Agenda packet — Vallejo City Council, September 19, 2023

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CALL AND NOTICE OF

SPECIAL MEETING
AT 6:00 PM

OF THE VALLEJO CITY COUNCIL
SEPTEMBER 19, 2023

COUNCIL CHAMBERS
555 Santa Clara Street, Vallejo, California

NOTICE: Members of the Public will be able to participate in-person or remotely via Zoom.

City Hall and the Council Chambers will be open to members of the public 30 minutes prior to the start of the meeting.

PUBLIC COMMENT: Members of the Public may provide public comments during the City Council Meeting in person or via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833.

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VIEW THE MEETING:

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• In Person
• Watch Vallejo local channel 28
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Vallejo City Council Chambers ADA compliant. Devices for the hearing impaired are available from the City Clerk. Requests for disability related modifications or accommodations, aids or services may be made by a person with a disability to the City Clerk's office no less than 72 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act of 1990 and the federal rules and regulations adopted in implementation thereof.

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TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:

You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below.

NOTICE: Members of the public shall have the opportunity to address the City Council concerning any item listed on the agenda before or during consideration of that item. No other items may be discussed at this special meeting.

1. CALL TO ORDER

2. ROLL CALL

3. PLEDGE OF ALLEGIANCE

4. REPORT OUT OF CLOSED SESSION

5. PUBLIC COMMENT REGARDING CONSENT CALENDAR ITEMS
Members of the public wishing to address the Council on Consent Calendar items may do so in person by signing in to the Public Speaker's kiosk located in the back of the Council Chambers or via ZOOM:(https://ZoomRegular.Cityofvallejo.net), Option to join by phone: Dial (669) 900-6833. Enter Meeting ID: 914 0075 0676#. Press * 9 to digitally raise your hand from the phone. Press *6 to unmute/mute. For additional instructions on how to speak remotely during public comment, please visit, www.cityofvallejo.net/publiccomment. In person speakers will be recognized first. Each speaker is limited to three minutes pursuant to Vallejo Municipal Code Section 2.02.310.

Requests for removal of Consent Items received from the public are subject to approval by a majority vote of the Council. Items removed from the Consent Calendar will be heard immediately after approval of the Consent Calendar and Agenda.

6. CONSENT CALENDAR AND APPROVAL OF AGENDA
A. AUTHORIZE THE VALLEJO CITY COUNCIL TO GRANT A KEY TO THE

CITY TO THE VISITING DELEGATION FROM VALLEJO'S SISTER CITY OF

BAGUIO CITY, PHILIPPINES
Recommendation: Authorize the Vallejo City Council to grant a Key to the City to the visiting delegation from Vallejo’s Sister City of Baguio City, Philippines.

Contact: Erik Rzomp, Executive Assistant to the Mayor, (707) 648-4377 [email protected]

7. ACTION CALENDAR
A. CITY COUNCIL FISCAL YEAR 2023-2024 AND MULTIYEAR GOALS AND

PRIORITIES
Hybrid Options are available for members of the public to participate. To participate remotely:

https://ZoomRegular.CityofVallejo.net
Option to join by phone:

Recommendation: Receive a presentation from Staff on the Vallejo City Council’s Fiscal Year 2023-2024 and Multiyear Community Goals and Priorities and recommended future Goal Setting practices and provide direction to staff Contact:

Michael Malone, City Manager (707) 648-4308
[email protected]

8. ADJOURNMENT

Dated: Tuesday, September 12, 2023

Robert H. McConnell, Mayor

I, Dawn Abrahamson, City Clerk, do herby certify that I have caused a true copy of the above notice and agenda to be delivered to each of the members of the Vallejo City Council, at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 555 Santa Clara Street, CA at 3:45 p.m., Tuesday, September 12, 2023.

Dated: Tuesday, September 12, 2023

Dawn G. Abrahamson, City Clerk

CONSENT CALENDAR 6.A.

DATE: September 19, 2023
TO: Mayor and Members of the City Council
FROM: Erik Rzomp, Executive Assistant to the Mayor
SUBJECT: AUTHORIZE THE VALLEJO CITY COUNCIL TO GRANT A KEY TO THE CITY TO THE

VISITING DELEGATION FROM VALLEJO'S SISTER CITY OF BAGUIO CITY,

PHILIPPINES

RECOMMENDATION
Authorize the Vallejo City Council to grant a Key to the City to the visiting delegation from Vallejo’s Sister City of Baguio City, Philippines.

REASONS FOR RECOMMENDATION
The delegation visit is to commemorate the 30th anniversary of the City of Vallejo-Baguio City Sister City relationship. Recommendation is made according to City of Vallejo City Council Policy: Policy and Procedure for Issuance of Ceremonial Keys to the City.

BACKGROUND AND DISCUSSION
The Sister City delegation from Baguio City, Philippines will be visiting the City of Vallejo from September 19- 24, 2023. The trip will mark the momentous 30th anniversary of the City of Vallejo-Baguio City Sister City relationship and a Key to the City is an appropriate honorific. Pelton Stewart of the Vallejo Sister City Association submitted a request for a ceremonial Key to the City. On September 7, 2023, the Mayor’s office received confirmation of the visit by a delegation of five individuals: the Vice Mayor of Baguio City, two City Councilors, the spouse of a City Councilor, and a member of the Baguio City Sister Cities Executive Committee. The Key to the City is to be presented during the courtesy call to City Hall and will take place in City Council Chambers on September 21, 2023. According to the City of Vallejo policy for issuing ceremonial Keys to the City the honor of a Key to the City is reserved for esteemed guests and to welcome visiting dignitaries, specifically Sister City delegations. The granting of this Key to the City is in accordance with City of Vallejo policy.

FISCAL IMPACT
There is no fiscal impact associated with this action.

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. Attachment 1 - Key Request

2. Attachment 2 - Letter form Baguio City Mayor

CONTACT

Date: September 19, 2023
Subject: AUTHORIZE THE VALLEJO CITY COUNCIL TO GRANT A KEY TO THE CITY TO

THE VISITING DELEGATION FROM VALLEJO'S SISTER CITY OF BAGUIO CITY,

PHILIPPINES

Page 2 ends

Erik Rzomp, Executive Assistant to the Mayor, (707) 648-4377 [email protected]

ACTION ITEM 7.A.

DATE: September 19, 2023
TO: Mayor and Members of the City Council
FROM: Michael Malone, City Manager
Kristen Bennett, Program Manager
Natalie Peterson, Assistant to the City Manager
SUBJECT: CITY COUNCIL FISCAL YEAR 2023-2024 AND MULTIYEAR GOALS AND PRIORITIES

RECOMMENDATION
Receive a presentation from Staff on the Vallejo City Council’s Fiscal Year 2023-2024 and Multiyear Community Goals and Priorities and recommended future Goal Setting practices and provide direction to staff

REASONS FOR RECOMMENDATION
On April 14, 2023, the City Council and the City’s senior leadership team participated in a facilitated Goal Setting workshop. At the workshop, which was open to the public, Council discussed their broad-based goals for the community and reviewed their previously established multi-year goals. During this meeting, the City Council discussed and set its priority goals for Fiscal Year 2023-24.

BACKGROUND AND DISCUSSION
On April 14, 2023, the City Council gathered at Cal Maritime for an all-day goal-setting workshop with members of the City’s leadership team as well as public participants. The workshop was facilitated by consultants from Baker Tilly, and provided an opportunity for Councilmembers to review governance roles, discuss Council protocols, participate in team-building exercises, and to outline goals and priorities for Fiscal Year 2023-24, as well as multi-year goals. The Goal Setting Draft document created by Baker Tilly that outlines the day is attached.

In April 2022 City Council meet for Goal Setting and on July 19, 2022 adopted a resolution establishing the Fiscal Year 2022-23 Goal as: Economic Development and four Multiyear goals: Economic Development Strategy, Youth Programming, Affordable Housing Plan and Police Reform. These Multiyear goals were revisited by Council and updated during FY23-24 goal setting. During the April 2023 goal setting Council updated the language for the multiyear goals and added a fifth goal category for Fiscal Year 2023-24 to read:

1. Public Safety

2. Efficient, Effective and Responsive Government

3. Implement Economic Development Strategy

4. Housing/Unhoused
Youth Development

During the goal setting process Councilmembers had the opportunity to add specific interests or projects within these goal categories. Once topics were noted, Councilmembers then had the opportunity to vote for their two priority interests/projects. Below are the top voted interests/projects for each goal, with their respective votes received:

Public Safety:

Date: September 19, 2023
Subject:

CITY COUNCIL FISCAL YEAR 2023-2024 AND MULTIYEAR GOALS AND PRIORITIES

Page 2 ends

• Street calming safety measures (4)
• Fully staffed police, fire & city staff (3)
• Cross streetlights / Valley & Red program enforcement – light (license plate renewals) (2) • Address equity in Vallejo neighborhoods (2)

Efficient, Effective and Responsive Government:
• Quarterly City strategic planning for large issues too big to discuss at Council meetings (5) • Improving communication on the status of properties, development and businesses (3) • Staff reports with index systems and links (2)
• Community input, increase community attendance/participation (2)

Implementing Economic Development Strategies:
• Adopt ordinance restricting commercial vacancies with increasing financing costs for failure to comply over time (5)
• Revenues for short-term rentals / Air B&B (3)
• Develop financially productive neighborhoods (3)

Housing/Unhoused:
• Develop safe camping area for unhoused people, cars, RVs & tents (3) • Access grant funding: explore shared housing models and tiny homes concept (3) • Cooperation with County Programs (3)

Youth Programming:
• Partner with regional success programs (5)
• City will assist with identifying and partnering to create accessible and sustainable resources and programs for mental health, social emotional learning, and academic achievement (5) • Provide trade schools at VHS (3)

To help create alignment and shared understanding in the language that Council, Staff and the Community are using as we discuss goals and multi-year strategy for achieving positive outcomes for the City of Vallejo, staff are recommending reframing the language that is used. The proposed language and definitions are attached in the “Multi-Year Goals & Strategy – At-a-Glance” document. This documents outlines:
• Priority Area
• Goal/Outcome
• Strategy/ What we want to achieve (multi-year)
• Council Direction & Focus 2023-24
• Metrics
Date: September 19, 2023
Subject:

CITY COUNCIL FISCAL YEAR 2023-2024 AND MULTIYEAR GOALS AND PRIORITIES

Page 3 ends

• City Response 2023-2024 Outputs

During Goal Setting in April and during many other conversations Council has recommended creating a “one pager” that provides status on goals and projects in Vallejo. Staff has taken that direction and has created the “Multi-Year Goal Overview and Strategic Work Plan” document (attached) that provides an executive summary of the City’s long-term goals, accomplishments achieved that move the goals and priority areas forward, and the resources required to move strategic priorities forward. This document will ensure that Council, Staff and the Community are in alignment what Council’s multi-year goals are and the progress that is being made on them.

With the decision in 2022 to develop multi-year goals to allow for the continued forward progress on projects and priorities that may take several years to accomplish Staff is recommending that we conduct the way that we address goal setting in a new manner. We would recommend that in the odd calendar years Council goes through a two day full goal setting workshop to make updates as needed to the goals and ensure that Council is aligned on how to move Vallejo forward. In the even years Staff recommends that Council receives a comprehensive update on goals, discusses Council protocols and participates in team-building exercises.

FISCAL IMPACT
There is no fiscal impact associated with this action.

ATTACHMENTS

1. FINAL DRAFT 23_24 goals at_a_glance

2. Multi-year goal overview and strategic workplan

3. Vallejo_CouncilWorkshop2023_Report

CONTACT
Michael Malone, City Manager (707) 648-4308
[email protected]

Multi-Year Goals & Strategy – At-a-Glance
How to use this document: This document was drafted to help create alignment and shared understanding in the language Council and Staff are using as we discuss goals and a multi-year strategy for achieving positive outcomes for the City of Vallejo. Below you will find a description of the information in each column

Priority
Area
Goal / Outcome Strategy / What we want to achieve
(Multi-year)
Council Direction
& Focus 2023-2024
Metrics / Data for determining if
we are successful
City Response
2023-2024 Outputs
Public Safety
Goal: Vallejo is a safe
environment for living,
working and playing
Critical focus: Rebuilding
the police department
and public trust in the
police

1.Law Enforcement & Fire Emergency Response –
ensure prompt response to calls for service across
the city by measuring response times, to enhance
department operations, promote adherence to
policies and strategic plans, and detect patterns of
policing
•Street calming safety (4)
•Fully staff police, fire & city
staff (3)
•Cross streetlights / Valley &
Red program enforcement –
light (license plate renewals)
(2)
•Address equity in
neighborhoods (2)
•Crime rates by type and location
•Blight cases, code enforcement cases
•Response time
•Staffing levels & retention (current, hired,
lost, laterals, vacancies etc.)
•PD & Fire strategic plans
•Timely union contracts
•Police HQ financing plan & plan
for moving the corp yard
•Retention plan
•Incentive plan for recruitment
•Dispatch relocation
•Secure resource(s) for
temporary law enforcement
support
Efficient,
effective and
responsive
government
Goal: Vallejo has the
capacity and resources to
effectively implement
Community and Council
goals in a way that is
sustainable over the long
term

1.Communication & Outreach – facilitate timely and
effective communication throughout the
organization and with the public (press releases,
communications, open data, emergencies etc.)

2.Organizational Principles – operates responsibly and
embodies transparency, accountability and
innovation in all operations

3.Organizational Resources – Invests in, protects, and
optimizes City resources (human, financial, physical,
technological etc.)

4.Data & Record Management – Maintains, preserves
and manages City records and data so that they may
serve as resources that contribute to community
goals

5.Talent & Culture – Attract, develop motivate and
retain a high-quality, engaged and productive
workforce, focused on service excellence

6.Water Management & Delivery – Provide reliable
infrastructure to deliver safe and compliant water
for fire suppression, residential and commercial use

7.Safe Building & Housing – Enforcement of
regulations to ensure that homes and public spaces
are structurally secure, clean, visually appealing,
and promote community members’ well-being

8.Safe Transportation – Maintain the transportation
network to ensure community members can travel
between spaces safely and efficiently in any mode
of transportation
•Quarterly city strategic
planning for large issues too
big to discuss at Council
meetings (5)
•Improve communication of
the status of properties,
development and businesses
(3)
•Staff reports with index
system and links (2)
•Community input, increase
community
attendance/participation (2)
•Annual report of hiring and retention
•Annual report of projects, policies and
goals reached
•Annual budget
•Annual report of timely publication of
agendas before meetings
•Annual report of timely responses to
public records requests
•# of outreach events attended
•Salary survey
•Timely contract negotiations
•ARPA funding retention
strategy
•Roll out a new ERP system
•Community outreach events
Implement
Economic
Development
Strategy
Goal: Vallejo has a
supportive infrastructure
for growing businesses
and a stable local
economy to the benefit of
all

1.Business & Talent recruitment/retention – support
talent attraction efforts to recruit and retain a
diverse workforce, promote and retain local
businesses, bring better paying jobs to the City

2.Property management – Promote the revitalization
and redevelopment of existing properties to
encourage sustainable economic growth

3.Downtown & Waterfront experience – support the
development of a downtown district and vibrant
waterfront to meet the needs of our community

4.Asset management – develop and sustain public
infrastructure that serves the needs of the
community including roads, utilities, water supply
and broadband

5.Business Opportunities – Develop and support a
diverse mix of businesses and industries by and with
residents that meet the needs of the neighborhood
and attract the local workforce to encourage
economic growth and stability

6.Focus on improving public safety to retain, support
and attract businesses
•Adopt ordinance restricting
commercial vacancies with
increasing financing costs for
failure to comply over time
(5)
•Revenues for short-term
rentals / Air B&B (3)
•Develop financially
productive neighborhoods
(3)
•New businesses created – by district and
location
•Jobs created
•Ordinance development to
support ED
•Economic development
strategic plan
•Free public WIFI waterfront &
downtown project
•Execute broadband & digital
equity strategy from 2022
•PD and Fire strategic plans
•Waterfront & Downtown
specific plans
Housing /
Unhoused
Response
Goal: Vallejo has
adequate housing and
resources for all

1.Collaborate with regional stakeholders in
collaborative efforts to improve the effective use of
resources and promote proven best practices

2.Streamline data collection for coordination of
homelessness response efforts

3.Collaborate with regional stakeholders to develop
programs to connect those experiencing
homelessness to a variety of shelter and housing
options

4.Proactively seek funding opportunities to meet
localized needs aligned with regional goals to
prevent and address homelessness and affordable
housing

5.Support streamlined development practices to
support housing production citywide
•Develop safe camping area
for unhoused people, cars,
RVs & tents (3)
•Access grant funding: explore
shared housing models and
tiny homes concept (3)
•Cooperation with County
programs (3)
•# of key stakeholder groups consistently
and intentionally engaged
•# of people inhabiting encampments and
experiencing homelessness on City streets
is reduced
•At risk and unhoused individuals/families,
and concerned community members are
clear about service capacity and where to
obtain services to prevent and address
homelessness
•Shared data resources make it easier for
outreach professionals, city staff and
regional partners to routinely make
successful referrals connecting unhoused
individuals with services to improve
outcomes
•# of City/County & other regional
partnership collaboration efforts on
funding opportunities and receiving
funding for regional efforts (i.e.
collaborative projects, grant efforts
pursued and/or provided etc.
•Updated P.I.T. count # Jan 2024
•Continued JPA collaborative
group
•Finalizing Broadway project to
bring 47 permanent supportive
housing units to Vallejo
•125 bed Navigation Center
construction begins Fall 2023
•Adopt housing element
•Recruit housing director
Youth
Development
Goal: Vallejo is a City
where young people
thrive

1. Increase capacity for coordination between
the City of Vallejo and the community by
identifying and building relationships with key
youth stakeholders

2. Increase awareness of youth services,
resources, programs and activities in Vallejo

3. Increase youth voices, youth engagement and
youth opportunities for residents aged 0-25
within the City of Vallejo

4. Increase funding opportunities for youth
programs, resources and activities
•Partner with regional
success programs (5)
•City will assist with
identifying and
partnering to create
accessible and
sustainable resources
and programs for
mental health, social
emotional learning,
and academic
achievement (5)
•Provide trade schools
at VHS (3)
•Youth participation in accessing
community services/resources
•Pre- and post-program participant
evaluations
•Grant funds obtained and utilized or
distributed in the community to
support Youth focused initiatives
•Citywide Youth Needs
Assessment and
Strategic Plan
•Convene Youth
Workforce Development
cohort
•Create Internships at City
of Vallejo organization
•Create a Youth Council
•Create a Tech Academy
•Partnership on
developing a youth
center
•Support NLC Youth
delegation
City of Vallejo

MULTI-YEAR GOAL UPDATE & STRATEGIC WORK PLAN

Table of Contents
Executive Summary ................................................................................................................................................... 2 How to use this document: ........................................................................................................................................ 3 Priority Area 1: Public Safety ..................................................................................................................................... 4 Multi-year strategy – What we want to achieve: ..................................................................................................... 4 Metrics: .................................................................................................................................................................. 4 Progress on projects/outputs: ................................................................................................................................ 4 What’s next to advance the multi-year strategy for Public Safety in 2023-2024? .................................................... 5 Priority Area 2: Efficient, Effective & Responsive Government .................................................................................. 6 Multi-year strategy – What we want to achieve: ..................................................................................................... 6 Metrics: .................................................................................................................................................................. 6 Progress on projects/outputs: ................................................................................................................................ 6 What’s next to advance the multi-year strategy for creating a more efficient, effective and responsive government in 2023-2024?......................................................................................................................................................... 7 Priority Area 3: Implement Economic Development Strategy .................................................................................... 8 Multi-year strategy – What we want to achieve: ..................................................................................................... 8 Metrics: .................................................................................................................................................................. 8 Progress on projects/outputs: ................................................................................................................................ 8 What’s next to advance the multi-year strategy for Implementing an Economic Development Strategy in 2023- 2024? ..................................................................................................................................................................... 9 Priority Area 4: Housing / Unhoused Response ....................................................................................................... 10 Multi-year strategy – What we want to achieve: ................................................................................................... 10 Metrics: ................................................................................................................................................................ 10 Progress on projects/outputs: .............................................................................................................................. 10 What’s next to advance the multi-year strategy for Housing/Unhoused response in 2023-2024? ......................... 11 Priority Area 5: Youth Development ........................................................................................................................ 12 Multi-year strategy – What we want to achieve: ................................................................................................... 12 Metrics: ................................................................................................................................................................ 12 Progress on projects/outputs: .............................................................................................................................. 12 What’s next to advance the multi-year strategy for Youth Development in 2023-2024? ....................................... 13 City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
1 Executive Summary
City Council goals are the City organization’s guide to help shape the future direction of the City, and provide a framework from which plans and projects are created. Specifically, these goals provide direction to anyone working in the City on projects. Further, the Goals help shape the work of City staff as they seek to collaborate and streamline internal operations, and represent and respond to the Community’s needs.

In April of 2022, at the annual goal setting meeting, Council directed staff to focus on a multi-year strategy to ensure efforts and resources are concentrated on making advancements toward achieving positive outcomes in the identified priority areas.

The following are priority areas and an associated goal that represents direction from our Council:

PRIORITY (area of focus) GOAL/OUTCOME (what will people see as a result of work done in this area?) Public safety
Create a safe environment for living, working and playing Critical focus: Rebuilding the police department and public trust in the police Efficient, effective and
responsive government
Ensure the City organization has the capacity and resources to effectively implement community and Council goals in a way that is sustainable over the long term
Implement economic
development strategy
Create a supportive infrastructure for growing businesses and stabilizing the local economy to the benefit of all
Housing / unhoused response Protect the health and safety of all Vallejo residents through housing and resources
Youth Development Vallejo is a City where young people thrive *Note:

The priority areas listed above are at random and not an indicator of Council or Staff ranking/importance. We believe all of these priorities are important and critical for achieving continuous improvement and advancing the vision and mission of the City of Vallejo.

Vision: Vallejo is a safe, prosperous and vibrant city
Mission: We facilitate connections and collaboration amongst a diverse community to inspire collective pride and vision for a better Vallejo.

Values we honor: These are our guiding principles with respect to the personal and social ends we desire. We aspire to B.E. G.R.E.A.T. – Bravery, Efficiency, Growth, Respect, Excellence, Accountability, Trust
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
2 How to use this document:

This document is meant to provide an update on progress toward advancing this multi-year strategy. It is not intended to be comprehensive of all of the work underway by the City, yet captures the larger projects above and beyond delivering day-to-day quality services, such as patrolling for safety, responding to 911 calls, providing water services, issuing building permits, filling potholes, hiring new staff, etc.

Additionally, the planned programs and outputs are not intended to be static. We will continue to adapt to changes and respond to the Community’s needs. We hope, however, that by following a multi-year strategy and accomplishing the work described on the following pages of this document, our City Council and City Staff will make a meaningful impact, and that as a result - Vallejo will be a safer, prosperous and vibrant city for all residents.

Priority Area The headings were previously
identified by council as goal
areas during 2022 and 2023
goal setting sessions
Goal/Outcome Answers the question, “If we
are successful in advancing this
priority area, how will Vallejo
be different?”
Multi-Year Strategy The stepping stones that lead
toward the outcomes we’re
after. Having a multi-year
strategy will serve as a
reminder to current and future
members of Council of where
we intend to go, and will allow
Staff to plan and work towards
achieving long term goals.

Metrics Provide the data needed to
determine whether we are
moving closer or further from
our goal or desired outcome,
and help us see if our efforts
are solving the right problem.

Updates will be provided
annually to assist council in
providing future direction in
how to advance the multi-year
strategy
City Response The specific plans, actions,
programs and tasks the City is
planning to advance the multi-
year strategy in pursuit of our
shared desired outcome.

What’s next to advance the strategy?
We ha
ve listed the outputs (or projects and actions) staff
will take in the current fiscal year to advance the multi- year strategy. The legend below provides insight to the estimated resources needed to accomplish the output.

City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
3 Priority Area 1: Public Safety
Goal/Desired Outcome: Vallejo is a safe environment for living working and playing Critical Focus: Rebuilding the police department and public trust in the police Multi-year strategy – What we want to achieve:

Metrics:
Crime rates by type and location
Blight cases, code enforcement cases
Response time
Staffing levels & retention (current, hired, lost, laterals, vacancies etc.) Progress on projects/outputs:
2022 2023
 Negotiated 4-year contract with IAFF
 Completed the public outreach, drafting,
and adoption of the Police Accountability
and Oversight Ordinance
 Completion of Fire Academy for 7
Firefighter Paramedics
 Fire responded to 17,881 calls for service
 Expanded ALPR coverage throughout
Vallejo and added CCTV cameras
 Improvement in relational policing by
updating Service Area Lieutenants
 Utilized grant writers and staff to receive
funding for projects including IHART, Project
HOME, and Project HOPE.
 Organized National Night Out
 Police Town Halls and Community Events:

IHART Town Hall, Police Oversight Town
Hall, Use-of-Force, Coffee with a Cop
 Implementation of Firefighter and spouse
peer support groups
 Completion of Firefighter Youth Academy
 Completion of Company Fire Officer
Academy
 Completed Fire Academy for 9 Firefighter Paramedics
 Implemented Tone Alert System at 7 Fire Stations
 Provided CPR-certified training for City staff
 Implemented the auditory detection pilot program
 Fully transitioned to National Incident-Based Reporting System
 Creation of the Triple C Task Force to craft and
implement reform policies to address compliance
measures and recommendations, revamp of the
departments Use-of-Force review process, and
progressive updates to VPD Bias-Free Policing policy
 Drafted ordinances as a result of community concerns
including ghost gun ordinance, catalytic converter
ordinances, and sideshow ordinances.
 Organized National Night Out
 Town Halls and Community Events: Response to Alarm
Calls
 Completion of Firefighter Youth Academy
Law Enforcement & Emergency Response – ensure prompt response to calls for service across the city by measuring response times, to enhance department operations, promote adherence to policies and strategic plans, and detect patterns of policing Public
Safety
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
4 What’s next to advance the multi-year strategy for Public Safety in 2023-2024? Note: A larger version of the legend can be found on page 3 of this document.

Multi-Year Strategy
Component(s)
Addressed
Resources Required
Priority
Area City Outputs
Law Enforcement
& Fire emergency
response
Staffing
Finances
Status
% Complete for
In-Progress
Activities
Estimated
Completion By
Public
Safety
Dispatch relocation X $$$$$ In progress 10% Dec 2024
PD union contracts X $$$ In progress N/A ASAP
Secure resource(s) for
temporary law enforcement
support
X ____ $$$$$ In progress ___
Fire strategic plan X $$$ In progress 40% Feb 2024
Police HQ financing plan &
plan for moving the corp yard X $$$$$ Commencing soon
PD strategic plan X $$$$ Commencing soon
Retention plan X $$$ Commencing soon
Incentive plan for recruitment X Commencing soon
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
5 Priority Area 2: Efficient, Effective & Responsive Government Goal/Desired Outcome: Vallejo has the capacity and resources to effectively implement Community and Council goals in a way that is sustainable over the long term
Multi-year strategy – What we want to achieve:

Metrics:
Annual report of hiring and retention
Annual report of projects, policies and goals reached Annual budget
Annual report of timely publication of agendas before meetings Annual report of timely responses to public records requests # of outreach events attended
Progress on projects/outputs:
2022 2023
 Launched new Electronic Document Management Archival System (Revver)  Processed 1,372 California Public Records Act requests  Held City’s first pre-nomination information City Council candidate forum  Completed the public outreach, drafting, and adoption of the Police Accountability and Oversight Ordinance
 Settled all claims by Syar, with no payment required from the City  Settled or resolved 11 litigation cases against the City  Re-established Neighborhood Law Program
 Management and implementation of American Rescue Plan Act Funding  Conducted and attended public events, town halls and community meetings  Presented a balanced budget for FY 2022-23
 GFOA’s Distinguished Budget award for Fiscal Year 2022-23  Received an upgraded S&P rating from BBB to A- and changed outlook to positive from stable
 Implementation of grant management software
 Enhancements to City Council Chamber
In compliance with the State Drought Mandate maintained 15% reduction in water use system wide
 Obtained favorable published appellate ruling in the Ninth Circuit Court of Appeals
 Resolved seventeen defense litigation cases, seven with no payment to Plaintiff  Successfully defended the suit against and
completed the negotiations relating to the
new Costco project
 Conducted and attended public events, town
halls and community meetings
 Expanded functionality within NeoGov
system for better hiring and onboarding
workflow
 Ongoing completion of classification and
compensation studies to better align Vallejo
with market competitiveness
 Back-up power system for Cordelia Water
Complex
 Presented a balanced budget for FY 2023-24
 New Central Permitting System
 Broadband expansion and digital equity
strategy was adopted, completed an RFP
process and selected a contractor.
 Implemented pumping system
improvements at Fleming Hill
 Resolved twelve defense litigation cases to
date, five with no payment to Plaintiff
Communication & Outreach – facilitate timely and effective communication throughout the organization and with the public (press releases, communications, open data, emergencies etc.) Organizational Principles – operates responsibly and embodies transparency, accountability and innovation in all operations
Organizational Resources – Invests in, protects, and optimizes City resources (human, financial, physical, technological etc.)
Data & Record Management – Maintains, preserves and manages City records and data intentionally so that they may serve as resources that contribute to community goals Talent & Culture – Attract, develop motivate and retain a high-quality, engaged and productive workforce, focused on service excellence
Efficient,
Effective &
Responsive
Government
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
6 What’s next to advance the multi-year strategy for creating a more Efficient, Effective & Responsive Government in 2023- 2024?
Note: A larger version of the legend can be found on page 3 of this document.

Multi-Year Strategy Component(s) Addressed Resources Required Priority Area City Outputs
Communication &
outreach
Org. principles
Org. resources
Data /record mgmt..

Talent & culture
Water mgmt. &
delivery
Safe building &
housing
Safe transportation
Staffing
Finances
Status
% Complete for
In-Progress
Activities
Estimated
Completion By
Efficient,
effective &
responsive
government
ARPA
funding
retention
strategy
X X X X X X $$$$$ In progress 85% Dec 2024
Roll out a
new ERP
system
X $$$$$ In progress 60% June 2024
Community
outreach
events
X X X X X X $$ Ongoing
Salary
survey
X X X X X $ Commencing soon
Timely
contract
negotiations
X X X X X X $$$ Commencing soon
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
7 Priority Area 3: Implement Economic Development Strategy Goal/Desired Outcome: Vallejo has a supportive infrastructure for growing businesses and a stable local economy to the benefit of all
Multi-year strategy – What we want to achieve:

Metrics:
New businesses created – by district and location
Jobs created
Progress on projects/outputs:
2022 2023
 Completed Sacramento Street Road Diet Phase I
construction
 Hosted a free dump day for Vallejo citizens.
 Repaired 1,000+ potholes through JetPatcher Contract
 Hired a consultant and managed development of the
Economic Development Strategic Plan Update
 Deployed over $700,000 in ARPA funding through small
business grants
 Initiated design on 15 critical CIP projects, inc luding bond- funded improvements of watermain replacements, plant
improvements tank replacement, and metering
 Over 6,000 linear feet of watermain projects
 Over 45 capital projects in design or construction
 Implemented water bond measures
 Treated over 5 billion gallons of drinking water
 Completed integration of SCADA controls system resulting in remote monitoring of all pumping stations to expedite response to malfunctions and prevent interruptions in
water service
 Completed the negotiation and transfer of a portion of the Blue Rock Springs Golf Course to raise funding for the golf course modernization and add new housing supply to Vallejo
 Completed the negotiation and transfer of 125 acres of land on North Mare Island to the Mare Island Company
 Completed the lease to the Yoche DeHe Tribe for the
development of a tourism center and public park at the
Central Waterfront
 Caltrans I-80 Six Bridge Project
 Hosted a free dump day for Vallejo citizens.
 Completed Local Road Safety Plan in partnership with
Solano Transportation Authority
 Bay Trail / Vine Trail groundbreaking
 Began Recology Illegal Dumping Pick-Ups
 Design of Gordon Vallejo Waterline with Construction of Phase 1
 Implemented water bond measures.

Business & Talent recruitment – support talent attraction efforts to recruit and retain a diverse workforce, promote and retain local businesses, bring better paying jobs to the City Property management – Promote the revitalization and redevelopment of existing properties to encourage sustainable economic growth
Downtown & Waterfront experience – support the development of a downtown district and vibrant waterfront to meet the needs of our community
Asset management – develop and sustain public infrastructure that serves the needs of the community including roads, utilities, water supply and wifi
Business Opportunities – Develop and support a diverse mix of businesses and industries by and with residents that meet the needs of the neighborhood and attract the local workforce to encourage economic growth and stability
Implement
Economic
Development
Strategy
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
8 What’s next to advance the multi-year strategy for Implementing an Economic Development Strategy in 2023-2024?
Note: A larger version of the legend can be found on page 3 of this document.

Multi-Year Strategy Component(s)
Addressed Resources Required
Priority Area City Outputs
Business & talent
recruitment/retention
Property mgmt.

Downtown &
waterfront experience
Asset mgmt.

Business opportunities
Improve public safety
Staffing
Finances
Status
% Complete for
In-Progress
Activities
Estimated
Completion By
Implement
Economic
Development
Strategy
Economic development
strategic plan (list first) X X X X X X $$$$$ In progress 85% Q1 2024 Free public Wi-Fi waterfront
& downtown project X X $$ In progress 10% June 2024
Execute broadband & digital
equity strategy from 2022 X $$$ In progress 30% June 2025 Ordinance development to
support ED X X X X $$$ Commencing soon
PD and Fire strategic plans X X X $$$$ Commencing soon
Waterfront & Downtown
specific plans X X X X X X $$$$$ Commencing soon
Connelly Corridor –
commercial development on
S. Mare Island
X X X X X $$$ Commencing soon
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
9 Priority Area 4: Housing / Unhoused Response
Goal/Desired Outcome: Vallejo has adequate housing and resources for all Multi-year strategy – What we want to achieve:

Metrics:
 # of key stakeholder groups consistently and intentionally engaged  # of people inhabiting encampments and experiencing homelessness on City streets is reduced  At risk and unhoused individuals/families, and concerned community members are clear about service capacity and where to obtain services to prevent and address homelessness  Shared data resources make it easier for outreach professionals, city staff and regional partners to routinely make successful referrals connecting unhoused individuals with services to improve outcomes  # of City/County & other regional partnership collaboration efforts on funding opportunities and receiving funding for regional efforts (i.e. collaborative projects, grant efforts pursued and/or provided etc.

Progress on projects/outputs:
2022 2023
Elected Officials appointed to CAP Solano
JPA – a one of a kind consortium in
California comprised of elected officials
from Solano County and its six Cities that
focuses on addressing homelessness and
housing issues and allows for collaboration
and regional use of resources and funding.
Implemented Extreme Weather Centers
Hired Homelessness Coordinator and
Homelessness Administrative Analyst
Applied for and awarded funding through
the Homekey grant for the development of
the Broadway Project
A Family Self-Sufficiency (FSS) Program
participant of the Vallejo Housing Authority
received $20,589.13. The participant
qualified to receive the FSS Program
escrow savings after successfully achieve
the program goals.
 Blue Oak Landing Opened adding 74 Permanent Supportive Housing Units for those experiencing homelessness. The project became 100% leased in August 223 and is occupied by 95 residents.
 Successfully award Solano County ARPA funding for the development and construction of the Broadway Project and Navigation Center  Broadway Project (Homekey) project construction began on 47 Permanent Supportive Housing Units for the chronically homeless
 Released an inclusionary housing ordinance RFP
 RFP released for Navigation Center Operator
 Collaborated with City Grant Write to facilitate funding for homeless projects including: Broadway Project and Navigation Center
 Oakwood Apartments under construction
 Housing, Environmental Justice and Safety Element Public Draft documents  Waterstone – the final phase of Bordoni Ranch 185 new single family dwellings under construction
 961 Porter Street – Entitled an additional 122 units to an existing apartment complex. 24 of those units are offered for rents that are below market rate at lower income (50% to 80% AMI)
 Awarded $2.5M through HCD’s Infill Infrastructure Grant Program for the development of Broadway Project
Collaborate with regional stakeholders in collaborative efforts to improve the effective use of resources and promote proven best practices
Streamline data collection for coordination of homelessness response efforts Collaborate with regional stakeholders to develop programs to connect those experiencing homelessness to a variety of shelter and housing options
Proactively seek funding opportunities to meet localized needs aligned with regional goals to prevent and address homelessness and affordable housing
Support streamlined development practices to support housing production citywide Housing /
Unhoused
Response
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
10 What’s next to advance the multi-year strategy for the Housing/Unhoused Response in 2023-2024?
Note: A larger version of the legend can be found on page 3 of this document.

Multi-Year Strategy Component(s)
Addressed Resources Required
Priority Area City Outputs
Collaborate on
best practices
Streamline
data collection
Collaborate on
programs
Seek Funding
Streamlined
development
Staffing
Finances
Status
% Complete
for In-
Process
Activities
Estimated
Completion
By
Housing /
Unhoused
Response
Finalizing Broadway project to
bring 47 permanent supportive
housing units to Vallejo
X X X $$$$ In progress 75% Dec 2023
Adopt housing element X X X $$$$ In progress 70% Dec 2023 125 bed Navigation Center
construction X X $$$$ In progress 30% Summer 2024
Updated P.I.T. count # X X X $ In progress 15% March 2024 Continued JPA collaborative
group X X X X $$ N/A N/A Ongoing
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
11 Priority Area 5: Youth Development
Goal/Desired Outcome: Vallejo is a City where young people thrive Multi-year strategy – What we want to achieve:

Metrics:
Youth participation in accessing community services/resources Pre- and post-program participant evaluations
Grant funds obtained and utilized or distributed in the community to support Youth focused initiatives Progress on projects/outputs:
2022 2023
 Hired Youth Coordinator (August 2022)
 Met with Mayor, City Council, VCUSD and
community stakeholders to establish relationships,
and identify goals and priorities
 Allocated $160k from the General Fund to assist with
the update and opening of the Early Learning Center
in Vallejo
 Partnered with Community groups to develop and
distribute Vallejo Family Resource Guides including
resources to support mental health & wellness,
emergency services & crisis hotlines, social
emotional learning, academic achievement,
education & youth development, art & music, sports
& recreation and civic information
 Increased Youth participation in local government by
creating and sponsoring the City of Vallejo Youth
Delegation
 Issued an RFP to identify a qualified contractor to
conduct a Citywide Youth Needs Assessment and
develop a Youth Strategic Plan. Selected MIG
consulting to begin work in September 2023
 Provided input to General Plan input to ensure youth
interest is represented
 Collaborated with City grant writing team to obtain
grants, write letters of support, referred grants to
community partners and assisted with grant
management
 Facilitated opportunities for Youth representation at City council meetings, panels, internship
opportunities, participatory budgeting and City of
Vallejo / VCUSD 2x2
Increase capacity for coordination between the City of Vallejo and the community by identifying and building relationships with key youth stakeholders
Increase awareness of youth services, resources, programs and activities in Vallejo Increase youth voices, youth engagement and youth opportunities for residents aged 0-25 within the City of Vallejo
Increase funding opportunities for youth programs, resources and activities Youth
Development
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
12 What’s next to advance the multi-year strategy for Youth Development in 2023-2 024? Note: A larger version of the legend can be found on page 3 of this document.

Multi-Year Strategy
Component(s) Addressed Resources Required
Priority Area City Outputs
Build
Relationships
Awareness of
Services
Increase Youth
Voices
Funding
Opportunities
Staffing
Finances
Status
% Complete
for In-
Progress
Activities
Estimated
Completion
By
Youth
Development
Citywide Youth Needs Assessment &
Strategic Plan X X X X $ $ $ In Progress 50%
Convene youth workforce
development cohort X X $ Commencing soon
Create internships at City Hall X X $ Commencing soon
Create a Youth Council X X X X $ Commencing soon
City of Vallejo
Multi-Year Goal Update & Strategic Work Plan
13 May 2023

City of Vallejo
City Council Workshop
Held April 14, 2023

Held April 14, 2023
Table of Contents Baker Tilly

i
Table of Contents
Workshop Report ........................................................................................................................................ 1 Workshop Overview ............................................................................................................................ 1 Opening Comments ............................................................................................................................ 2 Icebreaker Exercise ............................................................................................................................. 3 City Council Interview Themes ............................................................................................................ 4 Form of Government, Roles, and Responsibilities .............................................................................. 4 Governing Together ............................................................................................................................ 7 Working Lunch .................................................................................................................................... 9 Recent Accomplishments .................................................................................................................... 9 Staff Presentations ............................................................................................................................ 10 Council’s Goals and What Success Looks Like ................................................................................ 10 Wrap-up and Next Steps ................................................................................................................... 12 Appendix 1 – Department Goals and Accomplishments ...................................................................... 14 Appendix 2 – Mayor McConnell’s List of Potential Projects ................................................................ 25 Appendix 3 – Councilmember Palmares’ List of Potential Projects .................................................... 27

Held April 14, 2023
Workshop Report Baker Tilly

1 Workshop Report
The City of Vallejo held a City Council workshop on Friday, April 14, 2023, from 8:30 am to 4:00 pm at the Cal Maritime Academy. The workshop provided an opportunity for Councilmembers to develop a shared understanding of governance roles and practices, identify goals for the coming fiscal year, and strengthen teamwork. This report contains a summary of the results of the session.

Christine Butterfield and Magda Gonzalez with Baker Tilly facilitated the workshop.

Photo source: www.csum.edu.

Workshop Overview
Objectives
• Review and discuss governance roles, norms and strengthen teamwork. • Discuss best practices and develop Council meeting management protocols.
• Establish Council priorities for FY 2023-24 and multiyear goals.

Held April 14, 2023
Workshop Report Baker Tilly

2 Participants
City Council
Mayor
Robert McConnell
Vice Mayor
Rozzana Verder-
Aliga
Councilmember
Diosdado Matulac
Councilmember
Mina Loera-Diaz

Councilmember
Charles Palmares

Councilmember
Peter Bregenzer

Councilmember
Christina Arriola

Staff
• Mike Malone, City Manager
• Veronica Nebb, City Attorney
• Terrence Davis, Assistant City Manager
• Gillian Hayes, Assistant City Manager
Workshop Preparation
In preparation for the workshop, Christine and Magda held individual interviews with each Councilmember and discussed workshop objectives with the City Manager. They prepared an agenda and PowerPoint presentation along with handout materials to guide discussions during the session.

Opening Comments
The workshop began with a welcome and call to order from Mayor Robert McConnell. Following the call to order, the Mayor opened the session to public comments.

Christine reviewed the workshop objectives and agenda. She then discussed the suggested ground rules for the workshop and the purpose of the bike rack, which is a time management tool.

Held April 14, 2023
Workshop Report Baker Tilly

3 Workshop Ground Rules
At the start of the workshop, the facilitator suggested several ground rules to help the group have a successful session.
• Be curious,
• Speak one at a time,
• Listen to understand,
• Show respect for all, and
• Individually participate in the dialogue.

Christine explained that items that were brought up but would not receive immediate attention would be added to the bike rack. The following items were added to the bike rack during the workshop:
• Share accomplishments in a way that Council can easily communicate with the public.
• Hold discussion on district issues that create conflict. • Develop a reporting mechanism for measures that the community has passed.
• Agenda structure and order of items; identify a more efficient way to handle virtual participation
• Is there a need for social media policy and procedures for the City Council?
• City manager will secure names for local moderators for community meetings.

City Manager Mike Malone then offered some opening comments about why the workshop was important and what he hoped the group would gain from the day’s discussions.

Icebreaker Exercise
Christine led the group in an icebreaker exercise. The purpose was to begin the workshop informally and to learn more about each other’s hopes for the City of Vallejo. Each person was asked to write a headline that they would like to read about Vallejo next year and in five years.

Councilmembers observed themes that emerged from the exercise and agreed they are thinking along the same lines and share similar goals. Councilmembers expressed that they came up with their headlines based on feedback they have received from residents. The City of Vallejo headlines that were shared with the group are listed below.
• Safe city
• Business friendly
• Affordable housing
• Youth programs
• Investment in youth (success stories)
• Five new companies, 1,000 additional employees
• Adopts citizen/city agreed upon police reforms
• Top city choice to live in the Bay Area
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Workshop Report Baker Tilly

4 • Vallejo rises!
• Announces mind-blowing programs for first-time buyers and disenfranchised neighborhoods
• Housing boom
• Opens doors to new police department building
• Opens and starts I-Heart program
• Mare Island bustling with new development
• Police Department staffing improves
• Growth in business
• Mare Island bursting at the seams
• Bold plan to empower neighborhoods and residents
• Bay Area miracle to improve police services, increase social mobility, and not exceed budget
• Built and paid for new Police Department building
• First place in most improved cities
• California distinguished cities award
• Opens safe parking area for unhoused
• Ribbon cutting for Hwy 37
• Top job growth in the Bay Area
• Top city and top school district in the state
City Council Interview Themes
Following the icebreaker exercise, Christine reviewed themes that emerged from the individual Council interviews, pertaining Council’s hopes for the workshop. A summary of what Council hoped to accomplish during the session is provided on the slide below.

Form of Government, Roles, and Responsibilities
The group engaged in a discussion about good governance, roles, and responsibilities. The purpose of the discussion was to review the City’s 10 Workshop Interests Expressed by Council
 Review and affirm City of V allejo’s form of government  Exercise discipline toremain focused at a policy level(30,000 feet and above)
 Review and affirmCouncil ’s role and staff’s role
 Discuss and update Council’s 2022 commitments andmeeting management practices
 Stay the courseon previously established Council goals  Continue to improve Council and stafftrust and collaboration  Discuss and agree on aconsistent approach for Council to communicatewith and engage the community
 Continue to foster aculture of civility(language and facts) for all Held April 14, 2023
Workshop Report Baker Tilly

5 council/manager form of government and practices of high-performance councils.

It served as a short refresher on roles and responsibilities.

Christine emphasized the importance of effective Council-City Manager teamwork and discussed how a good working relationship between Council and staff makes for good policy and a solid organization. She explained that governing is a team sport, and that everyone has a role to play. She presented seven elements that drive high performance and health in teams, and 25 simple behaviors that build trust. The facilitators also presented a Council-Staff work flight analogy, as shown on the slide below.

The Council shared the following comments and reactions. • There is a breakdown between the 30,000 and 10,000 levels. • Council offers priorities at a general level, yet we want projects. • This leaves room for confusion.
• No need to better coordinate between 30,000 and 10,000 levels. • Relationship building and communication; when relationships are positive, we can have more effective communication.
• How do we adjust now that we have districts?
• We tend to get into weeds. It can be hard to stay at the 30,000-foot level. • It is hard for staff to respond when receiving direction from seven Councilmembers.
• Remember that the City is understaffed.
• The key is being a team with partners, staff, residents, and Council as a whole.
• We all want the same thing, what is best for Vallejo. • Talk to Council colleagues.
• Consider what is beyond my scope of work.
• We all ran to make the City better.
• Listen and seek consensus.
• Clear, concise direction is important to get the product we want. 12 Council – Staﬀ Work Flight Analogy
50,000 ft
Purpose
and vision
40,000 ft
Strategic
goals
30,000 ft
Priority
action
items
20,000 ft
Planning
and
oversight
10,000 ft
Projects
Runway
Day-to-
day work
Council Responsibility Staff Responsibility
Held April 14, 2023
Workshop Report Baker Tilly

6 • Framing options; be curious; seek to understand the ‘why.’ • For important policy discussions and decisions
• We need transparency on all sides. We need to share ideas and be open to new ideas.
• Council is successful when staff are successful, and vice versa.

What do You Need to Be Successful?
The facilitators posed several questions related to achieving success to the group. The questions that were asked, and a summary of the discussions that followed, are provided below.

What do you need from each other to be successful?
• Focus on subject, not individuals
• Understand each other’s perspective and interests (not positions) • Explain yourself, so there are no assumptions
• Help others understand and offer a different perspective • Seek first to understand, then to be understood
• Own my feelings with “I” statements (not “you”)
• Ask for clarification
• Take responsibility for what you are communicating
• Keep the end goal in mind and compromise when needed
• Come to meetings with an open mind
• Realize it is okay to change your mind once you hear new and/or additional information
• Put City needs before our own
• Be open to new ideas
What do you need from the City Manager to be successful as a Council? • Be accessible and responsive to requests
• Be open to exploring ideas
• Hear, support, and get back with information
• Understand technical requirements and staff
• Get understandable information for Council and community • Council meetings
o Agenda organization and timeliness
o Links embedded into staff reports (i.e., links to attachments) o Shorten meetings
o Perhaps move controversial item earlier
o Identify how action relates to Council goals; offer focus • Continue building relationships with staff and Councilmembers • I appreciate the responsiveness, even on weekends
• Continue one-on-one meetings
o Agendas in advance would be helpful
o How can we have meetings that include other Councilmembers without violating Brown Act?
• Learn together without action
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Workshop Report Baker Tilly

7 • I appreciate the City Manager building trust
• Be able to talk to department heads
• Provide progress report/tracking tool/dashboard
o Share at Council meetings
o Explain progress and status
• Provide concise communication about what is going on
• I ndicate progress on goals for agenda items
• Help us understand the “why” behind an answer (i.e., past practices) • Offer other options when available
• Report more on our successes and measurements of community successes
o H elps build community trust (quarterly reports)
o Indicate how money is being spent and collected
o Establish an oversight committee for the recently approved tax measure
o Honor our words – keep in mind what people voted for
o Be cautious not to spread incorrect information (and correct information when needed)
o Consider adding information about risks that may not allow us to meet the goal
What does the City Manager need from Council?
• Take advantage of learning opportunities (e.g., League of cities trainings, ride-alongs and sit-alongs with dispatch)
• Work with staff as part of the community team
• Provide clear communication and feedback
• Acknowledge support to staff
• Celebrate achievements
• Remember, we are all one team (Council, staff, and community) • Consider current staffing challenges that impact response time • Anticipate a future presentation from staff about customer service standards
Governing Together
Following a brief stretch break, the group reconvened to discuss how Council governs together. The purpose was for Councilmembers to engage in a self- assessment exercise to see how the group is doing in terms of their governing commitments from 2022. The facilitators shared Fullbrook’s definition of governance, as shown below.

Governance: The act of intentionally creating
effective conditions for making decisions
The group reviewed that good governance is about building relationships through effective leadership and discussed governing best practices. The facilitators posed several questions to Council to help assess how they are governing. The questions and discussion points are provided below.

Held April 14, 2023
Workshop Report Baker Tilly

8 Where does Vallejo Council govern together well? We … • Support each other.
• Listen actively.
• Believe we are all doing what is best for Vallejo.
• Are calm and thoughtful in closed sessions.
• Try to get messages to our constituents.
• Work well together.
• Are getting better at following proper decorum.
• Team up to do community presentations.
• Respect other opinions.
• Have open and collaborative discussions.
• Are less divisive.
• Respect each other as peers.
• Have complimentary experiences.
• Have a good opportunity to learn.
• Find shifting from being a Councilmember to a Chair is difficult. • Should specifically articulate expectations about programs and actions. • Are doing a fantastic job.
• Lead by positive example.
• Appreciate the respect and positivity amongst Council.

What opportunities do you see for improvement?
• Have healthy conflict; refer to the recent League of California Cities training.
• Stop grandstanding.
• Engage in more community involvement.
• Explore methods to improve individually.
• Provide more information about Council’s rationale on votes. • Focus on issues not the person.
• Serve all Vallejo.
• Be present at events.
• Improve meeting format.
• Provide programmatic interest and expectations to staff about votes and actions.
• Spend more time communicating with the public on what and how we are doing.

How would you rate Council’s governing performance?
• We are doing well.
• It’s better than it was when I joined.
• There is more respectfulness displayed by Council.
• We are heading in the right direction.
• We want to get out in the community and be more accessible.

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9 • We should not take and make our governance and policy making personal.

On a scale from one to ten, several Councilmembers rated the Council’s overall performance as a seven.

Working Lunch
During the lunch break, the facilitators led a discussion about Council’s community meetings. The Council agreed to hold meetings in each Council District over the next twelve months. The meetings will include multiple Council members and the Mayor, if available. In addition, staff agreed to prepare a communications strategy for the meetings that will be presented to Council before the community meetings begin.

Councilmembers reflected generally on what changes could be made to improve community meetings. They suggested rotating Council pairings at the meetings and switching venues between City facilities and local nonprofit locations. It was noted that back-up spaces should be secured in case the location becomes unavailable.

Councilmembers agreed on the importance of reporting back after the meetings and to avoid posting to social media. It was suggested that the City could hire trained facilitators for the meetings and provide hard- copy announcements for distribution at the meetings.

Recent Accomplishments
Following the lunch break, the City Manager highlighted some of the City’s recent accomplishments. The purpose was to celebrate Vallejo’s recent successes and progress made on the Strategic Plan. The facilitators asked Council what they are most proud of. The following comments were offered. • Our successes speak to the efficiency and effectiveness of the City Manager and staff – kudos!
• Lots of these are because of grant funding – kudos!
• I am happy with the report.
• I want information in a manner I can share easily with the public, especially accomplishments.
• If we were fully staffed, we would have more accomplishments. • Much was done during the pandemic.
• Let us find a way to communicate these great accomplishments with the community. We need to show the community what we have done. • Let’s create a map to show where all the improvements have been made for the community.
• Acknowledge challenges and be willing to work and get things done. • There has been a reduction of silos in City Hall. We don’t see fear among department heads, thanks to the City Manager.
• I appreciate the Police Department training; no officer involved shootings.
• Work addressing housing and homeless.
• We have done the most in the county, even with limited staff.

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10 Staff Presentations
The executive staff team presented key department projects and activities, accomplishments, and challenges. The purpose of this review was to set the context for Council priority setting. The presentation is provided in Appendix 1.

Council’s Goals and What Success Looks Like
The group engaged in a review and discussion of the Council’s current overarching goals and agreed to stay the course and continue to focus on the four multiyear goals established in 2022. The Council agreed to add a fifth goal:
efficient, effective, and responsive government.

Following the goals discussion, each Councilmember was invited to write a statement under each goal about what success would look like. Mayor McConnell and Councilmember Palmares each prepared a list of potential projects in advance and the Mayor shared his list at the workshop for consideration. (Appendix 2 and Appendix 3 contain the lists of the Mayor and Councilmember Palmares.)
After the statements of success were written, the group discussed and clarified them. They then participated in a dot voting exercise to establish a consensus about the priorities areas to focus on for the next fiscal year within each goal.

Each Councilmember was given two votes per goal and asked to place their vote next to the most important success indicators. After voting, Councilmembers reflected on the results. They identified 18 success indicators they want to focus on over the next several years.

The results of the voting exercise are shown in Table 1 below, with established priorities highlighted in yellow.

Table 1. C ouncil Dot Voting Exercise
Goals and Priorities Votes
Goal: Efficient, effective, and responsive government
What Success Looks Like
County forum after roll call/pledge – 20 minutes 1
Consent calendar after action calendar 1
Proclamation policy agreed on by council
Proclamations on consent
Staff reports with index system and links 2
Remote hearing procedures adopted
Santa Rosa model of staff reports followed
Document retention policy equals or exceed all related statute of limitations Quarterly city strategic planning for large issues too big to discuss at Council meetings (i.e., recruitment, retention, land use, safety) 5 Increase efficiency of government services
Improve communication of the state of City Council goals Improve communication of the status of properties, development, and businesses 3 Institutionalize electoral reform
Held April 14, 2023
Workshop Report Baker Tilly

11 Goals and Priorities Votes
Youth internships in all departments
Community input, increase community attendance/participation 2 Increased town halls in each district
Goal: Implement economic development strategy
What Success Looks Like
Revenues from short-term rentals/Air B&B 3
Develop financially productive neighborhoods 3
Cultivate local and small businesses
Incorporate current workforce into economic development Transition toward net zero carbo pollution
Increase climate resilience
Increase safe mobility within and between neighborhoods 5-7 new businesses per each year 1
Provide a budget to economic vitality 2
Commission to implement strategies
Restructure
Grants for small businesses
Adopt ordinance restricting commercial vacancies with increasing financing costs for failure to comply over time.
5 Provide the Council with a study of tax loss from Vallejo to each community within 20 miles.
1 Goal: Youth programming
What Success Looks Like
Youth and sports center; safer city, healthy kids 1
Partner with reginal success programs such as Homies Empowerment 5 Collaboration with school district and GURD to leverage resources 1 Accessible and sustainable resources and programs for mental health, social emotional learning (SEL) and academic achievement
5 Implement training programs for youth
Summer camps
Youth Commission/advisory group as recruitment tool
Internships 2
Partner with GURD sports program
Free transit in city for youth enrolled in grades 1-4
Provide trade schools at VHS 3
Goal: Housing/Unhoused
What Success Looks Like
Turn our empty stores into housing (i.e., Serramonte Mall, Hilltop Mall) Produce more housing for all incomes 2
Held April 14, 2023
Workshop Report Baker Tilly

12 Goals and Priorities Votes
Protect current residents from displacement
Preserve existing housing for lower/middle income residents Address unhoused population
Develop safe camping area for unhouses, cars, RVs, tents 3 Access grant funding: explore shared housing model/explore tiny homes concept 3 Outreach to schools
Unhoused families with kids
Cooperation with County programs 3
Location and operation for vehicle parking overnight 1
Policy on dumping / transit from other areas
Sustainable local, regional, state, and federal funding for housing/unhoused facilities and programs
1 Goal: Public Safety
What Success Looks Like
Fully staff police, fire, and city staff 3
Overall crime decreased by 40% to 50%
Sustainable/fair union contracts/retention recruitment policies Citywide plan to improve safely until we can recruit more police officers 1 Improve trust in the police department and implement reforms Eliminate top-heavy staff – too many captains, lieutenants, etc.

Support funding for sub-stations
Street calming safety 4
Street stripping
Cross streetlights / Valley & Red program enforcement – light (license plate renewals)
2 Install solar lights by businesses (protect) 1
Address equity in neighborhoods 2
Increase responsiveness and efficiency of law enforcement Improve law enforcement accountability

Wrap-up and Next Steps
To conclude the workshop, Christine explained that Baker Tilly would prepare this summary report, and that the City Manager and his staff would prepare an action plan for the identified priorities.

Councilmembers and staff offered one-word key takeaways from the day’s discussions. A summary of these reflections is provided below. • Hopeful
• Great
• Good on team approach
Held April 14, 2023
Workshop Report Baker Tilly

13 • Need guidance between 30,000 and 10,000 view
• Refreshing
• Enjoyed session
• More enjoyable sessions
• We have clear direction and will provide follow-up with timelines • Productive
• Great job
• Lots of great projects to work on together

Held April 14, 2023
Appendix 1 – Department Goals and Accomplishments Baker Tilly

14 Appendix 1 – Department Goals and Accomplishments

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 1 – Department Goals and Accomplishments Baker Tilly

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Appendix 2 – Mayor McConnell’s List of Potential Projects Baker Tilly

25 Appendix 2 – Mayor McConnell’s List of Potential Projects Goals
A. Economic Growth

1. Business Growth & Retention
a. Expand sales tax intake by cost of inflation for previous year +5% for each year going forward.
b. Adopt goal of not losing more than 4% of existing businesses with E.V.C. program of visitation and implementation of proven business retention tactics.
c. Provide Council with study of tax loss from Vallejo to each community within 20 miles.
d. Provide survey to Council of what businesses are not in Vallejo that could be brought to Vallejo through recruitment.
e. Provide businesses with list of proven crime reduction techniques and estimated cost of each technique as part of the business license renewal process.
f. Adopt incentive reduction/removal of fees for creation of new businesses with credit toward business license given over a period of 3 years.
g. Adopt in-fill cost reduction/removal of fees program for new building on in-fill lots west of I-80.
h. Eliminate loophole of allowing continuance of building permit to justify the failure to rent buildings.
i. Adopt ordinance restricting commercial vacancy with increasing financing costs for failure to comply over time.
j. Adopt statement by Council of what is desired to be included and excluded in the 360 Project.
k. Address personnel needs in H.R. and Code Enforcement l. Reduction of unnecessary expenses established as a priority by each department and a quarterly report to Council on its progress. m. Separation of Accounting proceeds from Measures B and P. n. Establishment of citizen advisory group on the spending of Measure B and P proceeds.
o. Make COV visually appealing — clean up the city; main arteries & business districts are regularly patrolled & cleaned.
p. Finalize and implement street sweeping program with permanent signs posted on street & enforced moving of vehicles to permit street sweeping with tickets being capable of being issued by Public Works employees.
q. Sell real property parcels if not foreseen to be used by and planned for by City within the next 10-year period.
r. Open City Hall consistently on at least 3 Fridays per month. s. An understandable and enforceable sound ordinance.
t. Improve PCI by 5 points in the next 24 months, and by 5 points each 24-month period thereafter.

Held April 14, 2023
Appendix 2 – Mayor McConnell’s List of Potential Projects Baker Tilly

26 u. Enhance a vibrant downtown with creation of more businesses that stay open to at least 10 P.M. each night, to do so by adding not less than 5 such new businesses each calendar year.
v. Make City fiber optic system economically affordable for the type of businesses already in Vallejo and for those desired to be attracted to Vallejo.
w. Work with and expand support of academic research and vocational training at our local institutions of higher learning, with an emphasis on addressing needs of Vallejo residents in particular.

B. Public Safety

1. Planning for removal & building of new Public Safety building, including corp. yard to be returned to Council no later than end of Sept. 2023.

2. Retention of present work force.

3. Expansion of hires in needed positions.

4. Integration of Code Enforcement.
a. Move weed abatement program into Code Enforcement.
b. Establish working relationship of Code Enforcement with Northern California R.R. re: unhoused encampments and track-related cleaning.

5. Integration of public mental health, substance abuse, domestic violence abuse, and vocational need programs into Police procedures.

6. Finalizing of our report.

7. Specific plan on what each Councilperson should do and where to go in the event of a disaster.

8. Re-evaluate criteria for determining who is qualified by selected categories to become a member of VPD, and who is disqualified by selected categories.

9. Create contact in City Manager's office and Code Enforcement division to serve neighborhood watch groups, neighborhood associations, and concerned citizens.

10. Create citizens advisory group to review and recommend desired changes in how the District Attorney's office handles and addresses quality-of-life crimes in the City of Vallejo.

C. Unhoused

1. Relationship with County to involve their assets more into City actions.

2. Finalizing of location for vehicle housing & program to address it.

3. Garbage & site control.

4. Addressing dumping of unhoused from other jurisdictions.

Held April 14, 2023
Appendix 3 – Councilmember Palmares’ List of Potential Projects Baker Tilly

27 Appendix 3 – Councilmember Palmares’ List of Potential Projects

Vallejo City CouncilSeptember 19, 2023

Vallejo City Council
September 19, 2023