:
• Property tax revenue has decreased by $205,000 over the previous projection. This is based on the current information derived from Solano County's most recent report. • Based on sales trends, we anticipated a decrease of $744,000 in sales tax revenue as compared to budgeted numbers. As per consultant reports, this decrease in sales tax revenue is due to multiple factors, such as the auto & transportation industry, building & construction, restaurants & hotels, and a decline in cannabis sales, consistent with neighboring regions. • Transient Occupancy Tax increased by $100,000 as hotels are slowly recovering from the COVID pandemic and seeing a growth in travel.
• Utility User's Tax increased by $362,000 as a result of a cable audit. • Based on sales trends and the overall decrease throughout the region, the Marijuana Tax declined by $640,000.
• The business license tax is anticipated to increase by $160,000 based on revenue received to date and audits performed by our consultant.
• The vehicle license fee increased by $725,000. This is based on the current information derived from Solano County's most recent report.
• Other revenues in total are expected to increase by $81,000.

Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

Departmental program revenues are expected to decrease by $328,000 due to the estimated decrease in permit revenues.

B. FY 2022-23 General Fund Expenditure Changes
Midyear Departmental budget changes of note are as follows:

Police:
• The department needs an additional $22,000 for fitness and bike patrol equipment as part of the safety and wellness program. An additional $50,000 is being requested to update computers and $80,000 for an evidence storage vehicle facility and associated external forensic lab fees.

Planning and Development Services:
• A budget increase of $385,000 which is offset by revenue is to support the professional services cost needed for multiple large projects in the pipeline that require outside plan check consultants to speed the approval process.

Public Works:
• Increase of $85,000 for the National Pollutant Discharge Elimination System (NPDES) permits • Increase of $30,000 for Janitorial cleaning as rates increase and more frequent services are required by departments
• Increase of $15,000 for Solano Transportation Authority (STA) Board Membership Dues and Lobbyist fees to assist with county to identify secure federal funding to be used for transportation improvement projects
• Increase of $150,000 for security services at City Hall and special events • Increase of $9,600 for monthly landscape maintenance

Human Resources:
• Increase of $80,000 to continue professional services with Beauchaine. Beauchaine provides DOJ OIR recommendations, negotiates the MOU with VPOA and provides professional services and support to the Human Resources Department.

Council:
• Increase of $10,000 for new council member's training

City Wide:
• Increase of $120,000 for Professional Services as a result of Audits for Utility User Tax and Transient Occupancy Tax. The majority of this fee is offset by additional revenues collected from the audit.

City Programs and Subsidies
Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

• Increase of $10,000 in Professional Services for special City sponsorship events.

C. Draw from Assigned Reserves

Of the $43,131,000 total fund balance on June 30, 2022, the City has set aside $3,600,000 for (a) pension contribution, (b) staffing support and retention and (c) subsequent year's budget. The staff is proposing to budget two of the three assigned reserves at this time. • $1,600,000 to be used for the midyear expenditures presented to Council. • $1,000,000 for pension contribution to manage unfunded liability.

D. Draw from Restricted Reserves

Restricted Funds are those that are legally restricted to be expended for specific purposes.

For FY 2022-23, staff is proposing to budget $201,000 which will be used for specific purposes such as to increase disability access and compliance with construction-related accessibility requirements at businesses and facilities and related education.

E. Disposal of Surplus Parcels

As approved by the Council on March 22, 2022, the city entered into an agreement to dispose of surplus parcels on North Mare Island to the Nimitz group at a sale price of $3,000,000 which was used to pay off an outstanding HUD 108 loan balance. As approved by Council, staff is proposing to budget $2,074,128 for the loan repayment and interest of the HUD 108 loan and $700,000 to set aside for the National Park Service (NPS) Mare Island grant match.

F. Measure P Revenues
Starting April 1, 2023, City of Vallejo will have another transactions and use tax of 0.875% collected. This is estimated to increase the General Fund revenue by $4,556,000. This revenue and expenditure will be tracked separately, similar to Measure B/V which is tracked separately in Fund 003. Staff is only proposing to budget the revenue at this time. The expenditure budget using Measure P will be brought back to the Council at a later date.

II. Other Funds: Changes of Note
State Gas Tax Fund (#133)
A transfer of $600,000 to the Traffic Congestion Relief Fund (#219) is reduced to maintain a positive fund balance.

Capital Grant and Contribution Fund (#221)
An increase of $367,000 was awarded to the City by the Association of Bay Area Governments (ABAG) for trail planning and construction on the Bay Trail Project.

These projects do not impact the City's General Fund.

Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

Water Funds (#401- #411)
Items to note in the Water Funds include:

Increase in revenue of $750,000 for delinquent charges. This is due to the water moratorium which ended on March 31, 2022. As a result, the revenue increased based on a current trend.

III. Staffing Changes Included in Midyear
The Salary Plan addresses staffing in the City, shows new positions, and prescribes the number of regular positions authorized for each department, division, branch, section, and other units of the City’s organization. All staffing changes are being offset by reallocating costs from either deleting or freezing positions.

Proposing the following three salary increases:

1. The City Council increase of $42,000 on the current budget and a net annual of $86,000, as approved by the Council on December 13th, 2022, to be effective January 28, 2023.

2. The salary increase of Risk Manager aligned with the salary of Assistant Human Resources Director. This will increase $8,000 on the current budget and a net annual increase of $20,000. Salary increases will be effective the first full pay period after the council’s Midyear budget approval.

3. The salary increase of the Fire Chief is based on a recent salary survey, to align with the neighboring cities.

This will raise the current budget by $18,000 and a net annual increase of $44,000. This increase is effective the first full pay period after the council’s Midyear budget approval.

Exhibit 3 is the proposed update to the Salary Plan.

Proposed Change to Unrep MOU
Staff are recommending aligning Unrep sick leave with that of CAMP MOU, which are:

1. Removal of sick leave accumulation cap at 3 years

2. Accrual from 8 hours per month to 12 hours per month

3. Conversion of unused sick leave at 25% for those employees using less than 5 days of sick leave in a fiscal year
Departments and Divisions changes:

There are 4 major changes with the update to the Ordinance 2.10, which will be presented to the Council on January 24th. Housing and Information Technology divisions under the City Manager’s Office will be separate departments. The Code Enforcement Division will be moving from the Police Department to the Planning & Development Services Department. Economic Development will separate from Planning & Development Services Department and become a department of their own.

The following outlines the much-needed recommended staffing changes. Many of the proposed positions are re-classifying current positions to better align with changing business needs and addressing council priorities.

Below is a summary of FTEs added and deleted with their corresponding departments and Funds.

Police (General Fund #001)
Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

The proposed changes will have an impact of $5,000 on the current budget and an annual cost of $12,000 to the General Fund's future expenditure. These reclassifications will place the Police Department in a better position to improve key business processes by increasing support and admin staff to assist sworn staff.

Code Enforcement to Planning & Development Services (General Fund #001)

Staff is proposing to move Code Enforcement from the Police Department to Planning & Development Services to better assist and enforce current violations that involve businesses and residences.

The proposed changes to move Code Enforcement to Planning & Development Services will have a savings of $14,000 on the current budget and a net annual cost of $33,000 to the General Fund's future expenditure.

City Clerk (General Fund #001)

The City Clerk's office will be deleting the Contracts & Records Technician and moving funds to Public Works for a new Customer Service Representative to provide customer service support at City Hall.

Public Works (General Fund #001)

Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

With the funding from the City Clerk's Office, the proposed changes will have a saving of $2,000 on the current budget and a net annual saving of $5,000 for the General Fund's future expenditure. The landscape Inspector's budget has been defunded, and is now re-funded.

City Manager’s Office (General Fund #001)

The proposed changes will have an impact of $29,000 on the current budget and a net annual cost of $69,000 to the General Fund's future expenditure. The position of the Special Advisor to the City Manager will be reclassified to Economic Development Director with zero impact on the General Fund.

Economic Development (General Fund #001)

The proposed change of converting the Special Advisor to the City Manager to Economic Development Director has a zero impact on the General Fund. The Economic Development Manager was defunded at the beginning of the FY, when a Special Advisor to the City Manager was added. Deleting the Economic Development Manager has a zero impact on the General Fund.

Information Technology (General Fund #001)

The proposed changes will have savings of $8,500 on the current budget and a net annual cost of $21,000 to the General Fund's future expenditure. Information Technology is absorbing half the cost of the Asset Manager in Public Works.

Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

Finance (General Fund #001)

The proposed changes will have an impact of $9,000 on the current budget and a net annual cost of $ 21,000 to the General Fund's future expenditure. These reclassifications will place the Finance Department in a better position to manage the Payroll Division.

Water Department (Water Fund #401)

These proposed changes will have an impact of $76,000 on the current budget and an annual increase of $183,000 to the Water Fund.

Corp Yard (Corp Yard Fund #501)

These proposed changes will have an impact of $3,000 on the current budget and an annual increase of $7,000 to the Corp Yard Fund. The position will better align with the actual job duties.

IV. ARPA 2nd Tranche budget as previously approved by Council

Council approved the 2nd tranche ARPA allocation on December 20,2022.

As instructed, staff will allocate the following revenue and expenditures to various funds shown in Exhibit 2.

From the General Fund Recovery Fund (#004), a total of $11,571,821 will be transferred out to various funds listed below to carry out the Council's priorities.

Capital Outlay Fund (#201)
Revenue and expenditure budget of $8,683,438

Vallejo Station Parking Structure Fund (#431)
Revenue and expenditure budget of $1,263,383

Fiber Enterprise Fund (#432)
Revenue and expenditure budget of $500,000

Equipment Replacement Fund (#502)

Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

Revenue and expenditure budget of $1,125,000

FISCAL IMPACT
The notice of intent does not have any fiscal impact. If the City Council approves tonight's recommendation, the fiscal impact for the final action that is scheduled for City Council consideration on February 14, 2023 will be as follows:

1. Assigned Fund balance of $1,600,000 will be used to cover the decrease in taxes and program revenues by $487,981, increase in salaries and benefits budget by $34,872, and an increase in departmental expenditure and transfer out budget by $1,046,600.

2. Additional contribution of $1,000,000 to the pension trust account (PARS) using the assigned reserve.

3. To fund the Certified Access Specialist (CASp) and other expenses using the restricted reserve of $200,542.

4. To Budget $3,000,000 sale of North Mare Island parcels to Nimitz. As approved by Council, $2,074,128 will be budgeted for the HUD 108 loan payments and $700,000 to set aside for the NPS Mare Island grant match.

5. To budget Measure P revenue to be collected starting April 1, 2023 at $4,555,550.

6. The Water Fund expenditure and transfer out increase of $76,171 will be funded from increased revenue of $750,000.

7. For Midyear, all Other Funds expenditure and transfer out budget will increase by $368,833.

These additional costs will be covered by increased revenues and transfer in of $57,898 and fund balance.

8. For ARPA, all Other Funds expenditure budget will increase by $11,571,821. These additional costs will be covered by an increased transfer in of $11,571,821.

Exhibit 1 and 2 summarizes the proposed financial impacts on the overall City budget, including the General Fund and all other funds.

In total, the proposed amendments to the number of authorized positions and salary increase amount to $35,000 in General Fund impact, and $79,000 in Other Funds impact, for a total fiscal impact of $114,000 for the remainder of the fiscal year.

The City will maintain a fund balance of 17.35% with the proposed Midyear changes, which is above the 15% recommendation. This does not include Measure P revenue.

With the addition of Measure P revenue only, the fund balance increases to 20.73%.

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

ATTACHMENTS

1. Exhibit 1 FY 22-23 Midyear List

2. Exhibit 2 ARPA allocations
Date: January 24, 2023
Subject: NOTICE OF INTENT TO AMEND FISCAL YEAR 2022-23 BUDGET, MID-YEAR (STEP 1 OF 2)

3. Exhibit 3 FY22-23 FTE Listing Midyear Changes

CONTACT
Rekha Nayar, Finance Director (707) 648-4592
[email protected]

Exhibit 1
2022-23 Midyear Budget Review
Proposed Budget Adjustments

SUMMARY
Revenue Transfer In Expenditure Transfer out Fund Balance 1 Ref # General Fund
Update of Available Balance
Transfer out to Unappropriated Reserves Fund to match Actual 1,888,031 - Transfers within General Funds (21,583,044) -
Transfers within General Funds 21,583,044 -
- - - 1,888,031 - Increases (Decrease) in Projected Revenues:
1 Property-related taxes (204,570) - - 2 Sales tax (743,731) - -
3 Other unrestricted revenues (including offsets) 788,235 - - (160,066) - - - - 4 Program revenues (327,915) - - - - Total Revenue Adjustments (487,981) - - - - Increase (Decrease) in Projected Expenditures:

Salaries & Benefits, and related expenditures:
5 Fire (560,567) -
6 Police (3,497,689) -
7 Planning & Development Services 296,886 - 8 Economic Development 68,990 -
9 Public Works (766,654) - - 10 Administration - - (756,094) - - 11 Citywide 5,250,000 -
Subtotal - - 34,872 - - Departmental expenditures:
12 Police - (722,754) 121,000 13 Planning & Development Services (735,485) - 14 Economic Development 1,874,239 -
15 Public Works 289,600 -
16 Administration 90,000 -
17 Citywide 120,000
18 City Programs, Subsidies and Transfers - - 10,000 - Total Expenditure Adjustments - - 925,600 121,000 - Total Salaries & Expenditures - - 960,472 121,000 - Draw from Assigned Reserve
19 City Programs, General Fund Subsidies and Transfers 1,000,000 - (2,600,000) Subtotal - - 1,000,000 - (2,600,000) Net Draw from Assigned Reserves - - 1,000,000 - (2,600,000) Draw from Restricted Reserve
20 City Programs, General Fund Subsidies and Transfers 117,728 82,814 (200,542) Subtotal - - 117,728 82,814 (200,542) Net Draw from Restricted Reserves - - 117,728 82,814 (200,542) Disposal of Surplus Parcels
21 City Programs, General Fund Subsidies and Transfers 3,000,000 - 2,774,128 - - Subtotal 3,000,000 - 2,774,128 - - Net Draw from Restricted Reserves 3,000,000 - 2,774,128 - - Net Operational Change 2,512,019 - 4,852,328 203,814 (2,800,542) - - - - General Fund Measure P #005
22 Increase in Projected Revenue 4,555,550 - - 4,555,550 - - - - General Fund Unappropriated Reserves
Additional Transfers in from General Fund #003 - - - (1,888,031) Total, 2022-23 General Fund Unappropriated Reserves Adjustments - - - (1,888,031) - - - - - - Total General Fund 7,067,569 - 4,852,328 203,814 (2,800,542) Ref # Other Funds
23 Mare Island Base Reuse Fund # 107 - - 10,000 - (10,000) 24 Mare Island CFD 2002-1 Fund # 112 - - 55,000 - (55,000) 25 State Gas Tax # 133 - - - (600,000) 600,000 26 Hiddenbrooke Community Service Fund # 138 (308,053) - - - (308,053) 27 Marin View LMD Fund # 187 - - 5,050 - (5,050) 28 Capital Outlay Fund # 201 451,462 263,814 715,276 - - 29 Traffic Congestion Relief Fund # 219 - (600,000) (600,000) 60,000 (60,000) 30 Capital Grant and Contribution Fund # 221 250,675 - 250,675 - - 31 Empress Theatre Fund #225 - - 11,753 - (11,753) 32 Water Fund # 401 750,000 - 76,171 - 673,829 33 Corporation Shop Fund # 501 - - 452,969 - (452,969) 34 General Liability Fund # 508 - - 4,055 - (4,055) 35 Workers Comp Fund # 509 - - 4,055 - (4,055) Total, 2022-23 Other Funds Adjustments 1,144,084 (336,186) 985,004 (540,000) 362,894 - - - - - Note: 1 Draw from assigned reserves -
(continued)
City of Vallejo

TRANSACTION TYPE
1 of 7
Proposed Budget Adjustments - Supporting Detail
Revenue Transfer In Expenditure Transfer out Fund Balance 1 Ref # General Fund
Revenues
General Tax and Other Unrestricted Revenues:

To update general tax/unrestricted revenues to match current projections:

Property-related taxes:
1 Property Tax (204,570) -
Sales Tax
2 Sales Tax (717,214) -
2 Transaction and Use Tax (26,517) -
Other unrestricted revenues:
3 Transient Occupancy Tax 100,000
3 Utility Users Tax 362,146
3 Cannabis Tax (640,000)
3 Business License Tax 160,000
3 SB 1096 Vehicle License Fee 724,689
3 Miscellaneous Revenues 81,400
Subtotal others 788,235 - - - - Subtotal General tax and others (160,066) - - - - Program Revenues
To update department revenue projections:

Fire
4 First Responder Fee (50,000)
4 East Vallejo Fire District 50,427
4 Miscellaneous Reimbursement (200,000)
4 Plan Review Fees (26,000)
4 Inspection Fees (106,000)
Subtotal - Fire (331,573) - - - - Police
4 Post Reimbursement 100,000
4 Miscellaneous Reimbursement 65,000
4 Vehicle Fees and Fines (611)
4 Accident Reports 2,490
Code Enforcement
4 Decrease in Revenue (PD to P&DS) (498,687)
Subtotal - Police (331,808) - - - - Planning and Development Services
4 Building Fees 385,000 -
Code Enforcement
4 Increase in Revenue (PD to P&DS) 498,687
Economic Development Division
4 Decrease in Revenue (Division to Department) (734,876) Subtotal - Planning and Development Services 148,811 - - - - Economic Development Department
4 Increase in Revenue (Division to Department) 734,876
734,876 - - - - Public Works
4 Engineering Fees 41,000 -
4 Street Excavation (193,000)
4 Improvement (198,750)
4 Staff Time Reimbursement-Other Services (190,000)
4 Other Public Works Revenue (7,471)
Subtotal - Public Works (548,221) - - - - Subtotal - Program Revenues (327,915) - - - - Subtotal, Revenues (487,981) - - - - (continued)
2 of 7
Proposed Budget Adjustments - Supporting Detail, Continued Ref# Expenditures Revenue Transfer In Expenditure Transfer out Fund Balance 1 Salaries & Benefits, and related expenditures
Salaries & Benefits:

Anticipated Compensation Increases (Unrep, Council)
5 Fire 18,454
10 City Council 42,000
60,454 -
Salaries Saving Budget to Departments
5 Fire (579,021)
6 Police (2,974,550)
7 P&DS
7 Admin (40,968)
7 Planning (48,834)
7 Building (73,671)
7 Code Enforcement (53,989)
8 Economic Development (51,914)
9 PW (817,808)
10 City Manager's Office (115,389)
10 City Clerk's Office (32,610)
10 City Attorney's Office (100,038)
10 Finance (179,044)
10 HR (225,620)
11 Citywide 5,250,000
Subtotal of Salaries Saving Budget - - (43,452) - - Police
6 Convert 2 Administrative Analyst I to Administrative Analyst II 12,106 6 Convert Police Assistant to Sr. Police Assistant 6,324 6 Delete 2 Records Clerk (77,446)
6 Add Records Supervisor 63,948
6 Move Police Lieutenant from Code Enforcement 157,211 Code Enforcement
6 Move Police Lieutenant from Code to Police (157,211) Code Enforcement move to P&DS
6 Delete Police Clerk (40,420)
6 Delete Sr. Code Enforcement Officer (66,221)
6 Delete 4 Code Enforcement Officer (203,350)
6 Delete Secretary (41,252)
Police to support Code Enforcement Restructuring
6 Delete Forensic Analyst (66,742)
6 Delete Admin Analyst II (69,666)
6 Delete Police Clerk (40,420)
- - (523,139) - - Planning and Development Services
Code Enforcement move from Police
7 Add Customer Service Rep 40,420
7 Add Sr. Code Enforcement Officer 66,221
7 Add 4 Code Enforcement Officer 203,350
7 Add Secretary 41,252
Code Enforcement Restructuring
7 Add Code Enforcement Manager 93,438
7 Add Administrative Analyst II 69,666
514,347 - -
Economic Development
8 Economic Development Director 120,903
120,903 -
Public Works
9 Refund Landscape Inspector 55,967
9 Add Customer Service Rep 39,977
9 Delete Building Maintenance Worker II (49,979) 9 Add Maintenance Worker II 45,103
9 Delete 0.5 FTE of Asset Manager to IT (39,914) 51,154 - -
City Clerk's Office
10 Delete Contracts & Records Technician (53,208) (53,208) -
City Manager's Office
10 Add Comm. Ops Manager 101,729
10 Delete Administrative Analyst II (72,984)
10 Delete Special Advisor to the City Manager (120,903) (92,158) - -
IT
10 Convert Administrative Clerk to Secretary 5,678 10 Convert IS Support Technician I to IS Support Technician II 1,662 10 Delete IS Service Specialist (55,834)
Add 0.5 FTE of Asset Manager from PW 39,914
(8,580) - -
Finance
10 Convert Accountant Technician to Accountant 8,551 - 8,551 -
Subtotal -Salaries & Benefits, and related expenditures - - 34,872 - - Departmental expenditures
Police
12 Increase Evidence Storage Vehicle Facility 50,000 3 of 7
12 Increase evidence Lab Processing Fees 30,000
12 Increase Fitness Equipment/Wellness Program 7,000 12 Increase Bike Patrol Supplies/Equipment 15,000 12 Transfer to Capital Project Fund #201, IT000 Computers & MDTS 50,000 12 Transfer existing Computer budget to Capital Project Fund #201 IT000 (71,000) 71,000 12 Increase in Expenditure (PD to P&DS) 220,100
Code Enforcement Division
12 Decrease in Expenditure (PD to P&DS) (220,100) 12 Decrease in Expenditure (PD to P&DS) (753,754) Subtotal - - (722,754) 121,000 - Planning and Development Services
Building Division
13 Increase in Professional Service for large projects 385,000 Code Enforcement Division
13 Increase in Expenditure (PD to P&DS) 753,754
Economic Development Division
13 Decrease in Expenditures (Division to Department) (1,874,239) Subtotal - - (735,485) - - Economic Development Department
14 Increase in Expenditures (Division to Department) 1,874,239 - - 1,874,239 - - Public Works
15 Increase Professional Services for NPDES permits 85,000 15 Increase Cleaning & Janitorial 30,000
15 Increase Special Assessment for STA Membership Dues & Lobbyist Fees 15,000 15 Increase Professional Services for Security Services 150,000 15 Increase Ground R/M for monthly maintenance 9,600 Subtotal - - 289,600 - - Administration
Council
16 Increase Training for new council members 10,000 City Manager's Office
16 Decrease in Expenditure (Division to Department) (1,615,844) Information Technology
16 Increase in Expenditure (Division to Department) 1,615,844 Human Resources
16 Increase in Professional Services for Beauchaine contract 80,000 - - 90,000 - - Citywide
Finance
17 Increase to Professional Service due to Audits for UUT & Hotels 120,000 - - 120,000 - - City Programs and Subsidies
Use of Current Resources:

Contribution to
18 Increase in Professional Services for special events - City Sponsorship 10,000 Subtotal - - 10,000 - - Subtotal, Use of Current Resources (487,981) - 960,472 121,000 - City Programs and Subsidies
Draw from Assigned Reserves:
19 To cover Midyear adjustments (1,600,000)
19 To mitigate Unfunded Liability 1,000,000 (1,000,000) Subtotal, Draw from Assigned Reserves - - 1,000,000 - (2,600,000) City Programs and Subsidies
Draw from Restricted Reserves:

Planning and Development Services
Building Division
20 Increase SB1186 CASP 117,728 (117,728) Planning Division
20 Transfer Tech Surcharge Fee to Fund #201 (TECHNO), to True-up 1,451 (1,451) 20 Transfer Permit Coordination Fee to Fund #201 (IT-ORA), to True-up 81,363 (81,363) Subtotal, Draw from Restricted Reserves - - 117,728 82,814 (200,542) Disposal of Surplus Parcels
21 Disposal of Surplus Parcels 3,000,000
21 Increase Contingency for NPS Mare Island Grant match 700,000 21 Increase Debt Service for sale of North Mare Island Parcel 2,074,128 Subtotal, Disposal of Surplus Parcels 3,000,000 - 2,774,128 - - Total, 2022-23 General Fund Adjustments 2,512,019 - 4,852,328 203,814 (2,800,542) General Fund Measure P Fund # 005
22 Increase Revenue 4,555,550
Total, 2022-23 General Fund Measure P Adjustment 4,555,550 - - - - General Fund Unappropriated Reserves Fund # 002
Transfer in from General Fund # 003 - (1,888,031) Total, 2022-23 General Fund Unappropriated Reserves Adjustments - - - (1,888,031) - 4 of 7
Proposed Budget Adjustments - Supporting Detail, Continued Ref# Other Funds Revenue Transfer In Expenditure Transfer out Fund Balance 1 Mare Island Base Reuse Fund # 107
23 Increase Building R&M Services for Internet Access to MI Marketing Center 2,000 (2,000) 23 Increase Property-CFD2002-1 Levy Tax 8,000 (8,000) Subtotal - - 10,000 - (10,000) -
Mare Island CFD 2002-1 Fund # 112
24 Increase Utility for Mare Island Cemetery 55,000 (55,000) Subtotal - - 55,000 - (55,000) State Gas Tax # 133 -
25 Decrease transfer out to Traffic Congestion Relief Fund # 219 (600,000) 600,000 Subtotal - - - (600,000) 600,000 -
Hiddenbrooke Community Service Fund # 138
26 Decrease Revenue based on estimated recoupment for the delinquent parcels (308,053) (308,053) Subtotal (308,053) - - - (308,053) -
Marin View LMD Fund # 187
27 Increase Services Grounds R/M Services for monthly maintenance 2,050 (2,050) 27 Increase Services R/M Rehabilitation 3,000 (3,000) Subtotal - - 5,050 - (5,050) -
Capital Outlay Fund # 201
28 Add Police Computer budget to project from General Fund IT000 121,000 121,000 - 28 Increase Site Improvement for Hazardous Material Remediation PW9429 100,000 100,000 - 28 Increase 400 MI Building Lease revenue MY2101 351,462 351,462 - 28 Increase TECHNO expenditure to match revenue projection TECHNO 1,451 1,451 - 28 Increase IT-ORA expenditure to match revenue projection IT-ORA 81,363 81,363 - 28 Reassign following projects: -
28 Decrease budget from Street Sign Upgrade-MUTCH PWC113 (40,000) 40,000 28 Increase budget for Street Sweeping MY2304 60,000 100,000 (40,000) Subtotal 451,462 263,814 715,276 - - -
Traffic Congestion Relief Fund # 219
Increase transfer out to Street Sweeping Fund # 201 -
29 PWC109: Street Overlay/Preservation PWC109 60,000 (60,000) 29 Decrease transfer from State Gas Tax PWC109 (600,000) (600,000) - Subtotal - (600,000) (600,000) 60,000 (60,000) Capital Grant & Contribution Fund # 221
30 Reduce Revenue for Traffic Calming Project PW9417 (29,200) (29,200) - 30 Allocate Grant Funding for Vallejo Bluffs Trail CED001 367,036 367,036 - 30 Reduce Revenue for Pre-Disaster Mitigation Plan MY2102 (87,161) (87,161) - Subtotal 250,675 - 250,675 - - Empress Theater Fund # 225
31 Increase in professional service for additional maintenance 11,753 (11,753) Subtotal - - 11,753 - (11,753) Water Fund # 401
32 Increase Delinquent Charge Revenue 750,000 750,000 Increase Budget for the Following:
32 Add Facilities Maintenance Supervisor 78,328 (78,328) 32 Delete Public Works Supervisor (55,715) 55,715 32 Add Customer Service Rep 39,982 (39,982) 32 Add Water Engineering Manager 87,669 (87,669) 32 Delete Assistant/Associate Engineer (74,093) 74,093 Subtotal 750,000 - 76,171 - 673,829 Subtotal, Water Funds 750,000 - 76,171 - 673,829 Corporation Shop Fund # 501
Increase Budget for the Following: -
33 Add Accounting Clerk 36,781 (36,781) 33 Delete Administrative Clerk II (33,812) 33,812 33 Increase Fuel & Lube Supplies 375,000 - (375,000) 33 Increase Auto R/M Services for Fleet Repairs 75,000 (75,000) Subtotal - - 452,969 - (452,969) General Liability Fund # 508
Increase Budget for the Following:
34 Risk Management Salary Increase 4,055 (4,055) Subtotal - - 4,055 - (4,055) Workers Comp Fund # 509
35 Increase in Risk Management Salary - split between Fund #508 & 509 4,055 (4,055) Subtotal - - 4,055 - (4,055) Total, Other Funds Adjustments 1,144,084 (336,186) 985,004 (540,000) 362,894 -
Summary:

Water Funds 750,000 - 76,171 - 673,829 All Other Funds 394,084 (336,186) 908,833 (540,000) (310,935) Total 1,144,084 (336,186) 985,004 (540,000) 362,894 6 of 7
Fleet Replacement Fund (#502) Revenues Expenditures
Transfers In 875,000$
Fixed Asset Acquisitions (Type 1 Fire Engine) 875,000$
Fleet Replacement Fund (#502) Revenues Expenditures
Transfers In 250,000$
Fixed Asset Acquisitions (Type VI Brush Truck) 250,000$ Capital Outlay Fund (#201) Project # PD-RAD Revenues Expenditures Transfers In 1,500,000$
Comms Ops Equipment 1,500,000$
Capital Outlay Fund (#201) Project # MY2316 Revenues Expenditures Transfers In 100,000$
CCRC Downtown Project 100,000$
Capital Outlay Fund (#201) Project # MY2317 Revenues Expenditures Transfers In 450,000$
Early Learning Center 450,000$
Capital Outlay Fund (#201) Project # MY2318 Revenues Expenditures Transfers In 1,000,000$
School Property Maintenance 1,000,000$
Capital Outlay Fund (#201) Project # MY2319 Revenues Expenditures Transfers In 100,000$
Preschool Vouchers for Working Parents 100,000$
Capital Outlay Fund (#201) Project # MY2320 Revenues Expenditures Transfers In 48,000$
New Beds at Christian Help Center/Transformation Village 48,000$ Capital Outlay Fund (#201) Project # MY2321 Revenues Expenditures Transfers In 340,000$
Mural Program & Downtown Clean-up 340,000$
Capital Outlay Fund (#201) Project # MY2322 Revenues Expenditures Transfers In 100,000$
VCAT 100,000$
Capital Outlay Fund (#201) Project # MY2323 Revenues Expenditures Transfers In 25,000$
Art Walk 25,000$
Capital Outlay Fund (#201) Project # MY2324 Revenues Expenditures Transfers In 100,000$
Art Grant 100,000$
Capital Outlay Fund (#201) Project # MY2325 Revenues Expenditures Transfers In 500,000$
Waterfront & Downtown Specific Update 500,000$
Capital Outlay Fund (#201) Project # MY2326 Revenues Expenditures Transfers In 200,000$
Community Gift Cards - Vallejo Specific 200,000$
Fiber Enterprise Fund (#432) Project # MY2206 Revenues Expenditures Transfers In 500,000$
Broadband 500,000$
Capital Outlay Fund (#201) Project # MY2328 Revenues Expenditures Transfers In 1,500,000$
Retention Program (Invcentives) 1,500,000$
Capital Outlay Fund (#201) Project # PWC111 Revenues Expenditures Transfers In 516,000$
Marina Bathrooms ADA 516,000$
Capital Outlay Fund (#201) Project # MY2330 Revenues Expenditures Transfers In 2,154,058$
Sacramento Street Apartments 2,154,058$
Vallejo Station Parking Structure Fund (#431) Project # MY2331 Revenues Expenditures Transfers In 1,263,383$
Parking 1,263,383$
Capital Outlay Fund (#201) Project # IT000 Revenues Expenditures Transfers In 50,380$
Costar Software Subscription 50,380$
Personnel Summary
Authorized Full-time Equivalent (FTE) Listing
Previously Midyear
Approved Proposed
Amended Adopted Changes Changes Amended
General Fund
Legislative 8.00

8.00 -
-

8.00 E
xecutive
City Manager 16.00 16.00 1.00 (1.00) 16.00
City Clerk 3.00

3.00 -
(1.00) 2.00
I
nformation Technology 12.00 12.00 - (12.00) -
E
conomic Development -
-
-
-
-
Legal

14.00 14.00 -
-

14.00 Finance 24.00 24.00 - -

24.00 Information Technology -
-
-

11.50 11.50
Human Resources 15.00 15.00 - -

15.00 Planning & Development Services 31.00 31.00 -

2.00 33.00
Economic Development -
-
-

7.00 7.00
P
olice 201.00 201.00 -
(11.00) 190.00
Fire 109.00 108.00 -
-
108.00
Public Works 74.00 73.00 -

0.50 73.50
507.00 505.00 1.00
(4.00) 502.00
Enterprise Funds
Water 120.00 121.00 -
-
121.00
Finance 17.00 17.00 - 1.00 18.00 Human Resources 1.00

1.00 -
-

1.00 S
ubtotal, Water 138.00 139.00 -

1.00 140.00
Economic Development Funds
Mare Island CFDs 2.00 2.00 -
- 2.00

2.00 2.00 -
-

2.00 Public Works Funds
Landscape Districts 5.00 5.00 - - 5.00
Corp Yard 8.00 9.00 - - 9.00

13.00 14.00 -
-

14.00 Other Funds
Housing 15.00 15.00 - - 15.00 Self Insurance 5.00 5.00 - - 5.00

20.00 20.00 -
-

20.00 TOTAL 681.00 680.00 1.00
(3.00) 678.00
- -
Note: Detailed FTE information by classification and department can be found in the Appendix.

FY 22-23FY 21-22
Temporary & Part-time Authorized Positions
The Personnel Summary/Authorized FTE Listing does not reflect t emporary and part-time positions required to be paid through City payroll. These positions include interns, administrative, manual and nonmanual temporary positions, and Police Cadets and Firefighter Trainee authorizations.

These temporary and part-time position authorizations generally fluctuate throughout the year as business needs change. As su ch, The City Manager has the authority to adjust staffing levels for temporary staffing positions, subject to budgetary constraints.

Multi-Level Authorizations
All positions in the Personnel Summaries/Authorized FTE Listings by Department that are authorized at multiple levels, where promotion is dependent on an employee obtaining certification or similar criteria not in the City's control, or other circumstances warrant, are required to be listed below and are referred to as "Multi-Level Authorizations":

Housing Specialist I/II Assistant Engineer/ Associate Civil Engineer Communications Operators I/II Instrument Technician I/II Maintenance Worker I/II Water Maintenance Worker I/II
Exhibit 3
Appendix: Personnel Summary
Legislative, Executive and Legal Departments
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

LEGISLATIVE

MAYOR & COUNCIL
Mayor MAYOR 1.00 1.00 - - 1.00 City Council COUNCIL 6.00 6.00 - - 6.00 Executive Assistant to the Mayor EXEC 1.00 1.00 - - 1.00 Total Legislative 8.00 8.00 - 8.00

EXECUTIVE

CITY MANAGER
City Manager EXEC 1.00 1.00 - - 1.00 Assistant City Manager EXEC 2.00 2.00 - - 2.00 Assistant to the City Manager EXEC 2.00 2.00 - - 2.00 Communication Operations Manager EXEC - 1.00 1.00 Executive Assistant to the City Manager EXEC 1.00 1.00 - - 1.00 Organizational Development Manager EXEC 1.00 1.00 - - 1.00 Administrative Clerk II-C CAMP 1.00 1.00 - - 1.00 Executive Secretary-C CAMP 1.00 1.00 - - 1.00 Administrative Analyst II CAMP 3.00 4.00 - (1.00) 3.00 Administrative Analyst II (Ltd term expires 6/30/25) * CAMP 1.00 1.00 - - 1.00 Community and Volunteer Coordinator CAMP 1.00 1.00 - - 1.00 Communications and Public Information Officer EXEC 1.00 1.00 - - 1.00 Special Advisor to the City Manager EXEC 1.00 - 1.00 (1.00) -

16.00 16.00 1.00 (1.00) 16.00

CITY CLERK
City Clerk EXEC 1.00 1.00 - - 1.00 Deputy City Clerk CAMP 1.00 1.00 - - 1.00 Contracts & Records Technician CAMP 1.00 1.00 - (1.00) -

3.00 3.00 - (1.00) 2.00

INFORMATION TECHNOLOGY
Chief Innovation Officer EXEC 1.00 1.00 - (1.00) - IT Project Manager CAMP 1.00 1.00 - (1.00) - Information Systems Manager CAMP 2.00 2.00 - (2.00) - Network Administrator CAMP 1.00 1.00 - (1.00) - IS Services Specialist IBEW 1.00 1.00 - (1.00) - Media Services Specialist CAMP 1.00 1.00 - (1.00) - Asset Manager CAMP - - -
IS Support Technician II IBEW 3.00 3.00 - (3.00) - IS Support Technician I IBEW 1.00 1.00 - (1.00) - Secretary IBEW - - - - - Administrative Clerk II IBEW 1.00 1.00 - (1.00) -

12.00 12.00 - (12.00) - Subtotal Executive, General Fund 31.00 31.00 1.00 (14.00) 18.00 * Funded by ARPA expires 6/30/25.

FY 22-23FY 21-22
Appendix: Personnel Summary
Legislative, Executive and Legal Departments
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
FY 22-23FY 21-22
EXECUTIVE (continued)
HOUSING/SECTION 8 Fund 121 (A)
Housing & Community Development Program Manager CAMP 1.00 1.00 - (1.00) - Housing Project Developer CAMP 1.00 1.00 - (1.00) - Housing Specialist Supervisor IBEW 2.00 1.00 - (1.00) - Housing Specialist I / II IBEW - 6.00 - (6.00) - Sr. Housing Specialist IBEW 6.00 1.00 - (1.00) - Administrative Manager CAMP 1.00 - (1.00) - Administrative Analyst II CAMP 2.00 1.00 - (1.00) - Secretary IBEW 1.00 1.00 - (1.00) - Sr. Community Dev. Analyst IBEW - - - - - Admin Clerk II IBEW 2.00 2.00 - (2.00) -

15.00 15.00 - (15.00) - Total Executive 46.00 46.00 1.00 (29.00) 18.00 LEGAL

CITY ATTORNEY
City Attorney EXEC 1.00 1.00 - - 1.00 Chief Assistant City Attorney EXEC 1.00 1.00 - - 1.00 Asst. City Attorney II-E EXEC 1.00 1.00 - - 1.00 Asst. City Attorney II CAMP 3.00 3.00 - - 3.00 Deputy City Attorney II CAMP 2.00 2.00 - - 2.00 Deputy City Attorney I CAMP 1.00 1.00 - - 1.00 Law Office Supervisor EXEC 1.00 1.00 - - 1.00 Executive Secretary-C CAMP 1.00 1.00 - - 1.00 Senior Administrative Clerk-C CAMP - - - - - Paralegal CAMP 3.00 3.00 - - 3.00 Legal Secretary CAMP - - - - - Total Legal 14.00 14.00 - - 14.00

TOTAL LEGISLATIVE,
EXECUTIVE AND LEGAL 68.00 68.00 1.00 (29.00) 40.00
(A) Housing functions transferred under the Housing Department in FY2022-23 Midyear.

Appendix: Personnel Summary
Finance Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

ACCOUNTING
Finance Director EXEC 1.00 1.00 - - 1.00 Assistant Finance Director EXEC 1.00 1.00 - - 1.00 Deputy Finance Director EXEC 1.00 1.00 - - 1.00 Auditor Controller CAMP - - - - - Finance Manager (Ltd term expires 6/30/25) (A) CAMP 1.00 1.00 - - 1.00 Finance Manager CAMP - - - - - Purchasing Manager CAMP 1.00 1.00 - - 1.00 Accounting Manager CAMP 1.00 1.00 - - 1.00 Administrative Analyst II CAMP 1.00 1.00 - - 1.00 Administrative Analyst II (Ltd term expires 6/30/25) * CAMP 1.00 1.00 - - 1.00 Senior Accountant IBEW 5.00 5.00 - - 5.00 Accountant IBEW 5.00 5.00 - 1.00 6.00 Payroll Supervisor IBEW - - - - - Executive Secretary-C CAMP 1.00 1.00 - - 1.00 Accounting Technician IBEW 3.00 3.00 - (1.00) 2.00 Accounting Clerk II IBEW - - - - -

22.00 22.00 - - 22.00

COMMERCIAL SERVICES
Senior Accountant IBEW 1.00 1.00 - - 1.00 Customer Service Representative IBEW 1.00 1.00 - - 1.00

2.00 2.00 - - 2.00 Subtotal, General Fund 24.00 24.00 - - 24.00 WATER FUND:

WATER BILLING & COLLECTION
Customer Service Supervisor IBEW 1.00 1.00 - - 1.00 Accounting Manager CAMP 1.00 1.00 - - 1.00 Accountant IBEW 1.00 1.00 - - 1.00 Sr. Customer Service Representative IBEW 1.00 1.00 - - 1.00 Customer Service Representative IBEW 5.00 5.00 - 1.00 6.00

9.00 9.00 - 1.00 10.00

WATER METER READING
Meter Reader IBEW 5.00 5.00 - - 5.00 Sr.Meter Reader IBEW 1.00 1.00 - - 1.00 Utility Field Representative IBEW 2.00 2.00 - - 2.00

8.00 8.00 - - 8.00 Subtotal, Water Fund 17.00 17.00 - 1.00 18.00 TOTAL DEPARTMENT 41.00 41.00 - 1.00 42.00 (A) Funded by ERP Project expires 6/30/25
* Funded by ARPA expires 6/30/25
FY 22-23FY 21-22
Appendix: Personnel Summary
Human Resources
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

HUMAN RESOURCES
Human Resources Director EXEC 1.00 1.00 - - 1.00 Assistant Human Resources Director EXEC 1.00 1.00 - - 1.00 HR Program Manager EXEC 1.00 1.00 - - 1.00 Employee and Labor Relations Officer EXEC 1.00 1.00 - - 1.00 Senior Personnel Analyst CAMP 2.00 2.00 - - 2.00 Administrative Analyst II CAMP 1.00 1.00 - - 1.00 HR Information System Analyst CAMP 1.00 1.00 - - 1.00 Personnel Analyst II CAMP 3.00 3.00 - - 3.00 Personnel Technician CAMP 2.00 2.00 - - 2.00 Personnel Analyst II (Ltd term expires 6/30/25) * CAMP 1.00 1.00 - - 1.00 Executive Secretary-C CAMP 1.00 1.00 - - 1.00 Admin Clerk II-C CAMP - - - - Subtotal, General Fund 15.00 15.00 - - 15.00 Water Fund 401
Personnel Analyst II CAMP 1.00 1.00 - - 1.00

1.00 1.00 - - 1.00 SELF INSURANCE Fund
Risk Manager / Safety Officer EXEC 1.00 1.00 - - 1.00 Administrative Analyst II CAMP 3.00 3.00 - - 3.00 Admin Clerk II-C CAMP 1.00 1.00 - - 1.00 Subtotal, Self Insurance 5.00 5.00 - - 5.00 TOTAL DEPARTMENT 21.00 21.00 - - 21.00 * Funded by ARPA expires 6/30/25
FY 22-23FY 21-22
Appendix: Personnel Summary
Information Technology
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

INFORMATION TECHNOLOGY (A)
Chief Innovation Officer EXEC - - - 1.00 1.00 IT Project Manager CAMP - - - 1.00 1.00 Information Systems Manager CAMP - - - 2.00 2.00 Network Administrator CAMP - - - 1.00 1.00 IS Services Specialist IBEW - - - - - Media Services Specialist CAMP - - - 1.00 1.00 Asset Manager CAMP - - - 0.50 0.50 IS Support Technician II IBEW - - - 4.00 4.00 IS Support Technician I IBEW - - - - - Secretary IBEW - - - 1.00 1.00 Administrative Clerk II IBEW - - - - - TOTAL DEPARTMENT - - - 11.50 11.50 (A) Information Technology functions transferred to Information Technology Department in FY22-23 Midyear.

FY 21-22 FY 22-23
Appendix: Personnel Summary
Economic Development
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

ECONOMIC DEVELOPMENT (A)
Economic Development Director EXEC - - - 1.00 1.00 Economic Development Program Manager CAMP - - - 3.00 3.00 Sr. Comm. Development Analyst IBEW - - - 1.00 1.00 Administrative Analyst II CAMP - - - 1.00 1.00 Secretary IBEW - - - 1.00 1.00 TOTAL DEPARTMENT - - - 7.00 7.00 (A) Economic Development functions transferred to Economic Development Department in FY22-23 Midyear.

FY 21-22 FY 22-23
Appendix: Personnel Summary
Planning & Development Services Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

ADMINISTRATION
Community Development Director EXEC - - - - - Planning & Development Services Director EXEC 1.00 1.00 - - 1.00 Executive Secretary-C CAMP 1.00 1.00 - - 1.00 Administrative Analyst II CAMP 1.00 1.00 - - 1.00

3.00 3.00 - - 3.00

BUILDING
Chief Building Official CAMP 1.00 1.00 - - 1.00 Building Inspection Manager CAMP 1.00 1.00 - - 1.00 Building Inspection Supervisor IBEW 1.00 1.00 - - 1.00 Building Inspector II IBEW 4.00 4.00 - - 4.00 Development Permit Coordinator CAMP 1.00 1.00 - - 1.00 Plan Check Engineer IBEW 1.00 1.00 - - 1.00 Building Permit Technician I IBEW 1.00 1.00 - - 1.00 Building Permit Technician II IBEW 1.00 1.00 - - 1.00 Secretary IBEW 1.00 1.00 - - 1.00

12.00 12.00 - - 12.00

PLANNING
Planning Manager CAMP 2.00 2.00 - - 2.00 Principal Planner CAMP 1.00 1.00 - - 1.00 Senior Planner CAMP 2.00 2.00 - - 2.00 Associate Planner IBEW 3.00 3.00 - - 3.00 Planning Technician (A) IBEW 1.00 1.00 - - 1.00

9.00 9.00 - - 9.00

CODE ENFORCEMENT (D)
Code Enforcement Manager CAMP - - - 1.00 1.00 Sr. Code Enforcement Officer IBEW - - - 1.00 1.00 Code Enforcement Officer IBEW - - - 4.00 4.00 Accounting Clerk II IBEW - - - 1.00 1.00 Administrative Analyst II IBEW - - - 1.00 1.00 Secretary IBEW - - - 1.00 1.00 - - - 9.00 9.00

ECONOMIC DEVELOPMENT (B)
Economic Development Manager (C) CAMP 1.00 1.00 - (1.00) - Economic Development Program Manager CAMP 3.00 3.00 - (3.00) - Real Property and Asset Manager CAMP - - - - - Sr. Comm. Development Analyst IBEW 1.00 1.00 - (1.00) - Administrative Analyst II CAMP 1.00 1.00 - (1.00) - Secretary IBEW 1.00 1.00 - (1.00) -

7.00 7.00 - (7.00) - TOTAL DEPARTMENT 31.00 31.00 - 2.00 33.00 (A)
(B)
(C)
(D)
One (1) Vacant Planning Technician position defunded in FY2022-23.

Economic Development functions transferred under the Economic Development Department in FY2022-23 Midyear.

FY 22-23FY 21-22
One (1) Vacant Economic Development Manager position defunded in FY2022-23.

Code Enforcement functions transferred under the Planning and Development Services Department in FY2022-23 Midyear.

Appendix: Personnel Summary
Police Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

PUBLIC SAFETY
Police Chief EXEC 1.00 1.00 - - 1.00 Deputy Police Chief EXEC 2.00 2.00 - - 2.00 Police Captain (A) VPOA 3.00 3.00 - - 3.00 Police Lieutenant (B) VPOA 8.00 8.00 - 1.00 9.00 Police Sergeant VPOA 13.00 13.00 - - 13.00 Police Corporal (C) VPOA 12.00 12.00 - - 12.00 Police Officer VPOA 84.00 84.00 - - 84.00 Police Officer (Ltd 4-yr term) (D) VPOA 8.00 8.00 - - 8.00 131.00 131.00 - 1.00 132.00 Administrative Manager CAMP 1.00 1.00 - - 1.00 Administrative Analyst II CAMP 4.00 4.00 - 1.00 5.00 Administrative Analyst I CAMP 2.00 2.00 - (2.00) - Administrative Clerk II-C CAMP 1.00 1.00 - - 1.00 Communications Manager CAMP 1.00 1.00 - - 1.00 Communications Supervisor IBEW 4.00 4.00 - - 4.00 Communications Operator I/II IBEW 16.00 16.00 - - 16.00 Executive Secretary-C CAMP 2.00 2.00 - - 2.00 Senior Police Assistant IBEW 1.00 1.00 - 1.00 2.00 Police Assistant IBEW 11.00 11.00 - (1.00) 10.00 Police Assistant (Ltd term expires 6/30/25) * IBEW 3.00 3.00 - - 3.00 Forensic Analyst IBEW 1.00 1.00 - (1.00) - Police Clerk IBEW 12.00 12.00 - (3.00) 9.00 Police Records Supervisor IBEW - - - 1.00 1.00 Police Records Manager CAMP 1.00 1.00 - - 1.00 Crime Analyst IBEW 2.00 2.00 - - 2.00

62.00 62.00 - (4.00) 58.00

CODE ENFORCEMENT (E)
Police Lieutenant VPOA 1.00 1.00 - (1.00) - Sr. Code Enforcement Officer IBEW 1.00 1.00 - (1.00) - Code Enforcement Officer IBEW 4.00 4.00 - (4.00) - Police Clerk IBEW 1.00 1.00 - (1.00) - Secretary IBEW 1.00 1.00 - (1.00) -

8.00 8.00 - (8.00) - TOTAL DEPARTMENT 201.00 201.00 - (11.00) 190.00 (A)
(B)
(C)
(D)
3-year Eight (8) Police Officer 2020 COPS grant positions with additional 1 year expire 6/30/24. (E)
* Funded by ARPA expires 6/30/25
Staffing subtotals by type:

Sworn 132.00 132.00 - 132.00
Unsworn 69.00 69.00 (11.00) 58.00 Total 201.00 201.00 (11.00) 190.00
One (1) Vacant Police Captain position defunded in FY2022- Two (2) Vacant Police Lieutenant positions defunded in
One (1) Vacant Police Corporal position defunded in FY2022- FY 22-23FY 21-22
Code Enforcement functions transferred under the Planning and Development Services Department in FY2022-23 Midyear.

Appendix: Personnel Summary
Fire Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

ADMINISTRATION
Fire Chief EXEC 1.00 1.00 - - 1.00 Deputy Fire Chief EXEC 1.00 1.00 - - 1.00 Executive Secretary-C CAMP 1.00 1.00 - - 1.00 Administrative Manager CAMP 1.00 1.00 - - 1.00 Administrative Clerk II CAMP 1.00 1.00 - - 1.00

5.00 5.00 - - 5.00

SUPPRESSION
Battalion Chief IAFF 3.00 3.00 - - 3.00 Fire Captain IAFF 24.00 24.00 - - 24.00 Fire Engineer IAFF 24.00 24.00 - - 24.00 Firefighter IAFF 25.00 24.00 - - 24.00 Firefighter (Limited Term) (A) IAFF 21.00 21.00 - - 21.00

97.00 96.00 - - 96.00

PREVENTION
Fire Prevention Manager CAMP 1.00 1.00 - - 1.00 Fire Prevention Inspector IBEW 3.00 3.00 - - 3.00 Secretary IBEW 1.00 1.00 - - 1.00

5.00 5.00 - - 5.00

TRAINING
Battalion Chief IAFF 1.00 1.00 - - 1.00

1.00 1.00 - - 1.00

EMERGENCY MEDICAL SERVICES
Fire Captain IAFF 1.00 1.00 - - 1.00

1.00 1.00 - - 1.00 TOTAL DEPARTMENT 109.00 108.00 - - 108.00 Staffing subtotals by type:

Sworn 101.00 100.00 - 100.00
Unsworn 8.00 8.00 - 8.00 Total 109.00 108.00 - 108.00
(A)
Nine (9) Firefighter positions funded by 2020 SAFER grant expire February 26, 2025.

Twelve (12) Firefighter positions funded by 2018 SAFER grant expire March 10, 2023; FY 21-22 FY 22-23
Appendix: Personnel Summary
Public Works Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
GENERAL FUND:

ADMINISTRATION
Public Works Director EXEC 1.00 1.00 - - 1.00 Administrative Manager CAMP 1.00 1.00 - - 1.00 Real Property & Lease Manager CAMP 1.00 1.00 - - 1.00 Environmental Services Manager CAMP 1.00 1.00 - - 1.00 Transportation Superintendent CAMP 1.00 1.00 - - 1.00 Executive Secretary-C CAMP 1.00 1.00 - - 1.00 Customer Service Representative IBEW - - - 1.00 1.00 Administrative Analyst II CAMP 1.00 1.00 - - 1.00 Senior Accountant IBEW 1.00 1.00 - - 1.00 Total Administration 8.00 8.00 1.00 9.00

ENGINEERING
Assistant PW Director - City Engineer EXEC 1.00 1.00 - - 1.00 Administrative Analyst II CAMP 1.00 1.00 - - 1.00 Senior Civil Engineer IBEW 2.00 2.00 - - 2.00 Associate Eng/Associate Civil Engineer IBEW - - - - - Assistant Eng/Associate Civil Engineer IBEW 7.00 7.00 - - 7.00 Assistant Eng/Assistant Civil Engineer IBEW - - - - - Geographic Info Systems Specialist I/II/III IBEW - - - - - Traffic Engineer IBEW 1.00 1.00 - - 1.00 Senior Engineering Technician IBEW 1.00 1.00 - - 1.00 Secretary IBEW 1.00 1.00 - - 1.00 Engineering Technician II IBEW 5.00 5.00 - - 5.00 Public Works Supervisor IBEW - - - - - Total Engineering 19.00 19.00 - - 19.00

MAINTENANCE ADMINISTRATION
Assistant PW Director - Maintenance EXEC 1.00 1.00 - - 1.00 Assistant Maintenance Superintendent CAMP 1.00 1.00 - - 1.00 Building Supervisor IBEW 1.00 1.00 - - 1.00 Public Works Supervisor IBEW 3.00 3.00 - - 3.00 Senior Public Works Maintenance Worker IBEW 5.00 5.00 - - 5.00 Maintenance Worker I/II IBEW 18.00 17.00 - 1.00 18.00 Senior Building Maintenance Worker IBEW 1.00 1.00 - - 1.00 Building Maintenance Worker II IBEW 4.00 4.00 - (1.00) 3.00 Heavy Equipment Operator IBEW 2.00 2.00 - - 2.00 Electrician IBEW 2.00 2.00 - - 2.00 Traffic & Lighting Tech II IBEW 2.00 2.00 - - 2.00 Secretary IBEW 1.00 1.00 - - 1.00 Landscape Inspector (A) IBEW 1.00 1.00 - - 1.00 Accounting Clerk II IBEW 2.00 2.00 - - 2.00 Asset Manager CAMP 1.00 1.00 - (0.50) 0.50 Customer Service Representative IBEW 1.00 1.00 - - 1.00 Administrative Clerk I IBEW - - - - - Total Maintenance 46.00 45.00 - (0.50) 44.50

RECYCLING PROGRAM
Administrative Analyst II CAMP 1.00 1.00 - - 1.00 Total Recycling Program 1.00 1.00 - - 1.00 Total Public Works (General Fund) 74.00 73.00 - 0.50 73.50 (A)
FY 22-23FY 21-22
One (1) Vacant Landscape Inspector position defunded in FY2022- 23; funded for FY22-23 Midyear.

Appendix: Personnel Summary
Public Works Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
FY 22-23FY 21-22
OTHER FUNDS:

MARE ISLAND COMMUNITY
FACILITIES DISTRICT Fund 112
Maintenance Worker I/II IBEW 2.00 2.00 - - 2.00 Total Mare Island 2.00 2.00 - - 2.00 LANDSCAPE MAINT DISTRICTS Fund 161
Landscape Maintenance Manager CAMP 1.00 1.00 - - 1.00 Sr. Landscape Inspector IBEW 1.00 1.00 - - 1.00 Landscape Inspector IBEW 2.00 2.00 - - 2.00 Accounting Clerk II IBEW 1.00 1.00 - - 1.00 Total Landscape Maint. Districts 5.00 5.00 - - 5.00 CORPORATION SHOP Fund 501
Fleet Manager CAMP 1.00 1.00 - - 1.00 Senior Equipment Mechanic IBEW 1.00 1.00 - - 1.00 Equipment Mechanic II IBEW 4.00 5.00 - - 5.00 Parts Specialist IBEW 1.00 1.00 - - 1.00 Accounting Clerk II IBEW - - - 1.00 1.00 Administrative Clerk II IBEW 1.00 1.00 - (1.00) - Total Corporation Shop Fund 8.00 9.00 - - 9.00 TOTAL DEPARTMENT 90.00 89.00 - 0.50 89.50 Appendix: Personnel Summary
Housing Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
OTHER FUNDS:

HOUSING/SECTION 8 Fund 121 (A)
Housing & Community Development Program Mgr CAMP - - - 1.00 1.00 Housing Project Developer CAMP - - - 1.00 1.00 Housing Specialist Supervisor IBEW - - - 1.00 1.00 Housing Specialist I / II IBEW - - - 6.00 6.00 Sr. Housing Specialist IBEW - - - 1.00 1.00 Administrative Manager CAMP - - - 1.00 1.00 Administrative Analyst II CAMP - - - 1.00 1.00 Secretary IBEW - - - 1.00 1.00 Sr. Community Dev. Analyst IBEW - - - - - Admin Clerk II IBEW - - - 2.00 2.00 TOTAL DEPARTMENT - - - 15.00 15.00 (A) Housing functions transferred under the Housing Department in FY2022-23 Midyear.

FY 21-22 FY 22-23
Appendix: Personnel Summary
Water Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
WATER FUND:

WATER ADMIN & ENGINEERING
Water Utilities Director EXEC 1.00 1.00 - - 1.00 Water Operations Manager EXEC 1.00 1.00 - - 1.00 Water Engineering Manager CAMP 1.00 1.00 - 1.00 2.00 Administrative Manager CAMP 1.00 1.00 - - 1.00 Water Finance Manager CAMP 1.00 1.00 - - 1.00 IT Project Manager CAMP 1.00 1.00 - - 1.00 Information System Manager CAMP 1.00 1.00 - - 1.00 Executive Secretary-C CAMP 1.00 1.00 - - 1.00 Administrative Analyst II CAMP 4.00 5.00 - - 5.00 Sr. Civil Engineer IBEW 3.00 3.00 - - 3.00 Associate Civil Engineer IBEW - - - - - Assistant Civil Engineer IBEW - - - - - Assistant Eng/Associate Civil Engineer IBEW 10.00 9.00 - (1.00) 8.00 Geographic Info Systems Specialist I/II/III IBEW 1.00 1.00 - - 1.00 Secretary IBEW - 1.00 - - 1.00 Sr. Engineering Technician IBEW 2.00 2.00 - - 2.00 Engineering Technician II IBEW 3.00 3.00 - - 3.00 Administrative Analyst I IBEW 1.00 - - - - Accounting Clerk II IBEW 1.00 1.00 - - 1.00 Admin Clerk II IBEW 1.00 1.00 - - 1.00

34.00 34.00 - - 34.00

WATER QUALITY
Water Quality Manager CAMP 1.00 1.00 - - 1.00 Laboratory Supervisor CAMP 1.00 1.00 - - 1.00 Water Quality Analyst IBEW 2.00 2.00 - - 2.00 Laboratory Analyst II IBEW 1.00 1.00 - - 1.00

5.00 5.00 - - 5.00

SOURCE OPERATIONS
Reservoir Keeper II IBEW 2.00 2.00 - - 2.00

2.00 2.00 - - 2.00

PUMPING & TREATMENT MAINTENANCE
Water Facilities Superintendent CAMP 1.00 1.00 - - 1.00 IT Project Manager CAMP 1.00 1.00 - - 1.00 Plant Maintenance Supervisor CAMP 2.00 2.00 - - 2.00 Facilities Maintenance Supervisor CAMP - - - 1.00 1.00 Public Works Supervisor IBEW 1.00 1.00 - (1.00) - Utility Mechanic II IBEW 5.00 5.00 - - 5.00 Sr. Instrument Technician IBEW 1.00 1.00 - - 1.00 Senior Utility Mechanic IBEW 1.00 1.00 - - 1.00 Instrument Technician I IBEW - - - - - Instrument Technician II IBEW - - - - - Instrument Technician I/II IBEW 3.00 3.00 - - 3.00 Water Maintenance Worker I/II IBEW 4.00 4.00 - 4.00

19.00 19.00 - - 19.00

TREATMENT OPERATIONS
Water Treatment Superintendent CAMP 1.00 1.00 - - 1.00 WTP Supervisor IBEW 2.00 2.00 - - 2.00 WTP Regulatory Compliance IBEW 1.00 1.00 - - 1.00 WTPO Trainee II IBEW 1.00 1.00 - - 1.00 WTP Operator IBEW 11.00 12.00 - - 12.00 Advanced WTPO IBEW - - - - - Senior WTPO IBEW 7.00 7.00 - - 7.00

23.00 24.00 - - 24.00 FY 22-23FY 21-22
Appendix: Personnel Summary
Water Department
Previously Midyear
Approved Proposed
Group Amended Adopted Changes Changes Amended
FY 22-23FY 21-22
WATER FUND (continued):

DISTRIBUTION MAINT
Water Distribution Superintendent CAMP 1.00 1.00 - - 1.00 Assistant Water Distribution Superintendent CAMP 1.00 1.00 - - 1.00 Utility Supervisor IBEW 3.00 3.00 - - 3.00 Sr. Water Distribution Technician IBEW 5.00 5.00 - - 5.00 Water Distribution Technician IBEW 14.00 14.00 - - 14.00 Heavy Equipment Operator IBEW 3.00 3.00 - - 3.00 Water Maintenance Worker I/II IBEW 5.00 5.00 - - 5.00 Senior Meter Mechanic IBEW 1.00 1.00 - - 1.00 Meter Mechanic IBEW 2.00 2.00 - - 2.00

35.00 35.00 - - 35.00 TOTAL DEPARTMENT 120.00 121.00 - - 121.00 ACTION ITEM 9.C.

DATE: January 24, 2023
TO: Mayor and Members of the City Council
FROM: Terrance Davis, Assistant City Manager
SUBJECT: INTRODUCTION OF AN ORDINANCE REPEALING AND REPLACING SECTION 2.10 OF

THE VALLEJO MUNICIPAL CODE REGARDING ADMINISTRATIVE ORGANIZATION

RECOMMENDATION
Introduce an ordinance repealing and replacing Section 2.10 of the Vallejo Municipal Code regarding "Administrative Organization."

REASONS FOR RECOMMENDATION
Vallejo Municipal Code Section 2.10 contains outdated information regarding the City's administrative structure. Due to the extent of the changes, staff recommend completely repealing and replacing Section 2.10.

BACKGROUND AND DISCUSSION
The Vallejo City Charter, Section 600 "Administrative Organization Authorized" states that "The Council by ordinance provide the form of organization through which the functions of the City are to be administered." and Section 601 "Functions and Services Authorized" states that the Council "... may establish such new departments, offices or agencies or combine or eliminate existing units as are in its judgement desirable." Over the years, this has meant that the City Council has made changes to the organizational structure of the City via ordinance, recorded in Section 2.10 of the Vallejo Municipal Code (VMC).

Vallejo Municial Code Section 2.10 "Administrative Organization" informs the reader of which departments and offices exist within the City and explains some of the duties and functions of those units. Upon review of this section of the VMC, staff quickly realized that Section 2.10 of the VMC is currently out of date and does not reflect the current structure of the City. For instance:
• Sections of 2.10 have not been updated in many years (some since 1978), which gives the appearance that departments or divisions exist that were disbanded long ago and that others are not existing at all; (Example: the "Library Department" still exists within 2.10, yet the "Planning & Development Services Department" is not properly referenced in Section 2.10.) • Several divisions are present in Section 2.10, and assigned under departments that they are not part of any longer; (Example: the Code Enforcement Division is listed as being part of the City Manager's Office.)
• Multiple typographical errors exist, and in some cases verbiage is outdated (Example: gendered pronouns may be used), requiring some general language cleanup.

In addition to the removal of outdated departments/divisions, and verbiage clean-up, staff would like to highlight the following suggested changes within Section 2.10:
• Economic Development Division - changed to: Economic Development Department • Housing and Community Development Division - changed to: Housing and Community Development Department

Date: January 24, 2023
Subject: INTRODUCTION OF AN ORDINANCE REPEALING AND REPLACING SECTION 2.10

OF THE VALLEJO MUNICIPAL CODE REGARDING ADMINISTRATIVE

ORGANIZATION

• Information Technology Division - changed to: Information Technology Department

Staff believe that officially changing these divisions to departments within Section 2.10 would better reflect the changed role, importance, and influence that technology has on governance; and the importance and impact that both Economic Development and Housing and Community Development have on our community, as well as highlight the City Council's priorities in all three areas.

Changing two of these divisions into departments will have little impact on them administratively. Information Technology and Economic Development are both currently led by staff that are considered Department heads at this time. At most, some minor changes to the official title of the heads of those groups may be warranted to better align with other department head positions' titles.

The change to Housing and Community Development would affect a currently vacant position - the Housing Manager. Staff believe this change would give the City the ability to review converting the Housing Manager position into a Director level position, which would increase the City's ability to recruit and retain for that position. The City has been struggling with recruitment for a new Housing Manager position for over a year, and the workload and responsibility assigned to that position may be more in line with a Director-level role.

FISCAL IMPACT
The adoption of this Ordinance will have no direct fiscal impact on the City.

It is expected, though, that these changes to organizational structure will allow for the City's review of departmental structure and positions within the organization, which could result in the adjustment of the salaries and benefits of positions to better recruit and retain qualified candidates - such as the Housing Manager position. Those adjustments to salary and benefits would be part of the budget process and paid for from departmental budgets as is the standard operating procedure when making adjustments to salary and benefit costs.

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

ATTACHMENTS

1. Ordinance Repealing and Replacing Chapter 2.10

2. Attachment A to ordinance repealing and reenacting
Chapter_2.10___ADMINISTRATIVE_ORGANIZATION _ Clean )

CONTACT
Jason Ackley, Assistant to the City Manager (707) 648-4577 [email protected]

ORDINANCE NO. ______

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF VALLEJO REPEALING AND REENACTING CHAPTER 2.10 OF THE VALLEJO MUNICIPAL

CODE RELATING TO ADMINISTRATIVE ORGANIZATION
THE COUNCIL OF THE CITY OF VALLEJO DOES ORDAIN AS FOLLOWS:

SECTION 1. Chapter 2.10 of the Vallejo Municipal Code is hereby repealed.

SECTION 2. Chapter 2.10 of the Vallejo Municipal is hereby reenacted to read as set forth in Exhibit A, attached hereto and incorporated herein by reference.

SECTION 3. Severability.

If any section, subsection, sentence, clause, phrase, or word of this Ordinance is for any reason held to be invalid by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed and adopted this Ordinance, and each and all provisions hereof, irrespective of the fact that one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases may be declared invalid. To this end, the provisions of this Ordinance are declared to be severable.

SECTION 4: Effective Date.

This Ordinance shall take effect and be in full force and effect from and after (30) days after its final passage.

Title 2 - ADMINISTRATION AND PERSONNEL
Chapter 2.10 ADMINISTRATIVE ORGANIZATION

Chapter 2.10 ADMINISTRATIVE ORGANIZATION

2.10.010 Generally.

Pursuant to and in accordance with Section 600 of the Charter of the city, the form of organization through which the functions of the city are to be administered and the various departments, divisions, offices and agencies thereof are established.

2.10.020 Administration.

The administration of the city's governmental organization shall be under the control, direction and supervision of the City Manager who is the chief administrative officer of the city, and all departments, offices and agencies of the city, except the law department, shall be administered by an officer or employee appointed by the City Manager and subject to his or her supervision and direction.

2.10.030 City Manager Department—Created.

A City Manager department is created. It shall be under direct control of the City Manager. The department shall consist of the employments provided in the annual budget.

2.10.031 City Manager Department—Powers and duties.

The City Manager shall have such powers, duties and responsibilities as are provided by the city Charter and by the actions of the city council pertaining to the administration of the city.

2.10.032 City Manager Department—Promulgation of rules and regulations.

The City Manager is empowered to make such rules and regulations for the conduct of the city's departments, divisions, officers and agencies, consistent with the city Charter and the ordinances, and resolutions and orders adopted thereunder by the city council, as he may deem necessary or convenient, and to adopt an administrative manual which shall contain all of said rules and regulations and such other information and material as the City Manager deems advisable. The City Manager may assign to departments, divisions, offices and agencies of the city employments in addition to those provided in the annual budget temporarily and to meet emergencies, subject to availability of funds appropriated for such purpose by the city council.

2.10.033 City Manager Department—Administrative division.

The administrative division of the City Manager department is created. The functions of the administrative division are:

A. To ensure that policy decisions of the city council are vigorously and systematically executed; B. To identify for the city council community issues requiring legislative policy decisions and setting forth the future costs and benefits of alternative policy actions; C. To ensure that the city council receives full and timely information on actions and conditions affecting the operations and development of the city;
D. To maintain or improve the quality and effectiveness of municipal services and resources and reduce operating and capital costs where possible;

E. To assume a leadership role in bringing community and regional resources to bear upon social, economic and physical problems of the community;
F. To ensure that aggressive leadership permeates the organization of municipal activities so as to ensure effective management, consistent with the city's changing programs and opting requirements; G. To maintain a well-balanced program of financing municipal services, utilizing available revenues and other sources as necessary;
H. To encourage and promote opportunities for department and division heads to improve work performance, to upgrade skills and to advance in professional stature.

2.10.034 City Clerk Division.

The city clerk division is created. It shall consist of the city clerk and the employments provided by the annual budget. The functions of the city clerk division are:

A. To provide rapid and courteous response to requests from staff members and from citizens seeking public information;
B. To maintain current, accurate and comprehensive records of proceedings and actions of the city council, its boards, commissions and committees;
C. To provide clerical support services to the mayor and city council as required; D. To keep informed on matters before the city council, its boards, commissions and committees; E. To provide for the safe and efficient collection, storage and use of official city documents; F. To ensure that municipal elections are conducted in an economical, expeditious and error-free manner with maximum convenience for the voter.

G. To ensure that selected legal notices are published and that legal requirements regarding attestation, receipt of legal services and petitions are handled promptly and in accordance with applicable rules and regulations;
H. To assist the administrative division in establishing, maintaining and indexing a file system which parallels that of the city clerk division;
I. To ensure that the city clerk division file system is fully implemented and that the files are transferred to retention in a timely manner.

2.10.040 City Attorney's Office—Legal Department—Created.

The legal department is created. It shall be under the direct control of the city attorney and shall consist of the employments provided in the annual budget.

2.10.041 Legal Department—City Attorney.

The city attorney shall:

A. Be the chief administrative officer of the legal department; B. Adopt and maintain an administrative policy and procedures for the legal department that coincide with the administrative policies and procedures prescribed for the other city departments;

C. Appoint, promote, supervise, discipline and terminate all employees holding positions in classifications assigned to the legal department, subject to the provisions of the Charter, the ordinances, resolutions and administrative policies and practices which govern such employments; D. To give legal advice, verbally or in writing, upon request to the city council, the City Manager, the boards, commissions and committees, and the department heads on matters arising from the discharge of their official duties and responsibilities.

E. To prepare, or to approve as to form and/or content, ordinances, resolutions, contracts, deeds, leases, correspondence and other instruments when requested to do so by the city council or the City Manager;
F. To attend all regular meetings of the city council, unless excused by the mayor and/or the city council, and to attend other meetings upon request of the city council, the mayor or the City Manager; G. To present the city, and its officers, agents and employees when acting within the course and scope of their employment in all actions at law or in equity, and in all special proceedings for or against the city, and such officers, agents and employees;
H. To commence any legal proceeding when requested to do so by the city council or the City Manager.

I. To be ex-officio the prosecuting attorney, and to prosecute criminal violations of city ordinances; J. Upon the direction of the city council, to settle or dismiss any litigation for or against the city, or to take an appeal or petition for extraordinary relief to the courts of appellate jurisdiction; K. To employ, with the consent of the city council, special legal counsel, appraisers, engineers and other technical and expert services, without regard to civil service provisions, that are necessary for the handling of any proposed or pending litigation, proceeding or other legal matter; L. To act in the capacity of legal counsel for separate Vallejo public upon expressed direction of the city council;
M. To file communications, opinions, briefs and papers pertaining to his or her actions, and to turn over to his or her successor all books, records, documents and property of every description belonging to the city or pertaining to the city's business.

2.10.050 Informational Technology Department.

The information technology department is created. It shall consist of the chief information officer and the employments provided in the annual budget. The functions of the information technology department are:

A. To support the city computer network, computer systems, application servers, file and print servers; B. To formulate production schedules for data processing that will yield maximum utilization of operators and equipment while meeting the time schedules for all required systems and reports; C. To analyze the form and content of financial and statistical reports and provide for their most cost efficient preparation and dissemination;
D. To make a continuing analysis of the city's local government systems and equipment in relationship to the city's current and future technology objectives;
E. Provide network services, centralized computer purchasing, programming, and desktop support to city computer users;
F. Continue to make improvements to the city's GIS and website in order to improve a government collaboration between the city of Vallejo, business, citizens, and other agencies;

G. Provide leadership and support to the city's technology steering committee in planning future projects; and
H. To perform other functions as necessary or prescribed by the City Manager.

2.10.060 Housing and Community Development Department.

The housing department is created. It shall consist of the Housing director and employments provided by the annual budget. The functions of the department are:

A. To develop, implement, and evaluate short and long-range plans for community development; B. To coordinate the application, implementation and evaluation of federal and state grants and/or programs;
C. To initiate and plan new projects in community development target neighborhoods; D. To assist in the implementing and evaluation of improvement programs for the city; E. To identify and analyze the housing needs for the low and moderate-income residents; F. To administer the housing programs of the housing authority of the city of Vallejo pursuant to the terms of the agreement between the city of Vallejo and the housing authority of the city of Vallejo; G. To administer the Section 8 Housing Choice Voucher, Homeownership, Project Based Voucher, Family Self-Sufficiency, Veterans Affairs Supportive Housing, and other housing-related programs as prescribed by the U.S. Department of Housing and Urban Development; H. To maintain adequate, accurate files, records, reports, and accounts for all housing authority of the city of Vallejo transactions;
I. To maintain communications between the California Apartment Association, realtors, lenders, contractors and property owners in order to develop data on housing trends, vacancy rates and current rental rates;
J. To administer the redevelopment agency of the city of Vallejo's low and moderate housing fund; to partner with non-profit and for profit developers to implement the production or rehabilitation of affordable housing in compliance with California Community Redevelopment Law; K. To provide staff support to the mobile home rent review board; and L. To perform other functions as necessary or prescribed by the City Manager.

2.10.070 Economic Development Department.

The Economic Development department is created. It shall consist of the employments provided in the annual budget. The functions of the economic development department are:

A. To recommend courses of action pertaining to economic and industrial development in Vallejo; B. To devise, adopt and conduct a program of research, producing continuously current facts and conclusion on which policy and action toward program objectives will be based; C. To maintain and make available to every requester a compendium of data pertinent to location and oration of business and industries in Vallejo;
D. To identify in the community conditions which inhibit, or are unfavorable to economic development and to stimulate actions to reduce and remove such conditions;

E. To plan, supervise and conduct promotion of economic and industrial development using to the maximum the capabilities of realtors and similar public and private resources; F. To coordinate development by working closely with the City Manager's office, city departments, and organizations concerned with economic development in Vallejo and the surrounding areas; G. To negotiate and assist with developing the financing and construction of commercial and industrial facilities on behalf of developers, operators, and owners; H. To plan, supervise and conduct a continuing program for inducing and maintaining community attitudes favorable to economic and industrial development; I. To plan and use procedures and arrangements to preserve for industrial and commercial use land which is best suited for such use;
J. To establish and maintain cooperative relationships with and among persons, agencies and associates of Vallejo able to assist economic and industrial development; K. To coordinate the planning process and implementation of converting Mare Island from military use to civilian use;
L. To coordinate the marketing of development opportunities for job generating uses on Mare Island; M. To work with other offices, departments, and agencies in the coordination of regulatory statutes effecting the future use of Mare Island;
N. To administer the redevelopment programs of the redevelopment agency of the city of Vallejo pursuant to the terms of the agreement between the city of Vallejo and the redevelopment agency of the city of Vallejo;
O. To maintain adequate accurate files, records and accounts for all redevelopment agency transactions; P. To coordinate all real estate transactions for the city and redevelopment agency; Q. To work with other departments, offices and agencies and prospective developers in promoting the city and increasing its tax revenue base; and
R. To perform other functions as necessary or prescribed by the City Manager.

2.10.080 Planning and Development Services Department—Created.

The Planning and Development Services department is created. It shall be under direct control of the Planning and Development Services director and shall consist of the employments provided in the annual budget.

2.10.081 Building Division.

The building division is created. The functions of the building division are:

A. To enforce statutes and ordinances pertaining to construction, repair, alteration, demolition, or moving of buildings and structures;
B. To review plans and applications and issue permits to construct, repair, alter, demolish, or move buildings and structures;
C. To approve, conditionally approve or disapprove said plans and applications, giving due regard to zoning, land use, housing and public safety laws, ordinances, and city, state, and federal regulations; D. To advise applicants regarding building and construction requirements;

E. To file maps and drawings and keep records required for activities of the division; F. To provide continuous and programmed inspections and code enforcement to insure compliance of buildings and structures and their use with safety and health laws and ordinances; G. To perform such other functions as necessary or as prescribed by the director.

2.10.082 Planning Division.

The planning division is created. The functions of the planning division are:

A. To perform staff work of a professional and technical nature pertaining to physical development of the city for the City Manager, other departments and the city planning commission; B. To prepare reports, notices, charts and maps pertaining to city planning, subdivision, zoning and environmental matters;
C. To organize data and make recommendations necessary for deliberations of the planning commission, the architectural heritage and landmarks commission, and other city commissions, boards and committees, as directed;
D. To undertake studies, surveys, maps, analyses and prepare graphic presentations required for completion and maintenance of the Vallejo general plan; E. To perform work necessary or proper to insure the city's compliance with the California Environmental Quality Act of 1970, as amended, and the state and local guidelines adopted thereunder as they relate to zoning, planning and subdivision matters;
F. To perform such other functions as necessary or as prescribed by the director.

2.10.090 Human Resources Department—Created.

The human resources department is created. It shall be under direct control of the director of human resources and consist of the employments provided in the annual budget.

2.10.091 Human Resources Department—Functions.

The functions of the human resources department are:

A. To plan, organize, administer and coordinate the personnel, employee development and labor relations activities of the city;
B. To administer the competitive civil service system in accordance with the provisions of the city Charter, municipal code and rules and regulations of the Civil Service Commission including providing staff service to the Civil Service Commission;
C. To administer and coordinate the employee relations and collective negotiations process in accordance with the city Charter and municipal code, including the implementation of agreements with recognized employee organizations;
D. To coordinate the recruitment and selection of city personnel; E. To administer the city's official salary and employee benefit plans and conduct salary and employee benefit studies as required;
F. Provide assistance to employees, supervisors and managers to address problems and issues and improve working relationships;

G. To administer the classification plan including the evaluation of positions to determine their appropriate classification and conducting staffing and organization studies as required; H. To administer the employment regulations of the city including the initiating and processing of personnel transactions, maintenance of personnel records and other related activities; I. To develop and coordinate employee development and training programs to improve the skills and morale of employees;
J. To coordinate with other departments on contract grievances and process and provide advice and assistance to department managers on employee disciplinary actions; K. To actively assist in the implementation and maintenance of the city's affirmative action programs; L. To assist and advise city management staff on all human resource development and personnel matters as required.

M. To perform other functions as necessary or prescribed by the director.

2.10.100 Finance Department—Created.

The finance department is created. It shall be under the control of the finance director.

2.10.101 Accounting Division.

The accounting division is created. It shall consist of the employments provided by the annual budget. The functions of the accounting division are:

A. To account for revenues and control expenditures by accepted budgetary methods and practices; B. To assist the City Manager, as directed, with preparation of the annual budget; C. To prepare financial statements and statistical reports and advise the City Manager and departments heads of the status of budgeted allotments;
D. To devise and standardize accounting forms and procedures of all departments; E. To audit other departments' money transactions;
F. To analyze fiscal experience for the purpose of promoting economies; G. To complete an annual evaluation of all real property and improvements owned by the city.

2.10.102 Commercial Services Division.

The commercial services division is created. It shall consist of the employments provided in the annual budget. The functions of the commercial services division are:

A. To administer the functions of the commercial services division of the city; B. To be responsible for the successful performance of all functions of the division, subject to administrative direction of the finance director for the purpose of coordinating the work of the offices comprising the division;
C. To plan, coordinate and administer processes for effective and complete collection of all receivables of the city;

D. Under direction of the finance director, to invest all funds not required for the payment of the obligations of the city and to monitor a cash flow program that ensures maximum investment of all idle funds;
E. To administer all city bank accounts and maintains current reconciliations of each period.

F. To receive, record and route to appropriate departments and follow up on processing of applications for all permits and licenses, except those specified hereinafter as the responsibility of other offices, to the end that such applications shall be processed promptly; G. To issue and record permits and licenses on approved applications; H. To provide supervision of the water meter readings;
I. To perform such other functions, not in conflict with the Charter or any ordinance, as the finance director may prescribe.

2.10.110 Public Works Department—Created.

The public works department is created. It shall be under direct control of the public works director. The department shall consist of the employments provided in the annual budget.

2.10.111 Public Works Department—Director of Public Works.

The director of public works shall:

A. Maintain an effective and economical management of public works objectives, plans, policies and programs as prescribed by the City Manager in accordance with the annual budget and capital programs;
B. Formulate public work plans and programs and the insurance of their implementation; C. Assist the City Manager in meeting his/her policy-making, performance evaluation and community leadership roles;
D. Promote interdepartmental, interdivisional and public cooperation in support of public works programs;
E. Coordinate and administer all functions of the public works department; F. Reassign employees of the department between divisions, branches and sections thereof as may be required to meet operational needs or emergencies;
G. Perform such other duties as the City Manager may prescribe; H. The assistant public works director - city engineer shall act in the capacity of the public works director in the absence of the director.

2.10.112 Public Works Department—Functions.

Functions shall be accomplished by organization of the public works department in a manner that is most operationally efficient as determined by the public works director, subject to city council-approved ordinance.

Establishment of functional divisions and appropriate managerial positions shall be determined by the operational needs of the department. The functions of the public works department are:

A. To perform all engineering required to accomplish the functions and activities of the city's departments;
B. To check and verify the accuracy and completeness of plans, specifications, plats, maps, property descriptions and engineering calculations submitted to the city for any consideration or action whatsoever;
C. To file maps, data, surveys and measurements made, and to keep them safely and in an organized manner;
D. By field inspections, to ensure compliance with ordinances, plans, specifications and policies pertaining to public works construction, reconstruction, repair and maintenance; E. To prepare or supervise the preparation of plans and documentation for public works construction, reconstruction, repair and maintenance, assessment district proceedings and special improvements; F. To perform work necessary or proper to ensure the city's compliance with the California Environmental Quality Act of 1970, as amended, and the state and local guidelines adopted thereunder as they relate to public works projects;
G. To perform required traffic engineering;
H. To administer landscape maintenance districts;
I. To perform work necessary or proper to ensure the city's compliance with the California Subdivision Map Act, as amended, and the state and local guidelines adopted thereunder as they relate to private development projects; and
J. To provide maintenance services for:

1. Communications system maintenance and installation;

2. Equipment maintenance and replacement;

3. City building maintenance and repair;

4. City properties, including grounds and tree maintenance;

5. Streets, curbs, gutters and sidewalks repair and maintenance; and

6. Traffic signal and street lighting systems maintenance and repair.

K. To provide operation and maintenance services for the municipal marina; L. To perform such other functions as the director of public works may prescribe.

2.10.120 Water Department—Created.

The water department is created. It shall be under direct control of the water director. The department shall consist of the employments provided in the annual budget.

2.10.121 Water Department—Water Director.

The water director shall:

A. Lead, manage, plan, organize, implement, and oversee water production, treatment, delivery, maintenance, water quality, engineering, and management of water systems, infrastructure, plans, and policies as prescribed by the City Manager and in accordance with the annual budget and capital programs and in compliance with all state and federal requirements;

B. Formulate plans and programs and the assurance of their implementation; C. Assist the City Manager in meeting his/her policy-making, performance evaluation and community leadership roles;
D. Promote interdepartmental, interdivisional and public cooperation in support of water system programs;
E. Coordinate and administer all functions of the water department; F. Reassign employees of the department between divisions, branches and sections thereof as may be required to meet operational needs or emergencies;
G. Name a water department manager to act in the capacity of the water director in the absence of the director;
H. Perform such other duties as the City Manager may prescribe.

2.10.122 Water Department—Functions.

The functions of the water department are:

A. To provide for the supply, treatment and distribution of water to all users of city water in accordance with all applicable laws and regulations;
B. To provide for system expansion, including planning and design of water systems and associated infrastructure and facilities;
C. To provide for the repair, system revision, and maintenance of the water system; D. To coordinate water system operation and maintenance with all other agencies and organizations including, but not limited to, the state water resources control board, which affect or are affected by water production, treatment, quality, distribution, usage, expansion or change; E. To perform such other functions as the water director may prescribe.

2.10.130 Fire Department—Created.

The fire department is created. It shall be under direct control of the fire chief.

2.10.131 Fire Department—Fire Chief.

The fire chief shall:

A. Be responsible for the successful performance of all functions of the fire department; B. Control and manage all officers, members, facilities and equipment of the department; C. Have all the powers that are now, or hereafter may be, conferred upon fire marshals, by the state, and shall be entitled to the same protection;
D. Subject to approval of the City Manager, adopt rules and regulations for the administration, discipline, equipment and uniforms of the sworn members and other employees of the department, fixing powers and duties and prescribing penalties for violations of such rules and regulations, and providing for their enforcement.

E. Subject to approval of the City Manager, reorganize the divisions, branches and sections of the department from time to time, as the objective of effective operations dictate;

F. Perform all functions of Sections 2.10.060 through 2.10.069, inclusive, and subsections thereof; G. To perform other functions as necessary or prescribed by the City Manager.

2.10.132 Fire Prevention Division.

The fire prevention division is created. It shall consist of employments provided in the annual budget.

Functions of the fire prevention division are:

A. To enforce all laws and ordinances regulating the prevention and extinguishing of fires and to the storage, sale and use of combustible and explosive materials; B. To investigate causes of all fires and to report to the police chief all incidents and causes wherein suspicion or evidence of criminal activity exists;
C. To inspect structures in connection with issuance of building and use permits and condemnation proceedings;
D. To determine issuance of use permits and to recommend action on applications to block or obstruct streets;
E. To perform disaster and mutual aid planning and services in accordance with approved plans and agreements;
F. To keep standard records of inspections, fire occurrences, fire losses and all other fire prevention activities of the department;
G. To prepare and to submit to the fire chief monthly reports, in approved form and content; H. To perform other functions as necessary or prescribed by the fire chief.

2.10.133 Fire Training Division.

The fire training division is created. It shall be under direct control of the deputy fire chief, subject to supervision of the fire chief, and shall consist of the employments provided in the annual budget. The functions of the fire training division are:

A. To perform disaster and mutual aid planning and services in accordance with approved plans and agreements;
B. To increase proficiency of the department's officers and members by administration of regular training, study and physical conditioning;
C. To go to the aid of all persons under any circumstances of distress; D. To perform other functions as necessary or prescribed by the fire chief.

2.10.134 Fire Suppression Division.

The fire suppression division is created. It shall be under direct control of the assistant or battalion fire chiefs, subject to supervision of the fire chief, and shall consist of employments provided in the annual budget. The functions of the fire suppression division are:

A. To prevent and extinguish fires;
B. To inspect and test regularly all:

1. Hydrants and other parts of the water system as they may relate to firefighting;

2. Ingress and egress facilities of public buildings, meeting places, multiple-unit dwellings and places of business;

3. Commercial equipment which presents fire hazards;

4. Equipment of the fire department;
C. To perform disaster and mutual aid planning and services in accordance with approved plans and agreements;
D. To go to the aid of all persons under any circumstances of distress; E. To perform other functions as necessary or prescribed by the fire chief.

2.10.140 Police Department—Created.

The police department is created. It shall be under the direct control of the police chief and consist of the employments provided in the annual budget.

2.10.141 Police Department—Police Chief.

The police chief shall:

A. Be responsible for the successful performance of all functions of the police department; B. Formulate and implement law enforcement plans, policies and programs; C. Have the powers that are now or hereafter may be conferred upon chiefs of police or sheriffs by the laws of the state, and shall be entitled to the same protection; D. Exercise the powers of control over the police department, including but not limited to control and custody of police facilities and their equipment, books, records and all other property authorized for use of the police department;
E. Make and prescribe such department rules and regulations and orders not in conflict with any applicable federal or state statute, ordinance or civil service rule as he deems advisable, providing for their enforcement and prescribing penalties for violation; F. Appoint special, temporary or reserve policemen to preserve public order, who may be entitled to compensation from the city, upon authorization of the city council. Special or temporary policemen shall obey all rules, regulations and orders of the police department.

G. Assure that all members of the police department enforce all ordinances of the city, and all federal and state statutes applicable to, or delegating the power of enforcement thereof to, the police department of the city;
H. To perform other functions as necessary or prescribed by the City Manager.

2.10.142 Police Department—Functions.

The functions of the police department are:

A. To maintain law and order in the city;
B. To provide protection of life and property;
C. To deter criminals and prevent crime whenever possible; D. To apprehend offenders and recover stolen property;

E. To provide such public services, to the extent possible, as will enhance the safety, convenience and enjoyment of the public.

2.10.150 Code Enforcement Division.

The code enforcement division is created. It shall consist of the employments provided by the annual budget.

The functions of the division are:

A. To oversee and coordinate the city's program to enforce provisions of the municipal code; provide assistance to staff assigned to other departments with responsibility for providing code enforcement services for the city to insure consistency in applying program processes and procedures; B. To administer the city's business license ordinance; collect business license fees and issue licenses; respond to inquiries regarding the city's business license tax ordinance; C. To enforce the city's bingo regulations; issue bingo licenses and collect associated fees; D. To administer the city's spring cleanup dumpster programs; E. To administer the city's mandatory garbage collection ordnance; F. To present information and make recommendations to the city council, code enforcement appeals board, and other city boards, commissions and committees as directed, and upon instruction implement orders and findings; and
G. To perform other functions as necessary or prescribed by the City Manager.

2.10.160 Risk Management Division.

The risk management division is created. The division provides a comprehensive, cost-effective and proactive approach to managing risks to support total worker health of city employees and volunteers and safeguard the city's financial assets and property. The division shall consist of employments provided in the annual budget. The functions and responsibilities of the risk management division include:

A. Developing and administering loss control, prevention and mitigation strategies.

B. Coordinating and overseeing risk transfer solutions, including the purchase of insurance, management of self-insurance programs, and representation of the city at risk pooling excess insurance authorities.

C. Administering and managing programs including workers' compensation, wellness and safety, and general liability, and oversight and direction of third-party administrators.

D. Developing and implementing policies and procedures designed to mitigate loss, comply with laws and regulations, and promote best practices in the field of risk management.

E. Writing and assisting departments with safety programs and training that comply with state and federal regulations.

F. Providing internal risk management consulting services on a wide variety of activities and programs and capital improvement projects, including, but not limited to, transfer of risk, indemnification, insurance requirements, and assessment and prioritization of risk exposures.

G. To perform other functions as necessary or prescribed by the City Manager.

CITY ATTORNEY’S REPORT
January 24, 2023 – City Council Agenda
TO:Mayor and Members of the City Council
FROM:Veronica A.F. Nebb / VN
SUBJECT: Quarterly Report for FY 2022/2023, Second Quarter (October – December 2022)
The following list of projects, work, and statistics represents an overview of the work performed at the City Attorney’s Office during the second quarter of Fiscal Year 2022/2023. Some projects and items have been omitted due to their sensitive nature. If Councilmembers or officials have any questions, please feel free to contact the City Attorney privately, as many of the below items are attorney-client privileged and, therefore, not appropriate for public discussion.

I. Litigation:
a. Number of Pitchess Motions served on the City this FY Quarter: 2 b. Number of Pitchess Motions served on the City this FY: 3 c. Summons & Complaints (New cases this FY Quarter): 4 (see below) File Name Case # Served Date City’s Counsel
Jaeger Vineyards, LLC, et al v. City of Vallejo 22CV001149 10/05/2022 Randy Risner, CACA Kai, Lori v. City of Vallejo FCS058975 11/01/2022 Farrah Hussein, ACA Milano, Dominic v. Duncan, et al. 2:22-cv-00071-KJM-JDP 11/02/2022 Katelyn Knight, ACA ACLU of Northern CA v. Vallejo Police Department FCS059257 11/27/2022 Katelyn Knight, ACA d. Case Resolutions this FY Quarter: 3 (see below)
File Name Case # Resolved City’s Counsel
Dougherty, Jefferey v. City of Vallejo, et al. FCS055975 10/20/2022 Farrah Hussein, ACA Evans v. City of Vallejo 2:17-cv-1619-TLN-AC 11/22/2022 Katelyn Knight, ACA Burrell, Adrian, et al. v. City of Vallejo, et al. 2:19-cv-01898-WBS-KJN 11/23/2022 Farrah Hussein, ACA Mayor and Members of the City Council
Re: City Attorney’s Second Quarterly Report for FY 2022/2023 January 24, 2023 - City Council Agenda

e. Summons & Complaints (New) Q2 – FY 22-23: 4 Summons & Complaints FY 22-23 to date 9
f. Total Active Litigation Cases: 62 (Lit – 46 and
NLP – 16)
II. Funds Recovered from Third Parties Q2 – FY 22-23: $1,395.83 (see details below)
Funds Recovered from Third Parties FY 22-23
to date: $9,932.34