HYBRID MEETING
www.Cityofvallejo.net
CALL AND NOTICE OF SPECIAL
MEETING AT 10:00 AM OF THE
VALLEJO CITY COUNCIL
MARCH 22, 2025
AMENDED AGENDA
The staff report was revised to make
corrections to the information contained in the
report
Vallejo Room
Lower Level of JFK Library
505 Santa Clara Street
Vallejo, CA 94590
COUNCIL MEMBERS
Andrea Sorce (Mayor)
Peter Bregenzer (Vice-Mayor)
Helen-Marie Gordon
Tonia Lediju, PhD
Alexander Matias
Diosdado "JR" Matulac
Charles Palmares
NOTICE: Members of the Public will be able to participate in-person or remotely via Zoom
City Hall and the Council Chambers will be open to
members of the public 30 minutes prior to the start of
the meeting.
PUBLIC COMMENT: Members of the Public may provide
public comments during the City Council Meeting in
person or via ZOOM
(https://ZoomRegular.Cityofvallejo.net), or via
phone, by dialing (669) 900-6833.
For additional instructions on how to speak remotely
during public comment, please
visit, www.cityofvallejo.net/publiccomment
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AGENDA
TO THE MEMBERS OF THE VALLEJO CITY COUNCIL:
You are hereby notified that I do hereby call the Vallejo City Council in special session to consider only the matters stated on the agenda listed below. NOTICE: Members of the public shall have the opportunity to address the City Council concerning any item listed on the agenda before or during consideration of that item. No other items may be discussed at this special meeting
1. CALL TO ORDER
2. ROLL CALL
3. PLEDGE OF ALLEGIANCE
4. WORKSHOP
NOTICE: Members of the public wishing to address the Council on Workshop item may do so in person by signing in to the Public Speaker's kiosk located in the back of the Vallejo Room or via ZOOM (https://ZoomRegular.Cityofvallejo.net), or via phone, by dialing (669) 900-6833. Enter Meeting ID: 914 0075 0676#. Press *9 to digitally raise your hand from the phone. Press *6 to unmute/mute. For additional instructions on how to speak remotely during public comment, please visit, www.cityofvallejo.net/publiccomment. Each speaker is limited to five minutes pursuant to Vallejo Municipal Code Section 2.02.420 or as approved and announced by the Mayor. In person speakers will be recognized first
A. PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET DEVELOPMENT PROCESS, BASELINE
BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES;
RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
Recommendation: Provide City Council with an overview of the fiscal year (FY) 2025-2026 budget development process, baseline budget, and recommended budgeting practices; receive community input; and receive Council direction.
Contact: Andrew Murray, City Manager
[email protected]
Rekha Nayar, Finance Director
[email protected]
5. ADJOURNMENT
ADDITIONAL CITY INFORMATION
Members of the public can:
• Like us on Facebook and Instagram (@cityofvallejo)
• Sign up to receive City Communications via e-mail (www.cityofvallejo.net/subscribe) • Sign up for emergency alerts at: alertsolano.com
Dated: Friday, March 21, 2025
Andrea Sorce, Mayor
I, Dawn Abrahamson, City Clerk do hereby certify that I have caused a true copy of the above notice and agenda to be delivered to
Andrea Sorce (Mayor)
Peter Bregenzer (Vice-Mayor)
Helen-Marie Gordon
Tonia Lediju, PhD
Alexander Matias
Diosdado "JR" Matulac
Charles Palmares,
at the time and in the manner prescribed by law and that this agenda was posted at City Hall, 555 Santa Clara Street, CA at 9:00 a.m., Friday, March 21, 2025.
Dated: Friday, March 21, 2025
ACTION ITEM 4.A.
DATE: March 22, 2025
TO: Mayor and Members of the City Council
FROM: Andrew Murray, City Manager
Rekha Nayar, Finance Director
SUBJECT: PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026
BUDGET DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE
COUNCIL DIRECTION
RECOMMENDATION
Provide City Council with an overview of the fiscal year (FY) 2025-2026 budget development process, baseline budget, and recommended budgeting practices; receive community input; and receive Council direction.
REASONS FOR RECOMMENDATION
As per Council request staff is providing Fy 2025-2026 Baseline budget for recommendation and direction.
BACKGROUND AND DISCUSSION
The City Council is convening a special meeting on March 22, 2025, referred to as the Community Budget Workshop, to receive information on the FY 2025-2026 baseline budget, gather community input, and provide direction to staff on development of the forthcoming proposed FY 2025-2026 budget.
This report provides an overview of the City of Vallejo's budget development process, presents the FY 2025- 2026 baseline budget, and outlines recommended changes to budgeting practices. This report also details the purpose of the March 22, 2025 Community Budget Workshop and aims to facilitate informed discussions and solicit valuable community input and Council direction.
I. Overiew of Different Budgeting Approaches
II. FY 2025-2026 Budget Development Process Enhancements
III. Purpose of March 22, 2025, Community Budget Workshop
IV. Development of FY 2025-2026 Baseline Budget
V. Description of the FY 2025-2026 Baseline Budget
VI. Staff Recommendations for Changes to Budgeting Practices to Incorporate in Preliminary Proposed Budget
VII. Survey results Exhibit 2
Date: March 22, 2025
Subject:
PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET
DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
I. Overview of Different Budgeting Approaches
Different organizations use a variety of different methods to create their budgets. The different approaches have their own strengths and weaknesses. Three well-known methods are zero-based budgeting, program- or performance-based budgeting, and incremental budgeting. • Zero-Based Budgeting (ZBB):
ZBB essentially requires that an organization create its budget from scratch each budget cycle. It requires each revenue and expenditure included in the budget to be justified as though it were being introduced for the first time. This process can result in cost reduction by identifying and eliminating unnecessary expenditures, but can be very time consuming.
• Program- or Performance-Based Budgeting:
Program- or performance-based budgeting focuses on allocating resources based on the outcomes and performance that an organization is seeking. It requires creating clear objectives, performance indicators, and having a clear understanding of the resources required to achieve a specific level of performance or outcome.
It can improve organizational performance by focusing on outcomes, but it can be challenging to define effective outcome measures for certain programs and services. • Incremental Budgeting:
Incremental budgeting is the most common approach, where the current year's budget is used as a base for the next year. Incremental adjustments are made to account for factors like inflation and new initiatives. It is a stable and predictable approach, but can perpetuate current practices that might not be modern or innovative.
City’s Traditional Budget Development Process:
The City of Vallejo has traditionally followed an incremental budgeting approach. The process typically involves the following:
• Creating a status quo budget: Establishing the foundation based on prior year expenditures. • Receiving Department Requests for Changes: Departments submit requests for funding adjustments. • Presenting a Preliminary Proposed Budget to City Council: The initial budget is presented for review and community input.
• Receiving Council Direction: Feedback is gathered, and Council provides guidance. • Presenting a Revised Proposed Budget: Adjustments are made based on feedback and direction. • Presenting a Final Proposed Budget for Council Adoption: The final budget is presented for approval.
II. FY 2025-2026 Budget Development Process Enhancements
For the FY 2025-26 budget cycle, the City has implemented several enhancements to improve transparency and community engagement, including the following:
• Additional and earlier opportunities for community input. A community survey has been distributed online and via social media.
Date: March 22, 2025
Subject:
PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET
DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
• Community Budget Workshops are being conducted on March 22nd and April 12th to gather more Council and community input, earlier in the process.
• Earlier Staff Proposals: Staff proposals for elements to include in the budget will be presented at the Community Budget Workshop on April 12th, which is earlier in the process. • New Methodology for Baseline Creation: The FY 2025-26 baseline will be based on the FY 2024-25 amended budget, including midyear ongoing adjustments, and will incorporate an inflationary cost escalation factor for services and supplies.
III. Purpose of March 22, 2025, Community Budget Workshop
The primary objectives of the March 22ndworkshop are the following:
• Provide a comprehensive overview of the City's budget development process along with assumptions. • Present the FY 2025-2026 baseline budget for review.
• Gather valuable public input on the FY 2025-2026 budget priorities. • Present results of community survey.
• Receive directions from the City Council regarding areas for analysis and inclusion in the preliminary proposed budget.
IV. Development of FY 2025-2026 Baseline Budget
The City maintains a balanced budget policy. Per Charter Section 701, at least 45 days prior to the beginning of each fiscal year, the City Manager shall submit to Council a budget of proposed expenditures and estimated revenues. This shall include a General Fund budget in which proposed expenditures shall not exceed estimated revenues.
• Summary of City's Baseline Budget Development Process o The annual budget cycle begins with Finance creating a baseline budget for each department. o The Finance Department prepares a baseline budget for the upcoming year by incorporating ongoing revenues and expenditures from the current budget while factoring in known or anticipated changes, such as projected revenue fluctuations, inflation, changes in indirect rates, and adjustments to labor agreements and contractual obligations. o The Finance Department uses the current budget, including any mid-year adjustments approved by the City Council, and reducing it for any one-time revenues and expenditures, as the starting point.
o Departments are provided budget development instructions and calendar. o For additional information about City’s Budget & Financial Policies see Exhibit 1.
• Revenue projection process:
o Revenue projections are prepared individually for each revenue source; assumptions and source data for the projections vary.
o Property Tax, Sales Tax and Business License projections are provided by our consultant.
Date: March 22, 2025
Subject:
PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET
DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
o Other Taxes such as Utility User’s Tax (UUT), Transient Occupancy Tax (TOT), and Cannabis Tax are based on an average of prior year actual trends, future rate increase and/or contract increase by vendors.
o Program Revenues are provided by each department.
• Expenditure projection process:
o Finance creates labor projections based on annual salary cost for each authorized position including step increase, specialty and other pays authorized in Memorandums of Understanding (MOU) or employment contract. Current and out-year pension costs are based on the requirements set forth on June 30, 2023 CalPERS Annual Valuation Reports. Workers’ compensation cost is based on five-year claim history by department. Health Benefits are calculated on average health insurance costs by bargaining group based on actual plan selections of current incumbents.
o Risk team provides a five-year claim history for Workers Comp and General Liability, Insurance Premium increase/decrease and Service/Supplies expenses. o Fleet staff provides by department the estimated Fleet maintenance allocation and schedule of replacement purchase vehicles.
o HR reviews staffing requests and provide their recommendations for Finance to cost. o Departments review and verify the assumptions and changes included in the baseline budget. o Departments submit requests for modifications to the baseline budget, such as funding for special projects or enhanced service levels.
Date: March 22, 2025
Subject:
PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET
DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
o The Finance Department and City Manager evaluate department requests and develop a Preliminary baseline budget for City Council review.
o The Finance Department incorporates Council feedback and prepares a Proposed Budget for further consideration.
o The City Manager and Finance Department finalize any remaining adjustments and submit the Final Proposed Budget to the City Council for adoption.
V. Description of the FY 2025-2026 Baseline Budget
The baseline budget serves as the foundation from which the proposed budget is developed. It is intended to illustrate what revenues the City would receive and what expenditures it would encounter if the City continued to perform its current, ongoing programs and services.
The FY 2025-2026 baseline budget is constructed based on the following:
• FY 2024-2025 budget including mid-year adjustments
• Removing one-time revenues and expenditures (increases and reductions) from the FY 2024-2025 budget, including the 10% reduction to service & supply that were envisioned as one-time cuts in the FY 2024-2025 budget
• Adding a 3% escalation factor for general services and supplies • Updating labor cost calculation based on current MOU and rate changes in benefits
The baseline General Fund budget for FY 2025-2026 is summarized in the table below. It includes a significant shortfall. This shortfall is due to two main factors. General Fund revenues are expected to increase by less than one percent over the current fiscal year, when compared to FY 2024-25 Adopted budget as opposed to normal growth in the three-to-four percent range. In addition, some types of expenditures are forecasted to increase at rates higher than normal revenue growth.
In FY 2024-25 Adopted Budget despite our revenue increase of 1.14% the City’s budget had a projected deficit of $2.86M. Council adopted a structurally balanced budget by making the following cuts:
• A one-time 10% Reduction of Service and Supplies of $1.76M • Deferred Participatory budget allocation of $500k to FY 2025-26. • Reduction of anticipated leave payout of $600k.
Date: March 22, 2025
Subject:
PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET
DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
Date: March 22, 2025
Subject:
PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET
DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
VI. Staff Recommendations for Changes to Budgeting Practices to Incorporate in Preliminary Proposed Budget
• Create a separate Planning & Development Revenue Fund:
o The Planning & Development Services Department operates on a user fee model, meaning those who apply for permits and inspections pay for the services. Establishing a new dedicated fund helps in budgeting, financial reporting, and accountability, ensuring permit fees and other charges are used only for their intended purpose (such as covering department costs and improving services).
• Reflect all Salary Savings within each department: Ensure that all salary savings resulting from vacant positions are accurately reflected within the respective department budgets, and are not attributed to a citywide account for disbursement among various City departments. • Difference Between “Authorized” and “Funded” Positions: Provide clear definitions and reflect only funded positions in the budget to avoid misrepresentation. o AUTHORIZED POSITIONS: Positions approved by the City Council, which may or may not have funding
o FUNDED POSITIONS: Positions approved by the City Council, with funding and not frozen. o Example: FY 24-25 Adopted Budget
o Police Total Authorized Position: 190.75
Total Positions Unfunded: 16
Total Funded Positions: 174.75
• City Council Policy Regarding PERS Normal Cost Contribution for Vacant Positions: The city currently contributes the PERS normal cost contribution for vacant positions to the 115 trust • Historically we transfer the savings from making lump sum payments towards pension unfunded liability to our PARs trust account since Council approved the total gross amount as part of the annual budget process. For FY 24-25, we have not yet transferred the savings.
Date: March 22, 2025
Subject:
PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET
DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
• Council can consider the following options to reduce deficit for FY 2025-26:
o Do not deposit savings from making a lump sum payment of $800k to CalPERS, into the pension 115 trust.
o Paying retiree health unfunded liability contribution of $1.3M from OPEB trust fund o Potential cut of 10% to service and supplies generating $1.2M. o Reducing leave payout of $600k.
o Potential Fiscal Year 2024-25 surplus:
VII. Survey results Exhibit 2
City received 246 responses to an online survey sent out regarding citizen priorities for the annual budget on the following questions:
• Pick 3 areas where you’d like to see the City of Vallejo make GREATER investments • Pick 3 areas where you’d like to see the City of Vallejo make LESS investments:
• What are the greatest opportunities that the city faces? • What are the greatest challenges that the city faces?
Summarized report and graphs for responses received are attached in Exhibit 2.
FISCAL IMPACT
There is no fiscal impact. This report aims to provide a clear understanding of the FY 2025-2026 budget development process and the baseline budget. We encourage active participation from the community and the City Council to ensure the budget reflects the City's priorities and serves the best interests of its residents. We look forward to a productive discussion and valuable feedback during the Community Budget Workshop.
ENVIRONMENTAL REVIEW
This action is exempt from the California Environmental Quality Act (CEQA) because it is not a project which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, pursuant to CEQA Guideline section 15378.
ATTACHMENTS
1. Exhibit 1 - Summary of Budget and Financial Policies
2. Exhibit 2 - Budget Survey Responses Final
CONTACT
Date: March 22, 2025
Subject:
PROVIDE CITY COUNCIL WITH AN OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET
DEVELOPMENT PROCESS, BASELINE BUDGET, AND RECOMMENDED BUDGETING PRACTICE CHANGES; RECEIVE COMMUNITY INPUT; AND RECEIVE COUNCIL DIRECTION
Andrew Murray, City Manager
[email protected]
Rekha Nayar, Finance Director
[email protected]
SUMMARY OF BUDGET AND FINANCIAL POLICIES
BUDGET OVERVIEW
The City of Vallejo operates on a fiscal year that begins on July 1 and ends on June 30 of the following year. The budget process is managed by the City Manager’s Office and the Finance Department, with support from each operating department. Budget preparation takes place between January and June, culminating in the adoption of an annual budget by the City Council. Any necessary adjustments are made during a mid-year review conducted by staff and adopted by the Council.
At least 45 days before the start of each fiscal year, the City Manager submits a budget to the Council, outlining proposed expenditures and estimated revenues. This includes a General Fund “balanced budget,” ensuring that proposed expenditures do not exceed estimated revenues. Revenue estimates account for any surpluses carried over from the current year into the new budget cycle.
A public hearing is held to review the proposed budget, including all appropriations and funding sources.
The City Council adopts the budgeted expenditures through a resolution, which sets the maximum authorized spending for the year. This amount cannot be exceeded unless amended by the City Council.
BUDGET DEVELOPMENT PROCESS
The City’s budget is developed through a collaborative and iterative process involving the City Council, community, and City staff. This process follows an “incremental” budgeting approach, meaning the upcoming year’s budget is based on the current year’s budget with incremental adjustments.
The budget development process includes the following steps:
• The annual budget cycle begins with the development of budget instructions and calendar. • The Finance Department uses the current budget, including any mid-year adjustments approved by the City Council, and reducing it for any one-time revenues and expenditures, as the starting poi
nt.
• The Finance Department prepares a baseline budget for the upcoming year by incorporating ongoi
ng revenues and expenditures from the current budget while factoring in known or anticipated changes, such as projected revenue fluctuations, inflation, changes in indirect rates, and adjustments to labor agreements and contractual obligations. • Departments review and verify the assumptions and changes included in the baseline budget. • Departments submit requests for modifications to the baseline budget, such as funding for special projects or enhanced service levels.
• The Finance Department and City Manager evaluate department requests and develop a Preliminary Proposed Budget for City Council review.
• The Finance Department incorporates Council feedback and prepares a Revised Proposed Budget for further consideration.
• The City Manager and Finance Department finalize any remaining adjustments and submit the Fi
nal Proposed Budget to the City Council for adoption.
Exhibit 1
SUMMARY OF BUDGET AND FINANCIAL POLICIES
LEVEL OF BUDGETARY CONTROL
The City maintains budgetary controls through the City Council's adoption of an annual budget and by maintaining an encumbrance accounting system. Expenditures for City operations and other purposes identified in the annual budget cannot legally exceed the budgeted amounts approved by the City Council.
The City Manager may transfer part or all of any unencumbered appropriation balance among programs within a department, office, or agency by resolution to the City Council.
Budgetary control is established at the following levels: a) General Fund – Department level; b) Other Funds – Fund level; and Capital Projects – at Department level with City Manager signature approval. The City Manager may authorize line-item budget transfers within a General Fund department or within a fund other than the General Fund, consistent with the City Charter, the Vallejo Municipal Code, and budget resolution.
While ultimate budgetary control resides at the fund level, the City has adopted several appropriation and transfer procedures to ensure strong internal controls while promoting accountability and administrative flexibility. All budgetary transfers require review and approval by the Finance Director or their designee.
Additionally, any transfers affecting salaries and benefits require review and approval by the City Manager or their designee.
The City also employs encumbrance accounting as an additional method for maintaining budgetary control. An encumbrance signifies a commitment of future expenditures for a specific purpose, thereby reducing the available budget for general spending. At the end of the fiscal year, encumbered appropriations, along with those for uncompleted capital projects, Participatory Budgeting initiatives, and grant-funded projects are carried forward into the following year’s budget.
BASIS OF BUDGET AND ACCOUNTING
The City’s budget adheres to the standards established by the Governmental Accounting Standards Board (GASB), the California Society of Municipal Finance Officers (CSMFO), and the Government Finance Officers Association (GFOA). It is adopted on a basis that is substantially consistent with Generally Accepted Accounting Principles (GAAP), with the following exceptions:
• Principal payments on long- term debt within the Enterprise Funds are applied to the outstanding liability on a GAAP basis, but are expended on a Budget basis. • Capital Outlay within Enterprise Funds are recorded as assets on a GAAP basis and expended on a Budget basis.
• Depreciation expense is recorded on a GAAP basis only.
The City’s accounting policies conform to GAAP, and its financial accounts are organized based on funds, each treated as a separate accounting entity. Fund accounting is used to segregate resources by purpose, helping management demonstrate compliance with financial, legal, and contractual obligations.
All governmental funds (including General, Special Revenue, Capital Projects, Debt Service, Permanent Funds) are accounted for
using the modified accrual basis of accounting. Under this method, revenues are recognized in the accounting period in which they become both measurable and available to finance expenditures of the current period. Revenues are recorded when received in cash, except those revenues subject to accrual (generally 60 days after year-end) are recognized when due. Expenditures are recorded in the accounting period when the liability is incurred.
SUMMARY OF BUDGET AND FINANCIAL POLICIES
Proprietary funds (including Enterprise and Internal Service Funds) are accounted for using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized in the period in which they are earned, while expenses are recognized when the liability is incurred.
BUDGET POLICIES
Budget Development Principles
When planning and preparing the annual budget, the City makes strategic fiscal decisions to sustain its long-term health and stability. The City Manager’s budget recommendations align with the City Council priorities and following guiding principles:
• A balance between public safety, infrastructure maintenance and quality of life services helps to ensure a livable community.
• Reducing capital project funding to support operating activities sacrifices the community’s long- term interests.
• Continuous investment in technology, systems and equipment is needed to improve organizational efficiency, especially when staffing levels are reduced. • To minimize staff turnover and maintain City productivity, compensation levels should be maintained in line with the labor market, to the extent available resources permit. • Program cost recovery should be maximized, including General Fund indirect costs allocated to other funds, to reduce the need for program reductions. • Additional revenue sources and grants should be sought to augment City resources, provided that local match requirements and maintenance of effort provisions are not unsustainable over time.
• Quality economic development with higher‐paying jobs should be promoted to expand the City’s revenue base and provide a net resource gain.
• The budget must provide for accountability, internal controls and long‐term financial stability. • The budget assumes existing service levels and City Council approval is required for significant changes.
Balanced Budget
The City shall strive to align resources with expenditure appropriations. A balanced budget requires that total expenditures within a fund do not exceed the sum of its revenues and beginning fund balance. The ending fund balance must always remain positive, as a negative fund balance indicates an unbalanced budget.
General Fund Unassigned Fund Balance
The City shall strive to maintain an unassigned General Fund balance of at least two (2) months’ worth of total General Fund expenditures. This minimum reserve, as recommended by the Government Finance Officers Association (GFOA), helps preserve the City’s creditworthiness and ensures sufficient resources for economic and legislative uncertainties, cash flow needs, and contingencies.
If the unassigned fund balance falls below this threshold, the Finance Director shall submit a replenishment plan to the City Council, outlining funding sources and a timeline. Whenever possible, reserves should be restored within three years.
SUMMARY OF BUDGET AND FINANCIAL POLICIES
General Fund Unrestricted Year-end Surplus
At the end of each fiscal year, the Finance Department shall assess the General Fund to determine whether an unrestricted surplus exists. If a surplus is identified, the City Manager shall evaluate financial priorities, strategic goals, and economic conditions and make recommendations to the City Council regarding the use of surplus funds.
Pursuit of New Revenues/Maximizing Use of Non‐General Fund Revenues City departments shall actively pursue new revenue sources that align with their objectives. Non-General Fund revenues should be prioritized before using General Fund resources to support programs.
Revenue Projections
Revenue projections shall be prepared objectively using a conservative approach to ensure that actual revenues are unlikely to fall below budgeted levels.
Pension Cost Budget Savings
Current
Savings from prepaying CalPERS unfunded liability payments and pension cost savings from vacancies shall be allocated to the City’s Section 115 Pension Trust. These funds will help stabilize or offset significant fluctuations in future CalPERS employer contributions, particularly during economic downturns.
Proposed change
The Finance Department shall assess the funding required for annual pension contributions to determine projected savings from prepaying CalPERS unfunded liability payments and pension cost savings from vacancies. If savings are identified, the City Manager shall review financial priorities, strategic goals, and economic conditions and make recommendations to the City Council on the allocation of these funds.
Use of “One‐Time” Funds
One-time revenues shall be allocated only for one-time expenditures. Ongoing operating costs should not become overly dependent on cyclical or one-time revenue sources. During economic downturns or state funding reductions, one-time funds or reserves may be used to facilitate operational transitions and restructuring.
Long‐Term Financial Planning
The City shall prepare a five-year financial plan for the General Fund and Capital Improvement Program (CIP) annually. This long-term approach provides early warnings of financial challenges, enables timely budget adjustments, and prevents short-term decision-making. The five-year General Fund plan shall use realistic revenue estimates and include a discussion of forecast risks and key assumptions underlying major revenue and expenditure items.
Capital Projects
Capital project appropriations shall remain in effect until the project is completed or modified in a subsequent budget. Only funds, not individual capital projects, shall accrue interest. Due to the volatility of development-related revenues, capital projects funded by these sources may be delayed if revenue collections fall below projections.
Multiyear Operational and Grant-funded Projects
The City Manager is authorized to carry over or reappropriate unspent appropriations for uncompleted grant projects, multiyear operational projects (MYOPs), and donation funds into the following fiscal year.
SUMMARY OF BUDGET AND FINANCIAL POLICIES
Self‐Insurance Reserves
The City shall maintain reserves, supplemented by purchased policies, sufficient to cover property, liability, workers’ compensation, and other insurance risks. Liability and workers’ compensation reserves should be maintained at a minimum 75% confidence level for expected future losses, based on the latest actuarial study. If reserves fall below the 50% confidence level, contributions should be increased.
Actuarial studies shall be conducted every two years.
Technology, Vehicle and Equipment Replacement/Maintenance The City shall strive to maintain adequate funding for the systematic replacement of technology (including computers, radios, telephones, internet/website enhancements, and video equipment), vehicles, and heavy equipment. Replacement decisions shall be based on lifecycle cost analysis. Internal service rates shall be updated annually to ensure departmental charges cover equipment replacement and maintenance costs.
Facility Maintenance
The City shall strive to maintain revolving funds to support pay-as-you-go funding for preventive maintenance and major repairs to City facilities, reducing the long-term costs of deferred maintenance.
Encumbrances
All encumbrances for valid purchase orders and contracts in effect as of June 30 shall carry over into the following fiscal year. The City Manager is authorized to adjust budget appropriations to reflect these outstanding encumbrances. The City Council shall reappropriate encumbrances in the same amounts and accounts as they existed on June 30.
FINANCIAL MANAGEMENT POLICIES
Cash Management and Investments
The Director of Finance, in coordination with the City’s investment advisors, shall invest City funds on a pooled basis in accordance with the City’s Investment Policy and applicable federal, state, and local laws governing public fund investments. Investments shall prioritize (1) safety, (2) liquidity, and (3) yield, while meeting the City’s daily cash flow needs. As outlined in the Investment Policy, interest earnings from operating funds are allocated proportionally based on invested balances.
Debt Management
This policy establishes guidelines for the governance, management, and administration of the City’s debt. It complies with California Government Code Section 8855(i) and any successor statutes, governing all debt considered or incurred by the City.
Purchasing
This policy defines responsibilities for purchasing supplies, services, and equipment, establishes purchasing authority levels, and specifies when City Council approval is required.
Cost Recovery through Fees
Departments shall use fees to recover costs where reasonable after exploring all cost-saving measures.
Fees must have statutory authorization and City Council approval. Where legally permissible, fees should cover the full or fair share of direct and indirect costs so that service users bear the costs rather than the general taxpayer. Programs funded by service charges, fees, grants, and special revenue sources should pay their fair share.
SUMMARY OF BUDGET AND FINANCIAL POLICIES
Cost Allocation Plan
The cost allocation plan ensures the fair distribution of costs from central support departments to the departments, cost centers, and funds that receive services. The City shall maintain and regularly update this plan to recover indirect costs from City funds, outside funding sources, maintenance districts, and fee-supported programs. The Cost Allocation Schedule is updated annually.
Grants
Grant funding shall primarily be used for capital projects or one-time expenses to leverage City funds.
The City must evaluate the impact on the General Fund, including local match requirements and ongoing costs after grant funds expire. Any new grant requiring matching funds or long-term commitments must be reviewed by the City Manager before submission. When applying for grants for ongoing programs, departments must ensure sustainable funding. To the extent legally possible, grant applications should include full costing, including overhead and indirect costs. Unless long-term funding is secured, new staff should not be added for grant-supported programs. If necessary, limited-term positions should be used.
Donations
The City Manager is authorized to accept on behalf of the city: a) cash donations for specific purposes, to be expended in accordance with the donor’s intent, and b) in kind/non-cash donations that contribute to the effective delivery of City services.
Short-Term Interfund-Borrowings
The City Manager is authorized to transfer cash to support funds with a negative cash balance, provided the borrowing is repaid within one year.
Inventory and Accounts Receivables
The City Manager is authorized to conduct physical inventories, assess receivables for collection, and reconcile financial records accordingly.
Travel and Business Expenses
This policy establishes guidelines for reimbursing city employees for necessary and reasonable expenses incurred while conducting official city business.
Employee Compensation
The City’s employee compensation plan aims to attract and retain highly qualified individuals capable of delivering exceptional service within a streamlined organization. The City is committed to offering competitive compensation based on its financial capacity. For details on memorandums of understanding (MOUs) for employee bargaining groups and agreements for unrepresented employees and executives, visit the Human Resources section of the City’s website.
Personnel Practices
The City Manager may propose amendments to the classification plan for Council adoption during the budget year. The City Council must approve salaries for new classifications and any salary increases in the current classification plan. However, the City Manager or a designated representative may, without separate Council approval, assign employees to existing classifications, reclassify positions, or promote employees within established pay steps.
Financial Systems
The City's accounting and financial reporting systems will comply with all State and Federal laws, generally accepted accounting principles (GAAP), and the standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association (GFOA). Internal controls will be in place to continuously monitor revenues, expenditures, and program performance.
Budget Survey - (English)
SURVEY RESPONSE REPORT
13 January 2025 - 16 March 2025
PROJECT NAME:
Budget Survey
Exhibit 2
SURVEY QUESTIONS
Budget Survey - (English) : Survey Report for 13 January 2025 to 16 March 2025
Q1 Pick 3 areas where you’d like to see the City of Vallejo make GREATER investments:
Police services and crime prevention Fire and emergency medical services Community services for youth and elderly Transportation infrastructure (roads, streetlights, traffic signals, traffic calming, pedestrian infrastructure) Maintenance of City buildings Maintenance of public spaces (litter reduction, illegal dumping, abandoned vehicles) Creating more affordable housing Providing services to homeless Economic Development Improve land use and building permitting Other (please specify) Question options
20 40
60 80
100
120
140
160
180
169
38 58
120
5 105
46 49
88 28
19 Mandatory Question (246 response(s)) Question type: Checkbox Question Budget Survey - (English) : Survey Report for 13 January 2025 to 16 March 2025 Police Services and Crime prevention
Fire and emergency medical services
Community services for youth and elderly
Transportation Infrastructure
Maintenance of City Buildings
Maintenance of public places
Creating more affordable housing
Providing services to homeless
Economic Development
Improve land use and permitting
Other
Q1: Pick 3 areas where you’d like to see the City of Vallejo make GREATER investments:
Received 19 Responses in OTHER Category
1. Until the schools improve working people who have children, who are a significant proportion of people who contribute the most to the economy, and who are probe to buy homes and invest in their cities, will not move here and those who try will not stay here.
2. Worker cooperative development.
3. Tourism based businesses, Branded Hotels and Conference Centers.
4. Art, Wellness Projects.
5. Financial support for the Non-Profit organizations in Vallejo. Vallejo Community Arts Foundation comes to mind.
6. Forensic Audit.
7. Clean out encampments.
8. Establish a YIMBY attitude in City offices. Welcome infill housing, businesses that will bring jobs, and larger developments of higher density housing to alleviate the shortage and be more environmentally sustainable.
9. Crack down on prostitution, especially near Marin and Florida.
10. Market-rate housing near the waterfront.
11. A plot of land for the unhoused.
12. Get rid of the homeless and crime.
13. Elected officials - we need **full-time**, dedicated officials to oversee our budgets, steward public safety, land use and policy. At present rates, we are not paying elected officials livable wages and we get what we pay for. Additionally, we need to have competitive wages for our staff and salary studies to ensure we are attracting top talent. Finally, we need money to make money: GRANTS.
14. More fields/courts/tracks/turf open to the public. There is no-where for kids and teams to practice/train.
15. Become a true partner to the long-standing arts community to propel forward budget towards this as a quality of life essential connecting all parts of our diverse community.
16. More City sponsored music and dance festivals.
17. Would like more funds going to Vallejo United Soccer Club and availability of fields for them so our youth can be safe doing sports and stay out of trouble. This is the first big league we have going for us and our kids and we can't let them go, please give our kids a chance to be involved in a healthy environment and give them the tools to succeed.
18. Remove homeless encampments on city property and our shared public spaces. Remove homeless encampment across from ferry terminal. Create fertile ground for downtown businesses.
19. Have the Corp Yard pave streets and fill the thousands of pot holes!!!!! Q2 Pick 3 areas where you’d like to see the City of Vallejo make LESS investments:
Police services and crime prevention Fire and emergency medical services Community services for youth and elderly Transportation infrastructure (roads, streetlights, traffic signals, traffic calming, pedestrian infrastructure) Maintenance of City buildings Maintenance of public spaces (litter reduction, illegal dumping, abandoned vehicles) Creating more affordable housing Providing services to homeless Economic Development Improve land use and building permitting Other (please specify) Question options
10 20
30 40
50 60
70 80
90 100
110
120
130
33 18
44 22
116
11 109
81 28
92 63
Mandatory Question (246 response(s)) Question type: Checkbox Question Budget Survey - (English) : Survey Report for 13 January 2025 to 16 March 2025 Police Services and Crime prevention
Fire and emergency medical services
Community services for youth and elderly
Transportation Infrastructure
Maintenance of City Buildings
Creating more affordable housing
Provide Services to homeless
Maintenance of City Buildings
Improve land use and permitting
Other
Q2: Pick 3 areas where you’d like to see the City of Vallejo make LESS investments
Received 63 Responses in OTHER Category
1. All of this need investment. I would not want to divest of current maintenance of City Buildings or public safety services or homeless support and affordable housing.
2. None of the above
3. Better qualified staff with appropriate qualifications and resumes. Stop hiring people and giving our tax dollars towards salaries for people who are unqualified and whose decisions are hurting our city.
4. Stop salary increases!!!! Don’t buy new refrigerator/freezer for police department
5. Staff salaries
6. Bloated salaries for some positions, while not enough for others (cops get paid too much, council members not enough).
7. I don't want to see any of these realize less of an investment. The question is erroneous.
8. no reductions
9. Anonymous
10. Nothing
11. Corruption lawsuits
12. Don’t know
13. All of the above listed are important and need to be funded.
14. salaries maybe?
15. City Council pay, they aren't doing anything. We need money spent on all of the above.
16. Stop wasting money towing people's houses.
17. Maintenance issues that should be funded by private property owners (why is the city paying to fix retaining walls on private property?) or other means (the Mare Island bridge maintenance/fixes could easily be funded through ticket revenue if the city enforced weight limits on trucks entering!)
18. None
19. All are important investments in our city and it’s people
20. Less spending on downtown Vallejo specifically Georgia Street and Virginia Street. Improve the surrounding areas and downtown Vallejo will follow naturally.
21. Equity
22. Streamline permitting, make it easier for businesses to open in downtown Vallejo.
23. Distributing the Police and top city admin benefits into the rank and file
24. Less investment into bad city employees like Veronica Nebb and Gillian Haen.
25. Not sure
26. I would not take anything off the list
27. We need more investment, not less
28. None of these areas really need less attention but there needs to be greater fiscal oversight if how the money given to the police budget and the leasing of the fire engines was poorly thought out and other resources should have been pursued in place of the extremely expensive leases from the previous administration.
29. Get rid of the worthless "volunteer coordinator" and that position as well. What a waste of taxpayer dollars. The compensation far exceeds many unfilled positions in the city which require expertise, experience and in some cases certifications or licenses, none of which the current occupant possesses. The creation of this position and the hiring of the current occupant was plainly insider, corrupt politics by the previous regime. Clean up this taxpayer funded garbage!
30. Not being so hostile to business venture.
31. Money is wasted in consultants whose interest is their paycheck. Why do we have an economic development department and then spend hundreds of thousands on consultants to tell us what the people of Vallejo know we want Why have city staff dedicated to the homeless issue who do very little and again have to hire consultants to come up with solutions We also need to rid ourselves of the city staff that have made huge financial mistakes that cost us money we can’t afford to lose.
32. Rehouse the McCune collection and use the space for drop in center and warming shelter
33. Creating more affordable housing, Providing services to homeless, Improve land use and building permitting
34. Facilitating homeless residents from out of the area to return to their city/state.
35. All of these things should be a priority. We have the second highest city tax in California. Where’s all that money going?!
36. Restore transparency programs and infrastructure Create a children and youth carve out in the budget to support nonprofits as Richmond, Oakland and SF have done.
37. City Manager wages.
38. Salaries towards city management.
39. The redesign of both Benicia Rd and Redwood west of hwy 80 was not planned well, poorly functioning, etc. Money could have been spent better fixing the quality of the roadways ie potholes
40. It's one heck of a tradeoff. All these services are needed. However, with an unsafe city, we won't attract businesses that pay the taxes needed to do this other things so it must come first.
41. Yes on crime prevention, no on police being the go to option for crime prevention. Why are the streetlights around city hall always out? I’d love to see Vallejo spend less on settlements and lawsuits from employees and victims of employees. We deserve better.
42. Vallejo needs to prioritize all of the above options/areas. The above areas mentioned are essential to growth and survival of Vallejo. Providing housing with hopefully decrease our transient homeless population It’s an insult to constituents to even list the areas above as “less investment “. SMH do better.
43. Fringe benefits (i.e. payments towards cars, etc...);
44. N/A
45. Paying city workers who are not doing their job or are costing the city money by their unethical behavior which results in lawsuits.
46. Not sure.
47. Give nothing to badge bending police
48. Repetitive consultations and ”studies“
49. Outrageous salary of 303,000 annually for our city manager. I’m sure there are others positions as well that are overpaid. Usually most of the actual work is done at the bottom.
50. Less Marijuana businesses
51. elected officials, put more money into the city
52. I don’t want to see “less” of any of the items listed. ALL are important!
53. I really don't know enough about what the City spends its money on, or what these categories are. For example, "Maintenance of City Buildings" Does this include historic buildings that the city owns? The Library? Or City hall?
54. We need all of these really.
55. I can't think of any right now.
56. less ignoring of potholes and recommendations to Click It Fix it. All of the above are important. I prioritized what to emphasize first in #1.
57. This question is difficult; we should invest now before it is too late.
58. Honestly, in a town like Vallejo there are no places I’d like to see less investments. We all know this town is lacking in every area.
59. Casino support.
60. Yes on crime prevention, no on police being the go to option for crime prevention. Why are the streetlights around city hall always out? I’d love to see Vallejo spend less on settlements and lawsuits from employees and victims of employees. We deserve better.
61. City management and local government salaries.
Q3: What are the greatest opportunities that the city faces? Main themes covered in 246 responses
• Many respondents highlighted the city's great location for economic development, including its proximity to San Francisco and the Bay Area. • The diversity of viewpoints and the willingness of volunteers were seen as strengths. • The potential for waterfront and downtown development was frequently mentioned. • Affordable housing and the city's weather were also noted as positive aspects. • Some respondents mentioned the need for law enforcement and public safety improvements.
• The development of Mare Island and the waterfront were seen as opportunities. • There were mentions of the city's potential for economic development if safety concerns could be addressed.
• Some responses highlighted the city's potential but also pointed out issues such as infighting by council and community members driving investors away. • The need for better budgeting and addressing crime were mentioned. • Some respondents expressed frustration with the city's overspending on contractors and the lack of opportunities in over a decade.
• Issues such as crime, corruption in City Hall, and the need for better public safety were highlighted.
Main Themes by category and Word Cloud
Essay question 3 responses contain a comprehensive discussion on the economic development opportunities and challenges in Vallejo. Here are some key themes and words that stand out:
• Economic Development: The document emphasizes the importance of economic development, particularly focusing on the waterfront, Mare Island, and downtown areas.
• Community and Diversity: There is a strong emphasis on the diversity of viewpoints and the importance of community engagement.
• Challenges: The document highlights several challenges, including infighting among council and community members, public safety issues, and the need for better schools. • Opportunities: It discusses various opportunities for growth, such as attracting new businesses, improving public image, and leveraging the city's prime location and affordable housing.
• Public Safety: The need for improved law enforcement and public safety is a recurring theme.
• Infrastructure: The document mentions the importance of infrastructure development, including better roads, bike lanes, and public transportation.
Here are some of the prominent words and themes that stand out:
• Economic Development: This includes terms like "waterfront," "Mare Island," "downtown," "business attraction," and "retention".
• Community and Diversity: Words such as "diversity," "community," "viewpoints," and "volunteers" are frequently mentioned.
• Challenges: The document highlights challenges with terms like "infighting," "public safety," "schools," and "crime".
• Opportunities: Words like "growth," "businesses," "public image," "location," and "affordable housing" are emphasized.
• Public Safety: Terms such as "law enforcement" and "public safety" are recurring themes.
• Infrastructure: The document mentions "infrastructure," "roads," "bike lanes," and "public transportation".
Q3: What are the greatest opportunities that the city faces? Q4: What are the greatest challenges that the city faces? Main themes covered in 246 responses. These themes reflect the various challenges and areas of concern that need to be addressed to the improve the quality of life in Vallejo.
1. Crime and Public Safety: There is a significant concern about crime rates, lawlessness, and the lack of police presence. Issues such as public safety, police accountability, and the need for crime reduction are emphasized.
2. Homelessness and Urban Blight: The document discusses the impact of homelessness on the city, including the presence of homeless encampments, litter, and the overall deterioration of public spaces.
3. Economic Development and Business Environment: There is a focus on the need for economic development, attracting businesses, and improving the business environment.
Challenges include high taxes, lack of industrial parks, and the need for a robust central business district.
4. Infrastructure and Cleanliness: The condition of the city's infrastructure, including roads and public spaces, is a major concern. The document mentions the need for beautification projects, improved cleanliness, and better maintenance of public areas.
5. Government and Leadership: Issues related to government efficiency, corruption, and leadership are highlighted. The document mentions the need for better decision-making, political will, and accountability among city officials.
6. Community Engagement and Trust: There is a call for greater community involvement and trust in the city's leadership. The document emphasizes the importance of engaging citizens in decision-making processes and addressing the lack of trust and confidence in city officials.
7. Education and Youth Services: The quality of the public education system and the need for better youth services are discussed. The document highlights the importance of improving schools, providing opportunities for youth, and investing in community programs.
8. Housing and Affordability: The document addresses the challenges related to affordable housing, the impact of high rents, and the need for more housing options.
Key points below from each theme.
1. Crime and Public Safety:
a. High crime rates and lawlessness are major concerns. b. Lack of police presence and accountability.
c. Need for crime reduction and better public safety measures.
2. Homelessness and Urban Blight:
a. Impact of homelessness on the city, including encampments and litter. b. Urban blight and deterioration of public spaces.
3. Economic Development and Business Environment:
a. Need for economic development and attracting businesses. b. Challenges include high taxes, lack of industrial parks, and a robust central business district.
4. Infrastructure and Cleanliness:
a. Poor condition of roads and public spaces.
b. Need for beautification projects and better maintenance.
5. Government and Leadership:
a. Issues related to government efficiency, corruption, and leadership. b. Need for better decision-making, political will, and accountability.
6. Community Engagement and Trust:
a. Call for greater community involvement and trust in city leadership. b. Importance of engaging citizens in decision-making processes.
7. Education and Youth Services:
a. Poor quality of the public education system.
b. Need for better youth services and investment in community programs.
8. Housing and Affordability:
a. Challenges related to affordable housing and high rents. b. Need for more housing options.
Q4: What are the greatest challenges that the city faces? Q5 What City of Council District do you live in (find your district here)? District 3
District 4
District 5
District 6 Unsure/Don't Know
Prefer Not to Say
I do not live in the City of Vallejo
5 10
15 20
25 30
35 40
45 50
55 30
12 32
41 48
16 16
7 4
Optional question (206 response(s), 40 skipped) Question type: Checkbox Question Budget Survey - (English) : Survey Report for 13 January 2025 to 16 March 2025 District 2
District 1
Q6 How would you prefer to receive communications?
120 (57.7%)
120 (57.7%)
33 (15.9%)
33 (15.9%)
31 (14.9%)
31 (14.9%)
20 (9.6%)
20 (9.6%)
4 (1.9%)
4 (1.9%)
Email Social Media Town Hall Meetings and/or Community Meetings Website Updates Other (please specify)
Question options
Optional question (208 response(s), 38 skipped) Question type: Radio Button Question Budget Survey - (English) : Survey Report for 13 January 2025 to 16 March 2025 Q7 Age Range
4 (1.9%)
4 (1.9%)
13 (6.3%)
13 (6.3%)
37 (17.9%)
37 (17.9%)
48 (23.2%)
48 (23.2%)
45 (21.7%)
45 (21.7%)
60 (29.0%)
60 (29.0%)
0 (0.0%)
0 (0.0%)
18-24 25-34 35-44 45-54 55-64 65+ Under 18
Question options
Optional question (207 response(s), 39 skipped) Question type: Dropdown Question Budget Survey - (English) : Survey Report for 13 January 2025 to 16 March 2025 Q8 Household Income
Under $25,000 $25,000 - $50,000 $50,000 - $75,000 $75,000 - $100,000 $100,000 - $150,000 Over $150,000 Other (please specify)
Question options
5 10
15 20
25 30
35 40
45 50
55 60
65 70
12 16
23 31
55 62
8 Optional question (207 response(s), 39 skipped) Question type: Checkbox Question Budget Survey - (English) : Survey Report for 13 January 2025 to 16 March 2025 Q9 Are you currently a homeowner or renter?
208 (87.4%)
208 (87.4%)
30 (12.6%)
30 (12.6%)
Homeowner Renter
Question options
Optional question (238 response(s), 8 skipped)
Question type: Dropdown Question
Budget Survey - (English) : Survey Report for 13 January 2025 to 16 March 2025 IDEA Wall SUBMISSIONS
1-John Doe
Sideshows abatement
We are experiencing weekly sideshows & which are causing loud disturbances in our neighborhood.
2-Saul G
Potholes on my street
3-fennel
Increase $ coming in to offset $ going out
Potholes, sideshows, garbage on RR tracks and near wetlands from encampments, crime, all of these are issues, and need to be prioritized. But in the long run, we are not collecting enough revenue for the city to run well. We need more business licenses and property taxes from real estate coming in. More hotels with occupancy taxes, and other kinds of taxes coming in to offset the police salaries and lawsuits. Businesses are not setting up shop in town, and it's a shame, because downtown is not lively at night - we should have tons of restaurants and bars with lots of people walking around, which make people feel safe. Bring in some kind of business like Spark Social in SF, where many different food trucks and games areas are located on a patch of land, maybe an abandoned parking lot to bring in lots of people, and the young people have somewhere to go beyond driving loud cars in circles, terrorizing neighborhoods. Storefront upgrades, enticements for people to open up businesses downtown and on Tennessee St (which is sad to drive down). People do not have lots of small shops they can spend money at, they shop at big box stores or in other cities because they do not
feel safe, nor do businesses feel safe to be open when they're robbed all the time.
We need to think long term as to how to get our city out of its hole. There are a few really great businesses downtown, but not enough, and there is barely any nightlife at all, which is a shame, since we have a ferry and parking lots to accommodate lots of visitors.
4-annabergman
Get rid of the McCune collection
Vallejo citizens do not benefit from these books at all. A process to start researching where the books can go need to be initiated. Donated or sold. Then that space can be used for the warming center and drop-in youth center.