1235 Warren Avenue General Plan Amendment (GPA23-0001)Zoning Map Amendment(CTA23-0001)Robert Busick, AICP , Senior PlannerPlanning and Development ServicesJune 10, 2025 Purpose of Tonight’s Meeting•Hold a public hearing•Review the project•Adopt a resolution to approve the Addendum to the Vallejo General Plan 2040 EIR and the General Plan Map Amendment•Introduce an ordinance approving the Zoning Map Amendment.
LEVINE ACT: GOVERNMENT CODE 84308 •This item is subject to the Levine Act. City elected and appointed officials, including candidates for City elected office, (City Officers) who have received a campaign contribution of more than $250 within 12 months prior from a party, participant, or their representatives involved in this proceeding may do either of the following: (1) disclose the contribution on the record and recuse themselves from this proceeding; OR (2) return the portion of the contribution that exceeds $250 within 30 days from the time the elected official knew or should have known about the contribution and participate in the proceeding.•All parties, participants, and their representatives must disclose on the record of this proceeding any contribution of more than $250 made to the City Officers, such as the mayor and/or Councilmembers, within 12 months prior to the date of the proceeding. City Officers are prohibited from accepting, soliciting, or directing a contribution of more than $250 from a party, participant, or their representatives during a proceeding and for 12 months following the date a final decision is rendered.
Project Location
Project Site•Vacant since 2023 •Approx. 4,000 sf building with fenced parking area •Previous uses included a veterinary clinic•No physical site changes proposed through this application
Proposed Project –General Plan Amendment
Staff Analysis –General Plan AmendmentThe proposed General Plan Map Amendment would be in the public interest.Proposal would further existing 2040 General Plan goals as follows:•Goal EET-2calls for good jobs, education, and training. This goal includes policies to attract employment-and tax-generating businesses to Vallejo.•Goal NBE-2aims to establish Vallejo as an attractive place to live, work, shop, and enjoy time off. Within this goal, policies calling for a balance between jobs and housing, as well as promoting economically-feasible infill development serving the community on underutilized sites would be furthered through the proposed change in land use designation for this site.Proposal would not result in a loss of potential residential development within the City.
Proposed Project –Zoning Map Amendment
Staff Analysis–Zoning Map AmendmentFindings (VMC 16.611.03):1.The change in district boundaries is consistent in principle with the general plan.2.The change in district boundaries is consistent with the purpose of the Zoning Code to promote the growth of the city in an orderly manner and to promote and protect the public health, safety, and general welfare; and3.The change in district boundaries is necessary to achieve the balance of land uses desired by the city, consistent with the general plan, and to increase the inventory of land within a given zoning district.
CEQA Determination•Addendum to General Plan 2040 EIR:–Project will not result in a substantial change which would require major revisions to the General Plan 2040 EIR.–The project contains no substantial changes with respect to the circumstances under which the proposed land use and zoning amendments are undertaken. Therefore, the Project would not require any major revisions of the General Plan 2040 EIR due to the involvement of new significant environmental effects or a substantial increase in the severity of previously identified significant effects; and–No new information of substantial importance, which was not known with the exercise of reasonable diligence at the time the General Plan 2040 EIR was adopted, shows any of the four (4) conditions outlined in CEQA Guidelines Section 15162.
Planning Commission•Heard at duly-noticed public hearing April 7, 2025•Resolution No. 25-05, approved 4-0, with 3 absences•Recommended City Council approve:–EIR Addendum–General Plan Map Amendment–Zoning Map Amendment Notification •Notice published in Times Herald•500-foot notification was mailed to:–Active neighborhood groups –Property owners •Local agencies expected to provide water, wastewater treatment, or other essential facilities or services to the project•Members of the Planning Commission•Applicant/Property owner
Recommended Actions•City Staff recommends that the City Council adopt a Resolution to approve the Addendum to the Vallejo General Plan 2040 EIR and approve the amendment to change the General Plan land use map designation from Primarily Single-Family to Business/Limited Residential based on the findings provided in the attached resolution.•City Staff recommends that the City Council adopt an Ordinance to change the existing Zoning Map district from Residential Low Density to Regional Commercial based on the findings provided in the attached ordinance.
CONTACT(S)
Robert Busick, AICP , Senior Planner(707) [email protected] Cesar Orozco, Planning Manager –Current Development(707) [email protected] 1 FY 2025-26 Proposed Budget Presentation
Rekha Nayar, Finance DirectorAndrew Murray, City ManagerJune 10, 2025 Agenda
2 •Budget Development Process
•Citywide (All Funds)
•General Fund
•Addendum to Proposed Budget
•Additional Council Information
FY 2025-2026 Budget Development Process
3 FY 2025-2026 Budget Development Process
4 Key Study SessionsMarch 22, 2025: Discussed baseline budget, recommended practice changes, and community input.April 12, 2025: Staff presented preliminary budget overview for FY 2025-2026. City Council approved budget balancing options.
Baseline Budget: based on prior year expenditures
Study Session with City Council and community
Budget balancing options presented to City Council
City Council feedback & approval of budget balancing options One time department request
Creation of balanced Proposed Budget as per Charter Section 701 Proposed Budget presentation
Final budget adoption
Proposed FY2025-26 Citywide Budget (All Funds)
5 Proposed FY2025-2026 Citywide Budget (All Funds)
6 Citywide Revenue ($314.61M)•General Fund (Including Measure P): $151.32M (Primarily funded through taxes)•Other Revenue Sources:oWater Fund: $56.81MoHousing Grants: $25.21MoOther Funds: $81.27M from various funds such as Fleet, CIP , and LMD managed by the City Citywide Expenditures ($323.38M)•General Fund (including Measure P): $148.99M•City Water Fund: $48.41M•Housing Fund: $24.69M•Risk Fund: $20.17M•Other Funds: $81.12M from various funds such as Fleet, CIP and LMD managed by the City
Proposed FY2025-2026 General Fund Budget
7 Proposed FY2025-2026 General Fund Budget
8 Proposed FY2025-2026 General Fund Revenues (Incl. Measure P) 9 * Other: Water Rights, Rentals, Discovery Kingdom, OPEB Reimbursement Trust, Transfers and Investment Income.
Proposed FY2025-26 General Fund Revenues (Incl. Measure P) 10 Property Tax ($40.9M): Sluggish growth due to fewer home sales & high interest rates.Sales Tax ($58.0M, including Measure P): Down 1.7% ($678K) uncertainty of tariff policies, slowdown in consumer spending & ongoing inflationary pressures. Utility User’s Tax ($17.3M):Expected 19.7% ($2.85M) increase from higher gas and electricity rates.Transient Occupancy Tax ($1.7M):Ongoing TOT audits with an anticipated revenue increase of $129K (8.1%).Franchise Tax ($7.2M): Up 6.1% ($414K) from rate change.Program Revenue ($11.1M):Expected to decline by $7.31M (39.7%) mainly due to the SAFER Grant expiration and P&DS transfer to separate fund. Other Revenue ($8.6M): Includes Water Rights $1.7M, Rental $1.2M, Six Flags $1.3M, OPEB Reimbursement Trust $1.3M, Transfer/Investment Income $1M Proposed FY2025-2026 General Fund Expenditures (Incl. Measure P) 11 Expenditure By ClassificationExpenditure By Department
Proposed FY2025-2026 General Fund Expenditures (Incl. Measure P) 12 FY 2025-2026 by Classification (Excl. Interfund Allocation) Presented to Councill on April 12 session•Salaries & Benefits (74%)oSalaries of $63.9M oPension of $34.8MoHealth, Other Benefits & Leave Payout: $18.6MoProjected Vacancy -$5.0M (Net of P&DS)•Services & Supplies (7%)o$3.1M Police / $2.8M Public Works / $1.2M Fire•Vehicle (2%)oMaintenance $2.7M & Replacement $1.7M•Transfer and Subsidies (6%)o$2.1M in subsidieso$2.2M for Bldg & Street maintenance & Farragut security & leaseo$3.0 in Technologyo$1.0M participatory budgeting•Measure P (7%, $10.6M), Animal Control (2%, $2.6M), & Utilities (2%, $2.7M) Proposed FY 2025-2026 Measure P Expenditures
13 $10.56M recommended by the Measure P Oversight Committee.•$761K -Emergency Medical Response o$340K -Type 6 Wildland Vehicle: Replaces aging fire unit to maintain readiness for mutual aid operations.o$350K -Chest Compression Devices: Funds 10 Zoll AutoPulse devices to improve cardiac arrest response.o$71K -AEDs: Replaces 29 Zoll Automated External Defibrillators in high-traffic public spaces.•$9.6M -Crime Prevention o$9.28M -Sheriff’s Contract: Funds law enforcement support while Vallejo PD staffing transitions.o$322.5K -FLOCK: Supports additional ALPR cameras, maintenance, and Raven gunshot detection beyond its pilot phase.•$500K -Reallocation:Redirects unspent Homelessness Weather Center funds to the Sheriff’s contract.
Proposed FY 2025-2026 Measure P Expenditures
14 •$700K -Neighborhood Street RepairsoExpands Traffic Calming Program alongside $300K in gas tax funding.oDevelops Vision Zero Plan to improve roadway safety and reduce fatalities.•Items Not Recommended for Fundingo$468K Fire Department Vehicles: Request for four Ford Expedition staff vehicles and one Ford F-550 utility vehicle to replace aging units. MPOC advises against using Measure P funds for staff vehicles.o$12M 2026 Roadway Paving: Proposed funding for street improvements, including residential seals, arterial grind-and-overlay, and ADA curb ramps. MPOC seeks Council guidance on Measure P allocation to 9 priorities.
Proposed FY2025-2026 GF Budget Department Requests
15 Departments requested $4.0 million in additional funding, presented during the April 12 study session. This was narrowed to $2.1M in new funding requests.One-Time Expenditures Proposed:•$116K -Information Technology: Rubrik backup infrastructure (physical & cloud).•$11K -Economic Development Commission: Funding support FY2025-2026 work plan. New Ongoing Expenses Proposed:•$300K -Legal: Citywide legal services for investigations.•$137K -City Manager: Lobbyist contracts & professional services.•$5K -City Council: Mobile phone service plans.•$200K, ongoing $100K-Finance: Budget software enhancement.•$53K -Information Technology: Increased software licensing costs.
Proposed FY2025-2026 GF Budget Department Requests
16 New Ongoing Expenses Proposed Cont. •$104K -Economic Development:o$95K -Strategic Planning: Long-term business growth & investment strategy.o$9K -Small Business Support: Funding for SBDC & Solano EDC contracts.•$1.05M -Police:o$30K -Training: Officer development & de-escalation training.o$79K -Supplies & Compliance: Equipment & CIAD requirements.o$800K, ongoing $400K -Space Rental: Evidence & towing storage.o$144K -Software Expense: Critical system upgrades.•$153K -Public Works:o$15K -STA Membership & Lobbyist Fees.o$27K -Tree Maintenance: Mare Island Preserve, Couch St., Tennessee St.o$106K -Stormwater Alliance Dues.o$5K -Porta-Potty Rentals: Mare Island visitor facilities.
Proposed FY2025-2026 Staffing Changes
17 Additions:•$787K -Fire: +3 Firefighters to reduce overtime •$214K -Housing: +1 Administrative Manager funded by General Fund.
Removals:•Fire: -9 Firefighters (SAFER grant expiration).•Police: -8 Police Officers (COPS grant expires 6/30/24).•Human Resources: -1 Personnel Analyst II (ARPA-funded, limited term).
Planning & Development Services Fund
18 Establishing a Separate Fund for P&DS•Improves financial oversight and budget management for Planning & Development Services (P&DS).•Tracks user fees for permits, inspections, and services to align revenue with costs.•Enhances financial planning and ensures development revenue supports P&DS operations.
Five Year Financial Forecast
19 •Balanced Budget Proposal: Includes prior year surplus, leaving an estimated $23.48M fund balance as of June 30, 2025 (excludes Measure P).•Revenue & Expenditure Growth: Average 4.2% growth over five years, but 6.5% rise in FY 2026–2027 driven by:o5% increase in Salaries & BenefitsoReversal of 20% reduction in Services & Supplies from FY 2025–2026o47% rise in vehicle maintenance & replacement costs due to deferred fundingAdditional financial details are in Exhibit "3".
General Fund Five Year Forecast(excluding Measure P)
20 Addendum to FY 2025-2026Proposed Budget
21 Addendum to FY 2025-2026 Proposed Budget
22 Fleet Fund: Vehicle purchase allocations are being corrected.•General Fund: +$202.8K•Water Fund: +$405KCity Attorney’s Office ($10K Reallocation): Transferring funds for computer purchases for operational needs. No fiscal impact.Housing (Fund 121) ($30K Reduction):Reduces cost allocation with an offset in Landlord/Owner Incentive expenditure. Due to grant reduction lowering the HOME loan amount. Measure P recommended by MPOC:•$1.5M for IHART Support: Continues mobile crisis response services for mental & behavioral health support. Recommended by MPOC on May 28, 2025. •$1M for 2026 roadway paving restoration and renewal projects. Recommended by MPOC on June 9, 2025 Additional Council Information
23 Council Budget Information
24 Council Budget Request against $281K expenditure:•Non-Profit Support ($10K):Provides financial assistance to community organizations in district 6.•Community Development Initiative ($15K):Improves infrastructure and public amenities in district 6.•Homelessness Support ($5K):Helps fund services for unhoused individuals in district 6.•Youth Late-Night Basketball Program ($25K):A partnership between City PD & nonprofits to support youth engagement & crime prevention.•US Conference of Mayors Membership ($13K):Maintains City participation in federal policy discussions.•Vallejo Newsletter ($100k): Quarterly printing and mailing.
Budget Information Request:At the Community Budget Workshop on April 12, 2025, the City Council requested information on multiple issues, with responses outlined in Exhibit "4." Conclusion
25 •City continues to maintain a balanced General Fund budget per Charter Section 701, including prior year surplus. •We are requesting City Council approval of the proposed budget.•Approved budget will go into effect on July 01st, 2025
CONTACT(S)
Rekha Nayar: [email protected]
26 Assembly Bill 2561
Job Vacancy Status Report
Stephanie Sifuentes
Human Resources Director
What is Assembly Bill (AB) 2561?
• AB 2561 went into effect on January 1, 2025.
• Adds language to the Meyers-Milias-Brown Act
(MMBA) requiring public agencies to assess and
address vacancies.
What are the City’s obligations
under AB 2561?
AB 2561 requires public agencies to track vacancies
and hold a public hearing to present on three things
prior to Council adopting the fiscal year budget:
1. the status of vacancies
2. recruitment and retention efforts
3. any obstacles, impediments, or necessary changes
to polices, procedures, and recruitment activities.
*During this hearing, bargaining units are also afforded an opportunity to speak or present.
**Additional obligations may apply if the vacancy rate
in a bargaining unit exceeds 20%.
Status of Vacancies
As of May 9, 2025, total number of vacancies was 149.
• CMO – 4/16 vacancies; 25% of dept; 2.38% total FTEs
citywide.
• ED – 3/7 vacancies; 42.86% of dept; 1.79% total FTEs
citywide.
• Finance – 3/24 vacancies; 12.50% pf dept; 1.79% total FTEs citywide.
• Fire – 14/96 vacancies; 14.58% of dept; 8.33% total FTEs citywide.
• Housing – 4/16 vacancies; 25% of dept; 2.38% total FTEs citywide.
• HR – 3/16 vacancies; 18.75% of dept; 1.79% total FTEs citywide.
Status of Vacancies (cont.)
As of May 9, 2025, total number of vacancies was 149.
• PDS – 7/35 vacancies; 22.86% of dept; 4.76% total FTEs citywide.
• Police – 55/201 vacancies; 34.83% of dept; 41.67% total FTEs citywide.
• PW – 14/89.50 vacancies; 15.64% of dept; 8.33% total FTEs citywide.
• Water – 42/139 vacancies; 32.37% of dept; 26.79% total FTEs citywide.
Vacancies by Bargaining Unit
(CAMP , IAFF, IBEW, Unrep, VPOA)
• CAMP – 19/122; 2.80% total FTEs
citywide.
• IAFF – 10/86 vacancies; 1.47% total
FTEs citywide.
• IBEW – 73/293 vacancies; 10.71% total
FTEs citywide.
• Unrep – 10/40 vacancies; 1.47% total
FTEs citywide.
• VPOA – 37/119 vacancies; 5.43% total
FTEs citywide.
Recruitment and Retention Efforts
From July 1, 2024 through April 30, 2025, the following recruitment and selection efforts were accomplished:
• Participated in 10 career fairs
• Opened 73 recruitments
• Processed 3,754 applications (including public safety) – Processed 16 applications for Police Officer (Lateral) – Processed 117 applications for Police Officer (Entry) – Processed 263 applications for Police Officer (Recruit) • Processed approximately 80 new hires (including public safety) • Hired 13 Police Officers:
– 2 Laterals
– 4 Entry
– 7 Recruits
Recruitment and Retention Efforts
(cont.)
• The City of Vallejo is a competitive civil
service system.
• We are required to post, advertise, and
conduct some form of job-relevant testing
(e.g., written, performance, interviews) for
all classified positions.
• Candidates selected for unclassified
positions through a competitive process
must submit to fingerprinting, backgrounds,
and pre-employment physical.
Recruitment and Retention Efforts
(cont.)
Our goal in Human Resources is for staff to open
at least two recruitments per week. This is
dependent upon completion of staff training, HR
being fully staffed, capacity of HR staff with
competing priorities, the capacity of departments
to participate in the recruitment and selection
process, and whether or not departments have
operational reasons for not filling their vacancies
(e.g., potential reorganization, class specification
revisions, space deficiencies, etc.).
Obstacles/Impediments/Recommendations
• Civil service systems were created to ensure that
everyone experiences fair and consistent employment
practices. To that end, there's nothing in our process
that I would recommend changing.
Obstacles/Impediments/Recommendations
(cont.)
What I do see as impediments to recruitment and retention are:
1. Culture - Employees need to feel like they are valued and appreciated for their contributions and respected for their expertise. It creates a community, it builds loyalty and resiliency, even through tough times. If we show respect and practice professionalism through our actions and words, and show compassion for our community, City staff, and City Council in all situations, including those involving
disagreement and difference, we demonstrate to our staff, community, and the rest of the world that we are a great place to live, work, and play. If we focus on forward-thinking, while building on history and lessons learned from the past, we demonstrate to our staff, community, and the rest of the world that we are a great place to live, work, and play.
Obstacles/Impediments/Recommendations
(cont.)
What I do see as impediments to recruitment and retention are:
2. Total Compensation - Total compensation includes
base pay; incentive/specialty pays; health, vision, and dental benefits; retirement; paid time off; and other
perks such as tuition assistance, gym discounts, pet
insurance, daycare or daycare subsidies, and more.
CONTACT(S)
Stephanie Sifuentes, HR Director
[email protected]
FY 2025-26 CAPITALIMPROVEMENT PROGRAMOscar Alcantar, Interim Public Works DirectorBeth Schoenberger, Water Utility Director CIP: OVERVIEW•CIP is a multi-year planning tool that is updated annually•CIPs Purpose:–Identify capital projects–Estimate costs–Outline funding sources–Set implementation priorities CIP: OVERVIEW•Appropriating only the upcoming fiscal year fundingthrough the City’s annual budget process.•The subsequent four years are projections and not part of the adopted budget.
CIP: PRIORITIZATION CRITERIA•Regulatory Compliance•Reduces Liability•Grant Opportunities•Cooperative efforts w/other agencies•Public Safety / Services•Improving, Replacing and Extending the life of existing assets•General Plan Compliance FY 2025-26 CIP: OVERVIEW•General Plan Conformance Requirements:–All CIP projects must conform to City’s General Plan•State law (Government Code Sections 65103(c) and 65401)–Planning Commission approval per Resolution PC25-06 N.C. onMay 5, 2025•146 TOTAL PROJECTS–84 Public Works–62 Water FY25-26 NEW APPROPRIATIONS FOR CIP•$10,917,728 TOTAL–$1,693,800 Capital Outlay–$700,000 Measure P–$3,850,000 Gas Tax Funds (Sec2103-HUTA & RMRA)–$4,673,928 Water Funds FY25-26 PUBLIC WORKS NEW APPROPRIATIONS FOR CIP•$1,693,800 Capital Outlay–PWC109: Streets / Pavement Maint& Rehab•$988,800–PWC111: Public Building Repairs•$705,000 •$700,000 Measure P–PW9416: Vision Zero Plan & Corridor Study FY25-26 PUBLIC WORKS NEW APPROPRIATIONS FOR CIP•$3,850,000 Gas Tax Funds (Sec2103-HUTA & RMRA)–$3M = Streets, Striping, Curb Ramps–$350K = Sidewalks–$300K = Traffic Calming–$200K = StreetSigns FY25-26 CIP PUBLIC WORKSSTREET PROJECTS UPDATE•2025 PAVING PROJECTS–MP2025,existing project•Cape Seal•Grind & Overlay–Springs Road, existing projects•Pavement (PW9703)•Road Diet (PW9708)•HAWK (PW9736)–Grind & Paving (PWC117), new project FY25-26 CIP –CURRENT STATE OF CITY STREETS•43 overall Pavement Condition Index (PCI) as of April 2025–With Measure P funding–$120.9M over 10 years ($12.9M per yr)–City = 51 PCI by 2034–With $301.8 deferred maintenance OTHER PROJECT UPDATES•PD Headquarters–Plans are nearing 100% completion•PD Dispatch–Concrete pad work to begin next week.–Unit expected to ship by Quarter 3, 2025.–Unit expected to be ready for occupancy by 3rd week of November 2025.
OTHER PROJECT UPDATES
•NAVIGATION CENTER–Certificate of Occupancy onMay 1, 2025–Construction Close-out: receiving project files & as-builts, and processing finalinvoices–Process beginning to acceptimprovements at futureCouncil meeting OTHER PROJECT UPDATES•BROADWAY VILLAGE–Completion is estimated summer 2025–Overseen by the Developer Firm Foundation Community Housing–Once final Certificate of Construction is received, will be operated by Shelter, Inc.
FY 25-26 CIP WATERPROJECT SUMMARY•No new Water CIP Projects are proposed for Fiscal Year 25-26•The Department remains focused on completing CIP projects already in progress •Existing funds are being re-allocated to existing projects•$4.67 M in new appropriations for existing projects FY 25-26 CIP WATERPROJECT SUMMARY•SKYVIEW TANK REPLACEMENT–$13.4M added–Largest Structural Project•METER REPLACEMENT PROGRAM–50% completion as of June 3–$2.4M requested FY 25-26 CIP WATERPROJECT SUMMARY•DAM IMPROVEMENTS–Operational and safety improvements–$200K to Frey, $500k toCurry•DISTRIBUTION FACILITIES SECURITY PROJECT–Security and safety improvements todistribution system assets–$95K added FY 25-26 CIP WATERPROJECT SUMMARY•FLEMING HILL PUMP STATION AND SUBSTATION ELECTRICAL UPGRADES–For purchase and install of additional electrical equipment at pump stations–$500K added FY25-26 CIP WATER -Funding & Strategic Delivery•Total FY25–26 new appropriations: $4.67 million–2021A Revenue Bonds–Water Operations Fund–No General Fund impact•Strategic focus:–Maximize value from existing appropriations–Clear backlog and restore project delivery rhythm–Prepare for future infrastructure investments
CONTACT(S)
[email protected]@cityofvallejo.net From: robert schussel <[email protected]> To: Andrea Sorce <[email protected]>; Peter Bregenzer <[email protected]>; Helen-Marie Gordon <[email protected]>; Lediju Tonia <[email protected]>; alexander Matias <[email protected]>; JR Matulac <[email protected]>; Charles Council Palmares <[email protected]> Cc: [email protected]<[email protected]>; Andrew Murray <[email protected]> Sent: Thursday, June 5, 2025 at 07:11:01 PM PDT Subject: Remove Consent item 8H --June 10 city council meeting The purpose of this email is to request that you pull Consent item 8H and make it an item for discussion. Once again, Staff is using the consent items as a way to hide an item that deserves to be discussed. Issues that need to be addressed 1) Was this item taken to meet and confer without approval or direction from the prior or current City Council? Is this the way City Council wants staff to operate? 2) The approximate number of officers will be involved and total amount that will be paid . 3) What is to stop an officer from leaving the day after they receive the final payout? 4) Where is the list of other cities and what they did to try to retain officers? a. What evidence exists that these payouts make a difference? 5) Who is the firm that is being recommended and what are they charging. Robert Schussel PhD. Vallejo,CA From: Stephen Hallett <[email protected]> Sent: Friday, June 6, 2025 2:44 PM To: Dawn Abrahamson <[email protected]> Subject: Fwd: Vote no on item 8 H Hi Dawn, I hope you are doing well. Will you please include this email in the information for the city council and public on Tuesday? Thank you so much. Sincerely, Stephen Hallett ---------- Forwarded message --------- From: Stephen Hallett ZjQcmQRYFpfptBannerStart This Message Is From an External Sender This message came from outside your organization.
ZjQcmQRYFpfptBannerEnd Hi Dawn, I hope you are doing well. Will you please include this email in the information for the city council and public on Tuesday? Thank you so much. Sincerely, Stephen Hallett ---------- Forwarded message --------- From: Stephen Hallett <[email protected]> Date: Thu, Jun 5, 2025 at 8:50 PM Subject: Vote no on item 8 H To: Andrea Sorce <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]>, <[email protected]> Cc: <[email protected]>, <[email protected]>, Veronica Nebb <[email protected]> Mayor and Council, I am requesting that you vote no on item 8 H on the June 10th Vallejo City Council meeting. The most pressing issue is that we are facing a deficit. We know we will need to make cuts to fill the budget. How is it fiscally responsible to spend two million dollars in bonuses when we simply don't have the money? I remember the city gave raises during the bankruptcy. That caused significant problems for our city. We cannot let history repeat itself. Where will this money come from? Measure P? What will we have to cut to make this bonus possible? Second, we are currently in negotiation with the VPOA. Why would we grant this bonus when we have many outstanding issues to negotiate? This issue should be a part of the overall negotiations. We should not be giving money without a total agreement on all the issues we are negotiating with VPOA.
Third, this staff report is woefully inadequate. There is mention of information of comparison cities and their retention and recruitment programs. Yet, I do not see this information. Did I miss it? What did it reveal? How was it gathered? What were the comparison cities? How were they chosen? What was the fiscal status of those cities? Was this part of total bargaining or was this a side letter in those jurisdictions? What was the result of this program in those cities? Did they see a significant increase in retention and recruitment from before the money was paid? Fourth, there was mention of an RFP for a marketing firm. The staff report states that the city is working with this firm. Who is this firm? How much are we paying them? When was this RFP issued? Why was this firm selected? What are the results of their work? Lastly, If the council does decide to go forward with this (which you should not), then it should at least be changed to say that nothing will be paid until July of 2026. As it stands, part of this bonus will be paid right away. Holding all of it off until July of next year ensures we will not have retention payouts to people this year right as they are leaving. Thank you for your time. Sincerely, Stephen Hallett -- Stephen Hallett, -- Stephen Hallett, Economic Development Commission 2025 Work PlanIvette Iraheta, ED Program Mgr.Gillian Haen, Asst. City Manager Economic Development CommissionPurpose (Municipal Code 2.36)1.To advise the City Council on issues that can enhance job growth and increase private investment in Vallejo;2.To review and assist with updates and the implementation of the economic development element of the general plan; and3.To assist with business retention and attraction activities.
EDC DutiesThe Duties and Powers of the EDC is described in the Municipal Code Chapter 2.36.030 (Amended on 5/28/24)The economic development commission shall: A.BefamiliarwithcurrentplansforeconomicactivityinVallejo;B.Recommend to city council policies that enhance job growth, result in increased private investment and assist in sales tax growth; C.Planandconductbusinessretentionandbusinessattractionprograms;D.Maintain relationships with economic development organizations including, but not limited to, chambers of commerce, regional and state economic development organizations; E.Reviewandproviderecommendationsregardingthecity'swebsiteandcommunicationstosupporteconomicvitalityinthecity;andF.Torenderreportstothecitycouncilconcerningtheactivitiesofthecommission,itsrulings,actions,resultsofhearings,andallothermatterspertinenttothecommission'sactivitieswhichmaybeofinteresttothecitycouncil.
Background•1971 the Community Development Counsel, referred to as the Economic Development Commission was established. •On May 24, 2011, it adopted its current name -Economic Vitality Commission and on May 28, 2024 it reverted its name to the EDC.•Previous activities include:oBusiness walks/tours oParticipation in Visit VallejooParticipation in Solano EDC
2022 Work Plan Accomplishments•Received reports from City of Vallejo Dept. (ED, IT, PW) and organizations like Solano EDC, Vallejo Chamber of Commerce, Economic Forensics & Analytics, and others.•Business retention and attraction business survey (2021).•Provided input at different phases of development of the Vallejo Economic Development Strategic Plan (2024).•Facilitating role to form City of Vallejo’s Main Street.•Enhancements to the City’s ED Dept. website.•Business highlights on Vallejo Weekly featuring local businesses (2022-23)•Made a recommendation to the City Council to update the Vallejo Municipal Code to modify EDC’s duties and role, to change its name, and to hold monthly meetings vs. bi-monthly, all of which the City Council accepted thru an Ordinance update of the Vallejo Municipal Code. •Business retention and expansion visits: Tesla, Six Flags, Earthquake Protection Services, Meyer.
EDC 2025 Work Plan Development EDC MeetingsStatusOct 2024Researched other City/Commission Work PlansJan 2025Discussions to review the 2022 EDC Work Plan and evaluate new work plan needsFeb 2025Review of Work Plan draftsMarch/AprilTook actions leading to an approved EDC Reso. recommending to present and request adoption of the 2025 Work Plan by City Council Key Focus of 2025 Work Plan•Strategy and Advisement •Business Recruitment (New Business) •Business Retention (Existing Businesses) •Public Safety and Economic Viability and •Civic Innovation & Technology
Work Plan’s Strategic Alignment
Work Plan supports the goals of multiple strategic documents:•Vallejo General Plan 2024 •2024 Economic Development Strategic Plan•EDC Meetings and Agendas & Minutes
Budget Request•EDC Budget Request FY25-26ItemAmountSafety and beatification pilot $7,500Professional Photography (Business Comm.)$5,000Business Roundtables & Recruitment Events$3,500Design & Communications (Marketing)$2,000Community Engagement & Sentiment Analysis$2,000 Total $20,000
EDC 2024-25 Budget Update
ItemAmountBalanceSocial Media/Marketing$1500$1,500GROW Vallejo: Pole Banners + Signage$1500$1,500EDC Training$4,392$1,967Supplies (Bis. Cards, postcards, etc.$3,000$3,000 Total$10,392$7967
Approved 24-25 Budget Status
Recommendation•Adopt a resolution by the City Council to approve the EDC 2025 Work Plan with its request of $20,000 from the City of Vallejo FY2025-26 budget and re-allocation of unexpended EDC FY2024-25 funds not to exceed $10,392.
CONTACT(S)
Ivette Iraheta, ED Program ManagerGillian Haen, Asst. City Manager
CITY OF VALLEJO
ADMINISTRATIVE RULE
SUBJECT: GRANT ADMINISTRATIVE POLICY A.R. NUMBER: 1.17 DATE ISSUED: 04/03/2023
DATE EFFECTIVE: 04/03/2023
1. PURPOSE
The purpose of the Administrative Rule is to ensure that all grant-related efforts, including the management of the grant award, will follow the highest standards of the regulatory and budgetary requirements of the grantor and the City of Vallejo. Failure to comply with such requirements can lead to a loss of goodwill, the return of awarded funds and/or fines, and may also jeopardize future funding from granting entities. Inadequate review of grant proposals or grant awards as well as poor compliance with terms and conditions of the grant agreement(s) may lead to the City spending unbudgeted General Fund to support a grant project inconsistent with overall strategic direction or may commit the City to unbudgeted General Fund spending beyond the grant period. The intention of this policy is to set forth guidance for the application of grant proposals and the administration of grants awarded to the City that ensures the efficiency and impact of grant-funded programs, services, and capital improvements. This policy will limit the City’s exposure to grant-related legal liability and assure grantors and the public that the City shall discharge its responsibilities with the highest of standards.
The Administrative Rule may be changed, amended, or discontinued at any time at the discretion of the City Manager.
2. SCOPE
This Administrative Regulation (A.R.) applies to all City departments, agencies, and organizations funded in whole by the City.
3. POLICY
It is the policy of the City of Vallejo that City Staff will seek grant funding for activities and assets that are determined to further core City functions, or that provide for activities and assets that are in the best interest of the City and its residents. Unless exempted, all departments under the authority of City Council shall participate in a uniform grants administration program, under the direction of the City Manager, that will adequately assess grants prior to submission and ensure that grant award functions follow the highest standards of the grantor or the City. If City Staff is participating in the administration of a grant with another entity or constitutional office, then the other entity or constitution officer shall provide reasonable assurance that their grant administration is in full compliance with state and federal law. A subrecipient agreement may be required from the other entity or institution. Grants pursued by the City must be consistent with the City’s mission and strategic priorities, and no grant application shall be submitted without completion of the City’s Grant Authorization Form.
Grant applications shall provide reasonable and realistic outcomes that are based on information that will help to best assess the impact and efficacy of grant activities. Individuals planning to apply for an external grant are requested to notify the City’s Grant Analyst at the earliest opportunity. The form will then be reviewed by the Grant Analyst and feedback may be provided. The City of Vallejo’s Finance Department will be notified following a pursual determination. All grants will be tracked in a manner that assures transparency and accountability to the Council, grantors, and the public.
4. PROCEDURE
PART 1: PRE-AWARD GRANT MANAGEMENT
I. GRANTSEEKING PROCESS OVERVIEW
The City Manager’s Office (CMO) aims to help departments find and apply for grant opportunities, thereby allowing each department to expand its overall capacity without placing a greater burden on the City’s Operating and Capital budgets. In order to do this, CMO must have knowledge of all departmental needs that can potentially be met through grant funding. Understanding a department’s needs and priorities will allow CMO to conduct research to find possible grant opportunities that suit its needs. The following methods will be used to match departmental needs with grant opportunities:
➢ Quarterly Wishlist Documentation
▪ Departments will be required to complete a form detailing their funding needs while identifying department project priorities. This form will also allow departments to describe their status on previously awarded grants for assistance purposes or previously identified grants the department would like to pursue. The departments will also have the opportunity to describe their ability to take on new funding opportunities. Once a department completes the form, CMO will file the document for tracking purposes.
➢ Regular Meetings with Department Heads
▪ As part of the yearly formation of the City’s operating and Capital budgets, CMO may meet with department heads to identify the current needs and priorities of the department. These identified priorities will inform regular searches of our grants database.
Department heads and the designated grants liaisons for each department will be notified throughout the year as promising new grant opportunities are identified.
➢ Ad-Hoc Grant Seeking
▪ At any time during the year, all City employees are encouraged to bring new ideas or initiatives to CMO. In these cases, our staff will work to match department ideas to existing grant opportunities and add the information to our internal department priority lists.
Once a grant opportunity is identified, CMO will work with the department head or his/her designee(s) to complete a high-quality application for submission prior to the deadline.
II. IDENTIFYING A GRANT OPPORTUNITY
The process below will be followed for all new requests brought to CMO:
• Departments contact CMO with a specific need (i.e. new unfunded program, equipment purchase, etc.)
• CMO will use our grant software and funding expertise to locate the most appropriate grant opportunities
• If we are able to match a department request to promising grant opportunities, we will contact the department to schedule an initial grant evaluation meeting
• CMO will mark the identified grant opportunity as “of interest” in the City’s grant software system for tracking purposes
• If we are unable to identify promising grants immediately, CMO will set up a notification in the City’s grant software that will alert us when relevant funding opportunities become available
III. APPLYING FOR A GRANT
Once a grant opportunity has been identified, the City’s grant form must be completed and signed by the relevant department head. After the form has been sent to the City’s Grant Analyst, the following steps must be taken in conjunction with CMO:
• Review the application material in-depth
• Identify all content and application components that must be developed for a successful application
• Identify financial implications
a. Total anticipated project cost
b. Match requirements and sources
c. Partner organizations/sub-contractors
d. Staffing requirements (including salary and benefits increases for multi-year grants)
e. Documentation of a clear continuation plan
• Identify programmatic implications
a. Alignment with Council’s administration strategic priorities b. Alignment with the department’s goals
c. Department’s capacity to administer the programmatic, financial, and administrative aspects of the grant
In evaluating grant opportunities, departments are required to develop continuation plans prior to applying for grants. The plan should address strategies for sustaining grant-funded programs should funding be reduced or terminated. Departments must plan responsibly for either termination or reduction of the program, or, plan to seek alternative sources of funding.
Departments must understand that grants are temporary and additional costs cannot be absorbed by the City’s General Fund.
Upon reviewing the factors above, a decision will be made regarding whether or not to pursue the grant opportunity. The process below will be followed to determine the next steps for all grant opportunities:
• Reach a joint decision on whether the opportunity should be pursued • Develop an application timeline, assign tasks, and, if necessary, identify a larger project team to aid in application development • Schedule any necessary follow-up meetings
The process of assembling a grant application can vary greatly, as can the time commitment necessary to complete a competitive application. CMO is always available as a resource, but departmental staff must be active contributors to the application to provide the necessary technical and operational expertise and knowledge. The following can be expected from CMO during the application process:
• Attend regular project team meetings and provide expertise and feedback
• Offer writing and editing assistance, as time permits • Assist with securing letters of support to be included with the grant application
• Offer guidance on best practices for developing budgets, logic models, and other commonly required application components
IV. APPLICATION SUBMISSION
Prior to grant application submission and after the submission of the City’s Grant Authorization Form to CMO, permission from Council should be obtained and the application must be reviewed by CMO. The goal is to ensure that program and application materials align with established City priorities, meet the City’s document quality standards, have matching funds available (if required), and that the means for the continuation of the project or program after the grant period ends have been given realistic consideration. The department submitting the grant application is responsible for ensuring that the pre-application assessment factors noted above have been evaluated and completed prior to submission. Departments are not authorized to submit grant applications without the prior review and approval of CMO. The process below will be followed prior to submitting a grant application:
• Departments provide CMO with all relevant application materials to review and authorize prior to submission
• CMO verifies any necessary information with department heads, Finance Department, and other relevant parties
• CMO authorizes application submission
• Departments then submit the application following the procedures laid out by the funder
• CMO uploads all application materials to the City’s grant software and change the grant status to “applied”
• If the City received notification that a grant will be awarded, please move on to the post-award policies and procedures
PART 2: POST-AWARD GRANT MANAGEMENT
I. GRANT NOTIFICATION AND ACCEPTANCE
Once grant funding has been awarded, the work of project implementation begins. The department receiving the award must focus on the implementation, monitoring, and evaluation of the grant-funded program. Those charged with managing the program must work to ensure that they maintain high standards, achieve their stated goals and objectives, meet agreed-upon deadlines, stay within budget, expend funds as required, comply with the grantor’s terms and conditions, maintain appropriate records, meet financial and programmatic reporting requirements, and communicate results.
Oversight of this process is critical to ensure that the interests and responsibilities of the City are met. Grants management entails the establishment of standard operating procedures and clear, regular communication by the responsible department with CMO about the status of the grant-funded project and required communication with the grantor. In some cases, grant awards require a quick turnaround to execute grant agreements. CMO will work with departments to meet funder deadlines. The process below will be followed for all grant award acceptances:
• Contact CMO to begin the process of formally accepting the funds immediately upon notification of a grant award
• Create a detailed plan to stay in compliance with the funder • Grant Analyst will upload deadlines into grant software for City tracking purposes
• Authorization to accept and expend an award (two-step process) must be approved by City Council through the legislative process as most grant funds are deposited and spent out of City accounts
▪ 1st step: Provide notice to amend the budget which can be done at the same time of “acceptance”
▪ 2nd step: Amend the budget is the actual budget amendment • Once Council has approved the acceptance of the grant, staff may officially proceed with the next stages of the grant acceptance process • Forward grant award information to Finance Department for budget amendment and final approval
Each department is responsible for sending executed and signed grant documentation to the funder. This is usually a paper file, but may in some cases be electronic. The final award document (executed award) will be sent from the grantor. When copies are received, departments must forward copies to CMO, and a copy must be uploaded into the City’s grant software.
II. GRANT MANAGEMENT
Management of a grant is an important part of maintaining relationships with funders and staying in compliance with the rules of the grant.
Grant management encompasses the processes and administrative work that happen throughout the grant lifecycle. The City of Vallejo’s grant management process is as follows:
• Departments are responsible for general grant requirements • Departments will work with CMO to complete required timely reports • Departments are responsible for informing the grantor and CMO if issues arise
Job Description Attached: Yes No
GRANT AUTHORIZATION FORM (PAGE 1 0F 2)
Will any personnel be funded through this grant? Yes No If yes, please complete the following:
Number of full-time positions Permanent Temporary
Number of part-time positions Hrs per week
Preliminary Job Classification:
Permanent Temporary
Preliminary Budget Estimate for Proposed
Project:
Personnel:
Fringe Benefits:
Travel:
Equipment:
Supplies: Sub-
Award: Other:
Total:
Proposed Funding Sources:
Grant Request:
Local Cash Match:
In-Kind Contributions:
Other:
Total:
Local cash match available in existing department
appropriations?
Yes, account number
No
Brief description of how the proposed project fits into the context of the department’s management plan:
Brief description of proposed project:
Grant Program Title:
Granting Agency:
GRANT APPLICATION APPROVAL FORM (PAGE 2 0F 2)
Letter of Intent Due By: Application Due By:
Dpt. Designee:
E-mail: Phone:
Title:
Fax:
Please provide any additional information that is relevant to this request:
Is there a local government requirement to fund the program beyond the grant period? Yes No
If yes, please provide details:
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CITY OF VALLEJO
Notes to Financial Statements
Year Ended June 30, 2023
NOTE 13: NET POSITION AND FUND BALANCES (CONTINUED)
Committed fund balances have constraints imposed by formal acti on of the City Council which may be altered only by resolution of the City Council. Encumbrances and non-sp endable amounts subject to council commitments are included along with spendable resources.
Assigned fund balances are amounts constrained by the City’s in tent to be used for a specific purpose but are neither restricted nor committed. Intent is expressed by the Ci ty Council or its designee and may be changed at the discretion of the City Council or its designee. This catego ry includes encumbrances; non-spendables, when it is the City’s intent to use proceeds or collections for a s p e c i f i c p u r p o s e , a n d r e s i d u a l f u n d b a l a n c e s , if any, of Special Revenue, Capital Projects and Debt Service Funds which have not been restricted or committed.
Unassigned fund balance represents residual amounts that have not been restricted, committed, or assigned. This includes the residual General Fund balance and residual fund de ficits, if any, of ot her governmental funds.
Detailed classifications of the City’s Fund Balances, as of June 30, 2023, are below:
General Fund
Housing
Authority Fund
Mare Island
Conversion Fund
Non Major
Governmental
Funds Total
191,245$ -$ -$ 347,457$ 538,702$ 2,785,803 - - - 2,785,803 680,000 - - - 680,000 499,684 - - - 499,684 2,361 - - - 2,361 Subtotal 4,159,093 - - 347,457 4,506,550 - - - 64,625 64,625 4,159,093 - - 412,082 4,571,175 - - - 277,832 277,832 - - - 35, 775,432 35,775,432 - 12,972,379 3,441,689 9,084,751 25,498,819 17,841,864 - - - 17,841,864 562,990 - - 651,755 1,214,745 4,153,222 - 4,153,222 - - - 24, 146,100 24,146,100 - - - 7,356,337 7,356,337 22,558,076 12,972,379 3,441,689 77,292,207 116,264,351 - - - 416,403 416,403 - - - 623,550 623,550 - - - 15, 012,084 15,012,084 Community Development and
Housing - 1,031,743 - - 1,031,743 - - - 2,836,354 2,836,354 - 1,031,743 - 18, 888,391 19,920,134 - - - 1,200,023 1,200,023 2,322,021 - - - 2,322,021 4,000,000 - - - 4,000,000 5,751,505 - - 191,250 5,942,755 Community Development and Housing 750,000 2,707,588 - - 3,457,588 12,823,526 2,707,588 - 1,391,273 16,922,387 25,038,905 - - (116,129) 24,922,776 25,038,905 - - (116,129) 24,922,776 64,579,600$ 16,711,710$ 3,441,689$ 97,867,824$ 182,600,823$ Total Unassigned Fund Balances
Total Fund Balances
Staffing support and recruitment
Subsequent Year budget
Total Assigned Fund Balances
Unassigned:
General Fund
Other Contracts
Hiddenbrooke Overpass
Total Restricted Fund Balances
Committed to:
Mare Island Development
Public Facilities Projects
(funded by General Fund)
Total Committed Fund Balances
Assigned to:
Public Facilities Maintenance
Capital outlay development
Public Facilities Projects (other
Public Facilities Projects
Land Held for Redevelopment
Materials, Parts and Supplies
Amounts required to be maintained intact:
Permanent Funds
Total Nonspendable Fund Balances
Restricted for:
Bond indentures
Streets and Highways
Community Development and Housing
Pension Benefits
Public Safety Programs
Settlement
Advance to other funds
Fund Balance Classifications
Nonspendable:
Items not in spendable form:
Prepaids and deposits
Notes Receivable
108
1. For the recruitment and retention plan – my understanding is that $2M had been previously set aside. I’d like to confirm that this money is available and had previously been set aside as part of the 2023-24 budget specifically for this eEort. Response: Yes, this is correct that $2M has been assigned specifically for recruitment and retention. In FY 2021-2022 and FY 2022-2023 year-end, the City assigned $1 million each year specifically for staEing support and retention. Once we implement the program, these funds will need a 2-step budget amendment process. 2. There is a $5K line item in next year’s budget for cell phone expenses for councilmembers – I’d like to know which and/or how many councilmembers requested a cell phone and/or cell phone reimbursement. I don’t want to ask on the dais, so would appreciate if this information is shared prior to the meeting. Response: 5K was the estimated amount for the costs of monthly premiums and initial costs for all councilmembers to receive a cellphone 3. We recently had a discussion on Opioid settlement funds which the council was not aware of. Can you direct me to where all of these funds (and the associated monies) are reflected in our budget? Response: The funds are not included in the FY 2025–26 Proposed Budget. The use of these funds is restricted to qualifying opioid-related projects. Instead, staE will seek separate Council approval through a two-step budget process once qualifying opioid-related projects (such as the Navigation Center) have been identified. In the meantime, these funds are recorded on the City’s balance sheet as unavailable revenue (see page 58 of the ACFR). The City’s opioid settlement was structured to be paid in tranches, with the first tranche beginning in FY 2022–23. As of June 9, 2025, the City has received $1.6 million. In accordance with GFOA guidelines, these funds are recorded as unavailable revenue until qualifying opioid-related expenditures are incurred. Refer to Page 58 of FY 23-24 ACFR below:
City also received Monsanto settlement for $4M, which has been recorded in our FY 2022-2023 ACFR, page 108. This settlement is the result of water bodies being impaired by polychlorinated biphenyls (PCBs) that were manufactured by Monsanto. StaE are currently identifying eligible projects for these funds and will seek Council approval through a two-step budget process. Recorded as Restricted Funds: Refer to Page 108 of FY 2022-2023 ACFR below: 4. There is $9.4M in vacancies reflected in one of the exhibits provided by Stephanie – but, the salary savings reflected in the budget are $6M. Can you share additional information on the variance between the two ($9.4M and $6M) and more generally what the underlying methodology was to arrive at the $6M in salary savings? Response: The $9.4M reflects FY 2024–25 actuals as of May 30, 2025. The amount is costed based on FY 2024-2025 MOU. $6M is based on prior year trends net of safety OT overages. $6M is a budgetary projection calculated based on FY 2025-2026 MOUs. 5. In the provided baseline budget – do benefit expenses for next year account for all the vacant positions? If so, how much of the benefits total is tied to the $6M or $9.4M figure? Response: Vacant positions do include benefits. $6M:– Salaries:$4.4M Benefits: $1.6M $9.4M:– Salaries: $6.9M Benefits: $2.5M 6. The staE report states that there was approximately $2M in budget requests since our workshops in March and April, respectively. Can you provide a list or direct me to where I can find them? Response: Breakdown below and included in the StaE Report on page 13-14 (listed below): One-Time General Fund Expenditures Proposed for FY 2025–2026:
• $116,000 – Information Technology: Rubrik is city's backup infrastructure. This is a two-tiered system. The first tier is physical on-site device that backups servers and data. The second tier is data backup in the cloud. The cost of the backup solutions skyrocketed as we started storing public safety data in the cloud. The public safety cloud-based storage has to be CJIS compliant. The CJIS compliance caused an unforeseen increase in our annual cost. • $11,437: Economic Development Commission request for additional funding to support FY 2025–2026 work plan New Ongoing General Fund Expenditures Proposed for FY 2025–2026: • $300,000 – Legal: Citywide legal services for ongoing, anticipated, and potential investigations • $137,000 – City Manager: Professional services for lobbyist contracts, MRG, Tripepi Smith, CA Consulting, and homelessness agreement with CAP Solano JPA • $5,000 – City Council: Increase for mobile phone service plans • $104,325 - Economic Development as follows: o $95,000 – Economic Development: Strategic Plan project o $9,325 – Economic Development: Small Business Development Center (SBDC) and Solano EDC contract support • $200,000 – Finance: Budget software to enhance preparation, management, and reporting capabilities • $53,240 – Information Technology: Increased cost for citywide software licenses • $1.05 million – Police as follows: o $30,000 for training o $79,050 for oEice supplies, polygraph, and CIAD compliance o $800,000 for space rental (evidence, towing, and storage) and $400,000 ongoing cost o $144,328 to address increased costs of various PD software expenses. • $153,000 - Public Works as follows:
o $15,000 for STA membership and lobbyist fees o $27,000 for tree maintenance (Mare Island Preserve, Couch St., Tennessee St.) o $106,000 for Solano Stormwater Alliance dues o $5,000 for Mare Island Preserve porta-potty rentals 7. I understand we have a fte for grant writing. Response: The City of Vallejo has a staE member who manages grant functions while also supporting intergovernmental aEairs, special projects (such as ARPA), and grant-related project management—particularly in cases of staE turnover or limited capacity. He authored the City’s first Administrative Regulation (AR) for grant administration (attached) and is leading eEorts to centralize and formalize grant processes citywide. 8. Does this position write the grants or track the work of the grant consulting contract? Response: The position ensures compliance with funder requirements, identifies and pursues funding opportunities, writes and reviews applications as needed, tracks City grant activity, and oversees reporting. While consultants provide support with writing and limited administration of VPD-related grants, overall responsibility remains with City staE. 9. How does the work of our fte and contractor support the function of grant writing? Response: This employee aligns grant eEorts with Council direction and City priorities, supports project development, coordinates stakeholders, and leads the grant application process with the consultants. The employee is typically the first to review a grant opportunity and the last to approve an application prior to submission.