Solano Filipino American Chamber of
Commerce (FilAM Chamber)
Member-supported business network organization providing resources, including an incubator, for Filipino-American businesses and professionals; advances the general development, prosperity, and success in Solano County.
Solano Hispanic Chamber of Commerce
(SHCC)
Member-supported business network organization providing resources and support to strengthen Hispanic-owned businesses; advances the general development, prosperity, and success of Solano County.
Vallejo Arts Alliance Artist-led organization to create, promote and support an economically and culturally vibrant, healthy downtown and greater Vallejo.
Vallejo Community Arts Foundation
(VCAF)
Non-profit organizing, facilitating, and advocating for Vallejo community participation in the arts; manages and designates community arts facilities and projects.
Vallejo Chamber of Commerce (VCC) Member-supported business network organization providing a local source of business information and education; advances the commercial, industrial, civic, and general interests of the greater Vallejo area.
Vallejo Education & Business Alliance
(VBA)
Alliance of local Chambers of Commerce focusing on issues of mutual interest, enhancing communication and coordination among community leaders within education, business and public policy sectors in order to expand educational opportunities for Vallejo residents.
Vallejo Main Street Volunteer organization addressing the needs and inherent opportunities of businesses within Historic Old Town Vallejo; revitalizes and promotes the area as a commercial and cultural hub within a secure and progressive environment.
Visit Vallejo Administration of the Vallejo Tourism Business Improvement District (VTBID) through supporting tourism in the greater Vallejo area; enhances the area’s image as a desirable overnight destination.
Source: City of Vallejo, 2016.
ECONOMY, EDUCATION, & TRAINING 5-5
FIGUREEET-1 FISCAL SUSTAINABILITY
Contributing to
Fiscal Sustainability
Land use activities enabled by Propel Vallejo will play an important role in the City’s fiscal sustainability, as estimated in the chart at left:
• Positive fiscal contribution. A fiscal analysis prepared as part of the planning process indicates that new development capacity approved under Propel Vallejo will have an overall net positive fiscal impact (e.g., more revenues are generated for Vallejo than expenditures on city services to provide services to new residents and businesses).
• Stimulating reinvestment and new development. This new general plan presents a fresh, forward-looking vision for the City and provides additional development opportunities reflecting market trends as well as an updated, pragmatic economic development strategy. Collectively, these efforts will enable Vallejo to leverage its assets for the purpose of expanding its economy and attracting new residents.
• Supporting catalytic projects. The new general plan provides a strong foundation for development of key catalytic projects like Lennar Mare Island, private development on the waterfront, and Solano360. Successful development of these projects will trigger additional investment in Vallejo and help grow the City's tax base. 5-6 Vallejo General Plan 2040
Six Flags Discovery Kingdom and Solano 360
Vallejo is home to the 135-acre Six Flags Discovery Kingdom theme park that attracts over 1.5 million visitors annually. Nearby, Solano County, the City of Vallejo, and the County Fair Association have jointly prepared the Solano360 Specific Plan to transform the 149-acre Solano County Fairgrounds into a “Fair of the Future” with new entertainment theme destinations, shopping, and restaurants.
Corridors
Vallejo’s key commercial corridors include Sonoma Boulevard, Springs Road, Tennessee Street, and Broadway Street. These arterial roadways connect Vallejo and offer shops and services that cater to the needs of residents and visitors from the region. Vacant and underutilized parcels along these corridors present an opportunity for redevelopment with commercial, residential, and recreational uses that can help revitalize the corridors and adjacent neighborhoods.
GOALS, POLICIES, AND ACTIONS
GOAL EET-1
Strong, Stable, and Diverse
Economy: Cultivate a strong,
stable, and diverse local
economy.
Vallejo can build on its economic assets by enacting policies that support a strong and diverse local economy. The first step Vallejo can take is to support its existing and promising industry clusters such as manufacturing, healthcare and life sciences, tourism, and higher education. Arts and entertainment is also a driver for revitalization of the downtown. The second step is to market Vallejo as an affordable place for business, emphasizing the advantages it offers in terms of location, infrastructure, and workforce, and as a fun place to shop, dine, and visit. To grow its economy, the City will need to support economic development initiatives with quality public services, stable municipal budgets, and smart public infrastructure investments. The final step is to track progress in generating economic vitality through performance metrics and robust data and information systems.
BUILDING KEY INDUSTRY CLUSTERS
Business in the same industry sectors in close proximity to one another can act as major catalysts for economic development that spreads throughout the city. “
ECONOMY, EDUCATION, & TRAINING 5-7
Capitalizing on synergies between successful businesses already in Vallejo will strengthen their presence and attract complementary companies.
POLICY EET-1.1 Premier Manufacturing Site. Make Vallejo a premier regional site for manufacturing, including basic and
advanced fabrication, clean-tech, and green-tech
industries.
Action EET-1.1A Work with Solano Economic Development Corporation (EDC) to attract manufacturers in sectors such as food and beverage, lifescience, clean technology, green technology, and other industries that will provide high quality jobs.
Action EET-1.1B Prioritize North Mare Island for development, such as a manufacturing use, including facilitating infrastructure investment and state and regional incentives for job creation.
POLICY EET-1.2 Healthcare and Life Sciences. Retain, strengthen, and expand the health and life sciences cluster in Vallejo, in part to also attract new related businesses.
Action EET-1.2A Partner with local educational institutions, including Solano Community College, California State University Maritime Academy, and Touro University, to expand health and life science educational and training opportunities in Vallejo.
Action EET-1.2B Partner with Solano EDC, property owners, brokers, and developers to market sites that are suitable for life science manufacturing investment.
Action EET-1.2C Sustain strong relationships with Kaiser Permanente and Sutter Solano to support their continued growth and stability.
POLICY EET-1.3 Visitor Destination. Make Vallejo an important visitor destination in the Bay Area.
Action EET-1.3A Collaborate with Visit Vallejo to enhance the tourism economy, including a multi-faceted strategy that includes arts, culture, history, lodging, and entertainment.
Action EET-1.3B Promote Vallejo’s rich naval heritage and support development of a naval tourist attraction on Mare Island.
Action EET-1.3C Update City regulations to expand opportunities for lodging in the Downtown/Waterfront District.
Action EET-1.3D Collaborate with major land owners to recruit retailers, dining establishments, and hotels.
5-8 Vallejo General Plan 2040
Action EET-1.3E Seek funding for regional transportation links between tourist destinations in Vallejo and the surrounding region, including visitor rail, shuttle service, and enhanced ferry service.
POLICY EET-1.4 Higher Education. Capitalize on Vallejo's role as host to multiple institutions of higher education and their
important place in the community and economy.
Action EET-1.4A Regularly communicate with officials from Touro University, California State University Maritime Academy, and Solano Community College to determine how best to support their continued growth.
Action EET-1.4B Work with local higher education institutions to help design programs that support technology transfer and business startups in Vallejo.
ARTS AND ENTERTAINMENT
POLICY EET-1.5 Arts and Entertainment. Foster a vibrant local arts community to strengthen Vallejo's position as a regional destination for arts and entertainment.
Action EET-1.5A Promote the Downtown/Waterfront District as a music, theater, and entertainment district serving students, visitors, and the region.
ECONOMY, EDUCATION, & TRAINING 5-9
Action EET-1.5B Attract new businesses to complement existing music, theater, and entertainment venues.
Action EET-1.5C Increase the visibility of local arts and artisans through citywide marketing and branding.
Action EET-1.5D Support the coordination of community festivals and events, including working with local groups to market and publicize materials and volunteer resources, to promote Vallejo festivals and boost attendance.
Action EET-1.5E Continue the City’s film permitting program to attract film and television efforts that boost Vallejo's visibility and provide revenue for the City.
MARKETING VALLEJO
Recovering from a recession and becoming resilient to future downturns requires a broad section of the community, including government, to advance a cohesive narrative of the economic opportunities and success in the city.
POLICY EET-1.6 Market Vallejo. Promote Vallejo as a great place to do business, emphasizing setting, infrastructure capacity, and favorable development costs relative to other Bay
Area locations.
Action EET-1.6A Work with local and regional chambers of commerce, economic development organizations, and other employers to develop a Vallejo marketing program across websites, social media, and print media.
Action EET-1.6B Produce a new economic development brand, logo, and tagline for the City.
Action EET-1.6C Create City marketing materials and online tools to promote Vallejo's key industry concentrations, including manufacturing and related industries; tourism; healthcare and life sciences; and higher education.
Action EET-1.6D Through initiatives such as College Town Vallejo, continue to promote Vallejo as a place where students can thrive and where scholarship and vocational training produce new and innovative products and leaders.
POLICY EET-1.7 Recreational Tourism. Promote recreational opportunities in local natural open space areas.
Action EET-1.7A Work with federal, State, and local land stewardship agencies and non-profit organizations to develop promotional materials highlighting recreational opportunities in and around Vallejo.
Action EET-1.7B Support efforts by property owners, public agencies, and nonprofit groups to market Mare Island as a visitor and recreational destination.
STEWARDSHIP OF PUBLIC ASSETS
City government is an essential partner to the private sector in elevating the economic status of Vallejo. The City can play a successful, active role in assisting business development and supporting its growth by leveraging publicly owned land to spur economic activity, and by providing essential services to employers and the workforce they depend on.
5-10 Vallejo General Plan 2040
POLICY EET-1.8 Public Investments. Leverage public investments to enhance Vallejo's economic vitality, and invest resources in ways that ensure that Vallejo is a healthy, safe, and engaged community.
Action EET-1.8A Continue to balance revenues with expenditures to maintain and enhance Vallejo’s fiscal sustainability.
Action EET-1.8B Consider identifying and setting aside funds that can be used as local match funds to solicit grants and non-traditional funding for priority projects not otherwise feasible.
Action EET-1.8C Ensure that the Capital Improvement Plan identifies and prioritizes infrastructure needs to be supported by new development.
POLICY EET-1.9 Municipal Services. Provide robust, high-quality municipal services and build revenue to achieve a selfsustaining model of funding.
Action EET-1.9A Continue to partner with public agencies to enhance Vallejo's infrastructure, including active transportation and transit connections and facilities, and services needed for new development and investment.
POLICY EET-1.10 Public Land. Improve City-owned land and properties to stimulate private investment in employment and highquality commercial, residential, and mixed-use development.
ECONOMY, EDUCATION, & TRAINING 5-11
Action EET-1.10A Structure any land transaction for North Mare Island to require job creation prioritizing jobs for Vallejo residents.
Action EET-1.10B Implement the Waterfront Planned Development Master Plan for the Northern Waterfront (north and west of Mare Island Way and south of Mare Island Causeway) to provide housing, visitor serving retail and dining, and open space amenities.
Action EET-1.10C Coordinate the cleanup, reuse, and revitalization of the Southern Waterfront area, including by managing remediation, and creating and implementing an economically feasible
development program that reflects the community's vision.
Action EET-1.10D Identify opportunities to co-locate public facilities to achieve economies of scale and create convenient neighborhood service centers for Vallejoans.
POLICY EET-1.11 Mare Island. Facilitate development and redevelopment on Mare Island to stimulate citywide job creation.
Action EET-1.11A Continue to collaborate with developers and other relevant partners to enhance economic activity on Mare Island,
consistent with the Mare Island Specific Plan.
Action EET-1.11B Work with property owners to facilitate the restoration and reuse of Navy assets on Mare Island for productive maritime use by marine contractors.
Action EET-1.11C Identify and pursue funding and partnerships to facilitate cleanup of sites on Mare Island and support brownfield
redevelopment.
Action EET-1.11D Identify and study the feasibility of methods to improve transportation to and from Mare Island.
Action EET-1.11E Pursue development of North Mare Island that prioritizes jobgenerating uses and positions Vallejo as a key manufacturing site.
TRACKING PERFORMANCE
It will be important to measure the City's progress in encouraging economic development activity, so that the City can evaluate trends and adjust course if needed.
Up-to-date economic data will prove essential to making sure the City understands the detailed needs of those who are looking to become part of the community.
POLICY EET-1.12 Performance. Measure economic development outcomes.
Action EET-1.12A Periodically conduct an analysis of the local economy's strengths, weaknesses, threats, and opportunities, and adjust economic development strategy as needed to respond to
changing factors.
Action EET-1.12B Establish a set of indicators to define desired economic and workforce development outcomes in Vallejo, such as a strong business community, quality schools, safe neighborhoods, a vibrant downtown, an active waterfront, and a skilled workforce.
Action EET-1.12C Regularly evaluate progress toward implementing desired economic development outcomes using metrics such as growth and number of high and living wage jobs; unemployment rate; educational attainment; and number of businesses with more than 50 employees.
5-12 Vallejo General Plan 2040
Action EET-1.12D Identify public actions and investments that could reinforce and help realize desired economic and workforce development outcomes.
POLICY EET-1.13 Data and Information Systems. Invest in data and mapping capabilities to realize sustainable economic
development and evaluate potential environmental
impacts.
Action EET-1.13A Develop and maintain a GIS database and zoning map for the City that facilitates a clear vision for the development community about the types of development allowed and
desired in the city's neighborhoods, corridors, and districts.
Action EET-1.13B Partner with SolTrans and WETA to collect and analyze data that assist in making strategic land use and economic
development decisions, including origin and destination studies, transit ridership projections, and supporting data to determine appropriate jobs-to-housing ratio and level of retail services.
GOAL EET-2
Good Jobs, Education, and
Training: Promote workforce
development to build the local
economy.
Providing good jobs for Vallejoans requires making sure that there a wide variety of jobs available and that community members have the education and skills needed to get those jobs. Similarly, to attract new businesses, Vallejo must offer a workforce that possesses the skills employers need. Promoting the workforce and building the local economy requires diversifying the economy and preparing Vallejo’s youth for employment after graduation from high school or college.
BUSINESS ATTRACTION
Vallejo’s history has taught that a viable economy depends on a diverse range of industries that offer jobs that can truly support families and individuals. With the transportation and other infrastructure resources that exist in the city, a wide range of businesses can thrive in Vallejo.
POLICY EET-2.1 Economic Diversification. Attract employment- and taxgenerating businesses that support the economic diversity of the city.
Action EET-2.1A In City economic development plans, target firms in production, distribution, and repair that are part of the supply chain to Vallejo's key industries.
Action EET-2.1B Maintain and distribute an inventory of available commercial properties with key information and characteristics.
POLICY EET-2.2 Good Jobs. Retain and attract new businesses offering high quality jobs.
Action EET-2.2A Update City regulations to streamline project review as feasible for businesses that meet the City’s economic development and workforce support objectives.
“
ECONOMY, EDUCATION, & TRAINING 5-13
Action EET-2.2B Seek out businesses that build on Vallejo's competitive advantages and offer high and living wage jobs in a range of industries such as advanced manufacturing, maritime industrial, biosciences/life sciences, and tourism/hospitality.
Action EET-2.2C Appeal to businesses that engage high- and semi-skilled labor, including satellite functions of existing companies such as call centers, and customer service centers, as well as other innovation businesses such as green technology, value
manufacturing, research and development, and office uses.
Action EET-2.2D Support Six Flags and others entities in providing entry-level employment and training for local teens and young adults.
POLICY EET-2.3 Customer Service. Maintain a customer- and businessfriendly environment in Vallejo.
Action EET-2.3A Continuously improve the efficiency, timeliness, and transparency of the City’s permitting process, while providing certainty in fee calculations and regulatory requirements.
Action EET-2.3B Explore establishing local economic incentives to retain and attract investment, such as Community Revitalization and Investment Districts, and other financing tools.
WORKFORCE DEVELOPMENT
Providing local, meaningful jobs, especially for people already in Vallejo, can offer multiple benefits to the community, from investment in public safety and schools, to a lesser need for driving and therefore lower pollution levels. A variety of organizations are actively working on providing professional education and vocational training for Vallejoans, with whom the City can partner.
POLICY EET-2.4 Prepared and Versatile Workforce. Increase community workforce preparedness for a wide variety of sectors,
including arts and culture, health care, high tech,
maritime, and manufacturing.
Action EET-2.4A Collaborate with local health care companies to expand training and job opportunities, including addressing the health needs of the senior community.
5-14 Vallejo General Plan 2040
Action EET-2.4B Partner with the Solano Workforce Investment Board (WIB) and Solano Community College to promote and prioritize job
training programs that offer professional credentials and certifications.
Action EET-2.4C Assist the Solano WIB in developing and maintaining a prioritized list of funding and technical assistance opportunities available through State and federal economic and workforce development programs.
Action EET-2.4D Seek funding and technical assistance for workforce development programs, based on priorities identified in collaboration with WIB.
Action EET-2.4E Identify and market local life-long learning opportunities, including work-study programs, internships, and expanded curriculum offerings, in collaboration with educational institutions, businesses, and non-profit organizations.
Action EET-2.4F Provide paid and volunteer jobs for economically, physically, and socially disadvantaged people.
POLICY EET-2.5 Focus on Youth. Enhance primary and secondary education, increase high school graduation rates, and
improve workforce-readiness for youth.
Action EET-2.5A Establish forums/channels for discussion and action on better aligning secondary and post-secondary education and training with the needs of local businesses.
Action EET-2.5B Partner with businesses, nonprofits and the Solano WIB to develop and provide volunteer opportunities, internships, apprenticeships, and job skill training that help youth acquire the skills and experience required by the city's major employers and industry sectors.
Action EET-2.5C Support Vallejo City Unified School District (VCUSD) initiatives to provide career pipelines for the school-age population.
Action EET-2.5D Collaborate with State and County agencies on re-integrating drug and rehabilitation program graduates and the formerly incarcerated into the community and the workforce.
ECONOMY, EDUCATION, & TRAINING 5-15
GOAL EET-3
Innovation,
Entrepreneurship,
and Successful Local
Businesses: Foster innovation
and entrepreneurship.
There are many ways that Vallejo can support its existing businesses and make them stronger and prosper. Vallejo can set the stage for innovation and entrepreneurship by partnering with local, regional, State and federal agencies and organizations like the Small Business Development Center at Solano Community College, the Vallejo Convention and Visitors Bureau, and Vallejo Chamber of Commerce to promote existing and new local businesses. Vallejo can also leverage support for revitalization and redevelopment of the Downtown/Waterfront District and retail corridors with new mixed use development and encourage and support Vallejoans who wish to start and run small businesses from their homes or in shared work environments. New publicprivate partnerships, such as in the municipal fiber optic network, can attract, retain, and give businesses a competitive edge with high capacity telecommunications infrastructure. All these actions taken together will foster innovation, entrepreneurship, and successful local businesses.
BUSINESS DEVELOPMENT
Between merchant groups, arts advocates, innovators, and makers, the city is becoming known as a destination for great minds with business acumen. These resources, plus the great potential for greater tourism activity in Vallejo, can offer mutual success through coordinated efforts across all economic sectors.
POLICY EET-3.1 Local Business Development. Foster and encourage the development of local businesses, including workerowned co-ops.
Action EET-3.1A Continue to partner with the Small Business Development Center (SBDC) at Solano Community College to expand the number of Vallejo residents and small businesses taking advantage of its no-cost business consulting and low-cost training programs.
Action EET-3.1B Partner with the Vallejo Convention and Visitors Bureau, Visit Vallejo, local chambers of commerce, and local businesses to market Vallejo shopping, dining, and lodging destinations in the city and the surrounding region.
Action EET-3.1C Maintain a local procurement program that prioritizes sourcing supplies and services from local businesses.
POLICY EET-3.2 Local Business Retention. Retain existing businesses and encourage their expansion within Vallejo.
Action EET-3.2A Continue implementing an active business retention and expansion program for existing businesses, recognizing that the majority of new local jobs are created among existing firms. “
5-16 Vallejo General Plan 2040
Action EET-3.2B Continue to conduct a coordinated business visitation program to understand changing needs for success in the local
community.
Action EET-3.2C Support strategies by local and regional business groups to increase local business-to-business commerce.
DISTRICTS AND CORRIDORS
The Downtown/Waterfront District can continue to play a major role in attracting investment to Vallejo. Its success can spread along the city’s corridors to provide a variety of live/work/play environments. Providing safe, attractive, and comfortable corridors, which serve as neighborhood shopping streets, can help support local innovation and investment in Vallejo. Programs such as shop local that promote these corridors are an important strategy for achieving the city’s economic development goals.
POLICY EET-3.3 Dynamic Downtown. Reduce commercial vacancy and increase business activity in the downtown, including arts and cultural enterprises and student-serving businesses.
Action EET-3.3A Use the Vallejo marketing program and media campaign to promote tourism and day visits to the city, highlighting the historic Downtown and its emergence as an arts and
entertainment district (refer to EET-1.6).
Action EET-3.3B Assist in the coordination of regular arts events Downtown that highlight local talent and increase foot traffic for merchants.
Action EET-3.3C Strengthen connections within the Downtown/Waterfront District through improved wayfinding features and dining and retail business attraction efforts.
Action EET-3.3D Work with Vallejo Central Core Restoration Corporation (CCRC), property owners and managers, and employers in the
shopping, entertainment, arts, dining, hotel, recreation, and nightlife sectors to coordinate marketing efforts and improve inter-business synergy.
POLICY EET-3.4 Commercial and Neighborhood Corridors. Enhance commercial corridors to create a vibrant mix of places to live, work, shop, and play.
Action EET-3.4A Engage stakeholders to determine whether to establish Business Improvement Districts (BIDs) or Community Revitalization Investment Authority (CRIA) along corridors such as Sonoma Boulevard, Tennessee Street, and Springs Road to improve aesthetics and to provide a coordinated revitalization strategy.
ECONOMY, EDUCATION, & TRAINING 5-17
Action EET-3.4B Commission a coordinated or phased revitalization study of three Sonoma Boulevard corridor segments to determine
optimal land use mix, needed transportation and pedestrian connections, and supportive physical amenities:
• Redwood Street to Lewis Brown Drive.
• State Route 37 to Mini Drive.
• Zampa Bridge to Curtola Parkway.
Action EET-3.4C Evaluate underperforming corridors and retail centers, and develop a strategy to introduce a mix of new uses that reduce vacancy and improve appearance.
Action EET-3.4D Collaborate with business owners, property owners, and/or BIDs to seek funding for and provide incentives to facilitate facade/streetscape/access improvements, improve signage, and provide for public art and gathering places along commercial corridors.
Action EET-3.4E Collaborate with local chambers of commerce and businesses to continue to implement a "Shop Vallejo First" campaign.
Action EET-3.4F Consider developing parking management strategies for commercial and neighborhood corridors in cooperation with business owners and/or BIDs in order to manage parking
capacity effectively, maximize operational efficiencies, and achieve economies of scale.
Action EET-3.4G Market Sonoma Boulevard as a gateway and link between the Napa Valley and downtown Vallejo.
Action EET-3.4H Work with neighborhood groups to market and expand the presence of ethnic retail clusters, including along Sonoma Boulevard, Broadway, Tennessee Street, and Springs Road.
Action EET-3.4I Help coordinate communication between local businesses and the arts community, including cooperation on branding,
streetscape activation initiatives, festivals, and events starting downtown and spreading to the corridors.
INFRASTRUCTURE TO SUPPORT LOCAL INNOVATION AND
ENTREPRENEURSHIP
A significant opportunity exists in Vallejo to support a wide range of business through the establishment of a higher-speed communication network. In addition, accommodating incubator and similar businesses can support economic diversification and resiliency.
5-18 Vallejo General Plan 2040
POLICY EET-3.5 Fiber Optics. Establish a Municipal High-Speed Fiber Optic Network to support enhanced telecommunications
capacity of the City.
Action EET-3.5A Adopt a Fiber Optic Master Plan for Vallejo to galvanize the citywide traffic signal fiber network and provide service to public agencies, educational institutions, medical facilities, and businesses.
Action EET-3.5B Incorporate telecommunications conduit in all public infrastructure projects, where appropriate and feasible, affording connections to local area networks, including the City's Fiber Optic Network.
Action EET-3.5C Require new development to incorporate telecommunications conduit, where appropriate and feasible, affording connections to local area networks, including the City's Fiber Optic Network.
POLICY EET-3.6 Innovative Enterprises and Workspaces. Support community-based and non-governmental efforts that
nurture start-ups and small-scale manufacturers to help them grow in Vallejo.
Action EET-3.6A Identify and promote zoning that supports innovative businesses located in residential neighborhoods, including home-based, peer-to-peer, mobile, and micro businesses.
Action EET-3.6B Identify existing buildings suitable for or that could be reused or re-purposed for food and beverage production, small-scale artisanal and specialized manufacturing, contemporary maker businesses, and small maker spaces.
Action EET-3.6C Seek out developers who have expertise in adaptive reuse.
Action EET-3.6D Amend City regulations as necessary and appropriate to accommodate incubator and co-working spaces to serve
Vallejo's artist, entrepreneurial, and low-income communities.
Action EET-3.6E Consider promoting all or a portion of Downtown Vallejo or Mare Island's industrial district as an "Innovation District," "Maker District," and/or "Advanced Manufacturing Hub" to clearly position the City as part of the San Francisco Bay Area innovation eco-system, and coordinate this initiative with the development of the Vallejo marketing program.
ECONOMY, EDUCATION, & TRAINING 5-19
GOAL EET-4
Sustainable Economic
Development: Pursue
economic development that
enhances equitable local wealth
growth, improves quality of life,
and respects the natural
environment.
Economic development and prosperity does not have to come at the cost of compromising the environment. Vallejo can benefit from California’s and Silicon Valley’s path-breaking environmental and energy initiatives by targeting and attracting businesses developing new technologies and products to save energy and lower humanity’s impact on the environment. This is one way of thinking about sustainable economic development, but there is another meaning too: the benefits that come from greater economic prosperity should be shared by all Vallejoans, sustaining and improving the lives of families and individuals who today reside and work in Vallejo.
SUSTAINABLE DEVELOPMENT AND GREEN BUSINESS
Clean, green business practices are not just good ideas that build company morale and sense of place in the community. They ever increasingly make good fiscal sense and create competitive advantages that help firms and their communities succeed and stand apart.
POLICY EET-4.1 City-led Sustainability. Pursue programs that enable the City to contribute meaningfully to economic
development and diversification efforts by retaining,
attracting, and promoting green and sustainable
businesses.
Action EET-4.1A Develop a green business strategy that supports the City's marketing narrative and advances sustainable development practices while addressing the needs of new businesses.
Action EET-4.1B Continue to participate in the Solano County Green Business Program.
“
5-20 Vallejo General Plan 2040
Action EET-4.1C Promote Green Business Certification to local businesses and make links to enrollment and certification materials available on the City website.
Action EET-4.1D Work with Solano County, the real estate and business communities, educational institutions, labor organizations, and other community partners to attract and retain green
businesses.
POLICY EET-4.2 Responsible Development. Favor residential, commercial, and industrial development that can
mitigate or avoid environmental impacts.
Action EET-4.2A Continue to incorporate sustainable design elements such as solar panels and water efficient landscaping into the
construction of City-owned and operated facilities.
Action EET-4.2B Consider adopting thresholds of significance for environmental review of proposed developments under the California
Environmental Quality Act.
Action EET-4.2C Assess how the City's procurement policies and employee commute modes and patterns could contribute to greenhouse gas reductions, and offer programs to mitigate potential impacts.
EXPANDING FINANCIAL OPPORTUNITY
An economically successful business community is one that shares its lessons and some of its assets with the community as a whole. The City and partner agencies can facilitate this sharing through both educational and funding-assistance programs.
POLICY EET-4.3 Financial Literacy. Improve the overall financial understanding of Vallejo's small businesses and
residents to support achieving income gains and
building wealth.
Action EET-4.3A Support available financial literacy programs operated by the Solano EDC, Housing Authority, and County Health and Social Services.
Action EET-4.3B Explore foundation funding of additional financial literacy programming targeted to Vallejo's youth, immigrant
communities, and low-income residents.
POLICY EET-4.4 Asset Building. Advance assistance programs and resources for local businesses and residents to ensure
that the entire community benefits from economic
development.
Source: Vallejo Chamber of Commerce
ECONOMY, EDUCATION, & TRAINING 5-21
Action EET-4.4A Identify model asset building programs from other communities, and study the feasibility of implementing similar programs in Vallejo.
Action EET-4.4B Investigate the feasibility of expanding the Family SelfSufficiency Program, currently administered by the Vallejo Housing Authority (VHA).
Action EET-4.4C Seek public and private organization matching of Individual Development Account contributions by low-income residents saving towards a long-term asset such as a home, postsecondary education, or a small business.
POLICY EET-4.5 Access to Capital. Expand the availability of capital for start-up and small businesses owned by Vallejo
residents.
Action EET-4.5A Work closely with the regional Small Business Administration office to promote SBA loan programs for small businesses, including woman-owned, veteran, and disadvantaged
businesses.
Action EET-4.5B Collaborate with the chambers of commerce to promote East Bay SCORE mentoring and workshop events to support business planning and financing for small businesses.
Action EET-4.5C Identify and promote sources for start-up financing, including micro-loans, low interest loans, crowd-sourced financing, and angel investors.
5-22 Vallejo General Plan 2040
6 MOBILITY,
TRANSPORTATION,
& CONNECTIVITY
Goal MTC-1: Regional Transportation Hub: Make Vallejo a regional transportation hub for people and goods.
Goal MTC-2: Mobile Community: Enhance local transportation options and maintain a safe, convenient, and sustainable local transportation system.
Goal MTC-3: Interconnected Community: Improve connections within and between Vallejo’s neighborhoods for all travel modes.
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-1
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6
is uniquely positioned as a gateway to the inner Bay Area and the Napa Valley, with excellent access by road, rail, and water. These connections to the region, highlighted on Map MTC-1, offer a variety of strategic advantages. Locally, freeways and arterials provide quick access through town, but improving connections between neighborhoods and destinations in Vallejo is a key consideration for the future. Closing gaps in the bicycle and trail network, improving the pedestrian realm, and expanding the range of efficient, safe, and easy options for getting around will enhance the quality of life for all community members. The focus of this chapter is on strengthening physical connections to the region and within the community. It is organized around three key goals that represent the priorities of Vallejoans: Regional Transportation Hub, Mobile Community, Interconnected Community.
Aspects of connectivity and mobility also are addressed in other chapters of the plan.
Factors affecting social connections and access to community services are addressed in Chapter 3, Community and People. Visual connections and interrelationship with land uses are addressed in Chapter 4, Nature and Built Environment. The economic advantages of Vallejo's regional connectivity and the benefits of improved mobility within the community are addressed in Chapter 5, Economy, Education, and Training.
Where policies and actions in other chapters in the plan have co-benefits that will help achieve the goals of this chapter, connections with those chapters are highlighted and cross-referenced.
Vallejo
6-2 Vallejo General Plan 2040
GOALS, POLICIES, AND ACTIONS
GOAL MTC-1
Regional Transportation
Hub: Make Vallejo a regional
transportation hub for people
and goods.
High-quality connections to destinations throughout the Bay Area, the Sacramento region, and beyond make Vallejo’s location strategic and present an opportunity to build its reputation as a regional transportation hub. Enhancing these connections will involve coordination with regional, State, and local transportation agencies and private enterprise, including organizations responsible for transit, goods movement, and trails. “
Regional Transportation Plan
The Regional Transportation Plan (RTP) for the Bay Area, known as Plan Bay Area, is a comprehensive blueprint for the development of mass transit, highway, airport, seaport, railroad, bicycle, and pedestrian facilities. It is prepared by the Metropolitan Transportation Commission (MTC), the transportation planning, coordinating, and financing agency for the nine-county Bay Area, in partnership with the Association of Bay Area Governments (ABAG) and cities and counties throughout the region. State and federal law requires the regional transportation plan to be updated at least every four years to reflect new funding forecasts and respond to growth issues.
Plan Bay Area integrates long-range transportation with land use and housing plans in order to support a growing economy, provide more housing and transportation choices, and reduce transportationrelated pollution in the Bay Area. It serves as the Bay Area's Sustainable Communities Strategy, demonstrating how the region will reduce greenhouse gas emissions through long-range planning as required under Senate Bill 375. It also specifies a detailed set of investments and strategies to maintain, manage, and improve the region’s transportation system, presenting a framework for how anticipated federal, State, and local transportation funds (such as MTC’s One Bay Area grants) will be spent. In order to be eligible for federal and State funding, transportation projects must be consistent with the adopted regional transportation plan and sustainable communities’ strategy.
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MEADOWS DR
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REDWOOD ST
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ASCOT PKWY
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NEBRASKA ST
SERENO DR
AZUAR DR
SPRINGS RD
SOLANO AV
FLORIDA ST
GEORGIA ST
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TENNESSEE ST
BENICIA RD
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White
Slough
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ISLAND
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Reservoir
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Carquinez
Strait
Solano
County
MAP MTC-1
Regional
Connections
0 0.25 0.5 1
Miles
MOBILITY, TRANSPORTATION, & CONNECTIVITY
Source: City of Vallejo, 2014; Solano County, 2014; Metropolitan Transportation Commission 2007/2014; ESRI 2010; Fehr & Peers, 2014; STA Park and Ride Lots, 2016; PlaceWorks, 2016.
_
Napa County Airport
Regional Bus Transit
SolTrans
Napa VINE
! Vallejo Transit Center
! Park and Ride
P Planned Park and Ride
To El Cerrito BART
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! Ferry Terminal
Ferry Routes
Water
Sphere of Influence (SOI)
Vallejo City Limit
Railroad
Wharf
Truck Routes
State Highway Truck Route
City of Vallejo Designated Truck Route
To San Francisco
6-4 Vallejo General Plan 2040
REGIONAL TRANSIT
Vallejoans have access to a wealth of regional transit options, including ferry service, express bus service, and links to commuter rail. San Francisco Bay Ferry provides ferry service to San Francisco, complemented by express bus service to San Francisco by Soltrans, the local transit agency serving Vallejo and Benicia. In addition, Soltrans provides express bus connections to BART stations in Contra Costa County, while Amtrak provides bus service connecting Vallejo to the Martinez Amtrak station and Napa VINE provides bus connections with Napa County destinations. The Vallejo Station intermodal transit complex unites these options at a single facility in downtown Vallejo. Park-and-ride facilities and connecting transit, bikeways, and pedestrian facilities are provided to facilitate transit.
Transit is a critical component of the regional transportation system because it reduces traffic congestion and air pollution, while also providing mobility for community members who do not own or choose to use cars. Vallejo's transit options and location position it well to serve as a transit hub for the region. With more than 70 percent of residents in Vallejo and Solano County reporting that they drive alone to work (as shown on Chart MTC-1), there is a significant opportunity to work with regional transit providers to enhance service and increase ridership while producing environmental benefits and decreasing congestion.
POLICY MTC-1.1 Regional Transit Connections. Enhance regional transit service for residents, employees, and visitors.
Action MTC-1.1A Work with regional transportation agencies to coordinate regional transit planning activities, including increased frequency of bus, ferry, and rail service, timed connections, and tourism support.
Action MTC-1.1B Collaborate with transit agencies to study the feasibility of regional bus rapid transit.
Action MTC-1.1C Coordinate with private investors and regional transportation agencies to investigate the feasibility of water transport connecting downtown Vallejo/Vallejo Ferry Terminal with Napa.
Action MTC-1.1D Study the feasibility of a visitor rail connection between the Vallejo Ferry Terminal and the Napa Valley in coordination with private investors.
POLICY MTC-1.2 Transit Ridership. Increase regional transit and ferry ridership to and from Vallejo, particularly by commuters and visitors.
Action MTC-1.2A Participate in and contribute to regional programs to improve commute alternatives and efficiency.
CHART MTC-1 COMMUTE MODES
Source: American Community Survey, 2014.
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-5
Action MTC-1.2B Promote Solano Napa Commuter Information (SNCI) programs and services.
POLICY MTC-1.3 First/Last Mile Connections. Provide enhancements to the local transit network that make it easier and more
convenient to use regional transit.
Action MTC-1.3A Pursue One Bay Area grants and other funding to better connect regional transit and the local bicycle and pedestrian network, including through physical infrastructure, wayfinding signage, and real-time information displays.
Action MTC-1.3B Work with the Solano Transportation Authority (STA) and local employers to expand guaranteed ride home and rideshare
programs, including through preferential parking, recognition incentives, and use of social media and smartphones.
REGIONAL GOODS TRANSPORT
International trade, transportation, warehousing, and logistics are important drivers of the regional economy, and the MTC’s Regional Goods Movement Plan outlines a long range strategy to promote the effectiveness of these “industries of opportunity.” Vallejo’s location within the regional goods movement infrastructure (seaports, air cargo airports, rail lines and terminals, and highways) includes seaport connections to the Port of Oakland, the nation’s fifth-highest volume port for container traffic, the Port of West Sacramento, and the Port of Stockton. Currently, there is limited materials transfer and shipping, mostly related to marine contractors performing work in other Bay Area locations. The infrastructure on Mare Island continues to support ship repair and the transportation of commodities and materials. South of downtown, a wharf at Kiewit Pacific Company supports the movement of construction-related commodities and materials. Both the waterway navigation channel leading to Mare Island and the actual Mare Island Channel are former Naval Navigation channels still authorized as Federal Navigation Channels and eligible to receive funding for dredging.
Vallejo also has two short line railway connections that link to the larger rail system serving North America. The railroad tracks entering the city limits from the north are owned and operated by the California Northern Railroad Company (CFNR). The tracks run parallel to Broadway Street, cross under State Route (SR) 37, and then split just before Sereno Street. One branch of the rail continues to run south, to the port area on the east side of the Mare Island Strait. Trains have not run on these tracks in several years, and signal system upgrades and other improvements would be needed in order Source: Marcy Wong Donn Logan Architects
6-6 Vallejo General Plan 2040
to put these tracks into service. From the junction at Sereno Street, a second rail line runs west to the Mare Island Strait. This railroad belongs to the City of Vallejo, and it crosses the strait on the Mare Island causeway, which shares the causeway and drawbridge with G Street. CFNR operates the rail line to serve one facility, Alstom Transportation Inc.
Future development of the rail network in Vallejo will be informed by the STA Solano Rail Facilities Plan Update. The Update, adopted in 2015, provides an analysis of rail facilities and recommendations, which will inform regional decision making over the next ten years. In addition, an important local element of the regional goods movement network—truck scales located on westbound Interstate Highway 80—lie just outside the city limit in Fairfield.
Goods movement routes are shown on Map MTC-1. Connections to the regional transportation network represent an important economic development opportunity for Vallejo. Likewise, facilitating goods movement in a way that minimizes the adverse effects of truck, rail, and vessel traffic on residents and the natural environment is a priority for the City.
POLICY MTC-1.4 Regional Transportation Planning. Ensure that Vallejo is well connected to road, rail, air, and maritime systems in support of both mobility and local economic
development.
Action MTC-1.4A Continue to coordinate with State and regional agencies on the planning and implementation of regional transportation
systems.
Action MTC-1.4B Support improvements to regional goods movement facilities, such as truck scales, that facilitate local economic development.
Action MTC-1.4C Advocate for freeway system changes with Caltrans, including potential interchange closures, freeway access improvements, and improved roadway maintenance, to enhance circulation and roadway safety within Vallejo and to improve the flow of goods and people as needed for Vallejo’s continued economic development.
Action MTC-1.4D Periodically review designated truck routes and enforce compliance to optimize goods movement and minimize impacts on neighborhoods and sensitive land uses.
Action MTC-1.4E Consider studying the feasibility and desirability of ongoing freight rail service in Vallejo.
Action MTC-1.4F Continue to study the feasibility of a visitor rail connection between the Vallejo Ferry Terminal and Napa Valley in
coordination with private investors.
Action MTC-1.4G Work with shoreline land owners to develop services to the maritime industry and water based transportation.
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-7
TRAILS
With its scenic natural beauty and bayside location, Vallejo plays an important role in the regional trail network. Many trail segments exist already and there are plans to expand the network, close gaps through Vallejo, and complete connections. Map MTC-2 shows the current trails in or adjacent to Vallejo, and planned extensions and connections, including those identified in the Bay Trail-Vine Trail Feasibility and Preliminary Engineering Study, prepared by STA in conjunction with the City of Vallejo and the Bay Trail and Vine Trail agencies. The following policies and actions are designed to support the planning and completion of trails that connect Vallejo to the region, and enhance mobility.
POLICY MTC-1.5 Regional Trail Network. Continue to participate in efforts to complete the regional trail network through Vallejo.
Action MTC-1.5A Seek funding to complete the San Francisco Bay Trail through Vallejo from the Zampa Bridge in the south, along the
waterfront or as close to waterfront as feasible, to the Napa Valley Vine Trail in the north, and the San Francisco Bay and Ridge Trail to the east of I-80 in the Glen Cove area.
POLICY MTC-1.6 Public Access. Promote public access to open space and trails.
Action MTC-1.6A Work with responsible public agencies, including transit operators, to provide convenient public access to open space lands and trails, except in those areas where public safety would be compromised or significant land use conflicts would occur.
Action MTC-1.6B Where feasible and appropriate, require conservation easements that provide public access over private lands.
Action MTC-1.6C Work with public agencies and non-profit organizations to establish a coordinated web-presence and region-wide map of open space areas and recreational facilities.
Regional Trails • The San Francisco Bay Trail is envisioned as a 500-mile trail that will link the shoreline of all nine Bay Area counties and connect with the Napa Valley Vine Trail, Bay Area Ridge Trail, and San Francisco Bay Area Water Trail. Some segments of the Bay Trail are completed in Vallejo.
• The Napa Valley Vine Trail is a 47-mile trail from the Vallejo Ferry to Calistoga, linking Vallejoans, Bay Area residents, and San Francisco visitors with recreation and tourism in wine country. Two possible alignments between American Canyon and Vallejo are currently under study. • The Bay Area Ridge Trail is almost complete through Vallejo, with the existing segments in Vallejo including the Vallejo-Benicia Buffer, VallejoBenicia Waterfront, Al Zampa Memorial Bridge, Hiddenbrooke Trail, and the Carquinez Strait Scenic Loop, which passes through Glen Cove Park. • The San Francisco Bay Area Water Trail is a network of non-motorized, human-powered boat launch and landing sites throughout the region. Three sites are proposed in Vallejo: Vallejo Marina, south of the Ferry Terminal, and near California Maritime Academy. None are yet designated Water Trail Sites, though public boat launch facilities exist. There are also two nearby designated Water Trail Sites in Suisun City, two sites in Napa, and one in Benicia.
• The Great California Delta Trail was authorized by Senate Bill 1556 and is a continuous recreational corridor, including bicycle and hiking trails, around the Sacramento-San Joaquin Delta. It follows the Bay Trail and Ridge Trail between the Carquinez/Zampa and Benicia/Martinez bridges. • The Blue Rock Springs Corridor Trail connects Hanns Memorial Park to Ascot Parkway.
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12 1
2 MAP MTC-2
Sphere of Influence (SOI)
Vallejo City Limit
RegionalTrail
Network
0 0.25 0.51
Miles
Source: CityofVallejo, 2014;Solano County, 2014; SF BayWater Trail, 2014, Bay Area OpenSpace Council, 2014; Metropolitan Transporta
onCommission 2014;Delta Protecon Council, 2016;USGS, 2014;ESRI 2010; PlaceWorks, 2016.
BayTrail (Existing)
BayTrail (Planned/Proposed)
Vine Trail (Existing)
Vine Trail (Planned/Proposed)
Blue Rock Springs CorridorTrail (Existing)
Bay andVine Trail (Planned/Proposed)
Ridge Trail (Existing)
Ridge Trail (Planned/Proposed)
Bay and Ridge Trail (Planned/Proposed)
Rollye WiskersonTrail (Existing)
Other Trails
Notes:
Water Trail Access Points (Planned/Proposed)
Railroad
The Great California Delta Trail (proposed) and
the Carquinez Strait Scenic Loop Trail co-locate
with the Bay Trail and Ridge Trail in southern
Vallejo along the Carquinez Strait.
The depiction of the Bay Trail (planned) is for
illustrative purposes. The trail should be located
along the waterfront or as close to the water-
front as feasible. (Action MTC-1.5A)
VallejoGeneralPlan 2040
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-9
GOAL MTC-2
Mobile Community:
Enhance local transportation
options and maintain a safe,
convenient, and sustainable
local transportation system.
The local transportation system should promote mobility and accessibility for all users, with a focus on traffic safety and convenient, efficient travel between destinations in Vallejo. Enhancing mobility and connectivity for transit, bicycles, and pedestrians will also help reduce congestion and pollution while improving public health.
SAFE STREETS
Traffic safety for all users of the street system is a top priority in Vallejo. Education for motorists and bicyclists is critically important for promoting roadway safety and ensuring informed behavior on shared street systems. Additionally, the identification of high-collision intersections is key to reducing collision rates. Data in the Statewide Integrated Traffic Records System indicates that collisions in Vallejo tend to be concentrated on Sonoma Boulevard, Broadway Street, Alameda Street, and Tennessee Street, which are some of the most heavily travelled roadways in the city. The majority of bicycle collisions involve riders between the ages of 8 and 16 around schools, while Springs Road east of Interstate 80 has seen a high rate of auto-pedestrian collisions in recent years.
Solano County’s Safe Routes to School (SR2S) program works to identify the best walking and biking routes for travel to school throughout the county. A similar program, Safe Routes to Transit (SR2T), identifies safe routes for pedestrians and bicyclists to reach local and regional transit connections throughout the county. In addition to support for these programs, the City can also promote safety by focusing on infrastructure improvements for pedestrians, bicyclists, and drivers. This approach, which shares responsibility for safety among roadway users and the design of the roadway system, was pioneered in Sweden as part of the Vision Zero Initiative to eliminate traffic fatalities. Today it is being implemented in communities across the US and has proven to be successful in substantially reducing traffic-related death and injury rates without compromising mobility.
“
6-10 Vallejo General Plan 2040
POLICY MTC-2.1 Safety First. Prioritize pedestrian, bicycle, and automobile safety over traffic flow.
Action MTC-2.1A Prepare a citywide Bicycle and Pedestrian Master Plan that builds on the 1998 Plan, identifies improvements needed to close gaps in the network and work toward a “Vision Zero” target for eliminating traffic fatalities and reducing non-fatal collisions.
Action MTC-2.1B Prioritize completion of sidewalk and bicycle projects listed in the Bicycle and Pedestrian Master Plan as City resources allow.
Action MTC-2.1C Establish a neighborhood traffic-calming program to involve residents in identifying issues on neighborhood streets and actions to address them.
POLICY MTC-2.2 Education. Promote safety programs to educate all road users about risks and responsibilities.
Action MTC-2.2A Work with the Greater Vallejo Recreation District and senior advocacy organizations to develop a “safe routes for seniors” program.
Action MTC-2.2B Provide informational materials to promote awareness of Safe Routes to School and related non-motorized transportation programs.
Action MTC-2.2C Prioritize school access improvements identified by the Vallejo Police Department (VPD) in the City’s Capital Improvement Program for near-term action.
POLICY MTC-2.3 Emergency Response Routes. Ensure adequate emergency vehicle access in all areas of Vallejo.
Action MTC-2.3A Develop and adopt a map of emergency response routes that considers alternative options based on the potential for traffic congestion at peak commute times.
Action MTC-2.3B Continue to involve the Police and Fire Departments in the development review process to ensure that applicable
requirements for emergency access are met.
CITYWIDE MOBILITY
Roadway classifications help define the function of various street types in the transportation network, based on level of traffic volume that can be served and the need to ensure efficient connectivity throughout Vallejo. Classifying roadway types MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-11
allows the City to monitor performance and plan for improvements needed to accommodate changes in traffic, pedestrian, and bicycle volumes, physical development, and transit service modifications over the life of the General Plan.
Classifications are also necessary to ensure the City is eligible for roadway maintenance and grant funding.
As interest in safe and sustainable transportation systems has emerged, communities throughout California have been changing the transportation planning paradigm from a vehicle-centered exercise to a “Complete Streets” approach, in which all travel modes are accommodated in a balanced way based on the particular street’s location, land use context, and function within the citywide circulation network. Both the Metropolitan Transportation Commission and Solano Transportation Authority administer Complete Streets Guidelines for Bay Area cities, with which the City of Vallejo complies.
Even while the shift to multi-modal Complete Streets planning is underway, Level of Service (LOS) remains a valuable tool to assess congestion levels and traffic flow performance of the roadway network at key locations. The City can use this tool along with metrics and policies governing non-auto transportation modes, with the ultimate goal of maintaining and enhancing a complete roadway network that serves all travel modes in a balanced, equitable, and sustainable way.
With a well-developed roadway network and no significant need for roadway capacity expansion beyond development of the Mare Island Specific Plan roadway network improvements, the General Plan defines the City’s roadway network based on a baseline of traditional categories recognized by regional, State, and federal transportation agencies for purposes of grant funding for ongoing street maintenance and rehabilitation programs, plus an overlay of complete streets typologies as described further below.
Level of Service
Definitions
LOS A Free Flow or Insignificant Delays: Operations with very low delay. Most vehicles do not stop at all.
LOS B Stable Operation or Minimal Delays: An occasional approach phase is fully utilized. Some drivers feel
restricted.
LOS C Stable Operation or Acceptable Delays: Drivers begin having to wait through more than one red signal. Most
drivers feel somewhat restricted.
LOS D Approaching Unstable or Tolerable Delays: Drivers may have to wait through more than one red signal.
Queues may develop, but dissipate rapidly, without
excessive delays.
LOS E Unstable Operation or Significant Delays: Vehicles may wait through several signal cycles. Long queues form upstream from intersection.
LOS F Forced Flow or Excessive Delays: Represents jammed conditions. Many cycle failures. Queues may block
upstream intersections.
Source: Transportation Research Board 2010, Highway Capacity Manual, Volume 3, pp. 16-7 – 16-8.
6-12 Vallejo General Plan 2040
Baseline Roadway Hierarchy
The General Plan roadway network using the baseline classification system is shown in Map MTC-3. The following descriptions summarize the different roadway functional classes.
• Freeways provide mobility between Vallejo and regional destinations. Freeways are linked to the City’s network via ramps, are fully access controlled, and are divided highways with at least two lanes per direction. Freeway capacities depend primarily on the number of through lanes and the presence of auxiliary lanes (lanes connecting an on-ramp to the downstream off-ramps).
• Two-Lane Highways provide mobility between Vallejo and regional destinations.
The only two-lane highway in the study area is SR 37 just west of the Mare Island interchange. This facility has level terrain, a raised divider, and limited access. • Principal Arterials/State Routes provide the highest level of mobility for traffic within the city after freeways and link freeways to other arterials, collectors, and local streets. Principal arterial streets typically have four travel lanes and are generally higher-speed roadways, with ½- to 1-mile signalized intersection spacing. • Arterial Streets provide mobility for high traffic volumes between parts of the city, linking collectors to principal arterial streets and freeways. These roadways are typically lower-speed and have lower volumes than principal arterials, and provide two to four lanes, and sometimes six lanes. Arterials typically provide more property access points than principal arterials, but are still more restricted than collectors or local streets.
• Collector Streets provide connectivity within the city, linking local roads to arterials.
Collectors, along with local streets, provide the highest level of access from private property driveways. Collectors typically have lower speeds than arterials, and more closely spaced intersections than arterials.
• Local Roadways provide direct access to property, and typically have higher intersection spacing and lower speeds than other roadway classes.
Table MTC-1 presents the 2040 daily traffic volume forecasts for the key roadway facilities in Vallejo, based on the General Plan land uses, and incorporating the planned roadway improvements shown in Map MTC-3. Using the traditional LOS grade system of A, representing free-flow uncongested conditions, and F representing jammed, stop-and-go conditions, all non-freeway roadways are projected to operate at LOS D or better.
Complete Streets Overlay
In November of 2012, the City Council adopted a Complete Streets policy to improve use of the transportation network for all users and help reduce greenhouse gas emissions. To ensure a balanced, multi-modal transportation network, the General Plan provides the guidance in Table MTC-2 as a first step toward establishing a Complete Streets Overlay Network according to typologies that consider the context of and prioritize travel modes for each street. The Complete Streets Overlay Network should be developed in coordination with the preparation of a Pedestrian and Bicycle Master Plan. The General Plan suggests the following preliminary definitions to guide the development of Vallejo’s complete street typologies:
• Neighborhood Corridor – Neighborhood Corridor streets serve the transportation needs of the mix of uses within the linear corridor defined by the street. While vehicular circulation, including longer trips through the corridor, are accommodated, pedestrian and bicycle circulation are prioritized in order to make the corridor a vital public place with thriving businesses that serve the needs of the surrounding neighborhoods.
SONOMA BL
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MAGAZINE ST
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BROADWAY ST
WILSON AV
NEBRASKA ST
SERENO DR
AZUAR DR
SPRINGS RD
SOLANO AV
FLORIDA ST
GEORGIA ST
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TENNESSEE ST
BENICIA RD
G ST
TUOLUMNE ST
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SACRAMENTO ST
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CANYON
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White
Slough
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ISLAND
Swanzy
Reservoir
Mare Island Strait
Carquinez
Strait
Solano
County
N a pa River
MAP MTC-3
Vallejo City Limit
Sphere of Influence (SOI)
Railroad
Circulation
0 0.25 0.5 1
Miles
MOBILITY, TRANSPORTATION, & CONNECTIVITY
Fairgrounds Drive/Redwood Parkway
Interchange Improvement Project
The Mare Island Specific Plan describes a system of
boulevards, avenues, commercial streets, and residential streets. For the purposes of this baseline report, the key streets shown are identified as collectors and arterials.
Note regarding Mare Island roadway system:
Railroad Avenue widened
to 6 lanes north of G Street.
Columbus Parkway widened to 4 lanes,
Springs to city limit.
Freeway
Principal Arterial/State Route
Two-Lane Divided Highway
Arterial
Collector
All other roads classified as Local Roads
Source: City of Vallejo 1999 General Plan; Solano County, 2014; Fehr & Peers, 2016; PlaceWorks, 2016. 6-14 Vallejo General Plan 2040
TABLE MTC-1 Vallejo General Plan Mitigated Update: Traffic Volume Forecasting Segment
Baseline
Type
Existing (2014) Baseline
Type
Future (2040)
Lanes Volume LOS Lanes Volume LOS
Walnut Avenue South of SR 37 Collector 2 2,900 B N/Aa
Railroad Avenue South of SR 37 Collector 2 3,500 B City Arterial 6 34,500 C Wilson Avenue South of SR 37 Arterial 2 10,400 C City Arterial 2 12,100 D Sacramento Street South of SR 37 Arterial 4 3,900 C City Arterial 4 10,000 C Mare Island Causeway Arterial 2 9,300 C City Arterial 3 16,100 C State Route 29 btwn Mini Drive & Meadows Drive Principal Arterial 4 40,500 D Principal Arterial 4 39,700 D State Route 29 North of Sereno Drive Principal Arterial 4 27,100 D Principal Arterial 4 32,700 D State Route 29 North of Couch St Principal Arterial 4 18,000 C Principal Arterial 4 18,500 C State Route 29 btwn Florida Street & Georgia Street Principal Arterial 4 16,100 C Principal Arterial 4 22,700 C Mare Island Way North of Georgia Street Arterial 4 13,800 C City Arterial 4 19,500 C Georgia Street west of Santa Clara Street Arterial 2 2,700 C City Arterial 2 3,700 C State Route 29 south of Solano Ave Principal Arterial 4 10,900 C Principal Arterial 4 14,000 C State Route 29 south of Magazine St Principal Arterial 4 8,900 C Principal Arterial 4 12,400 C Sereno Drive btwn Railroad Tracks & North Camino Alto Collector 4 12,000 B Collector 4 19,300 C Redwood Street btwn Broadway & North Camino Alto Arterial 4 19,000 C City Arterial 4 24,100 D Tennessee Street west of Amador Street Arterial 4 17,200 C City Arterial 4 31,000 D Georgia Street west of Monterey Street Arterial 2 7,400 C City Arterial 2 13,400 D Curtola Parkway east of Railroad Tracks Arterial 4 17,400 C City Arterial 4 22,400 C Fairgrounds Drive North of Borges Lane Arterial 4 19,900 C City Arterial 4 21,500 C Fairgrounds Drive south of SR 37 Arterial 4 11,900 C City Arterial 4 14,400 C Columbus Parkway west of Admiral Callaghan Lane Arterial 6 29,000 C City Arterial 6 36,900 D Redwood Parkway btwn Admiral Callaghan & Cadloni Lane Arterial 4 16,900 C City Arterial 4 20,000 C MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-15
TABLE MTC-1 Vallejo General Plan Mitigated Update: Traffic Volume Forecasting Segment
Baseline
Type
Existing (2014) Baseline
Type
Future (2040)
Lanes Volume LOS Lanes Volume LOS
Tennessee Street btwn Maple Avenue & Vervais Avenue Arterial 2 14,200 D City Arterial 2 16,800 D Springs Rd btwn Maple Avenue & Vervais Avenue Arterial 4 15,400 C City Arterial 4 18,200 C Georgia Street btwn Maple Avenue & Annette Avenue Arterial 4 8,800 C City Arterial 4 10,400 C Ascot Parkway btwn Columbus Parkway & Turner Parkway Arterial 4 5,100 C City Arterial 4 6,500 C Columbus Parkway south of Ascot Parkway Arterial 4 13,800 C City Arterial 4 15,200 C Columbus Parkway south of Georgia Street Arterial 2 14,400 D City Arterial 4 21,400 C Benicia Rd west of Columbus Parkway Arterial 2 3,300 C City Arterial 2 4,900 C Lake Herman Rd east of Columbus Parkway Arterial 4 3,700 C City Arterial 4 4,100 C a Walnut Avenue at SR 37 is replaced by a 6-lane two-way Railroad Avenue as part of the Mare Island Specific Plan.
Source: Fehr and Peers, 2016.
TABLE MTC-2 Vallejo Preliminary Complete Street Definitions Street Type
Mode Consideration
Transit Pedestrians Bicycles Autos Trucks
Neighborhood Corridor X
Transit Street X
State Route 29
Bike Priority Streetsa X
Arterials X
Collectors X
Local Streets X
Truck Routes
a. To be determined during Pedestrian and Bicycle Master Plan development.
LEGEND: Dominant Accommodated Incidental X Prohibited 6-16 Vallejo General Plan 2040
• Transit Street – Transit Streets are those that serve the primary public transit routes. Signal pre-emption for transit vehicles and high-quality bus stops are provided on transit streets, and bus-only lanes may be provided where appropriate.
Other travel modes, including pedestrians, bicycles and automobiles, are accommodated, but if there are conflicts in providing space for these modes, transit has the priority. Of the competing modes, the pedestrian mode is most important, since almost all transit trips begin and end with a walking trip. • Sonoma Boulevard – Designated as State Route 29 and owned and operated by Caltrans, Sonoma Boulevard is a key north-south connector in Vallejo that connects I-80 to SR 37 and points north in Solano and Napa counties. While vehicular (auto, bus, and truck) modes have traditionally been the priority on State Routes, Caltrans has adopted a Complete Streets program that mandates a balanced modal approach to planning for all state routes, and the Sonoma Boulevard Specific Plan identifies a variety of development features to support non-vehicle travel along the corridor between Curtola Parkway and Redwood Street.
• Bike Priority Streets – Bike Priority Streets are those that provide key connections for bicyclists within the citywide bicycle network. Bike Priority Streets typically provide Class II facilities (bicycle lanes) or Class IV facilities (separated/buffered bikeways). Separated bikeways may be located on-street, but they add distance between the bicyclist and the motorized vehicle traffic. The separation may include grade separation, physical barriers, or on-street parking.
Truck Routes – While virtually all streets in the city may be used by trucks for direct delivery to a property on that street, Truck Routes are the roadways designated by the City for truck travel between the truck origin and the roadway on which the destination is located. All travel modes are generally accommodated on a truck route, but where conflicts exist, truck movements are given priority.
Map MTC-4 shows preliminary overlay locations to be used as a starting point for development of the Complete Streets Overlay Network. Together these forwardthinking efforts will position the City to be able to maintain and expand multi-modal transportation opportunities for all residents, employees, and visitors.
Source: Sonoma Boulevard Specific Plan
SONOMA BL
MEADOWS DR
RE DWO OD
R
PKWY
EDWOOD ST
GEORGIA ST COLUMBUS PKWY
LEMON ST
MAGAZINE ST
CURTOLA PKWY
GLEN COV E PKWY
ASCOT PKWY
BROADWAY ST
WILSON AV
NEBRASKA ST
SERENO DR
AZUAR DR
SPRINGS RD
SOLANO AV
FLORIDA ST
GEORGIA ST
MARE ISLAND CSWY
TENNESSEE ST
BENICIA RD
G ST
TUOLUMNE ST
WALNUT AV
SACRAMENTO ST
MINI DR
COLUMBUS PARKWAY
RAILROAD AV
FAIRGROUNDS DR
ROLLINGWOOD DR
%r
!c
?÷
?`
CITY OF BENICIA
Lake
Dalwigk
Napa/
Sonoma
Marshes
San Pablo Bay
!c CITY OF
AMERICAN
CANYON
Lake
Chabot
White
Slough
MARE
ISLAND
Swanzy
Reservoir
Mare Island Strait
Carquinez
Strait
Solano
County
N a pa River
Downtown Multi-modal Zone
(Transit/Bicycle/Pedestrian)
Note: Combination of traffic volume, width, and
topography make Sereno Drive a poor choice to
be a Bicycle Priority Street, even though it would
be nice to add an east-west connector here.
Note that when interchange improvements are
constructed, new guidelines for accommodating
pedestrians and bicycles can be used to improve
east-west connectivity here.
MAP MTC-4
Vallejo City Limit
Sphere of Influence (SOI)
Railroad
Preliminary
Complete Streets
Overlay
0 0.25 0.5 1
Miles
Potential Valuable Bicycle Priority
Street (topography is poor)
Usable Segments for Transit Route
(need exists for transit)
Bicycle Priority Streets
Transit Street
Neighborhood Corridor
The overlay network will be developed in
coordination with the Pedestrian and
Bicycle Master Plan.
MOBILITY, TRANSPORTATION, & CONNECTIVITY
Source: Fehr & Peers, 2016; City of Vallejo, 2014; PlaceWorks, 2016. 6-18 Vallejo General Plan 2040
POLICY MTC-2.4 Citywide Mobility. Maintain a transportation network that provides mobility for all ages and abilities and for all areas of the community.
Action MTC-2.4A Annually update and prioritize the Capital Improvement Program list of roadway and transportation improvements needed to support all modes of travel in Vallejo.
Action MTC-2.4B Consult with regional transportation agencies on projects that utilize the multi-modal transportation network to ensure a safe and efficient transportation system.
POLICY MTC-2.5 Street Classification System. Maintain a street classification system that establishes user mode priorities and associated performance standards for each type of
street.
Action MTC-2.5A Establish performance standards for each street type that include adequate emergency vehicle use.
Action MTC-2.5B Set vehicle Level of Service of E or better as an advisory standard to be considered along with, but not to override, metrics for pedestrian, bicycle, transit, and emergency access performance, with the prioritization of metrics to be determined by the street type and context.
Action MTC-2.5C Include the following considerations in establishing performance metrics:
(i) quality and connectivity of pedestrian facilities, based on best practice design guidelines including the California Manual on Uniform Traffic Control Devices (MUTCD) and
the National Association of City Transportation Officials (NACTO)Urban Street Design Guide;
(ii) quality and connectivity of the bicycle facilities, based on best practice design guidelines including the California MUTCD, Caltrans Highway Design Manual Chapter 1000,
and the NACTO Urban Bikeway Design Guide;
(iii) quality of the transit facilities and service, based on best practice design guidelines, including the NACTO Transit Street Design Guide, as well as on the service capacity and frequency as compared to measured or projected demand;
(iv) adequacy of emergency access provided, as measured by the efficiency of emergency access routes and the presence or absence of barriers along primary routes.
Action MTC-2.5D Employ traffic management techniques, adjust traffic signal timing, and install speed management to meet performance standards for all modes of transportation.
Action MTC-2.5E Continue to collect both City and Regional transportation impact fees so that development makes fair share contribution to improvements needed to maintain established standards for all modes of transportation, including for traffic flow, roadway safety, and pavement condition.
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-19
POLICY MTC-2.6 Pavement Condition. Improve street pavement condition in Vallejo, prioritizing neighborhood corridors and
arterials.
Action MTC-2.6A Target neighborhood corridors, commercial corridors, and arterial segments that have a pavement condition index (PCI) of 50 or less and enhance economic development opportunities as top priorities and seek funding for improvements.
POLICY MTC-2.7 Complete Streets. Increase accessibility for and use of streets by pedestrians, bicyclists, and transit riders.
Action MTC-2.7A Investigate preparing and refining a Complete Streets map, classifying and prioritizing streets for alternative modes of transport.
Action MTC-2.7B Seek funding to improve sidewalk conditions, including widening of substandard sidewalks and adding street trees and lighting.
Action MTC-2.7C Establish City regulations to improve walking and biking opportunities in new development, including features such as sidewalks, signage, streetscape improvements, bike lanes, and secured bicycle parking.
Action MTC-2.7D Adopt the National Association of City Transportation Officials (NACTO) Urban Street Design Guide and Urban Bikeway
Design Guide to direct future improvement projects.
Action MTC-2.7E Factor in bus operational and access needs when considering the location, planning, and design of site improvements, considering such factors as bus operational needs, proximity of building to streets, and provision of sidewalks, supporting an efficient, reliable, and safe transit system accessible to all.
Action MTC-2.7F Update City regulations to allow use of sidewalk space for uses such as sidewalk dining or merchandise by adjacent businesses on commercial streets with sufficient width.
ECO-MOBILITY AND SUSTAINABLE TRANSPORTATION
Eco-mobility is travel through integrated, socially inclusive, and environmentally friendly transport options, including and integrating walking, cycling, rolling, and travel by transit. The objective is to encourage alternatives to the single-occupant vehicle and encourage mobility that uses fewer renewable resources, produces less pollution, and promotes community health. Eco-mobility encompasses the concept of sustainable transportation, seeking to encourage resource efficiency and environmental protection. 6-20 Vallejo General Plan 2040
Managing transportation sustainably into the future will mean operating within available funding levels and positioning Vallejo to take advantage of current and future innovations such as alternative fuels, car-sharing, bicycle sharing, private transportation network services, autonomous vehicle technology, and other changes still to come.
POLICY MTC-2.8 Transportation Demand Management. Decrease dependence on single-occupant vehicles by increasing
the attractiveness of other modes of transportation.
Action MTC-2.8A Coordinate with employers and transit agencies to encourage and promote the use of shuttles, carpools, vanpools, transit passes, variable work hours, telecommuting, and other methods to reduce vehicle miles travelled (VMT).
Action MTC-2.8B Partner with major employers and local businesses to study the feasibility of creating one or more Transportation Management Associations (TMA) for cost-effective provision of transportation services and commute trip reduction strategies in Vallejo's job centers.
Action MTC-2.8C As part of the site plan approval process, require development to provide services from a menu of transportation demand management (TDM) strategies that will reduce VMT.
Action MTC-2.8D Update City regulations to allow for home-based businesses, live-work spaces, shared offices, and office support uses as a way to reduce commute trips.
Action MTC-2.8E As part of the General Plan annual review, include discussion of the progress of TDM improvements and programs, based on establishing methods for monitoring progress.
Action MTC-2.8F Engage in regional planning efforts that include TDM.
POLICY MTC-2.9 Local Transit. Encourage increased local transit ridership to work, school, shopping, and recreation.
Action MTC-2.9A Coordinate with transit providers to facilitate local service that is timely, cost-effective, and responsive to community travel patterns and needs.
Action MTC-2.9B Work with Soltrans to identify and implement public realm improvements that support increased use of public transit, including inviting sidewalks, ADA-compliant curb ramps, signal priorities, and amenities such as sidewalks, benches, shelters, signage, and real-time schedule systems on key routes.
Action MTC-2.9C Seek funding for para-transit, neighborhood shuttle, pedi-cab, and other alternative transportation services.
Action MTC-2.9D Provide informational materials to promote walking and bicycling as healthy, affordable, and fun ways to get around Vallejo.
POLICY MTC-2.10 Senior and Limited Mobility Population. Encourage provision of a variety of transportation services for
seniors and community members with limited mobility.
Action MTC-2.10A In collaboration with Soltrans, STA, GVRD, and local senior service providers, conduct a mobility needs assessment and identify solutions to better serve the needs of seniors and people with limited mobility in Vallejo.
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-21
POLICY MTC-2.11 Sustainable Transportation. Ensure that circulation improvements can be operated and maintained within
existing and future resource limitations.
Action MTC-2.11A Annually review transportation projects in the City’s Capital Improvement Program to ensure that near-term priorities are achievable given available resources.
POLICY MTC-2.12 Resource Efficiency. Facilitate use of emerging vehicle technology to help reduce vehicle miles travelled and
greenhouse gas emissions.
Action MTC-2.12A Monitor evolving technologies such as autonomous vehicles and drone delivery systems and develop City guidelines for their use, as appropriate, taking guidance from federal, state, and regional regulations.
Action MTC-2.12B Collaborate with online wayfinding services to improve route selection in Vallejo and minimize traffic routing on local neighborhood streets.
Action MTC-2.12C Update City regulations to require or incentivize the installation of sufficient electric charging infrastructure at high-priority locations, such as large new employment sites and large new multifamily residential developments.
POLICY MTC-2.13 Alternative Fuel Vehicles. Utilize alternative fuel vehicles as much as feasible.
Action MTC-2.13A Work with the Solano Transportation Authority (STA) and other partners to install electric vehicle charging stations in all Cityowned parking facilities downtown and at major parking facilities and employment centers.
Action MTC-2.13B Work with public transportation agencies, such as the Solano Transportation Authority and Soltrans, to develop a strategy to implement a network of public and private alternative fueling stations, such as electric vehicle charging stations and stations providing compressed natural gas (CNG).
Action MTC-2.13C Consider measures such as regulations or incentives to promote the installation of electric charging infrastructure at high-priority locations, such as new large employment sites.
Action MTC-2.13D Provide information to the community to support use of alternative fuel vehicles.
6-22 Vallejo General Plan 2040
GOAL MTC-3
Interconnected Community:
Improve connections within
and between Vallejo's
neighborhoods for all travel
modes.
Local mobility depends on easy, convenient connections between destinations. Direct reliable transit service, and continuous, safe, and attractive bicycle and pedestrian facilities will promote travel to destinations around town by alternatives to the automobile. Providing Vallejoans with safe and efficient options for getting around is the key to ensuring mobility and connectivity throughout the community.
CITYWIDE CONNECTIVITY
The City of Vallejo coordinates with numerous public agencies to operate the local transportation system. Caltrans has responsibility for the freeways and highways, including Sonoma Boulevard, the city's marquee thoroughfare. Solano Transportation Authority serves as the Congestion Management Agency for Solano County, responsible for overseeing countywide transportation planning, programming of select transportation funds, managing and providing transportation programs and services, delivering transportation projects, and setting transportation priorities. Soltrans plans, delivers and funds local and express bus service in Vallejo, including seven local fixed routes, four limited service routes during the school year within Vallejo and Benicia, and five intercity routes connecting to surrounding areas. Local transit service routes are shown on Map MTC-6. Continued development of a local bicycle network will build on the existing Vallejo Trails Master Plan, produced by the City and GVRD in 1988, which envisions an integrated trail system within the city and sphere of influence (SOI); and the Solano County Bicycle Plan, which includes existing and planned routes to and through Vallejo. Map MTC-5 shows the current and planned bicycle routes.
POLICY MTC-3.1 Coordinated Transportation Planning. Ensure that improvements to the transportation network support a
land use pattern that connects the community and
facilitates travel among Vallejo’s neighborhoods.
Action MTC-3.1A Work with Caltrans, Solano County, Soltrans, and the Solano Transportation Authority to identify and seek funding for improvements that make intra-city travel easier, including for transit, bicycles, and pedestrians.
Action MTC-3.1B Synchronize improvements to the local street network with planned expansion of the County bicycle network and the regional trail system in Vallejo.
Action MTC-3.1C Involve residents, businesses, and other community members in choosing among options for street improvement projects to create a stronger sense of place and neighborhood ownership in the design of roads, streetscapes, and other transportationrelated facilities. “
SO NOMA B L
ME AD OWS DR
R E D WO OD P KWY
REDWOO D S T
GEO RGIA ST
COLUMBU S P KWY
LEMO N ST
MAG AZI N E S T
CURTOL A P KWY
GL EN CO V E P K WY
A SC OT PKWY
BROA DWAY S T
WIL S ON A V
NE BRA S KA S T
SE RENO D R
AZ UA R D R
SP RINGS RD
SO LANO A V
FLOR ID A S T
GE ORG IA S T
MA RE I SL AND CSWY
TE NNE SS EE ST
BEN ICIA RD
G ST
TU OLUMNE ST
WA LNU T AV
MINI DR
COLUMBUS PA R KWAY
RAIL RO AD AV
F AIRG ROU NDS DR
ROLLINGWOOD DR
%r
!c
?÷
?`
CITY O F BENICIA
Lake
Dalwigk
Na p a /
Son oma
Ma r s h es
Sa n P a bl o Ba y
!c
CITY O F
AMERI CAN
CA NYON
Lake
Ch abot
White
Slough
MARE
ISLAND
Swan zy
Reservoir
Ma re
I s l a n d Str a it
Na p a Ri v e r
Ca rq u i nez
Stra it
S o l a n o
C o u n t y
0 0.25 0.5 1
Miles
Revised 08/16/2017
%r
!c
?÷
?`
CITY O F BENICIA
Lake
Dalwigk
Na p a /
Son oma
Ma r s h es
Sa n P a bl o Ba y
!c
CITY O F
AMERI CAN
CA NYON
Lake
Ch abot
White
Slough
MARE
ISLAND
Swan zy
Reservoir
Ma re
I s l a n d Str a it
Na p a Ri v e r
Ca rq u i nez
Stra it
S o l a n o
C o u n t y
SO NOMA B L
ME AD OWS DR
R E D WO OD P KWY
REDWOO D S T
GEO RGIA ST
COLUMBU S P KWY
LEMO N ST
MAG AZI N E S T
CURTOL A P KWY
GL EN CO V E P K WY
A SC OT PKWY
BROA DWAY S T
WIL S ON A V
NE BRA S KA S T
SE RENO D R
AZ UA R D R
SP RINGS RD
SO LANO A V
FLOR ID A S T
GE ORG IA S T
MA RE I SL AND CSWY
TE NNE SS EE ST
BEN ICIA RD
G ST
TU OLUMNE ST
WA LNU T AV
SA CRAMENTO ST
MINI DR
COLUMBUS PA R KWAY
RAIL RO AD AV
F AIRG ROU NDS DR
ROLLINGWOOD DR
Vallejo City Limit
Sphere of Influence (SOI)
Railroad
MAP MTC-5
Bicycle Network
Class 1 Bicycle Facility (Existing)
Class 1 Bicycle Facility (Planned/Proposed)
Class 2 Bicycle Facility (Existing)
Class 2 Bicycle Facility (Planned/Proposed)
Class 3 Bicycle Facility (Existing)
Class 3 Bicycle Facility (Planned/Proposed)
Planned Bay Trail Extension
Source: Field survey by Fehr & Peers, November 2014; Solano Countywide Bicycle Transportation Plan (2012); San Francisco Bay Trail website (www.baytrail.org); Vallejo Trails Master Plan (1988); Sonoma Blvd Specific Plan (2017); Solano Yolo Bike Links Map (2014); Mare Island Specific Plan (2008).
Note: Bicycle Network to be Revised per
Action MTC-2.1A
MOBILITY, TRANSPORTATION, & CONNECTIVITY
SONOMA BL
MEADOWS DR
R E DW OO D PKWY
REDWOOD ST
GEORGIA ST COLUMBUS PKWY
LEMON ST
MAGAZINE ST
CURTOLA PKWY
GLEN C OVE PKWY
ASCOT PKWY
BROADWAY ST
WILSON AV
NEBRASKA ST
SERENO DR
AZUAR DR
SPRINGS RD
SOLANO AV
FLORIDA ST
GEORGIA ST
MARE ISLAND CSWY
TENNESSEE ST
BENICIA RD
G ST
TUOLUMNE ST
WALNUT AV
SACRAMENTO ST
MINI DR
COLUMBUS PARKWAY
RAILROAD AV
FAIRGROUNDS DR
ROLLINGWOOD DR
%r
!c
?÷
?`
CITY OF BENICIA
Lake
Dalwigk
Napa/
Sonoma
Marshes
San Pablo Bay
!c
CITY OF
AMERICAN
CANYON
Lake
Chabot
White
Slough
MARE
ISLAND
Swanzy
Reservoir
Mare Island Strait
Carquinez
Strait
Solano
County
MAP MTC-6
Local Routes
Multi-Zone Routes
Vallejo City Limit
Sphere of Influence (SOI)
Railroad
Transit Service
0 0.25 0.5 1
Miles
76 78
80s
85 2 1
4 5
7 6
2 3
Transit
Center
Ferry
Terminal
8 6
#
#
Source: Soltrans website, www.soltransride.com; Solano Yolo Bike Links Map (2015).
Vallejo General Plan 2040
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-25
Action MTC-3.1D Extend Capitol Street so that it connects Santa Clara Street to Mare Island Way, improving circulation and strengthening multi-modal connections between downtown and the
waterfront, including the Ferry Terminal.
POLICY MTC-3.2 Local Transit. Encourage improvements in citywide transit service that directly connect major destinations in Vallejo, including commercial districts, job centers, and projected growth areas.
Action MTC-3.2A In partnership with Soltrans, provide periodic forums for community input regarding needed changes to transit routes and schedules.
Action MTC-3.2B Engage major employers in an effort to determine the feasibility of a shuttle connecting Vallejo Station with job centers.
POLICY MTC-3.3 Corridors. Attract development to key “main streets” that will catalyze use by the community.
Action MTC-3.3A Prioritize the design and installation of attractive streetscape improvements along central Sonoma Boulevard (from Curtola Parkway to Redwood), Springs Road, Solano Avenue, Tennessee Street (west of I-80), Tuolumne Street, Broadway Street, and Sacramento Street (near White Slough).
ACTIVE TRANSPORTATION
Active transportation is any self-propelled, human-powered mode of transportation, including walking, bicycling, rolling, and skating. Whether for recreation, commute, or everyday errand purposes, active transportation is easy, affordable and good for us. To encourage active transportation, the focus needs to be on providing high-quality facilities, removing barriers, closing gaps in the network and encouraging use.
The relatively flat topography in many parts of the city and temperate local climate make cycling an attractive option in many parts of the city. While there are many bike lanes and designated bike routes in place, closing gaps in the network will make longer trips through the city easier and encourage more people to cycle. Figure MTC-1 illustrates the range of bikeway facility options available to further develop the active transportation network in Vallejo.
FIGURE MTC-1 BIKEWAY CLASSIFICATION
6-26 Vallejo General Plan 2040
POLICY MTC-3.4 Walking, Biking, and Rolling. Expand the local bicycle and trail network to provide safe, healthy, attractive options for non-motorized travel among destinations in Vallejo, including for wheelchair users.
Action MTC-3.4A Where appropriate and feasible, convert underused City rightsof-way to bikeways along travel lanes, drainage canals, and rail corridors, to enhance connectivity.
Action MTC-3.4B Pursue public and private funding to expand and link the network of pedestrian and bicycle paths and facilities beginning in selected transit-oriented priority areas.
Action MTC-3.4C Regularly maintain key neighborhood connection routes to facilitate bicycle access, including through debris removal and street repair.
DOWNTOWN/WATERFRONT
The downtown and waterfront area is the heart of Vallejo, a major destination for residents, employees, and visitors alike. Access to the area needs to be quick and easy, and once there, an array of options should make getting around simple and enjoyable.
A key concept for ensuring that the downtown and waterfront area remains accessible in the years to come is encouraging people to "park once" when they visit, and choose to walk, bike or take transit from one downtown destination to the next.
Design guidelines developed in the Downtown Specific Plan and the Waterfront Planned Development Master Plan provides additional guidance.
POLICY MTC-3.5 Walkability. Promote a well-designed, interconnected, pedestrian-friendly environment in the Downtown/
Waterfront District.
Action MTC-3.5A Continue to improve the pedestrian realm connecting downtown with the waterfront and along the waterfront on both sides of the Mare Island Strait, consistent with the Waterfront Planned Development Master Plan and the Mare Island Specific Plan.
Action MTC-3.5B Convert selected downtown streets to temporary pedestrian-only use on a regularly scheduled basis for events such as the Downtown Farmers' Market.
POLICY MTC-3.6 Wayfinding. Emphasize pedestrian access in the Downtown/Waterfront circulation system.
Action MTC-3.6A Enhance and expand the wayfinding and branded signage program for the Downtown/Waterfront District to direct
residents and visitors to key destinations, transit, and parking.
MOBILITY, TRANSPORTATION, & CONNECTIVITY 6-27
POLICY MTC-3.7 Shared Streets. Facilitate access to and through the District by alternatives to the automobile.
Action MTC-3.7A Establish shared streets within the Downtown/Waterfront District that accommodate bicycles and transit through provision of dedicated lanes where appropriate.
POLICY MTC-3.8 Park Once. Encourage drivers to park once and then walk or use transit, shuttles, or other non-motorized
modes of transportation between destinations in the
Downtown/Waterfront District.
Action MTC-3.8A Update time restrictions for on-street parking, particularly where retail frontage is desired or required, to optimize availability and use of parking spaces.
POLICY MTC-3.9 Sufficient Parking. Provide for sufficient but not excessive parking.
Action MTC-3.9A Update City regulations to allow shared parking, unbundled parking, and other methods to ensure appropriate levels and flexibility for parking on private properties, consistent with the Downtown Specific Plan. Consider strategies described in MTC's Parking Toolkit and other resources.
Action MTC-3.9B As needed, require parking demand and management studies for significant projects.
Action MTC-3.9C Design parking lots, where feasible, to include clearly marked and shaded pedestrian pathways between transit facilities and building entrances.
Action MTC-3.9D Develop a central parking facility, consistent with the Downtown Specific Plan.
WATERWAYS
Vallejo is a river and bay city, where local waterways provide ample opportunity to build connections within the community. The City operates the Municipal Marina, situated in a prime location between the San Francisco Bay and the Delta close to the Mare Island Causeway. The Marina has 670 slips ranging in length from 20 to 110 feet that are available to the public for rent on a monthly basis. There is also a publicly accessible boat launch ramp near the Marina and in the southern waterfront. In addition, the privately owned, publically accessible Glen Cove Marina includes 200 slips ranging in length from 24 to 72 feet. The City operates and maintains the vertical lift span bridge on the Causeway, with a clearance of 12.4 feet when the span is down and 99.7 feet with the span fully raised.
The waterfront promenade envisioned on both sides of Mare Island Strait presents opportunities for water taxis to complement cross-strait ferry service, offering enhanced connections to points along Mare Island Strait for residents, employees, and 6-28 Vallejo General Plan 2040
visitors. With easy access to the Napa River, Vallejo's central waterfront area could be a launching point for a range of commercial boating activities, including dinner cruises and other recreational water-based activities.
POLICY MTC-3.10 Boating. Support recreational boating in Vallejo and foster the development of commercial boating activities, including dinner cruises and water taxis.
Action MTC-3.10A Operate the Municipal Marina in a financially viable manner.
Action MTC-3.10B Seek funding for marina operations and maintenance, including needed dredging within the existing harbor.
Action MTC-3.10C Explore the interest of potential dinner cruise and water taxis operators in providing services on Mare Island Strait and the Napa River.
POLICY MTC-3.11 Cross-Strait Connections. Facilitate connections across Mare Island Strait.
Action MTC-3.11A Explore the feasibility of water shuttles connecting the Downtown/Waterfront District and points on Mare Island. 7 LIST OF ARTS
AND CULTURE AND
COMMUNITY HEALTH
POLICIES AND ACTIONS
LIST OF ARTS & CULTURE, AND COMMUNITY HEALTH POLICIES & ACTIONS 7-1
LIST OF ARTS AND CULTURE, AND
COMMUNITY HEALTH POLICIES AND ACTIONS
INTRODUCTION
The General Plan is intended to be an accessible and user-friendly tool to engage the community in its implementation. The General Plan update process included a robust outreach process that informed the development of goals, policies, and actions, which resulted in identification of two communitywide unifying subjects that are especially key to achieving the vision encompassed in the Plan: Arts and Culture and Community Health. This index provides a tool for community members, project applicants, City staff, and partner agencies to easily and efficiently locate those key topics and identify the interrelationships among them.
7 7-2 Vallejo General Plan 2040
Arts and Culture Number Text
Policy CP-3.2 Neighborhood Focal Points. Promote school facilities that serve as neighborhood focal points where residents and families come together.
Action CP-3.2B Support local arts groups, VCUSD, GVRD, and community organizations in developing and delivering art and cultural educational offerings and activities for the entire community.
Policy CP-3.7 Recreational and Cultural Activities. Provide a full range of recreational, cultural, and artistic activities that caters to the diverse interests of Vallejoans, including intergenerational opportunities.
Action CP-3.7A Collaborate with GVRD to periodically assess community needs, develop responsive recreational and cultural programming and facilities, and identify funding.
Action CP-3.7B Support community groups in providing recreational and cultural activities and programs for community members, including after school and weekend programs for youth.
Action CP-3.7C Assemble a volunteer task force to assist in developing teen programming and increasing participation rates.
Action CP-3.7D
Develop and adopt an Arts and Culture Master Plan to promote and enrich arts and culture throughout the community based on surveys and other data to identify needs and priorities, and identify public and private funding sources to ensure ongoing support for arts and cultural activities.
Action CP-3.7E Pursue joint use agreements with VCUSD and other educational institutions that provide Vallejo residents with additional opportunities for cultural and recreational activities in school and college facilities.
Action CP-3.7F Revive the Commission on Culture and the Arts to serve as the voice of the arts community, stimulate the visual and performing arts in Vallejo, and promote Vallejo’s culture and artistic assets to enhance the positive image of the city.
Policy CP-3.8 Recreational and Cultural Facilities. Encourage recreational and cultural venues in neighborhoods, corridors, urban villages, and downtown, including private commercial recreational facilities, to complement activities and programs provided by GVRD.
Action CP-3.8A Review City regulations and update as feasible to facilitate development of new recreational and cultural facilities in Vallejo’s neighborhoods.
Policy CP-3.9 Celebrate Vallejo. Promote community events, festivals, and public art installations that highlight Vallejo's history, identity, and diversity while celebrating the interests of Vallejo residents and attracting visitors.
Action CP-3.9A Support community festivals and events that promote diversity and build connections in the community, such as the Mad Hatter Festival, National Night Out, farmers markets, tree-planting events, arts and cultural gatherings, and neighborhood clean-up days.
Action CP-3.9B Work with community groups and local businesses to identify public and private spaces, such as civic plazas and shopping malls that may be used for cultural awareness activities such as festivals, art exhibitions, and poetry presentations.
Policy CP-5.5 Multicultural Access. Promote cultural competency by offering City services responsive to the needs of Vallejo's diverse cultural and ethnic communities.
Action CP-5.5A Provide information in languages other than English.
LIST OF ARTS & CULTURE, AND COMMUNITY HEALTH POLICIES & ACTIONS 7-3 Arts and Culture Number Text
Action CP-5.5B Expand educational programs and training for City employees and officials necessary to ensure that culturally appropriate service can be provided.
Policy NBE-1.9 Cultural Resources. Protect and preserve archaeological, historic, and other cultural resources.
Action NBE-1.9A Continue to require that land use activities comply with State requirements and follow best practices to ensure that cultural resources are not impacted and that appropriate agencies and technical experts are involved in the evaluation and protection of resources and sites.
Action NBE-1.9B Maintain a dialogue with local Native American groups regarding sensitive cultural resources in Vallejo.
Action NBE-1.9C Support protection and formal designation of the Sacramento-San Joaquin Delta region.
Policy NBE-1.12 Historic Preservation. Promote community awareness of the benefits of historic preservation.
Action NBE-1.12A Work with community, real estate, and commerce organizations to promote the connection between historic resources and the economic and cultural well-being of the community.
Action NBE-1.12B In collaboration with local historic preservation organizations, continue the annual preservation awards program to recognize property owners for completing appropriate rehabilitation and/or restoration of historic properties.
Policy NBE-2.4 Play to Strengths. Capitalize on Vallejo's maritime tradition, higher education presence, and historic downtown to keep and attract land use activities that contribute positive energy to the community.
Action NBE-2.4A Continue to use the Mare Island Specific Plan to guide development and conservation on Mare Island and support activities that contribute to the economic and social well-being of the community.
Action NBE-2.4B Continue to work with merchants, arts groups, historic preservation advocates, and local chambers of commerce to promote business and revitalization efforts in the Downtown/Waterfront District.
Policy NBE-2.6 Center for Arts and Creativity. Attract more artists and entrepreneurs to live and work in Vallejo.
Action NBE-2.6A Coordinate with arts, merchant, and neighborhood groups to promote Vallejo as a great place to live and work as an artist.
Action NBE-2.6B Work with private interests to seek funding to assist development projects that would rehabilitate existing buildings for arts uses where economically feasible.
Action NBE-2.6C Update City regulations to allow and encourage art studios, galleries, community arts spaces, and performing arts and nightlife venues in appropriate locations.
Action NBE-2.6D Study the feasibility of offering incentives for development that provides affordable opportunities for housing and studio spaces for artists and creative workers in the Downtown/Waterfront District.
Policy NBE-3.2 Downtown Identity. Ensure that buildings and public spaces contribute to the visual identity of the Downtown/Waterfront District and complement the walkable character of the area.
7-4 Vallejo General Plan 2040
Arts and Culture Number Text
Action NBE-3.2A Continue to apply the Downtown and Waterfront Design Guidelines and require compliance with the Secretary of the Interior’s Standards for designated historic resources.
Action NBE-3.2B Continue to offer innovative programs to make interim use of vacant and underutilized spaces downtown, such as the Downtown Art Windows Project.
Action NBE-3.2C Allow pop-up retail and other creative uses of alleyways and underutilized properties to better connect downtown and the waterfront.
Policy NBE-3.4 Local Art Scene. Promote arts and culture, and integrate public art and performance spaces into public and private development.
Action NBE-3.4A Consider adopting a “percent for art” ordinance, requiring new development and redevelopment over an established threshold to incorporate public art or make an in lieu contribution to the Public Art Project Fund.
Action NBE-3.4B Sponsor mural projects for blank building walls in the Downtown/Waterfront District.
Action NBE-3.4C Continue to support the Downtown Arts & Entertainment District consistent with the Downtown Specific Plan.
Policy NBE-4.2 Waterfront Open Space. Activate waterfront open spaces adjacent to downtown Vallejo.
Action NBE-4.2A Work with local and regional economic agencies and groups to attract business and activities that will bring local residents, families, and visitors to the waterfront regularly.
Action NBE-4.2B Sponsor activities, programs, and temporary events for community members and visitors that activate the waterfront on both sides of Mare Island Strait.
Action NBE-4.2C Encourage temporary uses such as food trucks, vendors, and festivals.
Action NBE-4.2D Install amenities such as playscapes, exercise equipment, picnic spaces, and public art.
Policy EET-1.3 Visitor Destination. Make Vallejo an important visitor destination in the Bay Area.
Action EET-1.3A Collaborate with Visit Vallejo to enhance the tourism economy, including a multi-faceted strategy that includes arts, culture, history, lodging, and entertainment.
Action EET-1.3B Promote Vallejo’s rich naval heritage and support development of a naval tourist attraction on Mare Island.
Action EET-1.3C Update City regulations to expand opportunities for lodging in the Downtown/Waterfront District.
Action EET-1.3D Collaborate with major land owners to recruit retailers, dining establishments, and hotels.
Action EET-1.3E Seek funding for regional transportation links between tourist destinations in Vallejo and the surrounding region, including visitor rail, shuttle service, and enhanced ferry service.
Policy EET-1.5 Arts and Entertainment. Foster a vibrant local arts community to strengthen Vallejo's position as a regional destination for arts and entertainment.
Action EET-1.5A Promote the Downtown/Waterfront District as a music, theater, and entertainment district serving students, visitors, and the region.
LIST OF ARTS & CULTURE, AND COMMUNITY HEALTH POLICIES & ACTIONS 7-5 Arts and Culture Number Text
Action EET-1.5B Attract new businesses to complement existing music, theater, and entertainment venues.
Action EET-1.5C Increase the visibility of local arts and artisans through citywide marketing and branding.
Action EET-1.5D Support the coordination of community festivals and events, including working with local groups to market and publicize materials and volunteer resources, to promote Vallejo festivals and boost attendance.
Action EET-1.5E Continue the City’s film permitting program to attract film and television efforts that boost Vallejo's visibility and provide revenue for the City.
Policy EET-1.10 Public Land. Improve City-owned land and properties to stimulate private investment in employment and high-quality commercial, residential, and mixed-use development.
Action EET-1.10B Implement the Waterfront Planned Development Master Plan for the Northern Waterfront (north and west of Mare Island Way and south of Mare Island Causeway) to provide housing, visitor serving retail and dining, and open space amenities.
Policy EET-2.2 Good Jobs. Retain and attract new businesses offering high quality jobs.
Action EET-2.2B Seek out businesses that build on Vallejo's competitive advantages and offer high and living wage jobs in a range of industries such as advanced manufacturing, maritime industrial, biosciences/life sciences, arts and entertainment, and tourism/hospitality.
Policy EET-2.4 Prepared and Versatile Workforce. Increase community workforce preparedness for a wide variety of sectors, including arts and culture, health care, high tech, maritime, and manufacturing.
Action EET-2.4E Identify and market local life-long learning opportunities, including work-study programs, internships, and expanded curriculum offerings, in collaboration with educational institutions, businesses, and non-profit organizations.
Policy EET-3.3 Dynamic Downtown. Reduce commercial vacancy and increase business activity in the downtown, including arts and cultural enterprises and student-serving businesses.
Action EET-3.3A Use the Vallejo marketing program and media campaign to promote tourism and day visits to the city, highlighting the historic Downtown and its emergence as an arts and entertainment district (refer to EET-1.6).
Action EET-3.3B Assist in the coordination of regular arts events Downtown that highlight local talent and increase foot traffic for merchants.
Action EET-3.3C Strengthen connections within the Downtown/Waterfront District through improved wayfinding features and dining and retail business attraction efforts.
Action EET-3.3D Work with Vallejo Central Core Restoration Corporation (CCRC), property owners and managers, and employers in the shopping, entertainment, arts, dining, hotel, recreation, and nightlife sectors to coordinate marketing efforts and improve inter-business synergy.
Policy EET-3.4 Commercial and Neighborhood Corridors. Enhance commercial corridors to create a vibrant mix of places to live, work, shop, and play.
Action EET-3.4D Collaborate with business owners, property owners, and/or BIDs to seek funding for and provide incentives to facilitate facade/streetscape/ access improvements, improve signage, and provide for public art and gathering places along commercial corridors. 7-6 Vallejo General Plan 2040
Arts and Culture Number Text
Action EET-3.4I Help coordinate communication between local businesses and the arts community, including cooperation on branding, streetscape activation initiatives, festivals, and events starting downtown and spreading to the corridors.
Policy EET-3.6 Innovative Enterprises and Workspaces. Support community-based and non-governmental efforts that nurture start-ups and small-scale manufacturers to help them grow in Vallejo.
Action EET-3.6A Identify and promote zoning that supports innovative businesses located in residential neighborhoods, including home-based, peer-to-peer, mobile, and micro businesses.
Action EET-3.6B Identify existing buildings suitable for or that could be reused or re-purposed for food and beverage production, small-scale artisanal and specialized manufacturing, contemporary maker businesses and small maker spaces.
Action EET-3.6C Seek out developers who have expertise in adaptive reuse.
Action EET-3.6D Amend City regulations as necessary and appropriate to accommodate incubator and co-working spaces to serve Vallejo's artist, entrepreneurial, and low income communities.
Action EET-3.6E
Consider promoting all or a portion of Downtown Vallejo or Mare Island's industrial district as an "Innovation District," "Maker District," and/or "Advanced Manufacturing Hub" to clearly position the City as part of the San Francisco Bay Area innovation eco-system, and coordinate this initiative with the development of the Vallejo marketing program.
LIST OF ARTS & CULTURE, AND COMMUNITY HEALTH POLICIES & ACTIONS 7-7 Community Health Number Text
Policy CP-1.1 Retail Food Sources. Strive to ensure that all households in Vallejo have easy access to retail sources of affordable healthy food, including organic options, such as full-service grocery stores, ethnic food markets, produce markets, and convenience stores.
Action CP-1.1A
Work with Solano Public Health, universities, and other partners to identify areas of Vallejo that lack affordable healthy food retail options, using retail food indices and the United States Department of Agriculture (USDA) "food desert" designation, and including maps that illustrate factors such as concentration of fast food restaurants and convenience food outlets, areas that lack affordable healthy food, areas with limited transportation options, and areas of poverty.
Action CP-1.1B Update City regulations and explore incentives to attract a full service grocery store to South Vallejo and any other identified “food deserts.” Action CP-1.1C In collaboration with Solano Public Health and other partners, consider a program to encourage markets to stock fresh produce and other healthy foods.
Action CP-1.1D Consider updating City regulations to limit the number of fast food outlets and mobile vendors serving primarily unhealthy food near schools and parks and in areas with existing fast food outlets.
Action CP-1.1E Work with Soltrans to improve bus service to food shopping; and with Soltrans or other partners to establish a shuttle program for seniors and other community members who may not drive.
Action CP-1.1F Work with Solano Public Health and other partners to continue and expand the ability to use the Electronic Benefit Transfer (EBT) program at farmers' markets and other sources of healthy food.
Policy CP-1.2 Locally Grown Food. Collaborate with community partners to support and expand Vallejo’s community gardens, Community Supported Agriculture (CSA) programs, and urban agriculture.
Action CP-1.2A Work with community garden programs, Vallejo City Unified School District (VCUSD), Solano Community College, residents, and other local advocates, to establish a network of community gardens as sources of fresh produce, education, and social cohesion.
Action CP-1.2B Work with GVRD, residents, colleges and universities, Solano Public Health, and other community partners to identify community garden opportunities in parks or appropriate properties and on City-owned property.
Action CP-1.2C Consider leasing publicly owned, non-contaminated vacant land for agricultural use, and work with partners such as colleges and universities to identify potential sites.
Action CP-1.2D Develop City regulations that encourage urban agriculture and farm stands, as appropriate.
Action CP-1.2E Publicize and promote the availability of food grown in Vallejo.
Policy CP-1.3 Healthy Eating Programs. Complement access to healthy food with programs to promote healthier eating.
Action CP-1.3A Work with schools, Solano Public Health, local hospitals, and community health professionals and organizations active in urban farming, such as Loma Vista Farms, to develop a public education program highlighting the benefits of a whole foods, plant-based diet. 7-8 Vallejo General Plan 2040
Community Health Number Text
Action CP-1.3B Explore programs with the VCUSD, Solano Public Health, community garden groups, and other advocates to provide healthy foods in schools and other public institutions.
Action CP-1.3C Provide information on State and federal programs such as SNAP (Supplemental Nutrition Assistance Program), WIC (Women, Infants, and Children), and school lunch programs at farmers markets and other community events.
Action CP-1.3D Work with Solano Public Health to enlist restaurants in the CalFresh Restaurant Meals Program.
Policy CP-1.4 Active Recreation Facilities. Ensure all Vallejo residents are served by convenient and safe active recreation facilities that meet the needs of all ages, abilities, and interest groups.
Action CP-1.4A Include active recreation opportunities for a range of ages and interests as considerations in planning and projects for the central waterfront and shoreline areas.
Action CP-1.4B Assess on an on-going basis the safety of existing recreational facilities in Vallejo by mapping crime in areas near existing facilities and identify measures to increase safety.
Action CP-1.4C Explore opportunities for providing access to safe places for recreational in-water activities, such as boating, kayaking, paddle boarding, and swimming.
Action CP-1.4D Support GVRD and the Florence Douglas Senior Center in exploring the need for a multi-generational center that will provide opportunities for education, physical exercise, and other active living programs.
Action CP-1.4E Promote community “ownership” of active recreation facilities by establishing programs that encourage local residents and neighborhood organizations to "adopt," protect, and maintain parks, open spaces, and trails.
Policy CP-1.5 Active Recreation Programming. Support and expand active recreation programs in Vallejo.
Action CP-1.5A Support the GVRD, residents, and community partners to assess the need for recreation programs and services and develop a strategy for addressing those needs.
Action CP-1.5B Work with local community groups and Solano Public Health to initiate walking, hiking, cycling, and other recreation clubs and activities to increase participation, safety, and social cohesion.
Policy CP-1.6
Active Transportation Network. Promote the health benefits of walking and bicycling by providing a convenient and safe network of bicycle paths and routes, sidewalks, pedestrian paths, and trails, including connections with major destinations such as civic facilities, educational institutions, employment centers, shopping, and recreation areas.
Action CP-1.6A Identify problem locations in Vallejo regarding pedestrian/auto and bicycle/auto collisions, identify measures (e.g., traffic calming, improved street lighting) to reduce collisions, and develop a prioritized program for implementing identified measures.
Action CP-1.6B Support and expand Vallejo’s Safe Routes to Schools program in collaboration with the VCUSD, Vallejo Police Department, Solano Public Health, and Solano Transportation Authority (STA).
Action CP-1.6C Encourage school siting decisions that take safe walking and bicycling access into account.
LIST OF ARTS & CULTURE, AND COMMUNITY HEALTH POLICIES & ACTIONS 7-9 Community Health Number Text
Action CP-1.6D Develop guidelines for public and private projects that promote safe, convenient, and attractive bike and pedestrian facilities, including amenities to enhance bike and pedestrian activity, such as bicycle racks, lockers, street trees, public art, and street furniture.
Action CP-1.6E Seek resources to increase police presence in and around bike and walking paths and pedestrian areas, through means such as reintroducing bike patrols by the Vallejo Police Department and re-establishing police substations in key areas.
Action CP-1.6F Work with neighborhood watch groups to improve safety for bicyclists and pedestrians and to increase the use of active transportation.
Action CP-1.6G Develop a “safe routes for seniors” program in collaboration with seniors’ organizations.
Policy CP-1.7 Green Space. Promote community physical and mental health through provision and preservation of the urban forest, natural areas, and “green” infrastructure (i.e. best practices water management).
Action CP-1.7A Seek funding to develop and implement an Urban Greening Plan that identifies needs, opportunities, projects, and potential funding, in collaboration with community partners.
Action CP-1.7B Regularly maintain the health of City street trees.
Action CP-1.7C Support efforts by stewardship agencies to preserve wetland and open space areas.
Action CP-1.7D Work with partners, including Solano Public Health, universities, and other groups to develop and maintain maps that illustrate access to green spaces within Vallejo neighborhoods.
Action CP-1.7E Continue to implement green infrastructure practices that draw upon natural processes to address storm water drainage and flood control and potentially add to Vallejo’s network of green spaces.
Policy CP-1.8 Strong Schools, Engaged Students and Families. Support efforts by schools to reduce the dropout rate in recognition that education is a predictor of health.
Action CP-1.8A Support the VCUSD, Solano Community College, other community partners, and parents helping keep students in and graduate from school.
Policy CP-1.9 Secondhand Smoke. Limit exposure to secondhand smoke, including from electronic smoking devices.
Action CP-1.9A Work with GVRD and Solano Public Health to expand the City's existing ordinance prohibiting smoking in its parks to: 1) include electronic smoking devices; and 2) apply it to transit stops and other public outdoor spaces.
Action CP-1.9B Work with Solano Public Health and other community partners to consider adopting an ordinance regulating smoking in new and existing multifamily units.
Policy CP-1.10 Tobacco Sales and Children. Protect children by restricting the location of tobacco sales.
Action CP-1.10A Amend City regulations to require use permit review to consider the potential negative impacts of uses proposing to sell tobacco in proximity to schools and other youth-serving facilities, and in areas with existing tobacco retailers. 7-10 Vallejo General Plan 2040
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Action CP-1.10B Consider establishing an annual fee on tobacco retailers to fund a regular monitoring program to increase compliance with tobacco related laws.
Policy CP-1.11 Responsible Alcohol Sales. Promote responsible alcohol sales through regulation and education.
Action CP-1.11A Consider establishing an annual fee on alcohol retailers to fund a regular monitoring program to increase compliance with alcohol sale laws.
Action CP-1.11B Continue to support responsible beverage service training through the California Department of Alcoholic Beverage Control.
Action CP-1.11C Consider amending City regulations to limit the number and density of convenience stores selling alcohol, including those within close proximity to one another and to schools and other youth-serving facilities.
Policy CP-1.12 Clean Air. Protect the community from harmful levels of air pollution.
Action CP-1.12A
Convert the City fleet of street sweepers and other large-scale equipment from fossil fuel to alternative fuel types, and work with service providers to convert refuse and recycling trucks to alternative fuels, in conformance with Bay Area Air Quality Management District (BAAQMD) requirements for fleets.
Action CP-1.12B Update City regulations to set BAAQMD-recommended limits for particulate emissions from construction, demolition, debris hauling, and utility maintenance.
Action CP-1.12C Provide information regarding advances in air-quality protection measures to schools, home owners, and operators of “sensitive receptors” such as senior and child care facilities.
Action CP-1.12D Periodically review and update City regulations to comply with changes in State law and BAAQMD Guidelines pertaining to coal or wood-burning devices.
Action CP-1.12E Periodically review the Building Code for consistency with the latest California Green Building Standards Code, and assess the need for updates to require new construction and remodels to employ best practices and materials to reduce emissions, both during and after construction.
Action CP-1.12F Update City regulations to prohibit grading operations when wind speeds (as instantaneous gusts) exceed 25 miles per hour, or require the use of water trucks to wet soil.
Policy CP-1.13 Clean Water. Provide a safe, adequate water supply citywide.
Action CP-1.13A Periodically assess the need to repair or replace aging water supply infrastructure, and incorporate upgrades and improvements into the Capital Improvement Program as needed.
Action CP-1.13B Develop a plan to upgrade and finance water infrastructure improvements.
Action CP-1.13C Maintain a water rate structure that adequately funds water infrastructure maintenance and replacement projects as required by federal, State, and local regulations.
Action CP-1.13D Continue to provide information on water conservation best practices to residents and businesses in Vallejo.
Action CP-1.13E Support the efforts of federal, State, regional, and local agencies to clean up impaired water bodies in Vallejo.
LIST OF ARTS & CULTURE, AND COMMUNITY HEALTH POLICIES & ACTIONS 7-11 Community Health Number Text
Policy CP-1.14 Healthy Economic Development. Consider healthy community criteria and environmental health standards in efforts to attract new businesses to Vallejo.
Action CP-1.14A
Consider developing and adopting a “healthy development checklist” to evaluate potential new development under appropriate criteria, which might include exposure to harmful levels of air pollution, effects on the noise environment, relationship to the active transportation network and the safety of that network, and effects on social cohesion.
Policy CP-1.15 Water Quality. Maintain and improve water quality in a way that provides public and environmental health benefits.
Action CP-1.15A Require new development to incorporate site design, source control, and treatment measures to keep pollutants out of stormwater during construction and operational phases, consistent with City of Vallejo Municipal Ordinance.
Action CP-1.15B
Encourage new development to incorporate low impact development (LID) strategies, such as rain gardens, filter strips, swales, and other natural drainage strategies, to the greatest extent feasible, in order to reduce stormwater runoff levels, improve infiltration to replenish groundwater sources, reduce localized flooding, and reduce pollutants close to their source.
Action CP-1.15C
Consult with appropriate regional, State, and federal agencies to monitor water quality and address local sources of groundwater and soil contamination, including possible underground storage tanks, septic tanks, and industrial uses, as necessary, to achieve State and federal water quality standards.
Action CP-1.15D Require new development to connect to the Vallejo Sanitation and Flood Control District sewer system for treatment of wastewater rather than septic systems, which are not allowed.
Policy CP-3.4 Parks. Plan for and provide parkland and facilities to support Vallejo's recreational needs.
Action CP-3.4A Maintain a standard of 4.25 acres of parkland per thousand residents and continue to require that new residential development make a fair share contribution to future parks development.
Action CP-3.4B
Work with GVRD, VSFCD, and other community partners to identify potential sites for new parks, playgrounds, recreation centers, sports fields, skate parks, and other recreational facilities in underserved areas as well as in areas where population growth is anticipated. Collaborate to explore funding mechanisms for acquisition and maintenance of new parks and facilities.
Action CP-3.4C Update the City regulations to allow a portion of the parkland dedication requirement to be met through the provision of on-site mini parks and trails in new development.
Policy CP-3.6 Park Safety. Ensure that parks are designed and managed to maximize the personal safety of users and maintain the visibility of play areas.
Action CP-3.6A Implement community-based policing strategies in coordination with neighborhood groups and local residents to improve personal safety and encourage use of parks and facilities.
Action CP-3.6B Work with GVRD to periodically conduct CPTED audits of park facilities to identify and prioritize improvements that can enhance safety. 7-12 Vallejo General Plan 2040
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Policy CP-3.7 Recreational and Cultural Activities. Provide a full range of recreational, cultural, and artistic activities that caters to the diverse interests of Vallejoans, including intergenerational opportunities.
Action CP-3.7A Collaborate with GVRD to periodically assess community needs, develop responsive recreational and cultural programming and facilities, and identify funding.
Action CP-3.7B Support community groups in providing recreational and cultural activities and programs for community members, including after school and weekend programs for youth.
Action CP-3.7C Assemble a volunteer task force to assist in developing teen programming and increasing participation rates.
Action CP-3.7E Pursue joint use agreements with VCUSD and other educational institutions that provide Vallejo residents with additional opportunities for cultural and recreational activities in school and college facilities.
Action CP-3.7F Revive the Commission on Culture and the Arts to serve as the voice of the arts community, stimulate the visual and performing arts in Vallejo, and promote Vallejo’s culture and artistic assets to enhance the positive image of the city.
Policy CP-3.8 Recreational and Cultural Facilities. Encourage recreational and cultural venues in neighborhoods, corridors, urban villages, and downtown, including private commercial recreational facilities, to complement activities and programs provided by GVRD.
Action CP-3.8A Review City regulations and update as feasible to facilitate development of new recreational and cultural facilities in Vallejo’s neighborhoods.
Policy CP-4.4 Foster Collaboration. Foster collaboration between the City, educational institutions, the business community, social service providers, community organizations, and grassroots neighborhood and civic groups.
Action CP-4.4B
Establish a healthy community consortium, including Solano Public Health and other government agencies, foundations, non-profit and other community and faith-based groups, educational institutions, and businesses to address and promote the community health and wellness topics presented in this Plan.
Policy CP-4.5 Volunteering. Encourage and support residents as volunteers to supplement City and agency staff in the delivery of community services, including recreation, youth, and senior programs.
Action CP-4.5A Partner with community organizations and faith-based groups to establish a volunteer program that expands services to seniors.
Action CP-4.5B Partner with community organizations, parent teacher associations, and workforce development organizations to establish volunteer programs that match residents with volunteers who can provide mentoring and relevant, real-world training to youth and adults.
Action CP-4.5C Work with advocacy groups to encourage individuals from underrepresented minority populations to represent their communities in civic life, including on City boards and commissions.
Policy CP-5.2 Lifelong Care. Support community members at all stages of life with programs to improve quality of life.
Action CP-5.2C Provide information about shelter and food assistance programs via the range of the City's communication tools.
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Action CP-5.2D Coordinate with local and regional agencies and organizations to address the welfare of children, through such means as trauma-informed care for children, youth, and families involved with child welfare.
Policy NBE-1.4 Waterway Restoration. Restore riparian corridors and waterways throughout the city.
Action NBE-1.4A
Collaborate with GVRD, Vallejo Sanitation & Flood Control District (VSFCD), and other partners to evaluate creek conditions and restoration opportunities, and to develop policies covering setbacks from creeks, damage prevention, stewardship, nuisance abatement, public access, and other community and environmental concerns.
Action NBE-1.4B Work with the U.S. Environmental Protection Agency (USEPA), Regional Water Quality Control Board (RWQCB), Solano County, and neighboring jurisdictions in efforts to reduce pollution in local waterbodies.
Action NBE-1.4C Work with VSFCD and GVRD, as appropriate, to maintain Lake Chabot, Lake Dalwigk, and other detention basins for stormwater management and for public recreational use.
Policy NBE-1.6 Open Space. Conserve and enhance natural open space areas in and adjacent to Vallejo and its waterfront.
Action NBE-1.6A In collaboration with Solano Land Trust and North Bay partner jurisdictions, seek funding for implementation of conservation projects in the TriCity and County Cooperative Planning Area.
Action NBE-1.6C In coastal wetland and marsh areas and along creeks, allow and provide amenities to support public recreational activities compatible with conservation of the natural environment, such as picnicking, hiking, and nature and wildlife educational opportunities.
Policy NBE-1.8 Urban Forest. Encourage planting of street trees and landscaping to beautify the city, encourage walking and biking, and create a stronger sense of identity.
Action NBE-1.8A Support community efforts that involve tree planting, tree care, and the stewardship of public space beyond what City resources can provide.
Action NBE-1.8B Update the Tree Ordinance, including requirements for preservation of trees of a minimum size.
Action NBE-1.8C Develop a Comprehensive Tree Management Program to ensure appropriate protection for urban forest resources.
Policy NBE-1.13 Community Preservation. Encourage high standards of property maintenance and rapid abatement of conditions contributing to blight.
Action NBE-1.13A Update City regulations, adequately staff and fund, and increase enforcement as needed to require adequate structure and yard upkeep, increase penalties for illegal dumping and graffiti, and prohibit inappropriate outdoor storage (including non-operating vehicles).
Action NBE-1.13B Support efforts by homeowners associations, neighborhood groups, and civic organizations to abate nuisances and improve the appearance of the community.
Action NBE-1.13C Conduct regular inspections to ensure that multi-family properties comply with City building, sanitation, property maintenance, and safety codes.
Policy NBE-4.3 Trails. Support development and implementation of a comprehensive plan for trails that provides access to the waterfront. 7-14 Vallejo General Plan 2040
Community Health Number Text
Action NBE-4.3A Facilitate development of a promenade and trail, along the waterfront or as close to the waterfront as feasible, extending from the Zampa Bridge in South Vallejo north to River Park and White Slough.
Action NBE-4.3B Identify priority scenic views and points of interest along the waterfront and potential connections to surrounding destinations.
Action NBE-4.3C Seek funding for infrastructure improvements, landscaping, and outdoor amenities to increase pedestrian, bike, and transit access to the water and build linkages to downtown Vallejo.
Policy MTC-1.3 First/Last Mile Connections. Provide enhancements to the local transit network that make it easier and more convenient to use regional transit.
Action MTC-1.3A Pursue One Bay Area grants and other funding to better connect regional transit and the local bicycle and pedestrian network, including through physical infrastructure, wayfinding signage, and real-time information displays.
Action MTC-1.3B Work with the Solano Transportation Authority (STA) and local employers to expand guaranteed ride home and rideshare programs, including through preferential parking, recognition incentives, and use of social media and smartphones.
Policy MTC-1.5 Regional Trail Network. Continue to participate in efforts to complete the regional trail network through Vallejo.
Action MTC-1.5A
Seek funding to complete the San Francisco Bay Trail through Vallejo from the Zampa Bridge in the south, along the waterfront or as close to waterfront as feasible, to the Napa Valley Vine Trail in the north, and the San Francisco Bay and Ridge Trail to the east of I-80 in the Glen Cove area.
Policy MTC-1.6 Public Access. Promote public access to open space and trails.
Action MTC-1.6A Work with responsible public agencies, including transit operators, to provide convenient public access to open space lands and trails, except in those areas where public safety would be compromised or significant land use conflicts would occur.
Action MTC-1.6B Where feasible and appropriate, require conservation easements that provide public access over private lands.
Action MTC-1.6C Work with public agencies and non-profit organizations to establish a coordinated web-presence and region-wide map of open space areas and recreational facilities.
Policy MTC-2.1 Safety First. Prioritize pedestrian, bicycle, and automobile safety over traffic flow.
Action MTC-2.1A Prepare a citywide Bicycle and Pedestrian Master Plan that builds on the 1998 Plan, identifies improvements needed to close gaps in the network and work toward a “Vision Zero” target for eliminating traffic fatalities and reducing non-fatal collisions.
Action MTC-2.1B Prioritize completion of sidewalk and bicycle projects listed in the Bicycle and Pedestrian Master Plan as City resources allow.
Action MTC-2.1C Establish a neighborhood traffic-calming program to involve residents in identifying issues on neighborhood streets and actions to address them.
Policy MTC-2.4 Citywide Mobility. Maintain a transportation network that provides mobility for all ages and abilities and for all areas of the community.
Policy MTC-2.5 Street Classification System. Maintain a street classification system that establishes user mode priorities and associated performance standards for each type of street.
LIST OF ARTS & CULTURE, AND COMMUNITY HEALTH POLICIES & ACTIONS 7-15 Community Health Number Text
Policy MTC-2.7 Complete Streets. Increase accessibility for and use of streets by pedestrians, bicyclists, and transit riders.
Action MTC-2.7B Seek funding to improve sidewalk conditions, including widening of substandard sidewalks and adding street trees and lighting.
Action MTC-2.7C Establish City regulations to improve walking and biking opportunities in new development, including features such as sidewalks sidewalks, signage, streetscape improvements, bike lanes, and secured bicycle parking.
Action MTC-2.7D Adopt the National Association of City Transportation Officials (NACTO) Urban Street Design Guide and Urban Bikeway Design Guide to direct future improvement projects.
Action MTC-2.7F Update City regulations to allow use of sidewalk space for uses such as sidewalk dining or merchandise by adjacent businesses on commercial streets with sufficient width.
Policy MTC-3.1 Coordinated Transportation Planning. Ensure that improvements to the transportation network support a land use pattern that connects the community and facilitates travel among Vallejo’s neighborhoods.
Action MTC-3.1A Work with Caltrans, Solano County, Soltrans, and the Solano Transportation Authority to identify and seek funding for improvements that make intra-city travel easier, including for transit, bicycles, and pedestrians.
Action MTC-3.1B Synchronize improvements to the local street network with planned expansion of the County bicycle network and the regional trail system in Vallejo.
Action MTC-3.1C Involve residents, businesses, and other community members in choosing among options for street improvement projects to create a stronger sense of place and neighborhood ownership in the design of roads, streetscapes, and other transportation-related facilities.
Policy MTC-3.4 Walking, Biking, and Rolling. Expand the local bicycle and trail network to provide safe, healthy, attractive options for non-motorized travel among destinations in Vallejo, including for wheelchair users.
Action MTC-3.4A Where appropriate and feasible, convert underused City rights-of-way to bikeways along travel lanes, drainage canals, and rail corridors, to enhance connectivity.
Action MTC-3.4B Pursue public and private funding to expand and link the network of pedestrian and bicycle paths and facilities beginning in selected transitoriented priority areas.
Action MTC-3.4C Regularly maintain key neighborhood connection routes to facilitate bicycle access, including through debris removal and street repair.
Policy MTC-3.5 Walkability. Promote a well-designed, interconnected, pedestrian-friendly environment in the Downtown/Waterfront District.
Action MTC-3.5B Convert selected downtown streets to temporary pedestrian-only use on a regularly scheduled basis for events such as the Downtown Farmers' Market.
7-16 Vallejo General Plan 2040
Community Health Number Text
Policy MTC-3.7 Shared Streets. Facilitate access to and through the District by alternatives to the automobile.
Action MTC-3.7A Establish shared streets within the Downtown/Waterfront District that accommodate bicycles and transit through provision of dedicated lanes where appropriate.
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 1
Vallejo
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 2
Vallejo
Overview
Vallejo is located along the southern coast of Solano
County. Vallejo is located at the junction of many of the major roadways in Solano County with the Interstate-80
(I-80) corridor providing connections south to the East Bay and north to Fairfield, CA-37 and CA-29 providing
connections west to Napa, and Interstate-780 connecting east to I-680 and Vallejo. Interstates I-80 and I-780 along with CA-37 divide the city into several portions. Vallejo has a variety of environments, including a waterfront, historic maritime industry, and Mare Island. There is a dense grid of residential land use on the central and north portion of the city. Further to the south, the residential land use is lower density with cul-de-sacs. Commercial land use is located along Lincoln Highway/Broadway Street and east of the I-80/ CA-37 interchange at the Gateway Plaza. Six Flags Discovery Kingdom is located south of CA-37. Across the Napa River lies Mare Island where the majority of industrial land use is located along with the Mare Island Golf Club and Shoreline Heritage Preserve. Additional industrial use is located on the mainland coast of the Napa River and at the interchange of I-80 and I-780 to the southwest. Vallejo is the largest city in Solano County, with a population of 122,105 people as of 2017.
Existing Conditions
This section provides a high-level summary of the existing conditions related to active transportation in Vallejo. For more details on the demographic composition and travel
patterns of people walking and bicycling and the existing active transportation network in Vallejo, refer to Appendix B.
Technical Analysis and Summary Memorandums.
Active Transportation Profile
This section evaluates demographic characteristics of
the population who currently walk or ride a bicycle in
Vallejo using data from the United States Census American Community Survey (2017, 5-year estimates) and the
California Household Travel Survey (2012). While these
surveys are useful, the data may be less accurate for
smaller communities like Vallejo due to reduced sample
sizes; however, the data do provide a general indication of walking and bicycling trends in Vallejo.
Demographic Characteristics
According to the United States Census American Community Survey, the population of Vallejo increased by five percent from 2010 to 2017. Vallejo is also one of the more racially and ethnically diverse cities in Solano County. The share of vulnerable populations (people under 18 and 65 or older), who may be more likely to rely on walking, bicycling, and transit, increased by three percent. Vallejo’s population has slightly more women than men, but the American
Community Survey data suggests that men may be more
likely to walk, bicycle, or ride public transit to work than women.
Travel Characteristics
In 2017, the share of employed people ages 16 or older who walked, bicycled, or rode transit to work was nearly seven percent. Based on data from the California Household Travel Survey, a majority of all trips taken in Vallejo by any mode of transportation are less than three miles in length (58%), which is considered a reasonable bicycling distance. Almost a quarter of all trips (23%) are less than one mile, which is considered a reasonable walking distance for most trips.
This indicates that almost two-thirds of all trips made within Vallejo could be converted to walking or bicycling trips.
Additional travel patterns for Vallejo are depicted in Figure VL-2.
Vallejo
Figure VL-1: Vallejo
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 3
Characteristics of residents who walk or bike to work:
Race
Source: US Census, ACS 5-Year Estimates 2016.
People Who Bike
People Who Bike
People Who Walk
People Who Walk
(%) Percentage of Total Population
(%) Percentage of Total Population (%) Percentage of Total Population White Black Asian Hispanic
Gender Income
< $25,000 $25,000 - 50,000 $50,000 - 75,000 >$75,000
All Commuters People Who Bike People Who Walk
Age
16–24
years old
25–44
years old
45–64
years old
65+
years old
People Who Bike People Who Walk
Work
Errand Recreation
Dining Other
Trip Purposes Trip Distances Mode Share
(all modes) (all modes) (commute trips)
Walk Transit
Telecommute Other
Bike Car
Source: California Household Travel Survey, 2012. Source: US Census, ACS 5-Year Estimates 2016. (51%)
(49%) 35%
65%
56%
44%
General travel characteristics (all modes):
(12.9%) (41.9%) (40.4%) (4.9%) 11% 24%40% 33% 41% 36% 7%7% Vallejo Active Transportation Profile
(36.1%) (15.4%) (23.8%) (22.6%) 47.4% 42.3% 16.6%21.8% 25.9% 13.5%22.3% 22.5%
24.3% 25.9%
19.6% 14.7%
15.5%
3.6%
1.5%
0.5%
4.4%
0.7%
88.9%
17.0% 11.5% 5.3%
36.0%
57.3%
43.9%
28.7% 37.3%
18.2% 27.5%
3.7% 13.5%
5+ miles 30%
3-5 miles 12%
1-3 miles 35%
0-1 miles 23%
Sample size = 1,720 trips Sample size = 969 trips Sample size = 51,585 people Sample size = 764 people who walk and 239 people who bike Figure VL-2: Vallejo Active Transportation Profile
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 4
Existing Active Transportation Network
The active transportation network consists of both pedestrian and bicycle infrastructure that work together to provide mobility options for all those that live, work, study, or play in Vallejo. Everyone in Vallejo uses active transportation infrastructure, such as sidewalks, at some point in their day, even if just for short distances to reach their destinations.
Existing Pedestrian Network
The pedestrian network within Vallejo consists largely of sidewalk infrastructure supported by crossing treatments, multi-use paved trails, and unpaved recreational trails.
Vallejo currently has an overall Walk Score of 42 out of 100 according to the real-estate website www.WalkScore. com, indicating that most errands require a car. The city currently has a total of 515 miles of sidewalks, which
includes measurements of sidewalks on both sides of the street independently. There are approximately 727 miles of maximum potential sidewalk coverage (total roadway
mileage multiplied by two to account for both sides of the street), as shown in Figures VL-4 and VL-5. Depending on land use context, there may be areas of the city with rural characteristics where typical sidewalk infrastructure may not be compatible. However, it was not possible to exclude these areas from the sidewalk inventory.
Existing Bicycle Network
This section summarizes the bicycle facilities in Vallejo’s existing bicycle network. It also presents the results of the bicyclist comfort and connectivity analyses – that is, level of traffic stress (LTS) and bicycle network analysis (BNA), respectively – for the existing network. Additional information on the LTS and BNA methodologies can be
found in the existing conditions section of the Solano County Active Transportation Plan. Vallejo has a 364-mile roadway network, 46 lane miles of which currently have bicycle
facilities. This includes six lane miles of shared-use paths, 22 lane miles of bicycle lanes, and 18 lane miles of bicycle routes, as summarized in Figures VL-4 and VL-6. Figures VL-7 and VL-8 present the LTS and BNA results for Vallejo’s existing bicycle network, respectively.
Figure VL-3: Class I Multi-use path on the Waterfront in Vallejo SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 5
Figure VL-4: Vallejo Active Transportation Network Infographic Existing Sidewalk
Lane Miles
Roadway Network
Lane Miles*
Vallejo 515 727
Priority Development Areas 9 13
Communities of Concern 236 296
Disadvantaged Communities 65 136
Sidewalk Network Inventory
Bicycle Facilities Lane Miles
Multi-Use Paths (Class I) 6
Bicycle Lanes (Class II) 22
Bicycle Routes (Class III) 18
No Designated Facility 341
All Roadways 364
Bicycle Network Inventory
Citywide Bicycle
Network Analysis
(BNA) Score
Low
26 Connectivity 0 100 High Connectivity
Percent of Roadway Mileage
Level of Traffic Stress (LTS) Bicycle Inventory
LTS 1
74%
LTS 2
4%
LTS 3
5%
LTS 4
17%
Least
Stressful
Most
Stressful 6%
Multi-use
Paths
Bike
Routes
Bike
Lanes
No Designated
Facility
2%
94%
5%
*Maximum potential sidewalk coverage
6 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Figure VL-5: Vallejo Sidewalk Coverage Map
7 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Bicycle Network
Bikeways
Class I Multi-Use PathClass II Bicycle LaneClass II Buffered Bicycle LaneClass III Bicycle BoulevardClass III Bicycle RouteClass IV Separated BikewayCountyJurisdictionsParksWater Bikeways
Class I Multi-Use PathClass II Bicycle LaneClass II Buffered Bicycle LaneClass III Bicycle BoulevardClass III Bicycle RouteClass IV Separated BikewayCountyJurisdictionsParksWater STACounty Active Transportation Plan
Vallejo
Figure VL-6: Vallejo Existing Bike Network Map
8 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Bicycle Level of TrafficStress
LevelofTrafficStress
High StressLow StressCountyJurisdictionsParksWater
LevelofTrafficStress
High StressLow StressCountyJurisdictionsParksWater
STACounty Active Transportation Plan
Vallejo
Figure VL-7: Vallejo Bicycle LTS Map
9 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Bicycle Network Analysis
CountyJurisdictionsParksWaterCountyJurisdictionsParksWater STACounty Active Transportation Plan
Vallejo
Low High
Connectivity
Figure VL-8: Vallejo Bicycle Network Connectivity Map
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 10
Safety Corridors
Real and perceived safety can strongly influence a person’s decision to walk or bicycle. Collision analyses are one way to assess traffic safety in a community and can help identify key areas for infrastructure or programmatic changes
that improve safety and comfort for people walking and
bicycling. This section summarizes the pedestrian- and
bicycle- involved collision trends and high-risk locations in Vallejo. The raw collision data was retrieved from the Statewide Integrated Traffic Records System (SWITRS) for the most recent five years (2012 - 2017) for which collision data was available.
The collision analysis followed a systemic safety approach and used the Equivalent Property Damage Only (EPDO)
method to assess crashes. The EPDO method weights
crashes by severity so that when EPDO scores are
calculated, they reflect both frequency and severity of collisions. Collisions resulting in a greater injury severity (e.g., fatal or severe) are weighted much heavier than
collisions resulting in a minor injury, or no injury at all. For more information about the collision analysis methodology and a more detailed discussion of the results, refer to Appendix B: Technical Analysis and Summary Memorandums.
When interpreting the results, note that no volume data was used in this analysis, so it is unclear how the numbers of people walking, bicycling, and driving are influencing collision trends.
Summary of Results
During the five-year analysis period there were 3,452
traffic collisions in Vallejo. Of these collisions, six percent (215) were pedestrian collisions and three percent (92) were bicycle collisions. Vallejo has the highest number of pedestrian collisions and the third highest number of bicycle collisions among all of the incorporated jurisdictions in Solano County.
In Vallejo, the EPDO scores for segments and intersections are nearly equal for both pedestrian collisions and bicycle collisions. Among pedestrian collisions, the EPDO score is highest for collisions during dark hours on streets with lights, however, there is a notable EPDO score for collisions occurring in the daylight. The EPDO score for bicycle
collisions was highest during daylight hours, with a notable score for dark streets with street lights.
The Project Team analyzed the geographic distribution of EPDO scores and identified priority safety corridors and intersections for pedestrian and bicycle collisions in Vallejo (see Figures VL-9 and VL-10). The analysis identified the street segments below as warranting further investigation.
Pedestrian collision hotspots:
• Spring Road from Columbus Parkway to Amador Street
• Tennessee Street from Lassen Street to Marin Street
• Highway 29 from Highway 37 to Curtola Parkway
Bicycle collision hotspots:
• Highway 29 from Highway 37 to I-80 Interchange
Table VL-1 presents a list of identified safety projects from the 2018 Solano Travel Safety Plan that overlap with the identified hotspots.
Table VL-1: Identified Safety Projects in Vallejo
Location Project
Springs and Tregaskis Install HAWK
Springs and Heartwood Install HAWK
Springs and Lassen/Hilton Install HAWK
Springs Rd from Miller Ave to
Rollingwood Dr
Install curb extensions;
Provide school route
improvements
11 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Bicycle Collisions
BicycleCollisions*
CountyJurisdictionsParksWater
BicycleCollisions*
CountyJurisdictionsParksWater
STACounty Active Transportation Plan
Vallejo
GreaterFewer
* For 5 year period 2012 - 2017
Collisions weighted by severity
Figure VL-9: Vallejo Bicycle Collision Hot Spot Analysis 12 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
PedestrianCollisions
PedestrianCollisions*
CountyJurisdictionsParksWater
PedestrianCollisions*
CountyJurisdictionsParksWater
STACounty Active Transportation Plan
Vallejo
GreaterFewer
* For 5 year period 2012 - 2017
Collisions weighted by severity
Figure VL-10: Vallejo Pedestrian Collision Hot Spot Analysis SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 13
Community Engagement
Throughout each stage of the Plan development, residents and stakeholders from Vallejo were asked to provide insights on where improvements to walking, bicycling, and access to transit could be improved and prioritized. A City of Vallejo staff member was part of the Plan Development Team.
In-person and online outreach efforts to Vallejo residents occurred over four phases during the 18-month project.
Phase I: Data Collection
and Initial Outreach
The goal of the first phase of public outreach was to
increase awareness about the Plan and find out where
people feel comfortable and uncomfortable walking and
bicycling in each jurisdiction. As part of the first phase of public outreach, the Plan Development Team (or PDT if you introduce the abbreviation earlier) held a pop-up event at the Vallejo Farmers’ Market downtown and conducted
online outreach through interactive Wikimaps. The online and in-person feedback was combined to highlight where
all participants had positive or negative input about existing infrastructure throughout Vallejo. Positive comments
identified where people currently like to walk or bicycle.
Negative comments mostly highlight areas where people
feel it is unsafe or uncomfortable to walk or bicycle. In total, 1,080 individual line and point comments were collected across Solano County, with 483 comments from in-person
events and 597 comments from the project website. Figure VL-11 shows the positive and negative comments about
walking and bicycling in Vallejo from the online map. For larger versions of the comment maps, refer to Appendix B:
Technical Analysis and Summary Memorandums.
Figure VL-11: Online Map Positive and Negative Walking and Bicycling Comments for Vallejo SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 14
Phase II: Countywide Needs and Recommendations
The goal of Phase 2 was to develop the countywide
backbone network to create a countywide all ages and
abilities network. Refer to Page 4 of the main body of the Plan for a description of an all ages and abilities network.
This phase consisted primarily of technical analysis
conducted by the consultant team and review of major
deliverables by the Plan Development Team, including
representatives from the City of Vallejo. As a result, the team developed a regional priority bikeway network,
regional priority pedestrian project recommendations, and regional trails network.
Phase III: Jurisdiction Needs and
Recommendations
The third phase of outreach occurred in late Summer/
early Fall 2019. The Project Team met with each jurisdiction individually to hold a coordination meeting with internal jurisdiction staff. During these meetings, the Project
Development Team shared what it learned during Phase 1
outreach and subsequent analyses in Phase II. Vallejo held a bicycling tour and coordination meeting on September
20, 2019 starting at the Vallejo City Hall to review initial proposed recommendations and visit key sites to refine or develop additional recommendations. The outcome of this meeting and walking tour resulted in updated project lists and maps that were presented to the public during Phase IV.
Phase IV: Implementation
Strategy and Draft Plan
The fourth phase of outreach occurred in late
Fall of 2019 and focused on educating the public
about different types of bicycle and pedestrian
infrastructure and obtaining input on how to best
prioritize recommendations. The PDT invited the
public and interested stakeholders to participate in
a presentation and workshop at the Vallejo Active
Transportation Plan Community meeting at the
North Vallejo Community Center on November 19,
2019. Participants identified their top five bikeway
facilities that should be prioritized in the next five
years in an activity called “5 in 5,” as shown in
Figure VL-13. This activity is intended to help Vallejo focus on which facilities the public is most likely
to use in the near-term to build out a connected
network of all ages and abilities facilities. Based on
public feedback, the PDT also reviewed pedestrian
recommendations and revised them as necessary.
Figure VL-12: The bicycling and walking audit in Vallejo Figure VL-13: Vallejo Five in Five Activity
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 15
Network Development
The Vallejo Active Transportation Backbone Network is
a network of facilities suitable for people of all ages and abilities. The PDT created the network by conducting a series of analyses to identify areas that have the highest propensity to produce walking and bicycling trips, and assessing
whether all ages and abilities pedestrian and bicycle
facilities already exist along the network. The PDT used the analysis results to develop the countywide and local active transportation backbone networks. Vallejo’s backbone
network is shown in Figure VL-15.
The local backbone network was developed as an advisory tool. The final authority for all roadway operations, uses, and design lies with the City of Vallejo's City Council, as represented in the City's adopted General Plan.
Backbone Network Development
The PDT use an attractors and generators analysis to develop the backbone network. Two levels of backbone networks
were developed:
• A countywide backbone network that links the top 25
highest composite demand areas throughout Solano
(except for Dixon and Rio Vista), which include some
routes identified in Vallejo; and,
• A local backbone networks that link the top 10 highest composite demand areas within each City.
Within each jurisdiction, the PDT overlapped the countywide backbone network routes with the local backbone network routes where feasible. For more information on the
analyses used to develop the backbone network, refer to Appendix B: Technical Analysis and Summary.
Complete Networks and Citywide
Recommendations
Once the backbone network routes were identified, the
PDT assessed the complete citywide networks using both
technical analysis from the Existing Conditions Report
and public input from the first phase of outreach. The
PDT developed recommendations to promote cross-town
connectivity to priority destinations and to maximize
available curb to curb right-of-way to keep costs as
low as possible. Where feasible, the PDt proposed
recommendations that meet all ages and abilities facility criteria. Recommendations that did not meet that criteria are still important and play a large role in improving
connectivity by closing gaps or addressing safety. Figure VL-14 below shows the network development steps and how analyses or public input was intregated into the process.
Figure VL-14: Active Transportation Network and Project Development Process Countywide Backbone
Network
• Countywide Demand
Analysis
• Safety Analysis
• Gaps to regional parks,
transit, and intercity
connections
Draft Local Networks
• Countywide Backbone
facilities
• Local Demand
Analysis
• Community identified
routes
• Jurisdiction identified
CIP & proposed
projects
Jurisdiction Network
Review
• Draft networks sent to
jurisdiction staff
• Jurisdiction staff
review for political and
design feasibility
• Consultant conducts
walking audits
• Jurisdiction staff
select prioritization
criteria
Public Outreach Phase II
• Networks and
pedestrian projects
revised based on
jurisdiction input
• Networks presented to
the public at in-person
pop-up events and
online
• Public votes on priority
facilities
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 16
Rio Vista Attractors/Generators Analysis
Overview
The goal of an attractors/generators analysis is to develop an understanding of the most likely network of bicycling and walking activity. The result is a conceptual network linking regional activity centers.
Process
1 2
3 4
Generators
Generator factors are demographic indicators that represent where the population or people more likely to walk or bicycle are located. Factors are measured at the census block or block group level.
Attractors
Attractor factors are trip destinations and consist of factors that attract demand. Factors are scored on how many trips they are likely to attract based on Institute of Transportation Engineers guidelines for trip rates.
Attractor Generator Pairs and Composite Trip Demand
The composite trip demand between the activity centers is determined by adding the attractor trips and generator score, and multiplying the demand of each activity center by the distance decay factor between the zones. This total represents the number of trips that will occur between the two areas.
High Demand Routes
The high demand routes are developed between the top 10 pairs.
These pairs are identified below, including a generalized land use category.
Top 10 Composite Demand Areas
Ref Activity
Center 1
Activity
Center 2
Composite
Trip
Demand
Description
1 Downtown Downtown 43,437,544 Downtown near Carolina Street and Sacramento Street to downtown near York Street and Maine Street
2 Downtown/
residential Downtown 34,546,758 Downtown near Carolina Street and Sacramento Street to Napa Street and Virginia Street 3 Downtown/
residential Downtown 29,926,252 Downtown near York Street and Maine Street to Napa Street and Virginia Street 4 Downtown Transportation 27,534,762 Downtown near Carolina Street and Sacramento Street to Marina Vista park 5 Downtown Transportation 23,852,086 Downtown near York Street and Maine Street to Marina Vista Park 6 Downtown/
residential Transportation 18,184,996 Napa Street and Virginia Street to Marina Vista Park 7 Residential Downtown 15,613,775 Downtown near Carolina Street and Sacramento Street to Sacramento Street and Nebraska Street
8 Residential/
medical Downtown 14,366,426 Downtown near Carolina Street and Sacramento Street to Serano Drive and North Camino Alto 9 Residential Downtown 13,704,681 Downtown near Carolina Street and Sacramento Street to Redwood Street and North Camino Alto
10 Residential Downtown 12,766,719 Downtown near York Street and Maine Street to Sacramento Street and Nebraska Street
total
population
low-income
population
zero-car
population
population
over 65
population
under 18
transit
centers
employment
density
higher
education
regional
parks
downtown
regional
commercial
public input
points
Factors
Only the Top 10 attractors and generators are listed in the table above but the Top 25 lines were used to generate Origin-Destination lines.
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN
| VALLEJO 17
Generator People
Total
Population 754
Over 65
Population 36
Under 18
Population 94
Low Income
Population 118
Zero Car
Population 103
TOTAL
GENERATORS
TRIPS
1,105
2 Attractor Scores 1 Generator Scores
Low High
Low High
Attractor Trips
Transit 61
Bus Stops 307
Employment
Density 154
Higher
Education
0 Schools 106
Parks6
Neighborhood
Commercial 1,256
Downtown 6,885
Major Retail0
Services 22
Libraries 44
Entertainment 34
Public Input
Destinations
1 TOTAL
ATTRACTORS
TRIPS
8,876
18 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Total Demand Trips
Attractors* 6,028
Generators 377
TOTAL TRIPS 6,405
3 Attractor Generator Pairs and Composite Trip Demand
The total demand in each hexagon is multiplied
by a distance decay function, which takes into
account that the likelihood of traveling to a
destination decreases as distance increases. This
composite score between each hexagon pair is
then ranked to determine the top ten pairs.
* Attractors score was adjusted based on public outreach. The public was asked to rank which types of destinations they wanted to bike or walk to. The trip totals for the top three destinations were increased by 20%, and the trip totals for the bottom three destinations were reduced by 20%. The remaining destinations were not changed.
All the pairs start or end in downtown, linking
downtown to residential, commercial, and
industrial/employment areas around the city.
19 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Figure VL-15: Analysis of attractors and generators of trips in Dixon 4 High Demand Routes
The high demand routes are created by identifying routes along the street network, taking into consideration existing facilities, street classification, route directness, and other key destinations nearby. Routes were created using discretion regarding the context of the area and facilities and land uses within or around the hexagon to maximize the demand that each route accesses.
Local Routes
Low High
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 20
Recommended Vision Bicycle Network
After developing the countywide and local backbone
networks and conducting outreach with key stakeholders, a series of bicycle projects were identified to help build Vallejo’s full built-out vision bicycle network into one that is more comfortable for people of all ages and abilities. The vision bicycle network represents an unconstrained project list. The Solano Transportation Authority will continue to partner with the City of Vallejo to identify relevant funding sources for network build out. This Plan proposes adding or upgrading 84 miles of bikeways to Vallejo’s existing bikeway network. Table VL-2 presents the existing and
proposed bikeway mileage by facility type, along with the costs associated with installing each facility type. Facility installation costs vary depending on the materials used; for more information about the assumptions included
in the cost estimates see Appendix B: Technical Analyses and Summary Memorandums. Figure VL-17 shows the
recommended bicycle network, with existing and proposed projects shown with solid and dotted lines, respectively.
Table VL-3 lists the details for all of the recommended bikeway projects in Vallejo. The projects presented
represent an unconstrained list of projects that follow a strategic vision and were developed based on priorities set forth by STA; Table VL-3 is not a list of planned projects.
Figure VL-18 depicts the facilities which meet the
AASHTO all ages and abilities bikeway selection criteria.
Approximately 79 percent of recommended bikeways meet
the all ages and abilties facility critieria.
Table VL-2: Existing and Proposed Bicycle Network Mileage Facility Type Existing Mileage
(approximate)
Proposed Mileage
(approximate)
Estimated Cost
per mile
Total
Estimated Cost
Class I Multi-use Path 5.8 18.3 $1,610,000 $29,463,000
Class II Bicycle Lane 21.6 8.4 $270,000 $2,268,000
Class II Buffered Bicycle Lane - 11.4 $310,000 $3,534,000 Class III Bicycle Route 17.9 2.43 $1,390,000 $3,377,700 Class III Bicycle Boulevard - 13.2 $220,000 $2,904,000
Class IV Separated Bikeway - 30.7 $370,000 $11,359,000
Total 45.3 84.4 - $52,905,700
Figure VL-16: Share of Recommended Bikeways by Network Type Connectivity &
Gap Closure
19.7%
All Ages and
Abilities
80.3%
21 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Bicycle Network
Bikeways
Class I Multi-Use PathClass II Bicycle LaneClass II Buffered Bicycle LaneClass III Bicycle BoulevardClass III Bicycle RouteClass IV Separated BikewayFeasibility StudyExistingProposedCountyJurisdictionsParksWater Bikeways
Class I Multi-Use PathClass II Bicycle LaneClass II Buffered Bicycle LaneClass III Bicycle BoulevardClass III Bicycle RouteClass IV Separated BikewayFeasibility StudyExistingProposedCountyJurisdictionsParksWater STACounty Active Transportation Plan
Vallejo
Figure VL-17: Proposed Bicycle Network for Vallejo
22 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Bicycle NetworkAll Ages And Abilities
Bikeways
Class I Multi-Use PathClass II Bicycle LaneClass II Buffered Bicycle LaneClass III Bicycle BoulevardClass III Bicycle RouteClass IV Separated BikewayFeasibility StudyExistingProposedCountyJurisdictionsParksWater Bikeways
Class I Multi-Use PathClass II Bicycle LaneClass II Buffered Bicycle LaneClass III Bicycle BoulevardClass III Bicycle RouteClass IV Separated BikewayFeasibility StudyExistingProposedCountyJurisdictionsParksWater STACounty Active Transportation Plan
Vallejo
Figure VL-18: Recommended All Ages and Abilities Bikeways in Vallejo SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 23
Table VL-3. Vallejo Recommended Bikeway Project List
ID Corridor
Name From To Recommendation Network Length
(mi) Cost Prioritization
724A
Midtown
Rails to Trails
Project
Tuolumne St Sonoma Blvd Class I Multi-Use
Path
All Ages &
Abilities 3.10 $4,987,774 High
728A Sonoma Blvd Maritime
Academy Dr Magazine St Class IV Separated Bikeway
All Ages &
Abilities 0.43 $159,421 High
728B Sonoma Blvd Magazine ST Curtola Pkwy Class IV Separated Bikeway
All Ages &
Abilities 1.36 $503,992 High
735A Glen Cove
Path
Glen Cove
Pkwy S Regatta Dr Class I Multi-Use Path
All Ages &
Abilities 0.60 $963,797 High
738A N Regatta Dr Glen Cove
Pkwy
Proposed
Trail
Class IV Separated
Bikeway
All Ages &
Abilities 0.19 $70,519 High
709A Sacramento
St Georgia St Capitol St Class III Bicycle Boulevard
Connectivity
& Gap
Closure
0.14 $30,132 High
709B Sacramento
St Capitol St Tennessee St Class II Buffered Bicycle Lane All Ages &
Abilities 0.48 $147,845 High
709C Sacramento
St Tennessee St Frisbie St Class II Buffered Bicycle Lane All Ages &
Abilities 0.49 $152,520 High
709D Sacramento
St Frisbie St Redwood St Class II Buffered Bicycle Lane All Ages &
Abilities 0.41 $126,710 High
709E Sacramento
St Redwood St Baldwin St Class IV Separated Bikeway
All Ages &
Abilities 0.35 $131,314 High
719A Whitney Ave Mini Dr Fairgrounds
Dr
Class III Bicycle
Boulevard
Connectivity
& Gap
Closure
0.56 $122,717 High
757A Amador St Tennessee St Solano Ave Class II Buffered Bicycle Lane
All Ages &
Abilities 0.75 $233,331 High
710A Sonoma Blvd Curtola Pkwy Tennessee St Class IV Separated Bikeway
All Ages &
Abilities 0.88 $326,394 High
710B Sonoma Blvd Tennessee St Mississippi St Class IV Separated Bikeway
All Ages &
Abilities 0.35 $128,204 High
710C Sonoma Blvd Mississippi St Lewis Brown
Dr
Class IV Separated
Bikeway
All Ages &
Abilities 1.56 $577,429 High
756A Marin St Curtola Pkwy York St Class II Bicycle Lane All Ages & Abilities 0.20 $54,198 High
756B Marin St York St Capitol St Class II Bicycle Lane All Ages & Abilities 0.20 $55,163 High
756C Marin St Capitol St Tennessee St Class II Bicycle Lane All Ages & Abilities 0.48 $128,961 High
744B Georgia St Mare Island
Way Sonoma Blvd Class III Bicycle
Boulevard
Connectivity
& Gap
Closure
0.43 $93,974 High
744C Georgia St Sonoma Blvd Monterey St Class II Bicycle Lane Connectivity
& Gap
Closure
0.45 $122,314 High
744D Georgia St Monterey St Solano Ave Class II Buffered Bicycle Lane
Connectivity
& Gap
Closure
0.36 $110,205 High
744E Georgia St Solano Ave 14th St Class II Buffered
Bicycle Lane
Connectivity
& Gap
Closure
0.49 $152,305 High
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 24
Table VL-3. Vallejo Recommended Bikeway Project List
ID Corridor
Name From To Recommendation Network Length
(mi) Cost Prioritization
744F Georgia St 14th St Steffan St Class IV Separated
Bikeway
All Ages &
Abilities 0.14 $52,850 High
744G Georgia St Steffan St Oakwood Ave Class II Buffered Bicycle Lane
All Ages &
Abilities 0.59 $181,623 High
744H Georgia St Oakwood Ave Hazelwood St Class II Buffered Bicycle Lane
All Ages &
Abilities 0.23 $71,369 High
744I Georgia St Hazelwood St Columbus
Pkwy
Class II Buffered
Bicycle Lane
All Ages &
Abilities 0.75 $231,311 High
753A Oakwood Ave Georgia St Bridge Ct Class II Buffered Bicycle Lane
All Ages &
Abilities 0.72 $222,529 High
753C Oakwood Ave
Blue Rock
Springs
Creek
Redwood
Pkwy Class II Bicycle Lane
Connectivity
& Gap
Closure
0.13 $36,436 High
758A Magazine St Sonoma Blvd I-80 Overpass Class II Buffered Bicycle Lane
All Ages &
Abilities 0.36 $110,963 High
758B Magazine St I-80 Overpass Lincoln Rd
East
Class IV Separated
Bikeway
All Ages &
Abilities 0.07 $27,654 High
758D Magazine St Lincoln Rd
East
Old Glen Cove
Rd
Class III Bicycle
Boulevard
Connectivity
& Gap
Closure
0.78 $171,522 High
717D Broadway St Couch St Lewis Brown
Dr
Class IV Separated
Bikeway
All Ages &
Abilities 0.99 $366,387 High
717E Broadway St Lewis Brown
Dr
400' south
of southern
Meadows
Plaza parking
lot entrance
Class IV Separated
Bikeway
All Ages &
Abilities 0.38 $141,251 High
717F Broadway St
700' north
of northern
Meadows
Plaza parking
lot entrance
Mini Dr Class I Multi-Use
Path
All Ages &
Abilities 0.50 $805,000 High
745A Tennessee St Mare Island
Way Sonoma Blvd Class IV Separated
Bikeway
All Ages &
Abilities 0.53 $197,179 High
745D Tennessee St Sonoma Blvd Mariposa St Class IV Separated Bikeway
All Ages &
Abilities 1.27 $471,353 High
745E Tennessee St Mariposa St Lassen St Class IV Separated Bikeway
All Ages &
Abilities 0.40 $146,734 High
745F Tennessee St Lassen St Oakwood Ave Class II Bicycle Lane Connectivity
& Gap
Closure
0.49 $131,023 High
745G Tennessee St Oakwood Ave Rollingwood
Dr
Class III Bicycle
Route
Connectivity
& Gap
Closure
0.48 $662,626 High
745H Tennessee St Rollingwood
Dr
Columbus
Pkwy
Class III Bicycle
Route
Connectivity
& Gap
Closure
0.35 $483,410 High
706A Mare Island
Causeway Nimitz Ave Mare Island Way
Class I Multi-Use
Path
All Ages &
Abilities 1.00 $1,610,000 High
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 25
Table VL-3. Vallejo Recommended Bikeway Project List
ID Corridor
Name From To Recommendation Network Length
(mi) Cost Prioritization
711A Maine St Mare Island
Way
Santa Clara
St
Class III Bicycle
Boulevard
Connectivity
& Gap
Closure
0.09 $20,289 High
711B Maine St Santa Clara
St Sonoma Blvd Class III Bicycle Boulevard
All Ages &
Abilities 0.28 $60,862 High
708A Mare Island
Way
Mare Island
Causeway Hichborn St Class IV Separated Bikeway
All Ages &
Abilities 0.25 $91,650 High
708B Wilson Ave Hichborn St Highway 37 Class II Buffered Bicycle Lane
Connectivity
& Gap
Closure
0.83 $256,137 High
708C Wilson Ave Highway 37 Sacramento
St
Class I Multi-Use
Path
All Ages &
Abilities 0.30 $483,000 High
708D Sacramento
St Wilson Ave Bay Trail Class I Multi-Use Path
All Ages &
Abilities 0.32 $515,200 High
740A Benicia Rd Solano Ave Rice St Class II Buffered
Bicycle Lane
All Ages &
Abilities 0.09 $27,980 High
740B Benicia Rd Rice St C/L (Beach
St)
Class III Bicycle
Boulevard
Connectivity
& Gap
Closure
0.22 $48,917 High
740C Benicia Rd C/L (Beach
St)
Lincoln Rd
West
Class II Buffered
Bicycle Lane
All Ages &
Abilities 0.43 $133,590 High
740D Benicia Rd Lincoln Rd
West Laurel St Class III Bicycle Boulevard
Connectivity
& Gap
Closure
0.18 $40,227 High
707A
Existing/
Proposed
Bay/Vine Trail
Wilson Ave Mare Island
Causeway
Class I Multi-Use
Path
All Ages &
Abilities 0.52 $830,456 High
714A Bay/Vine Trail Meadows Dr Meadow Bay
Dr
Class I Multi-Use
Path
All Ages &
Abilities 0.80 $1,283,832 High
722A Couch St Sonoma Blvd Broadway St Class IV Separated Bikeway
All Ages &
Abilities 0.89 $327,491 High
736A Glen Cove
Hills Path
Fairhaven
Way
Dillon Point
Rd
Class I Multi-Use
Path
All Ages &
Abilities 0.65 $1,053,574 High
734A S Regatta Dr Glen Cove
Pkwy
Paddlewheel
Ln
Class IV Separated
Bikeway
All Ages &
Abilities 0.29 $107,615 High
734B S Regatta Dr Paddlewheel
Ln
Substation
Access Rd
Class III Bicycle
Boulevard
All Ages &
Abilities 1.57 $345,194 High
746A Florida St Marin St Sutter St Class II Bicycle Lane All Ages & Abilities 0.18 $48,960 High
746B Florida St Sutter St Alameda St Class III Bicycle
Route
Connectivity
& Gap
Closure
0.27 $375,300 High
746C Florida St Alameda St Amador St Class II Buffered
Bicycle Lane
All Ages &
Abilities 0.26 $79,772 High
746D Florida St Amador St Tuolumne St Class III Bicycle Boulevard
Connectivity
& Gap
Closure
0.28 $62,671 High
746F Florida St Tuolumne St Solano Ave Class III Bicycle Boulevard
Connectivity
& Gap
Closure
0.28 $60,879 High
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 26
Table VL-3. Vallejo Recommended Bikeway Project List
ID Corridor
Name From To Recommendation Network Length
(mi) Cost Prioritization
704A Kansas St Azuar Dr Walnut Ave Class III Bicycle
Boulevard
All Ages &
Abilities 0.11 $24,930 High
726A Lemon St Sonoma Blvd Benicia Rd Class II Bicycle Lane All Ages & Abilities 0.59 $159,149 High
727A Curtola Pkwy Lemon St Solano Ave Class I Multi-Use Path
All Ages &
Abilities 0.73 $1,181,080 High
727B Curtola Pkwy Solano Ave Marin St Class IV Separated Bikeway
All Ages &
Abilities 0.54 $199,670 High
727C Mare Island
Way Marin St Georgia St Class IV Separated Bikeway
All Ages &
Abilities 0.46 $169,370 High
727D Mare Island
Way Georgia St Florida St Class IV Separated Bikeway
All Ages &
Abilities 0.33 $122,179 High
727E Mare Island
Way Florida St Tennessee St Class IV Separated Bikeway
All Ages &
Abilities 0.36 $133,271 High
718A Fairgrounds
Dr Redwood St
Six Flags
southern
parking lot
entrance
Class IV Separated
Bikeway
All Ages &
Abilities 0.57 $209,205 High
718C Fairgrounds
Dr
Six Flags
southern
parking lot
entrance
Sage St Class IV Separated
Bikeway
All Ages &
Abilities 0.68 $251,864 High
718D Fairgrounds
Dr Sage St Whitney Ave Class IV Separated Bikeway
All Ages &
Abilities 0.52 $192,697 High
718E Fairgrounds
Dr Whitney Ave C/L Class I Multi-Use
Path
All Ages &
Abilities 0.59 $947,240 High
759A Mariposa St Springs Rd Tennessee St Class II Bicycle Lane All Ages & Abilities 0.28 $74,284 High
759B Mariposa St/
Moorland St Tennessee St Moorland St Class II Bicycle Lane All Ages & Abilities 0.94 $253,354 High
716A Danrose Dr Mini Dr Meadow Bay
Drive
Class III Bicycle
Boulevard
All Ages &
Abilities 0.56 $123,315 High
721A Mississippi St Sacramento
St Sonoma Blvd Class III Bicycle
Boulevard
All Ages &
Abilities 0.20 $43,194 High
737A Glen Cove
Marina Rd
Glen Cove
Pkwy
Glen Cove
Marina Rd
Class III Bicycle
Boulevard
All Ages &
Abilities 0.25 $54,219 High
741A Benicia Rd Laurel St West of Glove
Cove Rd
Class III Bicycle
Boulevard
Connectivity
& Gap
Closure
0.51 $113,298 High
743A Maple Ave Benicia Rd Georgia St Class III Bicycle
Boulevard
All Ages &
Abilities 0.49 $107,677 High
715A Mini Dr Lewis Brown
Dr Broadway St Class II Bicycle Lane All Ages &
Abilities 1.16 $314,305 High
715B Mini Dr Broadway St Sonoma Blvd Class II Buffered
Bicycle Lane
All Ages &
Abilities 0.05 $16,217 High
715C Mini Dr Sonoma Blvd Danrose Dr Class II Bicycle Lane Connectivity
& Gap
Closure
0.11 $29,500 High
752A Tuolumne St Solano Ave Illinois St Class III Bicycle Route
Connectivity
& Gap
Closure
0.69 $961,335 High
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 27
Table VL-3. Vallejo Recommended Bikeway Project List
ID Corridor
Name From To Recommendation Network Length
(mi) Cost Prioritization
752B Tuolumne St Illinois St Los Santos Ct Class III Bicycle Route
Connectivity
& Gap
Closure
0.65 $903,885 High
752C Tuolumne St Los Santos Ct Broadway St Class II Buffered Bicycle Lane
Connectivity
& Gap
Closure
1.60 $494,522 High
761A
SF Bay
Trail CA-29
Connector
Broadway Meadows Dr Class I Multi-Use
Path
All Ages &
Abilities 1.0 $1,610,000 High
730A Vallejo Bluff
Trail Sonoma Blvd Old Glen Cove
Rd Path
Class I Multi-Use
Path
All Ages &
Abilities 1.97 $3,171,700 High
732B Bay Trail Old Glen Cove
Rd Path
Glen Cove
Marina Rd
Class I Multi-Use
Path
All Ages &
Abilities 0.72 $1,154,654 High
732C Bay Trail Glen Cove
Marina Rd
Glen Cove
Waterfront
Park
Class I Multi-Use
Path
All Ages &
Abilities 0.40 $645,595 High
732D Bay Trail
Glen Cove
Waterfront
Park
Dillon Point
Rd
Class I Multi-Use
Path
All Ages &
Abilities 2.50 $4,028,661 High
702A Azuar Dr Sundance Ave Tyler Rd Class III Bicycle
Boulevard
Connectivity
& Gap
Closure
1.82 $399,414 Medium
702B Azuar Dr G St Kansas St Class IV Separated
Bikeway
All Ages &
Abilities 0.69 $254,684 Medium
725A Solano Ave Sonoma Blvd Alameda St Class IV Separated Bikeway
All Ages &
Abilities 0.19 $69,043 Medium
725B Solano Ave Alameda St Curtola Pkwy Class II Buffered Bicycle Lane
All Ages &
Abilities 0.11 $35,029 Medium
725C Solano Ave Curtola Pkwy Georgia St Class II Buffered Bicycle Lane
All Ages &
Abilities 0.45 $140,615 Medium
725D Solano Ave Georgia St Tuolumne St Class IV Separated Bikeway
All Ages &
Abilities 0.12 $46,191 Medium
725E Solano Ave Tuolumne St Florida St Class IV Separated Bikeway
All Ages &
Abilities 0.33 $123,128 Medium
725F Solano Ave Florida St Miller Ave Class IV Separated Bikeway
All Ages &
Abilities 0.29 $108,020 Medium
725G Springs Rd Miller Ave Columbus
Pkwy
Class IV Separated
Bikeway
All Ages &
Abilities 1.41 $520,485 Medium
712A Meadows Dr Broadway St Sonoma Blvd Class III Bicycle Boulevard
All Ages &
Abilities 0.16 $34,782 Medium
712B Meadows Dr Sonoma Blvd Sandpiper Dr Class II Buffered Bicycle Lane
Connectivity
& Gap
Closure
0.76 $235,673 Medium
712C Meadows Dr Sandpiper Dr Catalina Way Class IV Separated Bikeway
All Ages &
Abilities 0.71 $264,509 Medium
723A Valle Vista
Ave
Sacramento
St Couch St Class II Buffered
Bicycle Lane
All Ages &
Abilities 0.44 $135,752 Medium
723C Valle Vista
Ave Couch St Broadway St Class II Bicycle Lane All Ages & Abilities 0.16 $44,294 Medium 754A Redwood St Sacramento
St Couch St Class IV Separated Bikeway
All Ages &
Abilities 0.58 $216,291 Medium
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 28
Table VL-3. Vallejo Recommended Bikeway Project List
ID Corridor
Name From To Recommendation Network Length
(mi) Cost Prioritization
754B Redwood St Couch St Hermosa Ave Class IV Separated Bikeway
All Ages &
Abilities 0.24 $90,059 Medium
754C Redwood St Hermosa Ave Tuolumne St Class II Buffered Bicycle Lane
Connectivity
& Gap
Closure
0.54 $166,978 Medium
754D Redwood St Tuolumne St Fairgrounds
Dr
Class IV Separated
Bikeway
All Ages &
Abilities 0.38 $139,772 Medium
754E Redwood St Fairgrounds
Dr
Admiral
Callaghan Ln
Class IV Separated
Bikeway
All Ages &
Abilities 0.18 $66,112 Medium
754F Redwood
Pkwy
Admiral
Callaghan Ln
Columbus
Pkwy
Class IV Separated
Bikeway
All Ages &
Abilities 2.17 $802,192 Medium
739A Lookout Dr Old Glen Cove
Road
Glen Cove
Pkwy
Class III Bicycle
Boulevard
All Ages &
Abilities 0.05 $11,876 Medium
739B Glen Cove
Pkwy Lookout Dr Clearview Dr Class IV Separated Bikeway All Ages &
Abilities 0.22 $80,660 Medium
739C Glen Cove
Pkwy Clearview Dr Drake Ct Class IV Separated Bikeway
All Ages &
Abilities 0.60 $221,849 Medium
739D Glen Cove
Pkwy Drake Ct S Regatta Dr Class IV Separated Bikeway
All Ages &
Abilities 0.12 $43,859 Medium
739F Glen Cove
Pkwy
New Bedford
Dr Benicia Rd Class IV Separated Bikeway
All Ages &
Abilities 0.60 $223,519 Medium
739G Rollingwood
Dr Benicia Rd Pope Dr Class III Bicycle Boulevard
Connectivity
& Gap
Closure
0.31 $68,731 Medium
739H Rollingwood
Dr Pope Dr Tennessee St Class II Bicycle Lane
Connectivity
& Gap
Closure
1.08 $291,057 Medium
749A Skyline Dr Redwood
Pkwy
Hanns Park
Trail
Class III Bicycle
Boulevard
All Ages &
Abilities 0.03 $5,829 Medium
749B
Blue Rock
Springs
Creek Path
Skyline Dr Ascot Pkwy Class I Multi-Use
Path
All Ages &
Abilities 1.29 $2,069,775 Medium
713A Louisiana St Sacramento
St
Midtown
Rails to Trails
Project
Class II Bicycle Lane All Ages &
Abilities 0.68 $182,770 Medium
729B Maritime
Academy Dr
Bay Trail
(Carquinez
Bridge)
Sonoma Blvd Class II Bicycle Lane All Ages &
Abilities 0.22 $58,878 Medium
701A Walnut Ave/
Railroad Ave Q St G St Class II Bicycle Lane
Connectivity
& Gap
Closure
0.85 $229,508 Medium
701B Walnut Ave G St Pintado St Class II Bicycle Lane All Ages & Abilities 0.21 $57,208 Medium
701C Walnut Ave Pintado St 10th St Class III Bicycle
Boulevard
Connectivity
& Gap
Closure
0.84 $185,891 Medium
701D Walnut Ave 10th St Sundance Ave Class III Bicycle
Boulevard
All Ages &
Abilities 0.23 $51,447 Medium
700A Sundance Ave Flagship Dr Azuar Dr Class III Bicycle Boulevard
All Ages &
Abilities 0.08 $18,659 Medium
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 29
Table VL-3. Vallejo Recommended Bikeway Project List
ID Corridor
Name From To Recommendation Network Length
(mi) Cost Prioritization
720B SF Bay/Vine
Trail SF Bay Trail Sonoma Blvd Class IV Separated Bikeway All Ages &
Abilities 0.36 $133,200 Medium
720C Lewis Brown
Dr Sonoma Blvd Broadway St Class IV Separated Bikeway
All Ages &
Abilities 0.33 $122,206 Medium
720D Lewis Brown
Dr Broadway St Mini Dr Class II Buffered Bicycle Lane
All Ages &
Abilities 0.16 $50,204 Medium
730A Vallejo Bluff
Trail Porter St Bay Trail Class I Multi-Use Path
All Ages &
Abilities 1.09 $1,755,211 Low
742A Benicia Rd C/L Lands End Ct Class IV Separated
Bikeway
All Ages &
Abilities 0.85 $315,625 Low
742B Benicia Rd Lands End Ct Columbus
Pkwy
Class IV Separated
Bikeway
All Ages &
Abilities 0.26 $95,063 Low
748A Columbus
Pkwy Benicia Rd Springs Rd Class IV Separated Bikeway
All Ages &
Abilities 1.63 $602,968 Low
748C Columbus
Pkwy
Lake Herman
Rd
Admiral
Callaghan Ln
Class IV Separated
Bikeway
All Ages &
Abilities 2.28 $842,003 Low
751B I-80
Overcrossing
Fairgrounds
Dr
Admiral
Callaghan Ln
Class I Multi-Use
Path
All Ages &
Abilities 0.23 $368,794 Low
751C Turner Pkwy Admiral
Callaghan Ln Ascot Pkwy Class IV Separated Bikeway
All Ages &
Abilities 0.86 $318,625 Low
760A Admiral
Callaghan Ln Redwood St
Blue Rock
Springs
Creek
Class I Multi-Use
Path
All Ages &
Abilities 0.24 $384,600 Low
760B Admiral
Callaghan Ln
Blue Rock
Springs
Creek
Turner Pkwy Class I Multi-Use
Path
All Ages &
Abilities 0.29 $463,219 Low
760C Admiral
Callaghan Ln Turner Pkwy Columbus
Pkwy
Class IV Separated
Bikeway
All Ages &
Abilities 0.90 $333,143 Low
731A Old Glen Cove
Rd
Glen Cove
Pkwy Magazine St Class III Bicycle
Boulevard
All Ages &
Abilities 0.29 $63,889 Low
703A Tyler Rd Azuar Dr Ribeiro Rd Class III Bicycle
Boulevard
All Ages &
Abilities 0.94 $206,622 Low
703B Ribeiro Rd Tyler Rd Mesa Rd Class III Bicycle
Boulevard
All Ages &
Abilities 1.15 $254,038 Low
703C Mesa Rd Ribeiro Rd Flagship Dr Class III Bicycle
Boulevard
All Ages &
Abilities 0.32 $71,139 Low
705A G St Azuar Dr Railroad Ave Class IV Separated
Bikeway
All Ages &
Abilities 0.21 $77,486 Low
750A Lake Herman
Rd
Columbus
Pkwy C/L Class IV Separated
Bikeway
All Ages &
Abilities 0.37 $137,516 Low
Implementation Note: All recommended proposed projects may need further evaluation at the local level including potential parking, traffic operations, design, and/or feasibility studies. Additionally, projects that may require multiple studies could be assessed with a Complete Streets Corridor Study and include additional public engagement.
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 30
Near-Term Implementation Bicycle Network Action Plan
During the fourth phase of outreach, participants at each workshop or meeting were asked to identify their top
five projects that Vallejo should prioritize in the next five years. This activity is intended to help shed light on which recommended bikeway facilities would be well-used in
as a complete, connected network. Research has shown
that rapidly building out a connected, low-stress network provides the highest mode shift to bicycling. Given realistic funding constraints and staff capacity to implement all bikeway recommendations, the Solano Transportation
authority identified a focused list of projects to build out a simplified citywide network. The Solano Transportation Authority will partner with the City of Vallejo to identify funding sources to implement the facilities over the next five years. While some projects may score lower on the
prioritization list, they represent critical connections within the overall network and receive strong public support.
Figure VL-19 shows the results from the 5 in 5 outreach activity. Figure VL-20 and Table VL-4 identify the top
corridors from the “5 in 5” activity with their associated prioritization rankings; these scores should be considered for near-term implementation to build out a connected
network.
The Vallejo Bluff Trail is an additional near-term
bikeway project that was identified as a high priority for implementation outside of the 5 in 5 activity. The trail will be part of three regional trails that connect Vallejo to the rest of the Bay Area and ultimately Sacramento: the S.F. Bay Trail, the Bay Area Ridge Trail, the California Delta Trail, and the Napa Valley Vine Trail. It will connect from the existing unpaved Bay/Ridge Trail on the bluff north of the Carquinez Strait to the existing path on the west side of the Carquinez Bridge.
Table VL-3: Near-Term Implementation Bicycle Network Corridors Corridor Name Segment IDs Total Project
Cost
Safe Routes
to Transit
Safe Routes
to School
Supports
Equity Goals
Sonoma Boulevard/Highway
29 Separated Bikeway 728A, 728B, 710A, 710B, 710C $1,695,440 √ √ √ East Vallejo Cross-town
Connectivity Network
745A, 745D, 745E, 745F, 745F,
745G, 745H, 744E, 744F, 744G,
744H, 744I, 753A
$3,004,312 √ √ √
Mare Island Way/ Curtola
Parkway Separated Bikeway 727B, 727C, 727D, 727E $624,490 √ √ Solano Avenue Corridor
Connectivity
725A, 725B, 725C, 725D,
725E, 759A $488,290 √ √ √
North Vallejo Cross-town
Separated Bikeway 722A, 717D, 717E, 717F $1,020,592 √ √ √ Total Near-Term Cost $6,833,123
Action Plan Corridor Descriptions
The following descriptions of the near-term action plan corridor should be used to help identify funding sources and apply for potential grant applications. A concurrent planning effort for Mare Island will further evaluate bikeway opportunities and prioritize near-term investments. Some of the identified projects include multiple corridors that should be implemented concurrently.
1. Sonoma Boulevard/Highway 29 Separated Bikeway
(728A, 728B, 710A, 710B, 710C) – In collaboration
with Caltrans, implement Class IV Separated Bikeways
along the entire length of Sonoma Boulevard. This route closes gaps between north, central, and south Vallejo.
This project connects multiple neighborhoods, highdensity residential areas, major retail and employment centers, and key destinations in Vallejo together with a continuous all ages and abilities bikeway. It establishes safe routes to John W. Finney High School, Caliber:
ChangeMakers Academy, Vallejo High School, Lincoln
Elementary School, Grant Elementary School, Grace
Patterson Elementary, and California State University
Maritime Academy. This route closes a gap to transit
for SolTrans Transit local routes 1, 2, 3, 4, 5, 7A, 7B, and 8 and regional route R to connect with Richmond and
Fairfield. It extends through four SB 535 Disadvantaged Communities, five MTC Communities of Concern, and two
MTC Priority Development Areas.
SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 31
2. East Vallejo Cross-town Connectivity Network –
Vallejo communities on the east side of Interstate-80
lack bikeways that provide connections within local
communities and outside to other city destinations.
To enhance connectivity and improve safety, land
reconfiguration studies should be conducted for
Tennessee Street, Georgia Street, and Oakwood Avenue
to implement low-cost bikeway facilities. Improvements
to the Interstate 80 overcrossings should also be
evaluated to link east Vallejo residents to downtown,
Vallejo Transit Center, and SF Bay Ferry Terminal. All
included corridors would have pedestrian co-benefits by reducing the number of conflict points with vehicles at crossings.
a. Tennessee Street (745A, 745D, 745E, 745F, 745F,
745G, 745H) – This route consists of low-cost Class
IV Separated Bikeways in the western portions of the
corridor and low-cost Class II Bicycle Lanes or Class
III Bicycle Boulevard segments in the eastern portion.
This corridor establishs safe routes to Vallejo Charter School, Elmer Cave Language Academy, Independent
Study Academy, Vallejo High School Annex Campus,
and Vallejo Educational Academy. It closes a gap to
transit for SolTrans Transit routes 1, 4, 6, 7B, and 38.
Recreational opportunities are promoted by connecting
near Vallejo City Park and providing direct access
to River Park, Dolores Huerta Park, and the Vallejo
waterfront. This route connects through three MTC
Communities of Concern and through two MTC Priority
Development Areas.
b. Georgia Street (744E, 744F, 744G, 744H, 744I) –
This route primarily includes the implementation
of low-cost Class II Buffered Bicycle Lanes with a
short segment of Class IV Separated Bikeways. It
would provide safe routes to Hogan Middle School,
Annie Pennycook Elementary School, Steffan Manor
Elementary School, and Franklin Jr. High School.
Recreational opportunities would be promoted
by connecting to Castlewood Park and the John F
Cunningham Aquatic Complex. This route closes a
gap to transit for SolTrans Transit routes 6, 8, and 38.
It route connects through three MTC Communities of
Concern.
c. Oakwood Avenue (753A) – This route would implement
low-cost Class II Buffered Bicycle Lanes. This corridor would provide safe routes to Hogan Middle School and
Vallejo Charter School. Additionally, this facility provides access from the surrounding neighborhoods to local
businesses on the active Springs Road, Solano County
– Springstowne Library, and a senior living home. This
route closes a gap to transit for SolTrans Transit routes 6, 8, and 38. This short corridor would provide a critical north/south route between the other two proposed east/
west corridors in eastern Vallejo where no dedicated
connection currently exists.
3. Mare Island Way and Curtola Parkway Separated
Bikeway (727B, 727C, 727D, 727E) – Implement a lowcost, two-way Class IV Separated Bikeway along the western side of the street. A parking study and traffic operations study could be conducted to determine if
either a travel lane or parking lane could be removed
in the southbound direction. This corridor would close
a high-priority gap to regional transit access for the
SF Bay Ferry and to the Vallejo Transit Center which is serviced by Napa Vine Transit (routes 11 and 11X) and
SolTrans Transit (routes 1, 2, 3, 4, 5, 6, 7A, 7B, 8, 11, 82, R, and Y). These transit facilities connect with San Francisco, Richmond BART, Fairfield, Napa, American
Canyon, Benicia, and Walnut Creek BART. Recreational
opportunities are promoted by connecting to River Park, Dolores Huerta Park, the Vallejo Waterfront, SF Bay
Trail, Independence Park, Marina Vista Memorial Park
and Wilson Park. This route connects through an SB 535
Disadvantaged Community, three MTC Communities of
Concern, and two MTC Priority Development Areas.
4. Solano Avenue Corridor Connectivity (725A, 725B,
725C, 725D, 725E, 759A – Implement a low-cost Class IV
separated bikeway with striped buffers and soft-tipped
posts and Class II Buffered Bicycle Lanes in limited
segments where necessary due to driveway conflicts.
This route connects with three near-term bikeways and is part of the countywide backbone network. This corridor
provides access to industrial employment centers and
local dining or retail businesses while connecting east Vallejo with downtown. It establishes safe routes for
Franklin Jr. High School and recreational opportunities are promoted by connections to Wilson Park. The route closes gaps to transit for SolTrans Transit routes 3, 4, 8, and 7A.
This route connects an SB 535 Disadvantaged Community,
four MTC Communities of Concern, and one MTC Priority
Development Area.
5. North Vallejo Cross-town Separated Bikeway (722A,
717D, 717E, 717F) – Implement a low-cost Class IV
Separated Bikeway with striped buffers and soft-tipped
posts or another vertical barrier treatment on both
Couch Street and Broadway. Assess the potential for
either one-way bikeways on each side of the roadway or
a two-way facility on one-side. Protected intersection
32 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
5in5 Activity Results
Public Input
CountyJurisdictionsParksWater
Public Input
CountyJurisdictionsParksWater
STACounty Active Transportation Plan
Vallejo
MoreFewer
Figure VL-19: 5 in 5 Public Input Activity Results for Vallejo 33 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Bicycle NetworkNear-term Action PlanFacilities
Bikeways
Class I Multi-Use PathClass II Bicycle LaneClass II Buffered Bicycle LaneClass III Bicycle BoulevardClass III Bicycle RouteClass IV Separated BikewayFeasibility StudyExistingProposedCountyJurisdictionsParksWater Bikeways
Class I Multi-Use PathClass II Bicycle LaneClass II Buffered Bicycle LaneClass III Bicycle BoulevardClass III Bicycle RouteClass IV Separated BikewayFeasibility StudyExistingProposedCountyJurisdictionsParksWater STACounty Active Transportation Plan
Vallejo
Figure VL-20: Vallejo Near-term Action Plan Bikeway Network SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 34
treatments should be included at the intersection
of Coach Street/Broadway and Sonoma Boulevard/
Coach Street. This route extends north of Highway 37
to connect North Vallejo into downtown and to major
transit facilities. This corridor establishes safe routes to Vallejo High School, Caliber: ChangeMakers Academy,
Griffin Academy Middle School, and Dan Mini Elementary
School. The route closes gaps to transit for SolTrans
Transit routes 1, 2, 4, and 7A and Napa Vine Transit route
11. It route connects through one SB 535 Disadvantaged
Community, four MTC Communities of Concern, and one
MTC Priority Development Area.
Recommended Pedestrian Projects
The PDT completed two types of analyses to identify pedestrian network recommendations. The first assessment identified sidewalk gaps along the local and countywide backbone networks that play a regionally significant role in the pedestrian realm. This analysis identified 7.5 miles of sidewalk gaps in Vallejo along the backbone networks. Table VL-5 presents the sidewalk gaps along the backbone networks along with a cost estimate for filling each gap. Figure VL-21 shows the sidewalk network gaps and the backbone network.
The second assessment identified pedestrian projects highlighted through the safety analysis, walk audits, community outreach, or previous transportation plans; or sidewalk gaps located in high-demand areas, such as along arterials in close proximity to transit stops or schools (see Table VL-6). Note that there is some overlap in projects identified in each process for sidewalk gap closure projects as local priorities were evaluated. Figure VL-22 shows the list of pedestrian projects identified using this second assessment. All of the projects identified through these two analyses will help improve Vallejo’s pedestrian network so that it is more comfortable for people of all ages and abilities.
Table VL-4: Benicia Sidewalk Gaps along the Active Transportation Backbone Network Street / Facility
Name Extents
North or West
Side of Street
Distance (mi)
South or East
Side of Street
Distance (mi)
Total
Distance
(mi)
Cost
Magazine St Lincoln Rd to Pin St 0.00 0.15 0.15 $148,500 Sonoma Blvd Magazine St to Cherry St 0.00 0.13 0.13 $128,700 Solano Ave Curtola Pkwy to Maine St 0.20 0.15 0.35 $346,500 Solano Ave Amador St to Georgia St 0.09 0.11 0.19 $188,100 Solano Ave Georgia St to Virginia St 0.03 0.00 0.03 $29,700 Springs Rd Avian Dr to Columbus Pkwy 0.14 0.00 0.14 $138,600 Columbus Pkwy Springs Rd to Benicia Rd 1.45 1.29 2.74 $2,712,600 Sacramento St Denio St to SF Bay Trail 0.00 0.62 0.62 $613,800 Couch St Broadway St to Redwood St 0.22 0.08 0.30 $297,000 Broadway St Couch St to Sereno Dr 0.02 0.00 0.02 $19,800 Broadway St Sereno Dr to Lewis Brown Dr 0.24 0.51 0.75 $742,500 Mariposa St Arkansas St to Nebraska St 0.00 0.04 0.04 $39,600 Mariposa St Greenfield Ave to Claremont Ave 0.00 0.06 0.06 $59,400 Mariposa St Redwood St to Greenfield Ave 0.09 0.09 0.19 $188,100 Fairgrounds Dr Sereno Dr to Sage St 0.43 0.00 0.43 $425,700 Admiral Callaghan
Ln Redwood Pkwy to Plaza Dr 0.89 0.26 1.15 $1,138,500
Redwood St Admiral Callaghan Ln to Fairgrounds
Dr 0.00 0.16 0.16 $158,400
Redwood St Fairgrounds Dr to Moorland St 0.00 0.06 0.06 $59,400 Total 3.80 3.72 7.52 $7,444,800
35 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Sidewalk Gapsalong theBackbone Network
Sidewalk GapBackbone NetworkCountyJurisdictionsParksWaterSidewalk GapBackbone NetworkCountyJurisdictionsParksWater STACounty Active Transportation Plan
Vallejo
Figure VL-21: Vallejo Sidewalk Gaps Along the Active Transportation Backbone Network SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO 36
Table VL-5: Proposed Priority Pedestrian Projects in Vallejo Project ID Location Description Project Type Length Estimated Cost*
VL.SA.1 Springs and Tregaskis Install HAWK Safety - -
VL.SA.2 Springs and Heartwood Install HAWK Safety - -
VL.SA.3 Springs and Lassen/Hilton Install HAWK Safety - - VL.SR2S.1 Georgia St and Mayo Ave Improve Crossing Safe Routes to School - - VL.SR2S.2 Georgia St and 12th St Improve Crossing Safe Routes to School - - VL.SR2S.3 Georgia St and Gleason Ave Improve Crossing Safe Routes to School - - VL.SR2S.4 Georgia St and Wallace Ave Improve Crossing Safe Routes to School - - VL.SR2S.5 Amador St and Indiana St Improve Crossing Safe Routes to School - - VL.SR2S.6 Nebraska St and El Dorado St Improve Crossing Safe Routes to School - - VL.SR2S.7 Nebraska St and Napa St Improve Crossing Safe Routes to School - - VL.SR2S.8 Tuolumne St and Panorama Dr Improve Crossing Safe Routes to School - - VL.SR2S.9 Florida @ St. Vincent Improve Crossing Safe Routes to School - - VL.SRTS.1 Maine Street Improve Crossing Safe Routes to Transit - - VL.SRTS.2 Maine Street Improve Crossing Safe Routes to Transit - - VL.SRTS.3 Alameda Street Improve Crossing Safe Routes to Transit - - VL.SRTS.4 Alameda Street and Carolina St Improve Crossing Safe Routes to Transit - - VL.SRTS.5 Tuolumne St and La Cadena St Improve Crossing Safe Routes to Transit - - VL.SRTS.6 Tuolumne St and Illinois St Improve Crossing Safe Routes to Transit - - VL.SRTS.7 Georgia St and Delwood St Improve Crossing Safe Routes to Transit - - VL.SG.1 Azuar Dr, Railroad Ave, Walnut Ave School Access Sidewalk Gap Closure 7.22 $7,144,500 VL.SG.10 Benicia Rd, Rollingwood Dr School Access and
Transit Access Sidewalk Gap Closure 4.21 $4,168,688
VL.SG.11 Admiral Callaghan Ln, Fairgrounds
Dr Transit Access Sidewalk Gap Closure 0.62 $618,375
VL.SG.12 Mare Island Dr, Maine St, Georgia St School Access and Transit Access Sidewalk Gap Closure 0.81 $800,063
VL.SG.2 Broadway St north of HWY 37, and
Fairgrounds Dr north of Taper Ave
School Access and
Transit Access Sidewalk Gap Closure 3.70 $3,666,188
VL.SG.3 Broadway St, Redwood St,
Fairgrounds Dr
School Access and
Transit Access Sidewalk Gap Closure 8.89 $8,799,750
VL.SG.4 Redwood St, Sacramento St, Valle
Vista Ave
School Access and
Transit Access Sidewalk Gap Closure 2.68 $2,649,188
VL.SG.5 Valle Vista St, Broadway St,
Admiral Callaghan Ln, Camino Alto School Access Sidewalk Gap Closure 10.48 $10,378,688 VL.SG.6 Alameda St, Solano Ave, Amador
St, 5th St
School Access and
Transit Access Sidewalk Gap Closure 7.93 $7,850,438
VL.SG.7 Solano Ave, Georgia St, Benicia Rd,
Sprrings Rd, Maple Av
School Access and
Transit Access Sidewalk Gap Closure 17.32 $17,150,250
VL.SG.8
Lake Herman Rd, Ascot Pkwy,
Redwood Pkwy, Admiral Callaghan
Ln
School Access and
Transit Access Sidewalk Gap Closure 12.09 $11,972,250
VL.SG.9 Magazine St, Laurel St, Lincoln Rd,
Porter St
School Access and
Transit Access Sidewalk Gap Closure 4.51 $4,463,438
*Additional analysis is needed to determine costs associated with projects other than sidewalk gap closure projects. 37 SOLANO COUNTY ACTIVE TRANSPORTATION PLAN | VALLEJO
Pedestrian Projects
Capital Improvement ProgramSafe Routes to SchoolSafe Routes to TransitSafetySidewalk Gap ClosureCapital Improvement ProgramSidewalk Gap ClosureCountyJurisdictionsParksWaterCapital Improvement ProgramSafe Routes to SchoolSafe Routes to TransitSafetySidewalk Gap ClosureCapital Improvement ProgramSidewalk Gap ClosureCountyJurisdictionsParksWater STACounty Active Transportation Plan
Vallejo
Figure VL-22: Proposed Pedestrian Priority Projects in Vallejo ACTION ITEM 9.D.
DATE: November 28, 2023
TO: Mayor and Members of the City Council
FROM: Michael Nimon, Economic Development Director
Ivette Iraheta, Economic Development Program Manager
SUBJECT: CONSIDER AND PROVIDE DIRECTION TO STAFF RELATING TO REQUESTS OF THE ECONOMIC VITALITY COMMISSION (EVC) TO: (1) AMEND CHAPTER 2.36 OF THE VALLEJO MUNICIPAL CODE RELATING TO THE EVC; (2) CONSIDER THE FREQUENCY OF EVC MEETINGS; AND (3) TO CONSIDER A BUDGET REQUEST BY
THE EVC
RECOMMENDATION
Consider and provide direction to staff relating to the Economic Vitality Commission (EVC) requests to amend Chapter 2.36 of the Vallejo Municipal Code relating to the EVC. Staff recommends that Council accept the requests made by the EVC with the exception of the request regarding the frequency of scheduled meetings.
REASONS FOR RECOMMENDATION
The Economic Vitality Commission (EVC) and staff have collaborated in the implementation of economic development activities and are committed to an ongoing collaboration going forward. Upon reflecting on recent project successes and the duties, powers, and general operating structure of its Commission, the EVC is requesting Council approval of four key changes to its operations.
Staff generally supports the first 3 requests above, although request 1 will depend on the citywide commission funding policy currently being developed by the City Manager’s office. Staff does not support request 4 due to the negative impact this will have on the staff’s ability to carry out its own workplan. Staff identified substantial concerns about the additional resources an increase in meeting frequency would require spanning across various departments, many that are currently understaffed and the challenge presented to find additional meeting space within the City. Rather than support monthly meetings, staff expressed ongoing commitment to EVC to remain flexible with any potential urgent matters to be heard at a special meeting as needed for urgent EVC matters.
BACKGROUND AND DISCUSSION
The Economic Vitality Commission has been meeting every other month and has been staffed by the Economic Development Director and Economic Development Program Manager since approximately 2020-21.
Early in 2021 the EVC and staff began to discuss the need for developing an EVC Work Plan that would provide a focused strategy to support priorities for enhancing economic development in the City.
During its October 13, 2021 meeting, the EVC approved a Work Plan that was later presented to the Council for review, input and consideration of adoption. During the January 25, 2022 Council meeting, the Work Plan was approved by Council. The EVC has since carried out goals and duties identified in the Work Plan; including, but not limited to the following:
1. Advocated for and participated in the Economic Development Strategic Plan update process.
2. Conducted a small business survey, which was included in the analysis of the City’s Economic Development Strategic Plan.
Date: November 28, 2023
Subject: CONSIDER AND PROVIDE DIRECTION TO STAFF RELATING TO REQUESTS OF THE ECONOMIC VITALITY COMMISSION (EVC) TO: (1) AMEND CHAPTER 2.36 OF THE VALLEJO MUNICIPAL CODE RELATING TO THE EVC; (2) CONSIDER THE FREQUENCY OF EVC MEETINGS; AND (3) TO CONSIDER A BUDGET REQUEST
BY THE EVC
3. Investigated and participated in the development of the Main Street Program for Vallejo.
4. Developed a Business Spotlight Program by publishing articles for the Vallejo Weekly and produced a video featuring a local business for social media and other venues.
5. Provided input and assistance to City staff in the enhancement of the City’s Economic Development webpages and My Vallejo EVC websites, including development of content.
6. Maintained relationships with economic development organizations in the region and established new ones.
7. Received reports from City staff on various subjects that affect the economic vitality in the community, and used such knowledge to support programs, projects and activities that further Vallejo’s economic development, including offering input to various entities on economic development efforts.
One key focus of the EVC this past year has been to review the January 25, 2022 City Council approved EVC Work Plan and to develop updates to their operating structure, duties, and powers for EVC’s FY 2023-24 implementation timeframe. The EVC began to review, discuss and propose updates to their operating structure during their April 11, 2023 regular meeting. After reviewing the current duties and powers of the EVC as indicated on the Vallejo Municipal Code Chapter 2.36, Commissioners concluded that an update of the duties and objectives sections of the chapter was desirable.
The EVC adopted two Resolutions, one during a Special meeting held on June 14, 2023 and another during a Special meeting held on September 13, 2023.
Resolution 23-02 was adopted by the Commission to request a budget allocation of $10,392 to fund items that the Commission believes will further the Commission workplan. A copy of Resolution 23-02 is attached hereto. Attachment A to said resolution lists the specific expenditure items requested by the Commission.
Resolution 23-03 was adopted by the Commission to request amendments to the Vallejo Municipal Code (VMC) and to request more frequent meetings. The requested VMC amendments are as follows:
a) Amend VMC Section 2.36.020 to add subsection D, to read as follows:
"D. To review and make recommendations on funding requests from community organizations focused on economic development."
b) Amend VMC Section 2.36.030(b) to read as follows:
"(b) Recommend to Council policies and programs that enhance job growth, result in increased private investment, and assist in sales tax growth."
c) Amend Chapter 2.36 of the VMC throughout to rename the Economic Vitality Commission to the Economic Development Commission.
Resolution 23-03 also includes a request/intention by the EVC to hold monthly meetings starting in January 2024 instead of bi-monthly meetings.
EVC’s Justification for the Proposals
Date: November 28, 2023
Subject: CONSIDER AND PROVIDE DIRECTION TO STAFF RELATING TO REQUESTS OF THE ECONOMIC VITALITY COMMISSION (EVC) TO: (1) AMEND CHAPTER 2.36 OF THE VALLEJO MUNICIPAL CODE RELATING TO THE EVC; (2) CONSIDER THE FREQUENCY OF EVC MEETINGS; AND (3) TO CONSIDER A BUDGET REQUEST
BY THE EVC
1. Budget Request: The EVC has expressed concerns about its underfunding and agreed that given that Economic Development is the City Council’s stated top priority, the City should invest in EVC desired funding requests. As such, the EVC is making a specific budget request to Council for FY 2023-24 in the amount of $10,392 to support social media ads, a banner and signage program, professional development and training, and marketing. (See Attachment A to Resolution 23-02)
2. Vallejo Municipal Code Amendments: The EVC has expressed concerns about the lack of information available to Commissioners on current City funded community organizations carrying out economic development activities. To further equitable and transparent municipal practices, the Commission recommends that Chapter 2.36.020 be amended to include the review and recommendation to Council of any funding request from community organizations focused on economic development. EVC urges that the Council to refer financial requests made by non-profit organizations that strive to make economic development impacts for review and to have EVC offer a recommendation regarding the request, prior to Council making a financial allocation to the organization.
The Commission also expressed a desire to amend Chapter 2.36.030 (b) outlining the duties and powers of the Commission to include added language as proposed above to highlight the need for enhancing job growth, increasing private investment, and adding efforts and playing a role in sales tax growth.
The Commission further expressed a desire to have a Commission name reflective of the current state of Vallejo’s economy and work underway to realize its future state and objectives. Therefore, the Commission has requested a name change to Economic Development Commission which Commission members believe more accurately reflects the focus on developing an equitable, resilient, and robust Vallejo economy.
3. Request to meet monthly: The EVC proposes to meet monthly, during the second Wednesday of each month, starting in January 2024, instead of bi-monthly during even numbered months. This Commission members believe that more frequent meetings would keep the momentum on various initiatives and projects, keep the public informed more frequently, and would allow the Commission to come together to share ideas, resources, and devise effective strategies to implement Work Plan objectives.
Staff’s Recommendations on the Proposals
Staff generally supports some of the EVC’s requests with caveats.
The request to approve a funding increase in staff's view is an issue for Council consideration. However, the issue may depend on the citywide policy for commission funding currently being developed by the City Manager’s Office.
The request to refer major economic development-related items to the Commission for review and recommend any funding requests from organizations looking to support economic development initiatives, has been further characterized during Commission discussion to be more narrowly defined as vetting of and reviewing funding for non-profits directly tied to economic development in the City, such as Vallejo Main Street, Central Core Restoration Corp, and Vallejo Chamber of Commerce among other organizations directly involved in economic Date: November 28, 2023
Subject: CONSIDER AND PROVIDE DIRECTION TO STAFF RELATING TO REQUESTS OF THE ECONOMIC VITALITY COMMISSION (EVC) TO: (1) AMEND CHAPTER 2.36 OF THE VALLEJO MUNICIPAL CODE RELATING TO THE EVC; (2) CONSIDER THE FREQUENCY OF EVC MEETINGS; AND (3) TO CONSIDER A BUDGET REQUEST
BY THE EVC
development-related activities.
The request for other VMC amendments is generally supported by staff.
Staff does not support EVC request 4. During the EVC Special meeting on September 13, 2023, staff expressed concern about the increased frequency of meetings and its impact on staff’s ability to implement their own Work Plans effectively and efficiently. Staff felt that the request for monthly meetings is a substantial undertaking which would shift significant staff time from other priorities identified in the staff's work plan. This is particularly relevant given the City’s low level of staffing and substantial workloads across various departments. The staff’s time dedicated to planning and developing the EVC agenda is time-demanding and includes coordination among staff from multiple departments, including Economic Development, the City Manager’s office, Information Technology, the City Attorney's Office, the City Clerk's Office and others. This shifts limited resources from other projects that each of these departments is already undertaking. Staff has proposed an option to be flexible relating to the need for additional meetings and rather than doubling the number of EVC Commission meetings to instead host special meetings for time-sensitive agenda items. This approach has worked well in the past with two (2) special meetings held do far in 2023 alone. This has allowed the EVC to advance any urgent or special projects without any delays, consistent with the stated request 4 objectives.
FISCAL IMPACT
There is a fiscal impact to the City’s 2023-24 budget in the amount that City Council approves funding for the EVC to implement its 2023-24 Work Plan. The council approved amount will need to be assigned from City's General Fund balance. Allocation of the budget will be a 2-step approval process.
ENVIRONMENTAL REVIEW
This action is exempt from 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. Chapter_2.36___ECONOMIC_VITALITY_COMMISSION
2. Resolution No. EVC 23-02 Adopted 061423
3. Resolution No. EVC 23-03 Adopted 091323
CONTACT
Michael Nimon, Economic Development Director (707) 648-4109 [email protected]
Title 2 - ADMINISTRATION AND PERSONNEL
Chapter 2.36 ECONOMIC VITALITY COMMISSION
Vallejo, California, Municipal Code Created: 2023-09-11 10:13:05 [EST] (Supp. No. 3-23)
Chapter 2.36 ECONOMIC VITALITY COMMISSION1
2.36.010 Created and membership.
A. There is hereby created an economic vitality commission that shall consist of seven members who shall be nominated by any council member or the mayor and appointed by the city council.
B. Members shall be either a resident of the city or an employee or owner of a business with a Vallejo business license.
(Ord. No. 1647 N.C.(2d), §§ 1, 2, 5-24-2011)
2.36.020 Purpose.
The purpose of the economic vitality commission shall be:
A. To advise the city council on issues that can enhance job growth and increased private investment in Vallejo;
B. To review and assist with updates and the implementation of the economic development element of the general plan; and
C. To assist with business retention and attraction activities. (Ord. No. 1647 N.C.(2d), §§ 1, 2, 5-24-2011)
2.36.030 Duties and powers.
The economic vitality commission shall:
A. Be familiar with current plans for economic activity in Vallejo; B. Recommend to city council policies that can incentivize job growth and business investment in Vallejo; C. Plan and conduct business retention and business attraction programs; D. Maintain relationships with economic development organizations including, but not limited to, chambers of commerce, regional and state economic development organizations; E. Review and provide recommendations regarding the city's website and communications to support economic vitality in the city; and
F. To render reports to the city council concerning the activities of the commission, its rulings, actions, results of hearings, and all other matters pertinent to the commission's activities which may be of interest to the city council.
1Editor's note(s)—Ord. No. 1647 N.C.(2d), §§ 1, 2, adopted May 24, 2011, repealed Ch. 2.36, §§ 2.36.010—
2.36.040, and enacted a new Ch. 2.36 to read as set out herein. Former Ch. 2.36 pertained to community development council—economic development commission and derived from Ord. 65 N.C.(2d), §§ 6.01—
6.04, adopted 1971; and Ord. No. 1139 N.C.(2d), § 1, adopted 1990.
Created: 2023-09-11 10:13:05 [EST]
(Supp. No. 3-23)
(Ord. No. 1647 N.C.(2d), §§ 1, 2, 5-24-2011)
2.36.040 General rules and regulations.
This commission shall comply with the general rules and regulations for all boards, commissions and committees as outlined in Chapter 2.26 of this code unless otherwise provided by ordinance or resolution. (Ord. No. 1647 N.C.(2d), §§ 1, 2, 5-24-2011)
RESOLUTION NO. EVC 23-02
A RESOLUTION OF THE ECONOMIC VITALITY COMMISSION (EVC)
OF THE CITY OF VALLEJO REQUESTING BUDGET ALLOCATION FROM THE CITY COUNCIL FOR FY23-24
WHEREAS, Chapter 2.36 of the Municipal City Code (“MCC”) establishes that the Economic Vitality Commission (“the Commission”) shall advise the city council on issues that can enhance job growth and increased private investment in Vallejo, review and assist with updates and the implementation of the economic development element of the general plan, and to assist with business retention and attraction activities; and WHEREAS, the Commission identified priorities in FY23-24 of Business Safety and Education, Economic Policy Study and Recommendation and Business Attraction and Retention, that have been developed in a Workplan the Commission will adopt; and WHEREAS, the Workplan and Commission priorities, which also coincide with the Vallejo City Council (Council) priorities for FY23-24, will require funding to adequately and effectively promote economic development in the City of Vallejo; and WHEREAS, the Commission has proposed a budget (See accompanying Exhibit A) for the Council’s consideration, reflective of the agreed-upon work areas for FY23-24 and will continue to advance ongoing Commission initiatives in line with stated Council goals at the April 2023 goal setting meeting.
NOW THEREFORE, BE IT RESOLVED:
1. That the Economic Vitality Commission hereby urges the City Council to approve a funding request of $10,392 to implement the Commission’s Workplan for FY23-24.
PASSED AND ADOPTED by the Economic Vitality Commission of the City of Vallejo at a regular meeting thereof held on Wednesday, June 14, 2023, by the following vote:
AYES: Chair Alexander Matias, Vice Chair Calvin Harrell, Rob’Lena (Shay) Mile, Nicole Loufas, Dwight Monroe Jr., and Roberto Hernandez NOES: None
ABSENT: Thomas Barbeiro
Exhibit A
Economic Vitality Commission (EVC): Funding Request Summary FY23-24 Line Items EVC Workplan Priority Total Amount
Honoraria
Social Media Ads - Bus. Spotlight Program Business Safety and Education $ 250.00 GROW Vallejo: Pole Banners + Signage Bus. Attraction/Retention -ED $ 1,500.00 Professional Development & Training Business Safety and Education $ 4,392.00 Supplies (Bus. Cards, Postcards,
Publications, Marketing Collateral) Bus. Attraction/Retention -ED $ 3,000.00 Business Safety and Education $ 1,250.00
$ 10,392.00
Total
RESOLUTION NO. EVC 23-03
A RESOLUTION OF THE ECONOMIC VITALITY COMMISSION (EVC)
OF THE CITY OF VALLEJO URGING UPDATES TO THE COMMISSION STRUCTURE VIA
THE MUNICIPAL CODE
WHEREAS, Chapter 2.36.020 of the Municipal City Code (“MCC”) establishes that the Economic Vitality Commission (“the Commission”) shall advise the city council on issues that can enhance job growth and increased private investment in Vallejo, review and assist with updates and the implementation of the economic development element of the general plan, and to assist with business retention and attraction activities; and WHEREAS, the Commission, as its currently constructed, developed workplans in 2021 and 2022 respectively in furtherance of its stated purpose, and has most notably accomplished the following: Development of a Business Spotlight Program, Vallejo Marketing Collateral, and Business Survey to help inform needs, proposed and actively supports the Vallejo Main Street initiative, advocated for the adoption of a new economic development strategic plan and has worked with Economic Development City of Vallejo (City) staff to make ongoing enhancements to the City Economic Development and My Vallejo EVC websites; and WHEREAS, the Commission held a discussion on April 10, 2023 where Commissioners reflected on two years of work and identified opportunity areas and recommendations to make to the Vallejo City Council on enhancements to make to the Commission structure, purpose, duties and powers outlined in the Municipal Code; and
WHEREAS, the Commission expressed concerns at the meeting about the historical underfunding of the Economic Vitality Commission and agreed that given that Economic Development is the City Council’s (Council) top priority as of the date of this resolution, it should appropriately invest in entities like the Commission, that is pursuing aligned initiatives; and WHEREAS, the Commission expressed concerns about the lack of information available to Commissioners on current City funded community organizations carrying out economic development activities. In furtherance of equitable and transparent municipal practices, the Commission recommends that Chapter 2.36.020 be updated to include the review and recommendation to Council of any funding requests from community organizations focused on economic development initiatives; and
WHEREAS, the Commission expressed a desire to amend Chapter 2.36.030(b) outlining the duties and powers to include that the Commission shall recommend to Council policies and programs that can incentivize job growth, business investment and sales tax growth in Vallejo; and
WHEREAS, the Commissioners expressed a desire to have a Commission name reflective of the current state of Vallejo’s economy and work underway to realize its future state; and
WHEREAS, the Commission believes the Economic Development Commission (in lieu of Economic Vitality Commission more accurately reflects the focus on developing an equitable, resilient and robust Vallejo economy.
NOW THEREFORE, BE IT RESOLVED:
1. That the Economic Vitality Commission hereby urges that the Vallejo City Council refers major economic development-related items to the Commission for review and recommend any funding requests from organizations looking to support economic development initiatives.
2. That the Economic Vitality Commission hereby urges that the City Council amend Chapter 2.36.030(b) of the Municipal Code to include that the Commission shall recommend policies and programs that enhance job growth, result in increased private investment, and assist in sales tax growth.
3. That the Economic Vitality Commission hereby urges the City Council to amend the Municipal Code to rename the Economic Vitality Commission to the Economic Development Commission.
4. That the Economic Vitality Commission hereby establishes that it will hold monthly meetings beginning in January 2024, during the second Wednesday of each month, unless deemed unnecessary and a Notice of Meeting Cancellation is published.
PASSED AND ADOPTED by the Economic Vitality Commission of the City of Vallejo at a regular meeting thereof held on Wednesday, September 13, 2023, by the following vote:
AYES: Chair Alexander Matias, Vice Chair Calvin Harrell, Thomas Barbeiro, Mai-Ling Garcia, and Dwight Monroe Jr.
NOES: None
ABSENT: Roberto Hernandez and Nicole Loufas
ACTION ITEM 9.E.
DATE: November 28, 2023
TO: Mayor and Members of the City Council
FROM:
SUBJECT: CONSIDER REQUEST BY COUNCILMEMBER LOERA-DIAZ TO AGENDIZE FOR
DISCUSSION BUSINESS LICENSE PERMIT FEE WAIVERS TO PROTECT BUSINESSES
FROM THEFT AND PROCESS FOR BUSINESS RETENTION GRANT APPLICATIONS AND AWARDING GRANTS (STEP 1)
RECOMMENDATION
Consider Councilmember Loera-Diaz's request and direct staff to prepare and present relevant materials at a subsequent meeting
REASONS FOR RECOMMENDATION
BACKGROUND AND DISCUSSION
FISCAL IMPACT
ENVIRONMENTAL REVIEW
ATTACHMENTS
None
CONTACT
Councilmember Loera-Diaz
[email protected]