FY 2025-26 CAPITAL
IMPROVEMENT PROGRAM
Oscar Alcantar,
Interim Public Works Director
Beth 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
•149 TOTAL PROJECTS
–87 Public Works
–62 Water
FY25-26 NEW
APPROPRIATIONS FOR CIP
•$11,695,803 TOTAL
–$1,471,875 Capital Outlay
–$1,700,000 Measure P
–$3,850,000 Gas Tax Funds
(Sec2103-HUTA & RMRA)
–$4,673,928 Water Funds
FY25-26 PUBLIC WORKS
NEW APPROPRIATIONS FOR CIP
•$1,471,875 Capital Outlay
–PWC109: Streets / Pavement Maint& Rehab
•$988,800
–PWC111: Public Building Repairs
•$705,000
–PWM06: Marina Dredging
•$500,000
–Returning back to the General Fund
•($721,925)
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
•$1,700,000 Measure P
–PW9416: Vision Zero Plan & Corridor Study
–MP2026: Streets 2026 Project
FY25-26 CIP PUBLIC WORKS
STREET 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 has been
poured.
–Unit expected to ship in
August, 2025.
–Unit expected to be ready for
occupancy by 3rd week of
November 2025.
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]
[email protected]
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
EDC Budget FY25-26
ItemAmountSafety 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 25-26 Budget Detail
EDC 2024-25 Budget
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
24-25 Budget Detail
Recommendation
Adopt a resolution by the City Council to approve the EDC 2025 Work Plan and providing Notice of Intent to Amend the FY2025-26 Budget in the Amount of $7,967 for the completion of work plan items contained in the previous EDC Work Plan (2022) (Step 1 of 2).
CONTACT(S)
Ivette Iraheta, ED Program ManagerGillian Haen, Asst. City Manager
UPDATE -PUBLIC SAFETY
STAFFING EMERGENCY
Jason Ta, Chief of Police
Bob Knight, Deputy Chief of Police
July 22nd, 2025
1 2
ADJUSTMENTS FOR LOWER STAFFING
Service Model Reduction (“Phase #1”)
• Prioritize responses to certain calls for service (CFS) -Completed Rotation of Officers to Patrol Shifts (“Phase #2“)
• Non-patrol officers filling vacant patrol slots -Completed Temporarily Eliminate (“Collapse”) Traffic Division (“Phase #3”) • Collapsed Traffic Division -Completed
Modify Patrol Shifts to 12-hours or Another Staffing Model (“Phase #4“) • Due to recent staffing trends, Phase #4 does not appear to be needed 3 –By July 2025, expect to…
•Assign an Officer back to reconstituted Traffic Unit
–Ahead of schedule-Completed Jan 2025 with plans to add another traffic officer •Assign Officers back to detective division and federal task force –Ongoing Summer 2025 to beginning of 2026
•Assign four Officers to a dedicated Problem Oriented Policing (POP) Unit -Pending Summer 2025
•Increase number of Police Assistants (community service officers) over time to supplement officers
–Effective October 28, 2024, a Police Assistant was assigned to the Traffic Unit to address abandoned vehicles full time.
Staffing Level Has Begun to Increase Modestly
4 4
6 CURRENT STAFFING NUMBERS
Total Sworn Staffing 82 82
Modified Duty Officers 3 2
Off on Worker’s Comp. 1 1
Sworn Working Full Duty 78 79
Anticipated Officers Resigning 0 0
Officers Starting /Final Offers 1 0
Officers Working Patrol 41 45
Supervisors Working Patrol (Sgts) 5 5
Officers in FTO 9 5
05-27-2025 Current
–Sheriff’s Office contract services
•SB 1379 approved by Gov. Newsom Sept of 2024
•Implementation of either
–Solano SO contract services, or
–“Alternative steps”
–Continued assistance from the CHP
•CHP sideshow deterrence detail and/or increased enforcement –Expansion of the Security Guard program
–Retention, Recruitment, & Referral incentive program
–Expansion of technology to help reduce crime and aid with investigations Options Being Explored to Supplement Officers
•Since April 2024, IHART responded to or assisted in nearly 1,800 calls for service (Welfare checks, mental health, suicide attempts, family disturbance, trespass and elderly assistance)
•VPD was required to respond to just over 100 of those incidents •IHART average response time is approximately 9 minutes IHART Calls for Service
VPD Average Response Times
ART in minutes # of incidents
Priority 1 17.05 124
Priority 2 299.6 1684
Priority 3 458.2 2421
ART in minutes # of incidents
Priority 1 11.01 117
Priority 2 297.43 1690
Priority 3 461.58 2426
May 2024
May 2025
Patrol officers –approx. 34
Patrol officers –approx. 41
34% improvement
1. How does VPD reinforce staffing?
–Shared Services
–Structured Overtime
–Retention Incentives
–Background Process
–Technology Enhancements
•Automated Report Writing & Transcription Tools:
•Automated License Plate Readers (ALPRs)
•Mobile Surveillance Towers
•Tip Line Reward Programs
Alternative Steps to Consider
2. How can VPD increase recruitment, particularly with lateral officers? –Lateral Hiring Incentive
–Recruitment Campaigns
–Technology Enhancements
•Virtual Ride Along/Virtual Marketing Material
–Loan Programs
Alternative Steps to Consider
Continued
3. How can VPD providebetter public safety services?
–Civilianization
–Retired Annuitant Programs
–Cadet Program
–Adult & Senior Volunteer and Community on Patrol (COP) –Programs Technology Enhancements
•Surveillance Drones
•Real Time Information Center (RTIC)
–Service Model Adjustments:
•Verified Alarm Response
•Security Guards for non-critical duties
•Loitering with the intent to commit prostitution ordinance Alternative Steps to Consider
Continued
4. What support does VPD need from city leadership?
–Mental Health and Wellness Support
–Family and Cultural Support
–Technology Enhancements
•Wellness Application, stress dashboards andbiofeedback devices monitor cumulative trauma exposure.
Alternative Steps to Consider
Continued
• Police Culture –Evolving Priorities
–Community-Focused Philosophy:Emphasizing prevention and early intervention to proactively address community concerns.
–Transparency & Accountability:Strengthening trust through open practices that lead to meaningful community partnerships and improved public outcomes.
–Commitment to Diversity & Inclusion:Prioritizing equitable representation in hiring, promotions, policy development, and critical incident reviews to reflect and respect community values. • Police Reforms –Strengthening Trust and Oversight
–Sustained Reform Commitment: Demonstrating a long-term investment in meaningful change, beginning with the launch of the Triple C Reform Task Force in 2022 and the full establishment of the Compliance, Integrity & Accountability Division (CIAD) in 2023.
–Accountability Measures:Implementation of body-worn cameras, civilian oversight bodies, and independent review boards.
–Use-of-Force Oversight:Enhanced policies for use-of-force, emphasizing de-escalation, officer training, activity tracking, and supervisory review.
–Equity in Policing:Reforms targeting the reduction of racial bias and improving fairness and accountability across policing practices.
• Police Transformation –A Modernized Approach
–Innovative Technology Integration:Leveraging tools such as data analytics and artificial intelligence to detect and solve crimes more effectively.
–Holistic Community Response:Expanding non-traditional service models, including mental health support and crisis intervention through programs like IHART.
–Community Reconnection:Prioritizing the rebuilding of public trust and fostering strong collaborations with community-based organizations.
Policing and Leadership
Policing and Leadership
• Leadership and Internal Messaging –Building Trust Through Connection and Culture –Clear and Consistent Communication:Leadership maintains transparency and internal alignment through regular, open communication with officers and the community, reinforcing shared values and goals. –Modeling Community-Focused Values:Leaders actively promote fairness, empathy, and accessibility, encouraging officers to engage meaningfully with residents, business owners, and youth. –Bridging Police and Community Through Programs:Officers play visible roles in initiatives such as Neighborhood Watch, Business Watch, and Safe Start to School campaigns, building trust and familiarity through direct engagement in everyday community life.
–Promoting Healthy Youth Engagement:Leadership supports programs like Late Night Basketball and youth mentorship activities, offering positive outlets and reinforcing pro-social behavior as a strategy to reduce crime and strengthen community resilience.
–Fostering a Culture of Connection:Officers are empowered to be approachable role models participating in events, school visits, and collaborative safety initiatives creating opportunities for consistent, positive interactions with the community.
–Continuous Growth and Service:Ongoing training emphasizes public-safety readiness but also relationship-building, cultural awareness, and community service. • Advancing Women in Policing –30x30 Initiative
– Goal:Increase the representation of women in law enforcement to 30% by 2030, in alignment with national best practices. – Early Commitment:In April 2021, the Vallejo Police Department became one of the original 30 national agencies to adopt the 30x30 Initiative, reflecting a strong commitment to equity, innovation, and community-centered policing. – Current Status:Women currently make up approximately 10% of VPD’s sworn personnel, highlighting the need for renewed investment in female recruitment and retention.
• Community Benefits of Increasing Women in Policing
– Enhanced De-Escalation and Communication:Experience and research shows that women in law enforcement are more likely to use communication-based strategies and de-escalation techniques, which can lead to safer, more peaceful outcomes during public interactions.
– Stronger Community Trust:A more diverse police force fosters greater legitimacy and approachability, especially among women, youth, and underserved populations.
– Positive Role Models:Increasing the presence of women officers provides visible leadership and mentorship opportunities, inspiring young women and girls to consider careers in public service and safety. – Improved Problem-Solving:Teams with gender diversity bring broader perspectives, leading to more effective solutions tailored to community-specific challenges.
• Strategic Focus Areas
– Targeted Recruitment:Launch community-based outreach and engagement efforts to attract women to law enforcement careers, including school presentations, career fairs, and mentorship programs. – Support for Advancement:
•Expand funding opportunities to support professional growth and leadership development for female officers and supervisors. •Provide scholarships and logistical support for female officers and supervisors to attend specialized trainings, conferences,and networks focused on women in policing.
– Partnerships for Visibility:Collaborate with local organizations, schools, and youth programs to promote awareness of women in policing and celebrate female leadership through events, campaigns, and storytelling. 30 by 30 Initiative
–Request Council's consideration and finding to continue the declared State of Local Emergency due to ongoing public safety staffing challenges
Continuation of Local Emergency –Public Safety Staffing
CONTACT(S)
Jason Ta, Chief of Police
Bob Knight, Deputy Chief of Police
Dawn G. Abrahamson, MMC
City Clerk
Discussion and Direction
on Council Referrals
July 22, 2025
Background
• City Council referrals are requests for future Council agenda items or miscellaneous projects that Council
directs staff to undertake.
• The current referral process is:
– Council Member requests to agendize consideration of a referral at a future Council meeting
– City staff agendizes the referral for direction on whether to scope – If approved, City staff develops and presents a scope at a subsequent meeting
– If approved, City staff implements the scope
Background (Cont’d)
• Referral requests prior to January 1, 2025 will be
discussed at Council’s upcoming Goal Setting
• From January 1 to June 30, 2025:
– City Council made 23 referrals during this period
– Staff believes that 7 referrals are complete
• Update on status of negotiations with Sheriff’s Office Regarding Law Enforcement Assistance
• Update on Scotts Valley Band of Pomo Indians Casino
• Update on City’s Disaster Preparedness
• Public Safety Workshop
• Closed Session review of City Manager’s recent evaluation • Closed Session review of City Attorney’s recent evaluation • Mare Island Preserve added to Congressman Garamendi’s Bill to transfer to federal government
Background (Cont’d)
– 5 are in various stages of work by staff towards completion • Whistleblowing Policy/Program
• Evaluation of Existing City Boards, Commissions & Committees • Public Safety Staffing Emergency with Response Times, including iHart Update
• Alarm Ordinance
• Security Guard Contract
- 2 are awaiting to be agendized by direction from Council • Presentation on Marina Condition Issues
• Update on current state of permitting process with PDS and ways to improve the process to be more accessible
Background (Cont’d)
– 12 referrals are pending Council decision on whether or not staff should scope
• Vision Zero Policy for City of Vallejo
• Creation of Sonoma Boulevard Ad-hoc Committee
• Sperry Mills Site
• California Forever on Mare Island Navy Shipyard/Ship Act • Prostitution Ordinance
• Red Light Abatement Act Ordinance
• Long-Term Financial Plan
• Mare Island Company update on Connolly Corridor
• Reduction of speeds in school sites from 25 mph to 15 mph • Gun Violence Restraining Order (IGVRO)
• Use of AB 22 to Reduce Speeds in Designated Business Districts • Update to the Social Nuisance Ordinance
Background (Cont’d)
– 1 is considered ongoing
• Overview of City Litigation
Background (Cont’d)
• 12 of the referrals are awaiting Council direction on whether to scope:
– Discussion and consideration of Vision Zero Policy for City of Vallejo – Creation of Sonoma Boulevard Ad-hoc Committee
– Update on Sperry Mills Site
– Presentation by California Forever on Mare Island Navy Shipyard/Ship Act
– Creation of a Prostitution Ordinance
– Creation of Red Light Abatement Act Ordinance
– Long-Term Financial Plan
– Mare Island Company update on Connolly Corridor
– Reduction of speeds in school sites from 25 mph to 15 mph – Gun Violence Restraining Order (IGVRO)
– Use of AB 22 to Reduce Speeds in Designated Business Districts – Update to the Social Nuisance Ordinance
Next Steps & Council Direction to Staff on
Current Referrals
• City staff seeks Council direction on whether to move forward to scope.
Consider Changes to Current Council
Referral Process
City Council has directed the scoping of an ad hoc
subcommittee to discuss City Council meeting procedures.
That has not yet been brought to Council. That would be a vehicle to revisit and recommend changes to the current Council referral process. In the meantime, Council can
direct changes to the process.
Current Council Referral Process
• City staff seeks Council direction on the current 2-step Council Referral Process
– Vallejo Municipal Code Section 2.02.230 allows for items of business to be included on the agenda at the request of the mayor, by individual councilmember, by the city manager or by the city attorney. – Current administrative process.
Next Steps & Council Direction to Staff
City Council Referral Process (cont’d)
• Options for Council Consideration:
– Keep the current 2-step referral process
– Add additional subheading to the agenda immediately prior to “Report of the Presiding Officer”
– Under “Request & Action for Future Agenda Items or Special Projects” – Council may
• Make a motion that an item be scheduled for discussion at a future meeting or direct staff to create a scope for a special follow-up task. • Request must be approved by a Council majority
Next Steps & Council Direction to Staff
City Council Referral Process (cont’d)
– The request must be specific to type of follow-up to include any of the following:
• Information on topic to Council in a memorandum
• Staff schedule a presentation to Council by outside party at a future Council meeting
• Staff schedule an agenda item at a future Council meeting to receive direction from Council on an issue
• Staff present proposed City legislation/policy to Council at a future meeting
• Council requests for staff to conduct a special project requiring substantial staff time or City resources will be brought to Council as a future agenda item for staff to receive direction from Council on how to resource and prioritize the special project within the City workplan/Council Goals.
– Other Options
CONTACT(S)
Dawn G. Abrahamson, MMC, City
Clerk
Broadway ProjectMonthly Schedule and Budget UpdateGillian Haen, Assistant City ManagerNatalie Peterson, Assistant to the City Manager July 22, 2025
Broadway Project Background•Location: 2441 Broadway•47 Permanent Supportive Housing Units •Partners:–Developer: Firm Foundation–Operator: Shelter Inc. •Firm Foundation –current property owners (through construction)•City to take ownership at end of construction for anticipated future sale/transfer to affordable housing nonprofit organization Timeline•7/8/2025 –TCO received •7/23 –7/24 Wells Fargo & Make It Home Furniture•7/28/25 –units ready to be occupied –Minor punch list items being addressed through move-ins •Lease/operator agreement –anticipated for execution week of 7/28 •Receiving certificates of insurance for execution Lease-up Update •1stround of participant move-ins by August 18th–To do:•Execute Improvement / Operator Agreement •Participants referred through Coordinated Entry (RCS)•Participant background checks àleases executed•RCS has 30 participants document ready & ready for referral Project Updates •Confirmation from HUD àPBVs for Broadway approved prior to shortfall notice; will not affect PBVs allocated to Broadway –HAP Contract documents sent to HUD for approval •Opioid Funding Agreements àcoming to Council on 8/5/25–notice of intent to amend by Council occurred 6/3/25 –Agreements being finalized •Ribbon Cutting–October TBD
CONTACT(S)
Gillian Haen, Assistant City Manager [email protected] Peterson, Assistant to the City Manager [email protected]