2022 RIDERSHIP
REVIEW AND ANALYSIS
Kevin Connolly, WETA Planning & Development Manager
Presentation to Vallejo City Council
January 24, 2023
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
Jan-19
Feb-19
Mar-19
Apr-19
May-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Jan-21
Feb-21
Mar-21
Apr-21
May-21
Jun-21
Jul-21
Aug-21
Sep-21
Oct-21
Nov-21
Dec-21
Jan-22
Feb-22
Mar-22
Apr-22
May-22
Jun-22
Jul-22
Aug-22
Sep-22
Oct-22
Nov-22
Dec-22
MONTHLY RIDERSHIP ON SAN FRANCISCO BAY
FERRY
2019 to Present
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
11,000
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
average daily ridership: 2019 vs. 2022
2019 ADR 2022 ADR
0 3
6 9
12 15
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
TRIPS BY HOUR: SEP
2019 VS SEP 2022
Sep 19 Trips Sep 22 Trips
0 300
600
900
1200
1500
0500
0600
0700
0800
0900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
2200
PAX PER HOUR: SEP
2019 VS. SEP 2022
Sep 19 Pax Sep 22 Pax
INTERNAL AND EXTERNAL FACTORS
Survey showed 40% of passengers are new to system, indicating success in capturing a larger slice of smaller pie
Off-peak and weekend ridership has returned to near-pandemic levels But subject to seasonality
Peak period transit demand is flat and declining
Continued remote work paradigm
Layoffs and office vacancies
Is this the new normal?
Vallejo Ferry Terminal
Reconfiguration Project
Vallejo City Council
January 24, 2023
◆ Dredge History
◆ Sedimentation Study
◆ Reconfiguration Alternatives
◆ Next Steps
Dredge History
YEAR DEP TH VOLUME VOLUME/ DREDGE
DEP TH Δ YEAR Comments
2008 -16 10,198 637.38 0
2011 -16 9,849 615.56 3
2015 -16 7,329 458.06 4
2017 -16 3,078 192.38 2 Emergency D redge - Se rvice Dis ruption 2018 -16 5,836 364.75 1
2021 -16 7,487 467.94 3 Se rvice Dis ruption
AVERAGE -16 7,296 456.01 2.6
WEIGHTED AVERAGE 7,198 449.86
Dredge History
Historic D redge Costs
Ye a r Vo lu m e Cos t/CY Actual Dredge Cos t Total Actual Cos t 2003 ~20,000 $13.00 $463,877 City of Va lle jo
2008 8,133 $13.00 $124,469
City of Va lle jo
2011 9,849 $10.00 $148,490 City of Va lle jo
2015 7,239 $30.00 $369,870 $1,577,600.00
2017 3,078 $30.00 $262,813 $318,750.00
2018 5,836 $53.60 $614,030 $2,233,211.00
2021 8,300 $40.00 $332,000 $1,294,760.05
Exis ting Conditions
Jan 2023
Hydrographic Model of the Strait
Sedimentation Study
◆ Measured deposi ti on rate based
on surveys between dredge events
Depos ition
Ra te
Max
(ft/year)
Mean
(ft/year)
Full Study Are a 4.5 0.22
In Terminal 4.5 2.05
Out Te rm ina l 1.76 -0.05
Alternative 1
◆ Three section gangway walkway
◆ 11’ x 90’ gangways
◆ Three reinforced concrete dolphins supported
by steel pipe piles.
◆ Five 36” diameter steel pipe anchor piles.
◆ Four 36” diameter berthing monopiles, two
on each side of the float.
◆ Eight 12” diameter marker piles
◆ New WETA standard passenger float 134.5’ x
42’
Alternative 1
◆ Three (3) section gangway walkway
◆ 11’ x 90’ gangways
◆ Three (3) reinforced concrete dolphins
supported by steel pipe piles.
◆ Five (5) 36” diameter steel pipe anchor piles
◆ Four (4) 36” diameter berthing monopiles, two
(2) on each side of the float
◆ Eight (8) 12” diameter marker piles
◆ New WETA standard passenger float 134.5’ x 42’
Alternative 2
Alternative 2
Alternative 3
◆ Four section gangway walkway
◆ Three 11’ x 90’ gangways, one 11’ x 50’ gangway
◆ Four reinforced concrete dolphins supported by
steel pipe piles.
◆ Five 36” diameter steel pipe anchor piles.
◆ Three 36” diameter berthing monopiles, two on
each side of the float.
◆ Four 12” diameter marker piles
◆ New WETA standard passenger float 134.5’ x 42’
Reconfiguration Options
Alternative 3
Next Steps
◆ Environm e nta l Re vie w CEQA/ NEPA
◆ Continue Stakeholder Outreach
◆ Pe rm itting
◆ Construction
FY 2022-23 Mid-Year
Budget Presentation
Mike Malone, City Manager
Rekha Nayar, Finance Director
January 24, 2023
Introduction
• Mid-year Budget Process
• Recap FY 22-23 GF Adopted
Revenue and Expenditures
• Midyear update
– Revenue and Expenditure
Changes
– Proposed FTE Changes
– Restricted and assigned
– Other Funds Change of Note
• Conclusion
2 Mid-year Budget Process
Every Mid-Year we examine the City’s Adopted
Budget to:
• Review revenue projections and adjust for
“actuals” (amounts already collected until Q2) and
new data received from 3
rd party sources such as
Solano County and Consultants
• Collect updates from Departments for:
– Program revenue projections for the rest of
the year,
– Reviewing projects requiring critical funding
adjustments
• Address any emerging City-wide needs
3 FY 2022-23 Adopted budget
Fund
4 • Total Revenue
– $130.61M
• Total Expenditures
– $129.69M
• Net
– $.92M
Revenue
Property Tax 37.20$
Sales Tax 39.93
Other 33.77
Program Revenues 19.71
Total 130.61
Expenditures
Police 57.95$
Fire 33.45
Public Works 10.04
Planning & Development 6.59
Administration 12.48
Citywide 9.18
Total 129.69$
Net (Revenue-Expenditure) 0.92$
(In Millions) Adopted
FY 2022-23
Mid-year at a Glance
• General Fund revenues have decreased
• Proposed expenditures increase
5 (In Millions) Adopted
FY 2022-23
Mid-Year
FY 2022-23
Revenues $130.61 $130.12 ($0.49) -0.4%
Expenditures 129.69 130.77 1.08 0.8% Total 0.92$ (0.65) (1.57) Difference
Amt %
General Fund Revenue
FY 22-23 Adopted / Mid-year
6 Property Tax 24.52$ 24.31$ (0.20)$ (0.8%) Property Tax in-lieu (MVLF) 12.68 13.40 0.72 5.7%
37.20 37.72 0.52 1.4%
Sales Tax 39.93 39.19 (0.74) (1.9%)
Utility User Tax 12.66 13.02 0.36 2.9%
Cannabis Tax 3.04 2.40 (0.64) (21.1%)
Business License Tax 1.66 1.82 0.16 9.6%
Other * 16.41 16.59 0.18 1.1%
Subtotal, General
Unrestricted Revenues 110.89 110.73 (0.16) (0.1%) Program Revenues 19.71 19.38 (0.33) (1.7%)
Total 130.61$ 130.12$ (0.49)$ (0.4%) (In Millions)
Adopted
FY 2022-23
Difference
AMT %
Mid-Year
FY 2022-23
*Transient Occupancy Tax, Property Transfer Tax, Franchise Tax, Real Property Excise Tax, Rentals, Discovery Kingdom, & Water Rights
FY 2022-23 Mid-year proposed
allocation
7 $1.05M
General Fund
Expenditure
Request
CityWide: $120K
• Audit Fees (Utility Users Tax & Transient Occupancy Tax) Community Support: $10K
• City sponsorship events
Council: $10K
• Council Member Training
Human Resources: $80K
• Professional services
Planning & Development Services: $385K
• Professional Service Support for Plan Check
Police: $152K
• Evidence vehicle storage and forensic lab fees
• Fitness & Bike Patrol Equipment
• Upgrade of Computers
Public Works: $290K
• Janitorial cleaning / Security Services
• Lobbyist fee (STA Board Membership)
• Professional Services (NPDES permits)
FY 2022-23 Mid-year proposed FTE
changes (General Fund)
8 Moving
Code Enforcement
from Police Dept. to
Planning &
Development Services
Dept.
Department Amended Add Delete
City Manager 17 1 -2
City Clerk 3 0 -1
Information Technology 12 2.5 -3
Finance 24 1 -1
Police 193 4 -5
Public Works 73 2 -1.5
Planning & Development Services 31 0 -7
Economic Development 0 7 0
Total 353 17.5 -20.5
General Fund
FTEs Recommended FY 22-23
Department Amended Add Delete
Police 0 1 -3
Police Code 8 0 -8
Planning & Development Services 0 9 0
Total 8 10 -11
Code Enforcement Division
FY 2022-23 Mid-year staffing changes
9 • Most positions are re-classifying current positions with a salary savings or minimal fiscal impact to the General Fund
• Moving Code Enforcement from Police Dept. to Planning & Development Services Dept.
• Salary increase for Fire Chief & Risk Manager
• Proposed Changes to Unrep MOU inline with CAMP
– Removal sick leave accumulation cap
– Accrual from 8 hours per month to 12 hours
– Conversion of unused sick leave at 25%
Reserves
Year-end Assignment
Current Fund Balance 6/30/22: $43.13M
• $2.6M to be allocated:
– $1.6M Mid-year expenditures
– $1.0M Pension contribution
Measure P
• Starting April 1, 2023
• Estimated $4.56M
• Track separately
10 Starting Ending balance $ 23.17
Midyear Proposed Below
Additional Revenue 7.07
Additional Expenditure 5.06
Assigned Reserve - 2.80
Ending Fund Balance $ 27.98
% Funded 21%
(In Millions) FY 2022-23
Proposed
FY 2022-23 Mid-year proposed FTE
changes (Water)
11 • Mid-year Fiscal Impact
$76,000
Disposal of Surplus Parcels
• $3.0M received from sale of North Mare Island
disposal of surplus
• $2.07M utilized to pay off outstanding HUD 108
loan balance
• $0.70 set aside for grant match of Mare Island
National Park Service (NPS)
12 Conclusion
• Continue to maintain a balanced
budget
• No fiscal impact tonight, the final
action will occur on February 14,
2023
13 CONTACT(S)
Rekha Nayar
[email protected]
Updating VMC 2.10
Jason Ackley
Assistant to the City Manager
Vallejo City Charter,
Sections 600 - 602
“The Council by ordinance…”
• “may establish such new
departments, offices or agencies or
combine or eliminate existing units”
• “departments and offices
heretofore created … are continued
until modified by ordinances”
Vallejo Muni. Code 2.10
“Administrative Organization”
• Explains which Departments &
Offices exist
• Has been updated piece by piece
over the years
– Some portions are from 1978
• Changes needed to reflect current
reality + proposed changes
Department List
in current VMC 2.10
• City Manager’s Office (Admin.)
• City Attorney’s Office (Legal)
• Economic Development Dept.
• Finance Dept.
• Fire Dept.
• Library Dept.
• Human Resources Dept.
• Police Dept.
• Public Works Dept.
• Water Dept.
Division Issues Identified
Divisions under CMO (per 2.10)
• Information Technology (IT)
• Housing & Community Development
• Code Enforcement
• Risk Management
• Economic Development Division
• Purchasing Division (Finance)
Major changes?
• Remove Library Department
• Remove Purchasing Division
• Rename 2.10’s “Economic Development Dept.” to
Planning and Development Services Dept.
• Move Code Enforcement & Risk Management
from under CMO
• Change the following Divisions into Departments:
– Economic Development
– Information Technology (IT)
– Housing & Community Development
Minor Changes:
Language cleanups
• Typo fixes
• Gendered language
(his his/her or their)
• Small tweaks to outdated
terminology / to clarify duties
CONTACT(S)
Jason Ackley
[email protected]