FY 2025-26 Community Budget Workshop Presentation
Rekha Nayar, Finance DirectorAndrew Murray, City ManagerApril 12, 2025 1 Agenda
2 •Opening Comments•Staff Presentation•Public Comment •Council Discussion and Direction Staff Presentation Outline•Overview of the General Fund baseline budget and shortfall•Presentation of Measure P fund status (including FY 2025-2026 staff requests)•Responses to questions raised by Council at the March 22, 2025 Community Budget Workshop•Responses to questions and the ideas raised by the community at the March 22, 2025 Community Budget Workshop•Presentation of options to solve the General Fund budget shortfall•Funding options for the Sheriff’s contract•Presentation of baseline budgets for certain non-General Fund funds that are requesting General Fund subsidies in FY 2025-2026 (Fiber, Marina, and Housing)•Departments' additional General Fund budget requests for FY 2025-2026 3 Overview of the General Fund baseline budget and shortfall 4 Baseline Budget Presentation –March 22, 2025Staff had presented an $8M shortfall. Recap of Items Presented•FY 2024-2025 budget including mid-year adjustments.•Removal of one-time revenues and expenditures from FY 2024-2025, including 10% service & supply reductions intended as one-time cuts.•Addition of a 3% escalation factor for general services and supplies.•Updated labor cost calculations based on current MOU and benefit rate changes. 5 General Fund FY 2025-2026 Baseline Budget
6 Presentation of Measure P fund status (including FY 2025-2026 staff requests) 7 Measure P statusRevenue•Budgeted till FY 2024-2025: $40M •Proposed 2025-2026: $17.75M Expenditure•Budgeted till FY 2024-2025: $27M•FY 2025-2026 request: $15M•Fire -$1.2M (Vehicles, Chest compression devices & defibrillators)•Police -$500K (Flock safety)•PW -$13.3M (Dumping prevention,roadway paving restoration,traffic calming program)Projected Ending Fund Balance for FY 2025-2026 of $14.82M 8 Measure P Update
9 Responses to questions raised by Council at the March 22, 2025 Community Budget Workshop 10 Department’s General Fund Expenditure Trends
11 12
Department’s General Fund Expenditure Trends
13 Department’s FTE Trends from 2015-2016 to 2024-2025
Responses to questions and the ideas raised by the community at the March 22, 2025 Community Budget Workshop 14 Presentation of options to solve the General Fund budget shortfall 15 Potential Fiscal Year 2024-25 surplus•Golf Fund Transfer:$500K approved transfer to the General Fund remains unallocated and can be used for FY 2025-2026.•Pension Lump Sum Discount:$814K discount from July 2024 pension payment typically sent to Pension 115 Trust; Council can opt to redirect funds.•Vacant Position Savings:$1.0M projected savings from PERS normal cost; Council can decide not to transfer to Pension 115 Trust.•Retiree Health Contribution:$1.3M unfunded liability contribution from OPEB trust fund, requiring a 2-step budget amendment for FY 2024-2025. 16 Potential Fiscal Year 2025-2026 expenditure reductions to close the baseline shortfall 17 •Decrease Leave Payout: Reduce the budgeted amount for employee leave payouts from $1.1M to $500K, saving $600K.•Reduce Services and Supplies: A 10% reduction in this category saves $1.2M, with a further 10% reduction potentially saving an additional $970K.•Pay Retiree Medical Costs from OPEB Trust: Shift $1.3M in retiree health expenses from the General Fund to the OPEB Trust.•Suspend Contribution of CalPERS Lump Sum Discount to Section 115 Trust: Retain $889K discount within the General Fund, avoiding transfer to the Section 115 Trust.•Reduce Vehicle Maintenance and Replacement Costs: Implement a 10% decrease, resulting in savings of $480K.•Reduce Technology Hardware Expenditures:A 20% cut in hardware costs would generate savings of $128K.
Balancing the Budget: Items for Consideration
18 Surplus of $281kfor FY2025-2026 if all the above items are implemented Funding options for the Sheriff’s contract
19 Recommendations for funding Sheriff's contract
20 Police Protection Agreement with Solano County Sheriff's Office•Agreement includes 17 FTEs and expires January 1, 2027.•Total cost: $11M, funded over two fiscal years (half in FY 2025-26 and half in FY 2026-27).•Needs to be refined based on payment terms of contract.
Presentation of baseline budgets for certain non-General Fund funds that are requesting General Fund subsidies in FY 2025-2026 (Fiber, Marina, and Housing) 21 Fiber:
22 Fiber: Fiber Challenges•Work halted since Fall 2024 due to unresolved Island Energy/City of Pittsburg franchise agreement, delaying connections and impacting customer trust.•FY 25/26 projected revenue of $90K insufficient to cover $150K General Fund loan repayment.•Currently serves only 80 customers, generating $13K/month.Future Projects•$3.8M CPUC grant awarded to connect 1,000 locations and serve ~4,000 residents in underserved areas.•5-year projection of $600K annual revenue to achieve self-sustainability and repay GF loan.•Marketing strategy leveraging 44+ miles of underground conduit and ~6,000 parcels to expand customer base.General Fund Subsidy of $150K to pay loan agreement. 23 Marina:
24 Marina:
25 Marina Overview•642 marina berths, harbormaster facility, 3 restroom facilities, promenade area, fuel and guest docks, and boat launch area.•Managed by F3, a third-party management company.•Proposed FY 2025-2026 operating expenditure: $1.21M, funded by $912K revenue and $300K General Fund support.•Revenue sources: berth rentals, liveaboard fees, guest dock rentals, laundry fees, lockbox rentals, and fuel sales.•Marina rates remain unchanged since FY 2024-25; last 5% rate increase approved in FY 2023-2024.Marina Challenges•Projected $300K shortfall for FY 2024-2025, with a similar deficit expected in FY 2025-2026.•Lack of regular dredging causing sediment buildup, reducing marina depth and restricting vessel access.•Decline in berth rentals due to functionality issues, leading to significant revenue losses.•Comprehensive dredging project funding required to achieve financial self-sufficiency and ensure long-term sustainability.General Fund Subsidy of $300K Housing Fund 121:
26 •Requesting funding for Administrative Manager $215K•Requesting GF to pay for security services of $70K per year•On going General Fund subsidy of $1.0M require to support baseline budget Other Housing Program Expenditures: •Voucher Program Fund #123 -$19.7M•CDBG Program Fund #101 -$1.0M•Home Program Fund #102 -$10K•NSP Program Fund #103 -$8K 27 Housing Challenges: Insufficient Funding for Grant Administration•Funding allocation remains fixed at 20% for CDBG and 10% for HOME; voluntary reduction means no HOME program funding until FY 2027.•CDBG administrative costs exceed funding by $159,908.38, with a 56.4% funding shortfall.•Housing Authority voucher utilization declined by 13.58% from CY 2020-2024, causing an 18.09% drop-in administrative fees.Lack of Adequate Staff•Housing Choice Voucher and HUD grant programs are highly regulated and require specialized knowledge for effective administration.•Each division needs a manager and sufficient staffing to ensure proper program oversight.•Request for an Administrative Manager position to support Housing Choice Voucher program operations. 28 Departments' additional General Fund budget requests for FY 2025-2026 29 Department’s Expenditure Ask
30 The Finance Department, in collaboration with the City Manager's Office, will review, analyze, and prioritize budget requests to incorporate recommendations into the preliminary proposed budget, which will be published by May 15, 2025.Details of the department's additional expenditure request are in Exhibit 6.
COUNCIL DISCUSSION AND DIRECTION
31 CALL AND NOTICE OF SPECIAL
MEETING AT 10:00 AM OF THE
VALLEJO CITY COUNCIL
APRIL 12, 2025
REVISED AGENDA - INCLUDES STAFF
REPORT WITH ATTACHMENTS
Vallejo Room
Lower Level of the 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
HYBRID MEETING
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NOTICE: Members of the Public will be able to participate in-person or remotely via Zoom
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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. BUDGET 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 A PRELIMINARY BUDGET OVERVIEW OF THE FISCAL YEAR (FY) 2025-2026 BUDGET AND RECEIVE COUNCIL DIRECTION (PART 2 of 2)
Recommendation: Provide City Council with a draft General Fund and other funds overview of the fiscal year 2025-26 budget and receive Council direction.
Contact: Andrew Murray, City Manager, (707) 648-4576
[email protected]
Rekha Nayar, Finance Director
[email protected]
5. ADJOURNMENT
ADDITIONAL CITY INFORMATION
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Dated: Friday, April 11, 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 9:30 a.m., Friday, April 11, 2025.
Dated: Friday, April 11, 2025
Assistant City
Attorney II - E
Law Office
Supervisor
Chief Assistant
City Attorney
Assistant City
Attorney II
Deputy City
Attorney II
Assistant City
Attorney II
City Attorney’s Office
Paralegal (3)
Executive
Secretary - C
Deputy City
Attorney I
City Attorney
Assistant City
Attorney II
Assistant City
Attorney II
ALL POSITIONS ARE FILLED
Deputy City Clerk
City Clerk’s Office
City Clerk
ALL POSITIONS ARE FILLED
Executive
Assistant to the
City Manager
Assistant
City Manager
Administrative
Analyst II
Organizational
Development
Manager
Executive
Secretary - C
Administrative
Clerk II - C
Assistant
City Manager
Community &
Volunteer
Coordinator
Administrative
Analyst II
Assistant to the
City Manager
Administrative
Analyst II
Assistant to the
City Manager
Communication
& Public Info
Officer
Administrative
Analyst II
City Manager
City Manager Office
Community
Engagement
Manager
1.2. 3.
4. 1. Assistant City Manager
a. Vacant
b. Recruitment in Process (offer pending)
c. Length of vacancy: 362 days
2. Organizational Development Manager
a. Vacant
b. No Recruitment in Process
c. Length of vacancy: 187 days
3. Administrative Clerk II - C
a. Vacant
b. No Recruitment in Process
c. Length of vacancy: 398 days
4. Administrative Analyst II
a. Vacant
b. No Recruitment in Process
c. Length of vacancy: 313 days
Economic Development
Director
Economic Development Department
Sr. Comm.
Development
Analyst
Economic
Development
Program
Manager (3)
Administrative
Analyst II
Secretary
1. Economic Development Director
a. Vacant
b. Recruitment in process
c. Length of vacancy: 92 days
2. Economic Development Program Manager
a. Vacant
b. No recruitment in process
c. Length of vacancy: 465 days
1. 2.
Finance Director
Finance Department
Assistant Finance
Director
Customer Service
Supervisor
Senior Meter
Reader
Senior Customer
Service Rep
Meter Reader (5)
Utility Field Rep
(2)
Accounting
Manager
Senior
Accountant (3)
Accountant (4)
Accounting
Manager
Customer Service
Rep (7)
Accountant
Accounting
Technician
Senior
Accountant
Accountant
(Payroll) (2)
Purchasing
Manager
Executive
Secretary - C
Administrative
Analyst I/II (3)
Accounting
Technician
Finance Manager
Deputy Finance
Director
Senior
Accountant
1. 2.
3.4. 5.
6. 7.
8. 1. Administrative Analyst II
a. Vacant
b. Recruitment in process
c. Length of vacancy: 315 days
2. Administrative Analyst II
a. Vacant
b. Recruitment in process
c. Length of vacancy: 43 days
3. Senior Accountant
a. Vacant
b. Recruitment in process (offer pending)
c. Length of vacancy: 175 days
9. 10.
4. Meter Reader
a. Vacant
b. No Recruitment in process
c. Length of vacancy: 841 days
5. Utility Field Rep
a. Vacant
b. No Recruitment in process
c. Length of vacancy: 2296 days
6. Customer Service Rep
a. Vacant
b. No Recruitment in process
c. Length of vacancy: 142 days
7. SR. Customer Service Rep
a. Vacant
b. No Recruitment in process
c. Length of vacancy: 1351 days
8. Accountant
a. Vacant
b. Recruitment in process (offer pending)
c. Length of vacancy: 217 days
9. Deputy Finance Director
a. Vacant
b. No Recruitment in process
c. Length of vacancy: 434 Days
10. Executive Secretary
a. Vacant
b. Recruitment in process (offer pending)
c. Length of vacancy: 739 Days
Battalion Chief
Fire Prevention
Manager
Fire Chief
Battalion Chief (3)
Fire Captain (24)
Fire Engineer (24)
Firefighter (24)
Fire Prevention
Inspector (3)
Executive
Secretary-C
Deputy Fire Chief
Administrative
Manager
Firefighter
Limited Term* (9)
Secretary
Fire Captain
(Paramedic
Coordinator)
* Nine (9) Firefighter positions funded by 2020 SAFER grant expire February 26, 2025 Administrative
Clerk II-C
Fire Department
1. 3.
6. 4a-4j
5. 2.
1. Fire Chief
a. Vacant
b. Recruitment in process
c. Length of vacancy: 310 days
2. Deputy Fire Chief
a. Vacant
b. No recruitment in process
c. Length of vacancy: 1350 days
3. Executive Secretary – C
a. Vacant
b. Recruitment in process (offer pending)
c. Length of vacancy: 98 days
4a. Firefighter/56.3
a. Vacant
b. No recruitment in process (Next Academy October 2025) c. Length of vacancy: 42 days
4b. Firefighter/56.3
a. Vacant
b. No recruitment in process (Next Academy October 2025) c. Length of vacancy: 20 days
4c. Firefighter/56.3
a. Vacant
b. No recruitment in process (FTE added at midyear - 3/24/25) c. Length of vacancy: 18 days
4d. Firefighter/56.3
a. Vacant
b. No recruitment in process (FTE added at midyear - 3/24/25) c. Length of vacancy: 18 days
4e. Firefighter/56.3
a. Vacant
b. No recruitment in process (FTE added at midyear - 3/24/25) c. Length of vacancy: 18 days
4f-4j. Firefighter/56.3
a. Vacant
b. No recruitment in process (SAFER grant positions – expired 2/26/25) c. Length of vacancy: 595 days
5. Fire Prevention Manager
a. Vacant
b. No recruitment in process
c. Length of vacancy: 126 days
6. Secretary
a. Vacant
b. Recruitment in process
c. Length of vacancy: 153 days
Secretary
Administrative
Manager
Administrative
Analyst I/II (2)
Administrative
Clerk I/II (2)
Housing Specialist
Supervisor
Sr Housing
Specialist
Housing Specialist
I/II (7)
Housing
Housing Director
1. 2. 3a.
3b.
1. Administrative Analyst II
a. Vacant
b. Recruitment in process
c. Length of vacancy: 2110 days
2. Administrative Clerk II
a. Vacant
b. Recruitment in process (offer pending)
c. Length of vacancy: 58 days
3a. Housing Specialist II
a. Vacant
b. Recruitment in process
c. Length of vacancy: 130 days
3b. Housing Specialist II
a. Vacant
b. Recruitment in process
c. Length of vacancy: 22 days
Human Resources
Director
HR Program
Manager
Personnel
Analyst II
Personnel
Analyst II
Executive
Secretary - C
Employee &
Labor Relations
Officer
HR Program
Manager
HR Program
Manager
Personnel
Analyst II (3)
Personnel
Technician (3)
Human Resources
Administrative
Clerk II - C
Personnel
Analyst II*
*Limited Term expires 06/30/25
1. Employee Labor Relations Officer
a. Vacant
b. No recruitment in process
c. Length of vacancy: 49 days
2. Administrative Clerk II
a. Vacant
b. No recruitment in process
c. Length of vacancy: 21 days
3. Personnel Technician
a. Vacant
b. No recruitment in process
c. Length of vacancy: 21 days
4. Personnel Analyst II
a. Vacant
b. No recruitment in process
(ARPA funded - expires 06.30.2025)
c. Length of vacancy: 1007 days
1. 2.
3. 4.
Chief Innovation
Officer
Cybersecurity
Information
Systems Manager
Secretary
Media Service
Specialist
Info Systems
Manager (2)
Network
Administrator
IS Support
Technician II (5)
Asset Manager
.50
Enterprise Systems
Application Officer
Information Technology
ALL POSITIONS ARE FILLED
Chief Building
Official
Planning &
Development
Services Director
Planning
Manager (2)
Senior Planner
(2)
Secretary
Planning & Development Services Department
Development
Permit
Coordinator
Building
Inspector II (4)
Executive
Secretary - C
Administrative
Analyst II
Building Permit
Technician I
Building
Inspector
Supervisor
Plan Check
Engineer
Building
Inspection
Manager
Associate
Planner (3)
Principal
Planner
Building Permit
Technician II
Administrative
Analyst II
Senior Code
Enforcement
Officer
Secretary
Accounting Clerk
II
Code
Enforcement
Officers (6)
Code
Enforcement
Manager
1a.
1b.
1a. Building Inspector II
a. Vacant
b. Recruitment in process
c. Vacant for 51 days
1b. Building Inspector II
a. Vacant
b. Recruitment in process
c. Vacant for 525 days
2. Building Inspection Supervisor
a. Vacant
b. Recruitment in process
(offer pending)
c. Vacant for 757 days
3. Building Inspection Manager
a. Vacant
b. No recruitment in process
c. Vacant for 86 days
4. Plan Check Engineer
a. Vacant
b. No recruitment in process
c. Vacant for 315 days
5. Planning Technician
a. Not budgeted
6. Secretary
a. Vacant
b. Recruitment in process
(offer pending)
c. Vacant for 356 days
7a. Code Enforcement Officer
a. Vacant
b. Recruitment in process
c. Vacant for 28 days
7b. Code Enforcement Officer
a. Vacant
b. Recruitment in process
c. Vacant for 755 days
2. 3.
4. 6.
7a.
7b.
Police Chief
Police Clerks (5)
Police Captain
Police Lieutenant
Police Lieutenant
Police Sergeants
(4)
Administrative
Analyst II (5)
Police Clerk
Police Sergeants
(3)
Police Corporal
(3)
Police Officers (7)
Crime Analyst
Police Clerk
Police Assistant
(2)
Communications
Manager
Communications
Operators I/II
(16)
Communications
Supervisors (4)
Deputy Police
Chief
Deputy Police
Chief
Police Corporal
(2)
Police Records
Manager
Police Records
Supervisor
Administrative
Manager
Administrative
Clerk II -C (2)
Sr. Crime Scene
Investigator
1. 2.
3. 4.
5. 10.
11. Administrative
Manager (2)
Executive
Secretary – C (2)
Administrative
Analyst II (4)
Police Captain
Administrative
Clerk II - C
Police Lieutenant
Police Lieutenant
(5)
Police Sergeants
(6)
Police Corporals
(7)
Police Officers
(60)
Police Sergeant
Police Corporal
Police Assistants
(8)
Police Officers (3)
Police Clerk
Police Officers
Limited Term*
(8)
*Limited (4) Year Term, positions funded by 2020 COPS grant will expire 1 year after the award for the position (3 years) ends. ** Limited Term, positions funded by ARPA will expire 6/30/2025 Police Assistant
(3)**
Police Sergeant
Police Officers (2)
Police Lieutenant
Sr. Police
Assistant
Police Lieutenant
Police Corporal
Police Captain
Police Officer
(12)
6. 7.
8. 9.
12. 1. Police Officer
a. 39 Vacant Positions Across Different Assignment Areas
1. 12 Positions not budgeted
2. 8 Positions COPS Grant ends 6/30/2025
3. 2 Positions Offered
4. 17 Positions have a Candidate in Background
b. Continuous Recruitment in Process
c. Length of Vacancy:
1. 28 Days
2. 98 Days
3. 62 Days
4. 62 Days
5. 414 Days
6. 1,526 Days
7. 1,246 Days
8. 1,300 Days
9. 496 Days
10. 600 Days
11. 996 Days
12. 1,142 Days
13. 1,416 Days
14. 480 Days
15. 503 Days
16. 2,778 Days
17. 1,142 Days
2a. Police Corporal
a. 8 Vacant Positions Across Different Assignment Areas
b. No Recruitment in Process
c. Length of Vacancy:
1. 503 Days
2. 324 Days
3. 259 Days
4. 329 Days
5. 1058 Days
6. 1261 Days
7. 3238 Days
8. 350 Days
2b. Police Corporal (1)
Not Budgeted
3. Police Sergeant
a. 2 Vacant Positions Across Different Assignment Areas
b. No Recruitment in Process
c. Length of Vacancy:
1. 119 Days
2. 400 Days
4a. Police Lieutenant
a. Vacant
b. No Recruitment in Process
c. Length of Vacancy: 259 Days
4b. Police Lieutenant (1)
Not Budgeted
5. Deputy Police Chief
a. 2 Vacant Positions
b. No Recruitment in Process
c. Length of Vacancy:
1. 380 Days
2. 91 Days
6. Administrative Manager
a. Offered
b. Recruitment in Process
c. Length of Vacancy: 265 Days
7. Administrative Clerk II - C
a. Offered
b. Recruitment in Process
c. Length of Vacancy: 398 Days
8. Administrative Analyst II
a. Offered
b. Recruitment in Process
c. Length of Vacancy: 398 Days
9. Police Assistant
a. 8 Vacant Positions Across Different Assignment Areas
1. 3 Positions ARPA Funded ends 6/30/2025
2. 5 Offered
b. Recruitment in Process
c. Length of Vacancy:
1. 217 Days
2. 202 Days
3. 914 Days
4. 202 Days
5. 1,379 Days
10. Communications Operator
a. 4 Vacant Positions
1. 4 Offered
b. Recruitment in process
c. Length of Vacancy:
1. 91 Days
2. 72 Days
3. 16 Days
4. 518 Days
11. Communications Supervisor
a. Vacant
b. Recruitment in process
c. Length of Vacancy: 384 Days
12. Police Captain
Not Budgeted
Public Works
Director
Public Works Department
Executive
Secretary - C
Landscape
Maintenance
Manager
Secretary
Senior Civil
Engineer (2)
Assistant Eng/
Associate Civil
Engineer (7)
Landscape
Inspector (2)
LMD Fund
Assistant PW
Director /
City Engineer
Senior
Engineering
Technician
Engineering
Technician II (5)
Senior Landscape
Inspector
Landscape
Inspector
Accounting
Clerk II
(LMD)
Environmental
Services Manager
Administrative
Analyst II (2)
(Admin & Engineering
Divisions)
Accounting
Clerk II (2)
(Maintenance Division)
Administrative
Manager
Transportation
Superintendent
Administrative
Analyst II
Traffic Engineer
Senior Accountant
Building
Supervisor
Senior Building
Maintenance
Worker
Building
Maintenance
Worker II (3)
Real Property &
Lease Manager
Asset Manager
.50
Customer Service
Representative
1. 2.
3. Assistant PW
Director -
Maintenance
Heavy
Equipment
Operator (2)
Electrician (2)
Public Works
Supervisor
Traffic & Lighting
Technician II (2)
Senior PW
Maintenance
Worker (2)
Maintenance
Worker I/II
(8)
Assistant
Maintenance
Superintendent
Public Works
Supervisor
Maintenance
Worker I/II (7)
Fleet Manager
Equipment
Mechanic II (5)
Parts Specialist
Senior
Equipment
Mechanic
Secretary
Senior PW
Maintenance
Worker
Accounting Clerk
II
Public Works
Supervisor
Senior PW
Maintenance
Worker (2)
Maintenance
Worker I/II
(3)
Maintenance
Worker I/II
(2)
Customer Service
Representative
4. 5.
6. 1. Assistant Public Works Director - City Engineer
a. Vacant
b. No recruitment in process
c. Length of vacancy: 118 Days
2. Sr. Civil Engineer
a. Vacant
b. No recruitment in process
c. Length of vacancy: 1,239 Days
3. Assistant/Associate Civil Engineer
a. 3 Vacant Positions Across Divisions
b. 2 - Offered; 1 - No recruitment in process
c. Length of vacancy:
1. 183 Days
2. 119 Days
3. 1,219 Days
4. Sr. Public Works Maintenance Worker
a. 3 Vacant Positions Across Divisions
b. Recruitment in process
c. Length of vacancy:
1. 132 Days
2. 678 Days
3. 2,034 Days
5. Maintenance Worker I/II
a. 4 Vacant Positions Across Divisions
b. Recruitment in process
c. Length of vacancy:
1. 34 Days
2. 14 Days
3. 45 Days
4. 161 Days
6. Equipment Mechanic II
a. Vacant
b. Recruitment in process
c. Length of vacancy: 118 Days
Human Resources
Director
Risk Manager /
Safety Officer
Administrative
Analyst II (3)
Administrative
Clerk II - C
1. ALL POSITIONS FILLED
1. CORRECTION - Risk Management Reports
to City Manager
March 22, 2025 Study session meeting: QUESTIONS RAISED BY COUNCIL: 1. Provide a table of FY 24-25 Budget, Actuals and Difference. RESPONSE: Has been attached as Exhibit 2 to the staff report. 2. Provide FTE changes for every department since 2016. RESPONSE: Has been attached as Exhibit 3 to the staff report. 3. In the current $6M vacancy, do we need those positions RESPONSE: Yes 4. Can we freeze positions? RESPONSE: Yes, if we need to balance the budget. 5. When will the salary study be completed? RESPONSE: Currently ongoing, anticipated completion in the next couple months. 6. List of employee-paid contributions for pensions. VPOA IAFF IBEW CAMP Executive Police Fire Misc Classic Members (incl. employee cost-sharing) Contribution Rate - City (paid by Employee) 0.00% 4.40% 1.00% 1.00% 1.00% Contribution Rate - Employee 9.00% 9.00% 8.00% 8.00% 8.00% PEPRA members Contribution Rate - Employee 13.75% 13.75% 7.75% 7.75% 7.75% 7. Provide map and list of city property. RESPONSE: List has been attached. Link to property map: https://covit.maps.arcgis.com/apps/instant/basic/index.html?appid=744c7dc397ba4d9cb9be95aa0399dbc0 8. Current Revenue and Expenses of each property. RESPONSE: See attached spreadsheet for lease revenue from each revenue generating property (leased property only). Certain leased properties, such as the Ferry Building (Fund 001; see item 9) and the Empress Theater ($27k; Fund 225), have designated expenditure budgets. However, for most leased properties, there are no regularly recurring expenditures that the City is responsible for paying, and consequently, no specific allocated expenditure budgets. Expenses for these properties, for which the City is responsible, such as major maintenance/repairs, would be funded through the multi-year operating project MY2303 Real Property Management or other project specific to the work if/when there was a situation requiring such a City-funded expense. 9. Ferry Building - What is the revenue and expenditure? RESPONSE: In FY 2023-24, total actual Ferry Building revenue was $196,013.20. Actuals for FY 2024-25 to date equal $119,233. Expenditure budget for that location totals approximately $219k for FY 2024-25. 10. What is the status of Herbert House? RESPONSE: The Architectural Heritage and Landmarks Commission recently discussed their thoughts on the Herbert House, and they have prepared a memo to send to the Council with their recommendations. Economic Development staff are currently working on an RFP as directed by City Council, to advertise the property for a 15-year lease and rehab, or for the sale of the house separately to someone willing to rehabilitate. Concurrenlty, staff is working on the Surplus Lands Act process for a potential sale of the house and the property together. 11. Status of PD headquarters? RESPONSE: A PD Headquarters plan has been submitted to COV Building Division for review. The architect is waiting for comments. The architect is also providing a proposal for an analysis and possible recommendation of a Corp Yard relocation. 12. Status of marina dredging? RESPONSE: Foth and Van Dyke are working on dredging permits, however, there is no funding for dredging this 2025 season. Dredging will be possible in Fall 2026 only if $1.5-2M is allocated toward a dredging project. This budget would be used to complete dredging of the entrances of both fairways (north and south) and the areas leading to the fuel dock and guest dock. Additional budget would be needed to dredge slips and side fairways. 13. Status of bond for roads? RESPONSE: City issued an RFP and selected a new Municipal Advisor. Currently the contract is being executed after which city will work with the MA to explore funding options for roads. 14. Can we put police or security guards at hotels? RESPONSE: Kirk Smith of Visit Vallejo presented to the Economic Development Commission on 4/9/25. In the presentation he mentioned that the hoteliers are considering a partnership with FLOCK. They plan to pilot the program at the Marriott. 15. How do we reinstitute the midnight basketball program as an ongoing expense? RESPONSE: The City Council can direct staff to include funding for midnight basketball in the proposed FY 2025-26 budget. 16. What is the status on broadband? What is the revenue generated from broadband.
RESPONSE: The city continues to develop its broadband program, focusing on new construction projects as they are approved. The city has received an additional $3.8 million to build broadband in four underserved areas, which will connect an additional 1,000 locations. This significant funding boost will help bridge the digital divide and provide high-speed internet access to more residents. Currently, the program generates approximately $13K per month with 80 customers. We are in the second year of the program after ending our partnership with the former P3 contractor. The 5-year projection is around $600K per year, allowing the broadband program to become self-sustaining and repay the general fund loan. This financial stability will ensure the long-term success and expansion of the program. Once the loan is paid off, all revenues can be used to continue expanding broadband in the city. This program can also serve as an economic development tool to attract new businesses to the city and enhance the overall quality of life for our residents. By investing in broadband infrastructure, the city is making a commitment to its future growth and prosperity. 17. What is the plan for the abandoned buildings in District 6? RESPONSE: Update on City-owned properties in District 6: PG&E site and 50 Solano are being remediate, Kiewit is leased, Gen Mills is leased, South Vallejo Community Center is in use. 18. Building maintenance - What is the maintenance cost for the fire stations? This should be budgeted in Public Work’s CIP plan? RESPONSE: The maintenance and repair of fire station facilities is funded through the Public Works project PWC111 – Public Building Repairs. This project is allocated approximately $1.1 million annually; however, the funding supports major maintenance and repairs for all City-owned facilities, not exclusively fire stations. Recent work completed at fire stations has included bay door repair and replacement, HVAC system repairs, and the installation of new appliances. Planned future work includes driveway and roof repairs at Fire Station 21, as well as a kitchen upgrade at Fire Station 25. 19. How can we stimulate sales tax revenue? Example: Gift Card program. RESPONSE: The Economic Development Department is currently working on implementing phase 1 of the ED Strategic Plan to assist in increasing revenues. Some of the projects being considered are Shop Local campaign (including a potential gift card program), a Marketing Strategy, continuation of the Small Business Revolving Loan fund amongst others. 20. When and how much will it cost to update the Zoning code? RESPONSE: Phase 2 of the zoning code updates are planned for this year and are likely to focus on the “procedures” sections of Title 16. This work will be done primarily inhouse but may require environmental review, which could be anywhere from $20k to $80k, depending on the full scope of the project/review required. It should also be noted that other additional small changes to the zoning code are also planned to be brought forth separately in 2025, to address Housing Element commitments and state law updates (such as ADU law changes). 21. Goal in the next 3 years to develop District 6. How can we do this? RESPONSE: Continue to clean up the area to improve the ‘curb appeal’ to attract small business owners. Remove the broken-down paddle wheel in the river and get the old General Mills site activated. Cite all the known chop shops that are eyesores. Work with the businesses that are in D6 to increase their foot traffic, reach out to them about the small business loan incentive program. 22. What is the timeline for the performance audit? RESPONSE: Staff are currently working on scope for the RFP. Additional questions staff are working on responses: 1. Has there been a review of each department’s org chart? 2. What are the gaps in positions, so we can better serve the City. 3. Create a Finance & Budget committee 4. How can we track and provide transparency on other funds such as CFD? 5. Planning for unfunded pension liabilities 6. Six Flags: a. Funding from Six Flags revenue should be allocated in the Six Flag area. b. Can the City renegotiate for additional revenue with Six Flags? March 22, 2025 Study session meeting: REQUESTS FROM COMMUNITY: 1. Safety in the community. 2. Review all city-owned properties: What can be earned from selling these properties? RESPONSE: Twenty city owned properties are collateralized and cannot immediately be sold. The value of city properties is in their long-term appreciation and use for future amenities and programs and not in their immediate sales. Opportunities to unlock the value of city owned properties include: • Develop Northern Waterfront: Contracting with developers to develop the northern waterfront into mixed use buildings and market rate housing. The land is fallow and costly to maintain. Originally envisioned by the Redevelopment Authority of Vallejo in 1966. • Sell Marina: Sell marina to a private entity to better maintain and enhance the waterfront. • 126 Ohio: a turn of the century 3 family, in current condition, modified into a rooming house style property with egress deficiencies and extensive deferred maintenance, market value of approx. $425,000 as is. In rehab condition with egress and kitchens restored into 3 separate units, $626,000. • Sell Vacant Lots -price to be determined o Marina Towers Parking Lot o City Parking Lot I o City Parking lot H o Broadway and Tennessee-on SLA sale now o Farragut residential lot between school and architectural heritage foundation. Lease • Lease the dental building. 285 Mare Island Way to a commercial office user. At $15 PSF initial term the 3,730 sq ft building would lease at a $55,950 annually with annual increases. Tenant to provide all TI and NNN cost. • 400 Mare Island Way, 2nd floor, Lease 30,000 sq ft class A office space. Subdividable. Lease to a commercial office user, at $15 PSF, $450,000 annually. • Herbert House, lease or sale, RFP currently being prepared. 3. What are the annual obligations that we must fund? Response: Staff are working on compiling a list. 4. Of the 10% cuts in services and supplies, what specifically was cut? Response: All expenses except salaries funded by general fund, hence services & supply. 5. Can we sell Water Assets/resources? 6. What are the programs that we currently fund? 7. Determine vehicle replacement plans – What vehicle companies are being considered? Response: The City of Vallejo’s Fleet predominantly consists of Ford vehicles due to the streamlined approach it offers in terms of parts and service. By focusing on Ford units, essential components are standardized, such as tires, brake pads, filters, motor and transmission oil, and more, which are compatible across multiple models. Additionally, Fleet staff have received diagnostic training on Ford units, ensuring proper repair procedures. Significant investments have been made in Ford OEM diagnostic tools and software, which are utilized to assist in repairs. Introducing vehicles from other manufacturers would require expansion of parts inventory, the purchase of new diagnostic tools and software, and investment in additional training—resulting in substantial additional costs.
The City primarily purchases fleet units through State or cooperative agreements. These contracts have been competitively bid and meet the City’s bidding requirements. In some cases, the City will solicit quotes from companies that offer the needed vehicles or equipment when State or other cooperative agreements do not exist. 8. Address electric vehicle transition challenges – What infrastructure is needed, and can hybrid vehicles be prioritized in the meantime? Response: Additional electric vehicle charging stations are required. The City of Vallejo currently has 11 level 2 chargers installed at the Corp yard, 4 level 2 chargers at Fleming Hill Water Treatment Plant, and 4 level 2 chargers at City Hall. Frequent and costly vandalism of the existing charging stations at City Hall has been a challenge. The City currently has 5 hybrids in the fleet, and 5 more on order. The City is focusing on purchasing hybrid units for multiple reasons: • lack of sufficient charging stations at various City facilities where fleet units are parked; • there has been longer delivery times on EV units; • The cost of EV units typically run higher than hybrid and gas/diesel units. Examples of pricing obtained by Public Work, Fleet: EV sedan: Average $46-50K Hybrid: average 36-42K EV Utility truck: 15’ 10-wheeler dump truck $650K Gas Utility truck: 15’ 10-wheeler dump truck $275K EV street sweeper: No name brand $850K Gas street sweeper: TYMCO Diesel $355K 9. Explore better methods to engage the community beyond current email/phone lists, which only reach those already involved. 10. Various other comments from the community: o Highlight businesses in town o Promote our THREE universities o Improve permitting process/pricing o What industries does Vallejo have? Can we lean into those? o How can leadership better promote Vallejo? o How do officials and staff re-engage in Vallejo? o How to promote and encourage resident engagement in Commissions and Committees? o What is the Unhoused ROI? o Create/promote local job opportunities for all residents including/specifically Youths as well? o Reinvest and focus on economic development that includes Springs Rd, Kings Market, Sonoma Blvd, not just Downtown and Mare Island o Use existing Consultant developed but unutilized plans (stop paying consultants and not putting their plans into action.) Department
City Manager
Citizen's Academy Ongoing Costs
Citywide
CMO Citywide Consulting
IT000 $1.41K & PDRAD $966K
Legal Fees - City-Wide Investigations
JPA Agreements (general membership & staffing MOU), HMIS license & supplies Economic Development
ED Strategic Plan Projects
SBDC Contract
Fire
Hazardous Waste
Increased PW Contract -Janitorial CleanTek
Items for Recruitments/Promotional/Special Events
Office Supplies
Physical Exams
Reserve Program
Training & Conferences
Human Resources
Increase Software for NeoGov subscription
Information Technology
Phone Upgrade due to current system end of life
Rubrik Backup System costs have risen due to police data compliance End of life data switches that make up the Vallejo network Routine Equipment Repairs and Maintenance Services
P&DS
Planning: Office Renovations to Accommodate a Full Staff Outside Plan Check Services that Exceed Staffing Capabilities Code: Office Renovations to Accommodate a Full Staff
R/M for Returning Abatement Program
Police
Police Advanced Officer Training (AOT)
Ammunition Increase Costs
Compliance, Integrity, Accountability Division (CIAD) Office Supplies.
DOJ Mandated Trainings
Increase in Gas & Electricity
Other Supplies for Road Dots
Polygraph Services CIAD Recruitment Costs
Professional Services for Traffic/Parking Ticket Admin & Court Work Project Manager for DOJ/CIAD
Software Program - Kronos
Software Program -RIMS, Flock & RIPA project
Space Rental Charges: Evidence Tow & Storage Fees
Training Police Academy
Various PD projects around cabling, Wi-Fi, and other enhancements Software Program - Cellebrite Service Package
Software Program Shortfall
Cradlepoint Routers for PD vehicles
Public Works
Solano Transportation Authority (STA) Membership Dues & Lobbyist Fees Tree Work: Mare Island Preserve, Couch St, Tennessee St Solano Stormwater Alliance Dues - Municipal Regional Stormwater National Pollutant Discharge Elimination Permit management Mare Island Preserve Operation Expenses - porta-potty rentals for public use City Clerk
Laserfiche Software
Grand Total
FY 25-26
7,500
7,500
781,674
100,000
294,674
350,000
37,000
132,325
123,000
9,325
44,500
14,000
4,000
5,000
5,500
5,000
10,000
1,000
133,849
133,849
318,450
150,000
116,000
46,000
6,450
271,000
14,000
200,000
25,000
32,000
2,114,828
30,000
7,000
2,000
75,000
15,000
8,000
2,050
3,000
200,000
18,000
405,000
1,080,000
50,000
25,000
15,450
144,328
35,000
106,210
15,000
45,000
38,410
7,800
73,165
73,165
3,983,501