Vallejo-Akashi 55th Sister
City Anniversary Visit
October 30 – November 2, 2023
Courtesy call with Mayor Marutani Satoko
Renewing MOU
Anniversary
Plaque
Presentations
Gift Exchanges
Visit to Akashi Municipal Planetarium
Sake Brewery & Kaikyo Distillery
The owner, Mr Onezawa Kimio visited Vallejo when he was 13 years old.
Tea Ceremony hosted by Ihara family, Sousei Ihara visited Vallejo in 1991 and held a tea party.
Flag Dying and
Conversation
with Citizens of
Akashi
Commission Chair Pelton Stewart at the
Akashi City Municipal Anniversary Ceremony
Akashi Kaikyo Bridge was the longest suspension bridge in the world when it was built in 1998.
Toured Akshi attractions accompanied
by volunteers
Anniversary celebration dinner
Mayor, Vice Mayor, Council Chair and City Staff all
came to say farewell.
UPDATE - PUBLIC SAFETY
STAFFING EMERGENCY
Jason Ta, Interim Chief of Police
December 19, 2023
1 STATUS OF PHASES
• Partially Implemented
• Alarm Ordinance – awaiting direction from Council
• “Condition Blue” in process
– If the number of CFS pending reaches a pre-determined number, officers will only respond to priority 1 and high-level priority 2 calls • Highest Calls for Service (CFS)
Phase #1 Service Model Reduction
2 - Alarm activation - Mental distress
- Suspicious persons/vehicles - Trespassing
- Traffic-related offenses
Phase #2 Rotation of Officers to Patrol Shifts
• Completed
Phase #3 Collapsing Traffic & Detective Divisions
• Traffic Division collapsed (July 2023)
• Starting in January (shift change), detectives will
rotate to patrol weekly
• Starting in January, Officer assigned to Kaiser will
return to patrol
Phase #4 Modifying Patrol Shifts to 12-hours or
Another Staffing Model
• VPOA not voluntarily changing to 12-hour shifts
3 • VPOA has an executed MOU, first meeting with the
Sheriff’s Office on December 4th
– Working on staffing models and possibilities
Outside Assistance
4 CURRENT STAFFING NUMBERS
Total Sworn Staffing 73 72
Modified Duty Officers 3 1
Off on Worker’s Comp. 10 10
Sworn Working Full Duty 60 61
Anticipated Officers Resigning 2 1
Officers Starting /Final Offers 0 0
5 Officers Working Patrol 33 32
Supervisors Working Patrol (Sgts) 5 5
12-12-23 Current
RECRUITMENT & RETENTION
(Stephanie Sifuentes, HR Director)
Police Officer Applications
6 786989
17 24
77 2135220
10 17
21102225
12 0
10 20
30 40
50 60
70 80
Recruit Entry Lateral
Current
Lookback Period
Dec. 11th –
Dec. 18th
Police Officer Backgrounds Since 7/13/2023
7 24
7 1 1
18 12
1 2
20 13
2 4
18 16
2 5
14 18
4 5
14 21
4 5
15 24
4 5
0 5
10 15
20 25
30 In process Non-Select Withdrew Hired
9/26/2023 10/10/2023 10/24/2023 11/14/2023 11/28/2023 12/12/2023 12/19/2023 • 5 Officers currently in police academies
– 1 will graduate in February 2024
– 4 will graduate in April 2024
Police Academy
8 Recruitment Efforts
• WSTB Physical Agility exams:
– January 4, 2024
– January 6, 2024
CONTACT(S)
Jason Ta, Interim Chief of Police
9 City of Vallejo Broadband
Update
www.VIPFiber.com
44 + miles
and adding
more
History
•The underground conduit system was installed
in the mid-nineties. MTC grant.
•Connected traffic signal network throughout
the city.
•President Obama era more focus on
broadband and boom of the .COM and e-
commerce.
•2016 City of Vallejo adopted a Fiber Optic
Master Plan.
•2017 Fiber Enterprise fund was established.
•2017 through an RFP process City selected a
P3 contractor Inyo Networks. (5-Year Contract)
VallejoNet was formed.
History
•2020 Need for Broadband is highlighted as
COVID happens. Digital Equity and Digital
divide comes to the forefront.
•2021 City Council commits $2.5 million
towards broadband build from the first
tranche of ARPA.
•2022 City refreshed and adopted a new
Broadband & Digital Equity Strategy.
•2022 Through RFP process selected a new P3
contractor Smart Fiber Networks.
•2022 City Council commits additional $500K
towards broadband build and digital equity.
What we
want to
achieve.?
•Having reliable broadband in the City is an
economic development driver.
•We want to solve digital divide in the city
and ensure broadband for all is a reality and
available to every single person.
•Create a city-owned municipal network for
its citizens, businesses (small/large), and
non-profits.
•Increase competition and reduce the
internet cost for our citizens.
•Better internet for all. (No data caps, no
contracts, un-filtered)
Economic
Development
•Attract new businesses to Vallejo.
•Better support for small/large business and
anchor institutes.
•Encourage micro-businesses growth.
•Create 10G communities and attract tech
workers from the South Bay and the City as
Vallejo’s is affordable to own a home.
•Increase competition and create better pricing
options for Vallejo.
Current
Activities
•Comprehensive fiber audit is in progress.
The audit is showing that we have 6000
parcels connected to Vallejo’s 44 miles
municipal fiber network.
•Continue to expand the network
systematically through ARPA funds allocated
by the City Council.
•Seek additional grants for expansion of city’s
network.
Re-Branding
& Marketing
•Rebranded Vallejo-Net to VIP Fiber (Vallejo
Internet Provider)
•www.VIPFiber.comhas been launched
•Produced marketing material
•Presence at Farmer’s Markets
•Launched a store front in downtown Vallejo
•Limited term marketing person
•Social and print media presence
Smart Fiber
Partnership
Stephen Stukas, Chief Executive Officer
Shawn Ronich, Chief Network Officer
Sam Edeen, Chief Operating Officer
Melissa Batiller, Marketing Manager
www.VIPFiber.com
877-792-3734
Projects
• Public Wi-Fi
• Vallejo Down-town and Ferry Terminal
• Barbara Kondylis formerly known as Vallejo Water-Front Park
• Blue Rock Springs park
• Dan Foley cultural Center
• Creating a smart city that can support future
technologies.
• Cameras
• Autonomous cars
• IOT’s
• Connecting 7 remaining city buildings
• Expand businesses (small/Large)
• Create open access network
Projects
Digital Equity
& Digital
Divide
•Expanding VIP Fiber to multiple underserved and
low-income communities.
•Seeking Federal and State grants to expand
internet to Vallejo residents.
•Leverage ACP (Affordable Connectivity Program)
marketing to expand internet coverage to all.
Future
•Continue to spend the ARPA allocated funds by
the City Council.
•Continue to build/expand the network
Systematically through new development.
•Continue to help other city entities, currently we
are connecting GVRD. In the future connect
Flood/SAN, School District, Universities, and the
hospitals.
•Exciting development opportunities on Mare
Island.
•Would love to partner with all businesses in
Vallejo.
•Work on creating dig-once ordinance and micro-
trenching policies.
Revenue
Projections
• Revenue is trickling in as we build our customer
base. Fiber Enterprise Fund balance as of December
1, 2023, is $175K
• Current customer count is 32. About to add 75
customers at Blue Oak Landing, 48 customers in
Broadway Project and several customers at Sonoma
and Magazine apartments.
• December 30, 2024, goal is to have 300 customers
and generate about $30K per month of revenue.
• June 30, 2025, start paying the general fund back
the loan payment.
• December 30, 2028, goal is to have 1000 customers
and $120K per month of revenue. Annual revenue of
$1.4 million.
Questions
Naveed Ashraf
Chief Innovation Officer & IT Director
(o) 707-648-4468
(m) 707-590-3324
www.VIPFiber.com
www.MyVallejo.com/Broadband
www.CityOfVallejo.net
Economic Development
Department and
Planning & Development
Services Department
December 2023 Update
• Terrance Davis, Assistant City Manager
• Michael Nimon, Economic Development
Director
• Christina Ratcliffe, AICP , Planning &
Development Services Director
Economic Development Department
A Look at the Numbers
Ongoing Work
Special Projects
How Are We Doing?
Vallejo Indicators 2021 2022 2023
Annual
Change
Population* 124,504 123,154 121,658 -1.2%
Employment 48,500 51,200 51,200 0.0%
Unemployment rate 10.0% 5.6% 4.9% -12.5%
Taxable sales (q2) $348.0M $401.7M $405.8M 1.0%
Median household income** $69,405 $73,869 $78,243 5.9%
Median home value* $520,500 $545,000 $540,000 -1.0%
Net taxable property value* $12.5B $13.3B $13.9B 4.5%
Residential vacancies* 4.4% 4.4% 4.4% 0.0%
Retail vacancies 6.2% 5.1% 4.8% -5.9%
Office vacancies 9.7% 9.3% 8.9% -4.3%
* Updated annually or semi-annually
** Updated annually with a 2-year lag
How Are We Doing (continued)?
Vallejo Indicators 2021 2022 2023 Change
Business attraction prospects na 5 19 380%
Business retention visits na na 14 na
Active businesses 6,621 7,654 8,858 17%
Grant funding deployed 43 14 80 471%
Hotel occupancy 67.8% 61.8% 48.9% -20.9%
Hotel average daily rate $72.67 $61.84 $48.17 -22.1%
Economic Development Strategic Plan
– Currently in development
– Adoption forthcoming in early 2024
Development Projects – Mare Island
• North Mare Island (NMI)
– New Mare Island Specific Plan and Infrastructure Plan is being developed (expected Q4 2024)
– Connelly Corridor will be the first phase (expected in Q1 2024)
Development Projects - Waterfront
– Northern – disposition completed
– Central - Seka Hills ground lease is currently in due diligence
– Southern - remediation nearing completion
Development Projects - Other
• Downtown
• Blue Rock Springs
• Cooke/Fairview
• Solano 360
Grant Implementation
• Economic Development Administration $1.5M Mare
Island infrastructure assessment
– Technical report with final technical report to be completed in early 2024
• Environmental Protection Agency $600,000 brownfield
cleanup grant
– Assessment of 9 brownfield properties completed with 15 targeted • National Park Service grant for $750,000 for Officers’ Quarters B historic restoration
– Working on shifting the funding to Quarters A
Land Disposition and Acquisition
• City owns hundreds of assets
• Phase 1 Surplus Land Act disposition:
– 485 Santa Clara
– former parking lot located on Broadway near
Tennessee
– a 4.2-acre portion of a larger site located off of
Columbus Pkwy
• Identify development for surplus lands and deploy
additional sites (Phase 2)
• Implement council direction on potential site
acquisitions. School surplus properties completed
Phase 2 and are in escrow
Commissions and Boards
• Economic Vitality Commission
• Arts Commission – work plan implementation
• McCune Commission Central Core Restoration Corp
Board
• Central Core Restoration Corp Board
• Vallejo Chamber of Commerce Board
• Solano County Economic Development Corporation
Board
• Remediation Advisory Board (RAB)
Other Special Assignments
• Implement ED Strategic Plan (once adopted)
• Manage the City’s economic development website
• Inter-departmental coordination
• Business retention program (with EVC)
• Mare Island conveyance, administration, and special
assignment implementation
• Inclusionary housing ordinance
• Development impact fee update
• Data brokerage and tracking
• Business attraction
• Existing business support and resources
• Attendance of community events
Planning & Development Services:
Planning, Building & Code Enforcement
Divisions
Ongoing Work Moving Forward
A Look at the Numbers
Projects in Process
Ongoing Work
• 3EU: 3 Element Update
• Updated Permitting Software
• Staffing Public Counter and
• Five Commissions/Boards
• Waterfront and Downtown
Specific Plans ($2.4 M grants)
• Over 1,400 dwelling units in the
Planning pipeline
• Growing Code Enforcement
Ongoing Programs
and Projects
• Recruit, Train and Retain the
best people
– Current Needs:
– Planning Division: 6
– Building Division: 5
– Code Enforcement
Division: 5
• Continuing Challenge: Attract and
Retain Quality Staff.
– Utilizing contract staff where
feasible and streamlining
processes.
Moving Forward in 2024
• To better serve the Community:
– Re-thinking the Public Counter
Space
– Finalizing the 3Element
Update
– Updating VMC to adhere to
new State Legislation
Moving Forward in 2024
– Connolly Corridor Project
Submittal-expected in first
Quarter of 2024
– Mare Island Specific Plan
Workshops. Expected Q-3 or 4
2024 Submittal
– Solano 360 Updated Specific
Plan (TBD)
– Inclusionary Ordinance: In
process
– Waterfront and Downtown
Specific Plan RFPs Q1, 2024
Fiscal Year Building & Planning Permit
Building Planning
FY 20-21 3916 380
FY 21-22 3052 212
FY 22-23 2941 303
FY 23-24 2260 111
3916
380
3052
212
2941
303
2260
111
0 500
1000
1500
2000
2500
3000
3500
4000
4500
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Fiscal Year Code Enforcement Case Comparison
Code Enforcement
FY 20-21 2723
FY 21-22 1507
FY 22-23 1395
FY 23-24 972
2723
1507
1395
972
0 500
1000
1500
2000
2500
3000
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Fiscal Year Building, Planning and Code Enforcement
Revenue Comparison
Building Planning Code Enforcement
FY 20-21 $2,174,152 $593,750 $505,116.00
FY 21-22 $2,786,495 $629,186 $413,503.00
FY 22-23 $3,267,061 $673,580 $302,310.00
FY 23-24 $1,306,731 $92,600 $72,151.00
$2,174,152
$593,750 $505,116.00
$2,786,495
$629,186
$413,503.00
$3,267,061
$673,580
$302,310.00
$1,306,731
$92,600 $72,151.00
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
FY 20-21 FY 21-22 FY 22-23 FY 23-24
Code Enforcement:
Before and After
961 Porter
Adding 122 units (24 are
affordable) to existing 182-
complex
1598 Fairgrounds Drive
1850 Fairgrounds Drive
Chic-Fil-A on Sonoma near
Mini
Oakwood Apartments
Waterstone
CONTACT(S)
Terrance Davis, Assistant City Manager
[email protected]
Michael Nimon, Economic Development Director
[email protected]
Christina Ratcliffe, AICP , Planning &
Development Services Director
[email protected]